April 4, 2022 • 27 mins
Show Notes & Resources
Josh Goodman is Founder and CEO of PourMyBeer, a leading self-serve dispense technology company providing restaurant operators increased efficiencies and sales, while providing patrons with a better experience. Goodman has been recognized as an Inc. 5,000 award-winner, a two-time entrepreneur, 360-award winner, and a leader in his industry. PourMyBeer has over 10,000 taps in 23 countries, and most recently Coca-Cola European Partners chose to invest in the company. Goodman’s investment in his own technology and his people has provided a foundation for the company’s growth and success.
Chapter Summaries:
0:41 - Introducing Josh Goodman
1:25 - PourMyBeer
3:51 - What Sparked the Idea
7:40 - No Need to Panic
14:10 - Measuring Sucess
18:09 - Solving an Issue
21:32 - Big Mistakes, Big Lessons
Key Takeaways
- Learn how to solve problems without panicking.
- Until the business doesn't need you, you don't have a business, you have a job. So you know, where I've been focusing, a lot of my energy is building and getting the right people and the right processes in place.
- The universe keeps throwing the same problems at you until you learn how to figure them out.
- I'll never be the smartest person in the room. Uh, but I can tell you I don't make the same mistake twice. And I do believe that I've made more mistakes than anyone else out there. In fact, I would go as far as saying we've made more mistakes than all of our competitors combined. But we've never made the same mistake.
- Learn how to do your own bookkeeping, learn how to do your own finances, watch videos, talk to the smartest people, you know, um, it doesn't mean you have to do your own bookkeeping longterm, but be conscious of what your balance sheet looks like.
- But I guess my lesson there was don't sign contracts with expecting that the person on the other side sees a life the same way you do.
- That’s another lesson learned, do your due diligence on people that you're going to go into business with.
- I think it's always important to look at how the dots are connected.
- We may not get it right 100% of the time, but we will make it right 100% of the time.
Resource Links:
Website: PourMyBeer.com
Josh Goodman: Linkedin | Instagram
Company: Linkedin | Instagram |
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Greg Muzzillo (00:06):
Hello and welcome to Million Dollar Monday.
I'm your host, Greg Muzzillo,bringing you real successful
people with real useful advicefor people with big dreams.
I understand big dreams.
I turned an investment of$200and a lot of great advice from
some really successful peopleinto my big dream, Proforma,
(00:30):
that today is a half billiondollar company.
Well welcome for the first timein the history of Million Dollar
Monday, which has been about ayear.
I have a guest who's in anindustry I never heard of.
(00:54):
I am excited for you to meet himhere shortly.
He is an Inc 5,000 award-winningbusiness and entrepreneur.
He is a two time entrepreneur,360 award winner, and he is the
industry leader in an industrycalled the self pour industry.
We're about to learn a whole lotmore about Josh Goodman, Josh
(01:18):
Goodman.
Thanks for joining us.
Josh Goodman (01:20):
Thank you, Greg.
Happy to be here.
Greg Muzzillo (01:22):
Great to have you all right.
First of all, just tell peoplebriefly, what is the self pour
industry, then we're gonna goback and hear the whole story.
Josh Goodman (01:32):
Yeah, so you know, I like to refer to it as you
know, everyone's pumped theirown gas.
So when you pull up to a gasstation, you pump your own gas
and whatever you put in yourcar, you pay for, if you can
only afford$2 and 33 cents ofunleaded, that's what you pay
for.
If you can afford to fill it up,it's a hundred bucks, whatever,
we've taken that same conceptand applied it to the going out
(01:54):
industry.
So you can go to any of ourlocations across the country and
dispense, 2.3 ounces of oneproduct.
It could be beer, wine,cocktails cold brew coffee, and
you get charged by the 10th ofan ounce.
And it's seamless.
Greg Muzzillo (02:09):
All right.
So just like pump my own gaspump my own drink.
And the name of the company isappropriately enough,
PourMyBeer.
All right, let's start at thebeginning, Josh.
Josh Goodman (02:21):
I would say growing up, you know, my dad
owned a carpet business.
So naturally I was around whatit, back then entrepreneur,
wasn't really even a word inthe, in the eighties.
Um, but you know, he was anentrepreneur.
Ironically, I didn't get as muchof a window into the business
side of it.
He, he had me go and like rip up, carpet and put it in trucks
and do the manual labor stuff.
(02:42):
And he slipped me 20,$30 to helpout.
But really what sparked me, froma business entrepreneurship
perspective, wasn't until thesenior year of high school, or
I'm sorry, senior year ofcollege, going into my senior
year, I realized I needed to getsome practical work experience.
And all I had really done up tothen was waiting tables, working
(03:04):
at a pool.
I actually laid gym floors onesummer, which was awesome
working for my dad, obviously.
I even bailed some hay at afriend's family farm, but that
summer I saw some advertisementsfor something that said$15 was
based appointment.
And you get paid commissions onwhatever you sell.
Didn't know what I'd be selling,but I went to the interview and
(03:24):
it was Cutco knives.
So that summer I sold like$20,000 for the knives made, you
know, probably in theneighborhood of five to$8,000
that summer, which was moremoney, that was a million
dollars to me at that point inmy life.
Greg Muzzillo (03:40):
Absolutely.
Josh Goodman (03:41):
You know, that was my first kind of taste of
entrepreneurship and that reallyjust lit the fire.
Greg Muzzillo (03:49):
Awesome.
All right.
Then what happened after
Josh Goodman (03:51):
That?
Going back to kind of the originstory.
I was in a bar in Baltimorewhere I lived at the time and
meeting some friends and wejust, we were meeting up before
a game and wanted to get a fewdrinks.
And we walked into the bar andit was it's in Federal Hill,
which is kind of a, you know,working class part of Baltimore,
where the local hangout.
And we couldn't get a drink.
(04:12):
It took about 20 minutes just toget one person's attention to
come over and take our order.
Um, then we didn't place ourorder in, you know, we didn't
get another drink for 10minutes.
And by the time we got our firstround, it was time to go.
And I just kept thinking, thisis a broken process.
Like I'm not only an unhappycustomer.
Um, there's probably another 70or 80 unhappy customers.
(04:33):
And then the owner is losing therevenue that they could have
gotten if I could have justpoured my own drinks.
I actually left my friends atthe bar.
We were supposed to go to anOrioles game that night and I
left him at the bar.
I said, I got this idea.
I gotta really kind of, I wannadive deep on it.
So I went home and I was up tillprobably three or four in the
morning, typing out the businessplan and you know, how it would
(04:55):
look and work.
And I didn't have a name for ityet, but I caught it like the
adult beverage dispense systemkind of like an ATM, but for
beer and that was the originalkind of start.
And I mean, that was back in2008.
Greg Muzzillo (05:08):
So that's 2008.
I know you went through a coupleof experiences that sort of led
you to the official beginning ofPourMyBeer and long story short,
you just got yourself to thepoint, you know, you and I had a
chance to visit.
You got to the point where yourealized you needed to have your
(05:29):
own technology and your ownsystems.
Um, and I think if I remembercorrectly, that was around 2012,
2013, is that right?
Josh Goodman (05:39):
Yep.
You're right spot on there,Greg.
And you know, uh, EntrepreneurMagazine did a really good job
at laying out the stages of thebusiness.
Uh, I was really impressed withhow they did that, but it was
the first stage was, was kind oftrying to do it on my own with
that.
I did like a little mobile beertable.
Um, and then I was put in touchwith this company in Ireland
that had already developed theirown mobile beer table for Diagio
(06:02):
on a large scale.
And so I just, you know, I waslike, well, I'll just piggyback
off them.
They've already got theengineering, they've got it
figured out it's wireless.
Um, and so I flew over toIreland in November of 2009, had
an amazing experience, theywined and d ined me threw the
Guinness a t me and, you know,just really, u m, it was great.
You know, I got a lot of, uh,had a lot of confidence coming
(06:25):
back in there and you know, oneof the things I'd say to any
entrepreneur is, you know, wedid that.
I would call it idiotic, uh,entrepreneur math, where there
were 7 million people in thecountry of Ireland.
Um, and they did around 5million Euro in business.
So we're thinking America has300 million people.
(06:45):
Right, right.
It's conservative to assumewe'll do 150 million the first
year.
Um, so they got me to agreed todoing a deal where I got 5% of
the net profits of the company,um, which was, you know,
nothing.
Um, and then like a really,really low ball salary.
But I was so eager just to getsomething going.
I was like, I don't care.
(07:06):
It's a rookie contract.
I'm gonna outperform my contractand we're gonna renegotiate it a
year from now, but I did agreeto a really terrible deal.
And I don't regret agreeing toit because they were sticking
pretty hard to what they thoughtwas fair.
Um, but you know, it got theball rolling and then we
started, you know, essentially Iviewed it as me being able to
get my masters in business ontheir dollar.
(07:27):
Um, cause they were gonna let merun the US organization.
And I felt that was far morevaluable than any percentage or
salary.
Greg Muzzillo (07:36):
That's a great perspective.
Josh Goodman (07:38):
Yeah, no it definitely came with its
challenges.
Like, you know, one of thechallenges I remember
specifically, we didn't have aforklift and so they were
delivering 20 of the 500 poundtables to unload off the truck.
So I literally ran up and downlike four rows of office
buildings asking if someoneowned a forklift, since my dad
(08:01):
owned a carpet company, I waslike, I'm OSHA certified.
I know how to drive a forklift.
Can I give you 50 bucks and I'lljust, you know, I'll bring it
right back.
And I was able to get'emunloaded and you know, but it's
little problems that you justget thrown these problems
nonstop and you're learning howto solve them without panicking.
Um, that's a, that's a musclethat you do not gain until you
(08:22):
flex, you know, work it out alot.
Um, and then, you know, so 2010we grew up from 200 grand to 800
grand in 2011.
And then, um, you know, mybusiness partner at the time
Declan and I were, we were just,you know, selling our tails off
and we had one other employeehelping on the installations and
we got to 1.2 million and thenwe found out the Irish company
wag going bankrupt, which wasnot fun to hear.
(08:46):
Um, they didn't disclose that tous.
Uh, at all.
We found out through a thirdparty and then we, we ended up
partying ways with them towardsthe end of 2012.
And that's when we startedPourMyBeer.
So Declan and I started thecompany and we really didn't
have a plan.
You know, it's kind of like thatready fire aim kind of concept.
Or, uh, we didn't have a realplan.
We were just like, look, we'vegot, we've got the knowledge of
(09:07):
how to sell it.
We gotta find another supplier,but you know, you know, we'll
figure it out.
And I think that, that, that'sone of the things that some
people get caught up on the factthat they don't have a plan.
Um, and they just, you know,they just stop in their tracks
and I think it's important to,to be okay with not having a
plan, um, and being kind ofunder a lot of stress.
Greg Muzzillo (09:29):
Well, you were forced into that situation too,
your supplier at the time orpartner or whatever you call
them was going bankrupt.
So you really didn't have achoice much other than to get on
the fly and figure out a plan onthe fly.
Josh Goodman (09:42):
Yeah.
Yeah.
So then ironically enough,around 2013 is when a company
out of California had justraised close to a million
dollars to launch their own selfpour product, but they had
failed to secure any customersin about a year and it was being
run by a lawyer and, you know, atech person.
Um, but they had not gained onecustomer.
And so, you know, Declan and Ireached out and said, look, we
(10:03):
don't know how to sell.
We don't have a product, somaybe we can work together.
So we actually did work out anagreement where we sold about 30
of their systems.
And, you know, quite frankly, iftheir systems would've worked,
we'd have probably stayed inbusiness with them, but they
failed miserably.
I had customers cursing me out,yelling at me telling me how I
had sold'em a lemon.
Yeah.
Yeah.
And it was it was terrible, youknow?
(10:25):
Um, and again, that's anotherlesson learned like, uh, you
know, do your due diligence onpeople that you're gonna go into
business with.
And then, you know, there justkept being these, we call it the
slapping hand, like a hand justkeeps slapping you until you
like push the hand away.
And the slapping hand was like,they didn't care that their
technology didn't work.
They just were really focused ongetting customers and didn't
(10:46):
care how well their systemworked.
And, and we, you know, ourvalues just weren't aligned.
So, uh, at the time we hadhardly any cash left and, you
know, we, we ended up, you know,that concept of burning the
boat, you know, when you get toan island you don't have, so we,
we basically fired them as avendor and said, we never wanna
(11:06):
do business with you again.
Um, and we ended up, uh, Declanended up having to leave the
company and go get a regular jobbecause you know, the company
had no money.
Um, and then that's when I, Ireally cemented a relationship
with one of the companies inAustria that we'd done business
with.
Um, and I sold them on me as aperson, our track record of, of
(11:27):
what we'd done over the last fewyears.
And we had indirectly donebusiness with them through the
company in Ireland becauseIreland would actually secure
them to deliver product for usas we well, but I said the
current product that's availableis not something that we can
scale.
And I went to them with theproposition that it had to be so
simple that my six year old soncould install it and support it.
(11:49):
Uh, and that was how we builtthe product together.
And I agreed to pay them,upfront for orders that had not
been fulfilled.
And I agreed to give them equityin the company if it was
fulfilled.
And it was just one of those I'dbeen through so many, I guess,
negative relationships or toxicbusiness relationships.
(12:09):
You know, I was, I don't wannasay it was jaded, but to get
into a relationship with someonewho genuinely cared about you as
a person and treated you the waythat they've treated me since
day one, it was just, it wasworth all the pain I went
through, you know?
Um, it made me appreciate ahealthy business relationship
over an unhealthy one.
Greg Muzzillo (12:29):
Yeah, absolutely.
Josh Goodman (12:30):
I think people let them just like in life, they get
into unhealthy relationships andthey just stay in'em you gotta
get out of them.
Greg Muzzillo (12:36):
Yeah.
All right.
So this company helped youactually develop the solution
that worked, that you were ableto take to the market.
That really is the, uh, backboneof PourMyBeer.
Josh Goodman (12:48):
Yeah.
So 2015, a kind of funny storythat happened there is, it was,
you know, I flew over there inMarch I got to see the prototype
in person.
Then we went skiing in theAustrian Alps, which was
amazing.
I almost died on in the AustrianAlps that's in the book, coming
out later next year.
But, after that it was March andI got to bring the working
(13:11):
prototype back with me.
Um, but I had already collectedthe deposits from customers.
So, you know, when you collectmoney from someone and you don't
have a product yet, it's a verystressful time between when
you're gonna install it.
And you know, when you've gottheir money and I was always
very upfront with our prospectsand I actually took that sample
set and I didn't have much moneyleft in the bank.
(13:31):
I mean, I had taken out a 70,000loan and it was taking money out
of my account every single day.
It was one of those payday loansand it was, it was very
stressful because we got down tolike less than$10,000 or no,
sorry, less than$3,000 in ouraccount.
I figured I only had about eightmore days left until I was
overdrawn.
So I took some of the money flewto California.
(13:53):
I had five meetings and I waslike, I just gotta come back
with two, two deposits out ofthe five to stay alive.
And I did, I was able to comeback with two deposits out of
the five, um, and you know, longterm, I ended up getting all
five deposits down the road, butyou know, I just needed two
right then to kind of stay alive
Greg Muzzillo (14:10):
Flash forward as to where is the business at
today as it relates to how youmet measure the size and success
of the company?
Josh Goodman (14:19):
Yeah.
The easy way to measure it is inrevenue, but I think more
importantly, you know, someoneonce told me early on when I was
trying to secure an investmentfrom them, they said, um, you
know, until the business doesn'tneed you, you don't, you don't
have a business, you have a job.
Um, so you know, where I've beenfocusing, a lot of my energy is
(14:40):
building getting the rightpeople and the right processes
in place.
Our product is rock solid.
You know, it can always beimproved upon, but where we're
measuring our success today,versus a few years ago, I mean a
few years ago was survive.
It was just survive, you know,get some wins, survive, uh, you
know, having an investor likeCocaCola European partner, Euro
(15:03):
Pacific partners in our companyhelps validate kind of the
longevity of our company.
And yeah,
Greg Muzzillo (15:09):
So just, just for our listeners, you kind of
glossed over that, but somewherealong the way, um, you got an
investment from, a Coke groupCoca-Cola group to invest in the
company and become an equitypartner, which is pretty
substantial.
Josh Goodman (15:24):
Yeah and I think it's always important to look at
how those dots connected.
So we did a project for acompany out of New York city,
branded hospitality.
And they had a place called,Duke's.
Um, and they've got about 30other restaurants in the city,
but branded hospitality createdbranded strategic, which is an
(15:44):
investment arm and investsspecifically in the restaurant
hospitality industry.
So our company was their firstinvestment and then they
introduced their portfolio toCoca-Cola Europe, the bottling
division for Coca-Cola.
And they said, we'd love to talkto this innovative tap solutions
company, doing businesses forPourMyBeer.
And so those conversationsprogressed and then I met'em in
(16:07):
Europe and they, they liked whatwe were doing.
They liked how we were doing it.
And they said, look, we'd liketo, you know, make an investment
in your company.
And so we went through the duediligence process and, kind of a
funny, not funny COVID story waswe had the deal done in February
of 2020.
It was all but signed, dotteddelivered, and then COVID hits.
(16:27):
So assets get frozen deals, getput on hold, restaurants close
the down.
I mean, it could have been utterdooms day for our company, but
we built such a good foundationwith our team and our cash and
just our business in general,that we were able to, you know,
weather the storm.
And then, you know, lo andbehold, September of 2020,
(16:48):
Coca-Cola came back to the tableand said, look, let's get this
deal done.
It's already 98% done.
We took off from there.
I mean, we doubled in revenuefrom 2020 to 2021.
And even in 2020, we were up 10%from the year before, even
though we, really had a fewmonths where we couldn't do much
business.
Greg Muzzillo (17:08):
Right, right.
So you're in how many bars orestablishments are you in today?
Josh Goodman (17:15):
So worldwide, we have over 350 locations, um,
including cruise ships thatwe're on, that they're using our
technology.
Uh, and you know, we're, we'restarting to make a lot of
headway in the hotel industrywhere the guests can use their
room card to deploy their ownbeer, wine cocktails.
Um, but you know, know, uh, 23different countries currently
(17:37):
bulk of our installations are inthe United States.
So if you were to go to ourwebsite, PourMyBeer.com and look
at the locations, it'llautomatically find the locations
nearest to you, but, you know Istill am in awe of what, what
we're building.
And also that we're still at thevery kind of beginning of what I
believe is gonna be a muchlarger, absolutely business.
(17:58):
Um, and you know, I really stillget a lot of excitement and, you
know, like Christmas morningexcitement to a packed bar,
that's using our technology andsee that nobody's waiting
because I can legitimately saythat I solved that problem, you
know, and originally thatproblem was the problem we
solved was I call it thehamburger of self poor.
(18:21):
So, you know, a hamburger istwo, two buns and a patty.
So the patty is all thetransactions in between.
The bun is checking into therestaurant and checking out of
the restaurant.
Um, we really focused on thepatty when we started the
business and we had that downpack, like what you poured
showed up.
And, but the onboarding andoffboarding was really bumpy,
(18:41):
but by integrating with likeToast and Clover and My Access
Point and Zonal and and allthese major point of sales
companies, we've made it.
So the onboarding process isquick.
It's like 20 seconds.
And then there is no offboardingprocess.
So you can literally just dropyour card in a bucket on the way
out in a, you know, a 10% jar, a20% jar, a 30% jar, and you get,
(19:03):
you, you add your tip withouthaving to be there.
So, you know, that's where Ifeel like we've really made
some, some massive steps in thelast few years.
And when you asked about how Ijudged kind of the metrics and
the numbers, it's definitely onnumber of locations.
I mean, yes, I'm focused onrevenue.
Uh, you know, I do believe, youknow, today we're valued at a 20
(19:23):
million company.
I believe next year we should bein the 50 to 60 million range
based off the contracts and thepipeline we have, you know, and
we are talking to some of thesebigger players now, they're
seeing our technology in useand, you know, they wanna see
that you've been able to grow.
Um, no one wants to do businesswith a 10 or 20 location
company.
Greg Muzzillo (19:43):
Do I put in my credit card?
How does this exactly work, do Igo up to the tap itself and just
put in my credit card and pourwhat I want?
Josh Goodman (19:51):
Yeah.
So the, the main way that mostof our customers implemented is
you, uh, you walk into a bar taproom, you have someone that we
call a card dealer, um, andthey, they take your credit card
and check your ID, and then theyswipe your credit card into
their point of sale system.
And then, then what they do isthey connect our card to the tab
that has been created under yourname.
(20:13):
So it would show up as Greg intheir point of sale system and
this card, as well as any othercard you wanted to connect to
your account would automaticallypost the transactions on your
open tab.
So no different than if yousaid, you know, I'll take, I'll
take 10 beers.
Um, put it on my tab instead ofsomeone having to physically do
it, it's posting everytransaction on your tab.
(20:35):
And we've got customers doing ahalf a million a month through
our system where 50,000 of thatis margaritas.
And we have another customer inChicago, that's doing close to
200,000 a month.
And he was like, there was, wehad over, uh, 28,000
transactions over the weekend.
He said, we did that with sixemployees.
And so, you know, typically todo 28,000 transactions, I mean,
(20:59):
think of, you know, you need anarmy of people,
Greg Muzzillo (21:03):
You know?
Yeah, absolutely.
Yeah, yeah, yeah.
Josh Goodman (21:04):
Um, and that's, you know, that's a test to what
we built.
We built a system that, thatallows you to run your business
more efficiently, but it's also,it's a win for the customer
because they're getting tosample it.
You're selling them instead of abeer or a cocktail.
You're selling an experience andthat's where the magic happens.
That's what I truly find joy inanytime I see it in action.
Greg Muzzillo (21:26):
It's almost mind boggling to think of all of the
places that this technology andsolution could apply.
Tell our listeners one or two ofthe biggest mistakes you made
and what lessons come with it.
And one or two of the biggestsuccesses, and what lessons come
with that.
Josh Goodman (21:45):
Uh, so, my lawyer, he's made a quote that really
sticks with me and it plays intowhat you just said.
He says, the universe keepsthrowing the same problems at
you until you learn how tofigure'em out.
Um, one of those problems thatkind of brought it was brought
to head last year was I had avendor.
I was introduced to this personas a potential investor.
(22:09):
And they said they wanted tooffer some financial services.
So I, you know, I'd signed upfor'em and I figured I'd take
the financial services for a fewmonths if I didn't like it, I'd
cancel it.
Um, so I signed the agreementand then, when I went to cancel
it, instead of canceling itthree months, I canceled it
three months and like four orfive days.
And they were like, well, holdup, you know, it autorenews for
(22:30):
a year, if you didn't cancel inthree months.
And, you know, I was really in astate of disbelief, because this
was before COVID or whatever,and then COVID hit and whatever
it was another kind of insult toinjury.
But I guess my lesson there wasdon't sign contracts with
expecting that the person on theother side sees life the same
(22:53):
way you do.
Um, like just doing what youfeel is the right thing to do.
Um, because if someone ever cameto me and said, Hey, I didn't
get outta the contract, but itwas four days late, I would
never say, okay, well you owe mefor nine more months of
services, even though you don'twant them.
I just, I wouldn't feel morallyright about doing that.
But so that's one lesson I wouldsay, you know, read the
(23:14):
contracts and don't assume thateveryone sees the world the same
way you do.
Um, and then the other one that,you know, I've said this on a
few platforms that hopefullypeople are listening to is learn
how to do your own bookkeeping,learn how to do your own
finances, watch videos, talk tothe smartest people you know,
um, it doesn't mean you have todo you're own bookkeeping long
(23:35):
term, but be conscious of whatyour balance sheet looks like,
what your P and L looks like.
I've created my own version of aP and L in an Excel document.
But you know, if I could go backand talk to 25 year old, 27 year
old Josh, I would say, takeclasses on QuickBooks, learn how
(23:57):
to do it yourself, learn how toinput things, learn how to check
it.
Um, you know, but then again, atthat time, my life I was just
trying to stay alive.
I wasn't as focused on are mybooks clean.
Um, yeah.
But yeah, there's, there wouldbe the two areas that I would.
Greg Muzzillo (24:14):
Yeah, for sure.
Understanding at some level thefinances is the key to
everything because as they saycash is king, all right.
The biggest success and thebiggest lesson now for our
listeners.
Josh Goodman (24:30):
Biggest success.
Um, you know, I would sayfocusing on just loving on your
team, you know, like I would saylike, you know, if you can, if
you can empower your team tokind of create on their own and,
you know, applaud them when theycreate structure or processes,
I've found such joy in seeingour team collaborate and bring
(24:53):
projects to fruition from ourCRM improvement to, you know, we
added a customer success personto our company this year.
And, you know, our marketingdirector, just seeing people
blossom into the people that youbelieved they could be when you
brought them on and exceedingyour expectations.
I think that's what really, I'vefound a ton of joy in over the
(25:17):
last, you know, 12, 24 months.
Greg Muzzillo (25:20):
Yeah.
Josh Goodman (25:21):
I hate to end on a failure, but I guess, uh,
biggest failure that's, uh, youknow, I'm a big advocate as a
former college athlete.
Like I always tell ourprospects, like not the smartest
person, I'll never be thesmartest person in the room, but
I can tell you,
Greg Muzzillo (25:37):
I always, whenever I hear somebody say
that I always know look outbecause here comes something
really smart.
Go
Josh Goodman (25:44):
Ahead.
Well, you know, I believe that Idon't make the same mistake
twice.
There
Greg Muzzillo (25:48):
You go.
And, and
Josh Goodman (25:48):
I do believe that I've made more mistakes than
anyone else out there.
In fact, I would go as far assaying, we've made more mistakes
than all of our competitorscombined.
Um, but we've never made thesame mistake and that's
something that, you know, itkind of goes along with, you
know, the phrase that I, Ireally try to bleed into our
team is, you know, we may notget it right a hundred percent
of the time, but we will make itright a hundred percent of the
(26:11):
time.
And, you know, just having thatfocus on your team, your
customers, and just constantlylearning, like I learned from
our team.
Um, I always applaud, you know,when I do gain something from
them that I didn't know before,uh, you know, because, you know,
we're all here to help eachother.
We're all teammates, you know,we've got that upside down
(26:31):
triangle mentality, you know?
Greg Muzzillo (26:33):
Yeah.
Um, clearly we're all in ittogether and the more let people
do the more they'll wanna do.
And by listening to you that youare really at the very early
stages, even though you'veachieved some very good levels
of success, you are at the earlystages of something I think is
going to be massive.
(26:55):
I look forward to hearing whenyour book is done.
And most importantly, I thankyou, Josh for spending some time
with us.
Josh Goodman (27:03):
Thank you, Greg.
And hopefully your listenersenjoy it.
And if they have a question,feel free to have them, you
know, ping you or come direct toour social media and ask there,
but, you know, just want to behelpful for any other
entrepreneurs out there.
They
Greg Muzzillo (27:15):
could also just put it in the comments.
We'll have comments dependingupon where they read this at so
they can put their questions andcomments in the appropriate
medium and we'll follow up,Josh.
Thanks again.
Josh Goodman (27:29):
Thank you, Greg.
I'm glad you decided to reachout and I'm glad this all worked
out.
Hello and welcome to Million Dollar Monday.
I'm your host, Greg Muzzillo,bringing you real successful
people with real useful advicefor people with big dreams.
I understand big dreams.
I turned an investment of$200and a lot of great advice from
some really successful peopleinto my big dream, Proforma,
(00:30):
that today is a half billiondollar company.
Well welcome for the first timein the history of Million Dollar
Monday, which has been about ayear.
I have a guest who's in anindustry I never heard of.
(00:54):
I am excited for you to meet himhere shortly.
He is an Inc 5,000 award-winningbusiness and entrepreneur.
He is a two time entrepreneur,360 award winner, and he is the
industry leader in an industrycalled the self pour industry.
We're about to learn a whole lotmore about Josh Goodman, Josh
(01:18):
Goodman.
Thanks for joining us.
Josh Goodman (01:20):
Thank you, Greg.
Happy to be here.
Greg Muzzillo (01:22):
Great to have you all right.
First of all, just tell peoplebriefly, what is the self pour
industry, then we're gonna goback and hear the whole story.
Josh Goodman (01:32):
Yeah, so you know, I like to refer to it as you
know, everyone's pumped theirown gas.
So when you pull up to a gasstation, you pump your own gas
and whatever you put in yourcar, you pay for, if you can
only afford$2 and 33 cents ofunleaded, that's what you pay
for.
If you can afford to fill it up,it's a hundred bucks, whatever,
we've taken that same conceptand applied it to the going out
(01:54):
industry.
So you can go to any of ourlocations across the country and
dispense, 2.3 ounces of oneproduct.
It could be beer, wine,cocktails cold brew coffee, and
you get charged by the 10th ofan ounce.
And it's seamless.
Greg Muzzillo (02:09):
All right.
So just like pump my own gaspump my own drink.
And the name of the company isappropriately enough,
PourMyBeer.
All right, let's start at thebeginning, Josh.
Josh Goodman (02:21):
I would say growing up, you know, my dad
owned a carpet business.
So naturally I was around whatit, back then entrepreneur,
wasn't really even a word inthe, in the eighties.
Um, but you know, he was anentrepreneur.
Ironically, I didn't get as muchof a window into the business
side of it.
He, he had me go and like rip up, carpet and put it in trucks
and do the manual labor stuff.
(02:42):
And he slipped me 20,$30 to helpout.
But really what sparked me, froma business entrepreneurship
perspective, wasn't until thesenior year of high school, or
I'm sorry, senior year ofcollege, going into my senior
year, I realized I needed to getsome practical work experience.
And all I had really done up tothen was waiting tables, working
(03:04):
at a pool.
I actually laid gym floors onesummer, which was awesome
working for my dad, obviously.
I even bailed some hay at afriend's family farm, but that
summer I saw some advertisementsfor something that said$15 was
based appointment.
And you get paid commissions onwhatever you sell.
Didn't know what I'd be selling,but I went to the interview and
(03:24):
it was Cutco knives.
So that summer I sold like$20,000 for the knives made, you
know, probably in theneighborhood of five to$8,000
that summer, which was moremoney, that was a million
dollars to me at that point inmy life.
Greg Muzzillo (03:40):
Absolutely.
Josh Goodman (03:41):
You know, that was my first kind of taste of
entrepreneurship and that reallyjust lit the fire.
Greg Muzzillo (03:49):
Awesome.
All right.
Then what happened after
Josh Goodman (03:51):
That?
Going back to kind of the originstory.
I was in a bar in Baltimorewhere I lived at the time and
meeting some friends and wejust, we were meeting up before
a game and wanted to get a fewdrinks.
And we walked into the bar andit was it's in Federal Hill,
which is kind of a, you know,working class part of Baltimore,
where the local hangout.
And we couldn't get a drink.
(04:12):
It took about 20 minutes just toget one person's attention to
come over and take our order.
Um, then we didn't place ourorder in, you know, we didn't
get another drink for 10minutes.
And by the time we got our firstround, it was time to go.
And I just kept thinking, thisis a broken process.
Like I'm not only an unhappycustomer.
Um, there's probably another 70or 80 unhappy customers.
(04:33):
And then the owner is losing therevenue that they could have
gotten if I could have justpoured my own drinks.
I actually left my friends atthe bar.
We were supposed to go to anOrioles game that night and I
left him at the bar.
I said, I got this idea.
I gotta really kind of, I wannadive deep on it.
So I went home and I was up tillprobably three or four in the
morning, typing out the businessplan and you know, how it would
(04:55):
look and work.
And I didn't have a name for ityet, but I caught it like the
adult beverage dispense systemkind of like an ATM, but for
beer and that was the originalkind of start.
And I mean, that was back in2008.
Greg Muzzillo (05:08):
So that's 2008.
I know you went through a coupleof experiences that sort of led
you to the official beginning ofPourMyBeer and long story short,
you just got yourself to thepoint, you know, you and I had a
chance to visit.
You got to the point where yourealized you needed to have your
(05:29):
own technology and your ownsystems.
Um, and I think if I remembercorrectly, that was around 2012,
2013, is that right?
Josh Goodman (05:39):
Yep.
You're right spot on there,Greg.
And you know, uh, EntrepreneurMagazine did a really good job
at laying out the stages of thebusiness.
Uh, I was really impressed withhow they did that, but it was
the first stage was, was kind oftrying to do it on my own with
that.
I did like a little mobile beertable.
Um, and then I was put in touchwith this company in Ireland
that had already developed theirown mobile beer table for Diagio
(06:02):
on a large scale.
And so I just, you know, I waslike, well, I'll just piggyback
off them.
They've already got theengineering, they've got it
figured out it's wireless.
Um, and so I flew over toIreland in November of 2009, had
an amazing experience, theywined and d ined me threw the
Guinness a t me and, you know,just really, u m, it was great.
You know, I got a lot of, uh,had a lot of confidence coming
(06:25):
back in there and you know, oneof the things I'd say to any
entrepreneur is, you know, wedid that.
I would call it idiotic, uh,entrepreneur math, where there
were 7 million people in thecountry of Ireland.
Um, and they did around 5million Euro in business.
So we're thinking America has300 million people.
(06:45):
Right, right.
It's conservative to assumewe'll do 150 million the first
year.
Um, so they got me to agreed todoing a deal where I got 5% of
the net profits of the company,um, which was, you know,
nothing.
Um, and then like a really,really low ball salary.
But I was so eager just to getsomething going.
I was like, I don't care.
(07:06):
It's a rookie contract.
I'm gonna outperform my contractand we're gonna renegotiate it a
year from now, but I did agreeto a really terrible deal.
And I don't regret agreeing toit because they were sticking
pretty hard to what they thoughtwas fair.
Um, but you know, it got theball rolling and then we
started, you know, essentially Iviewed it as me being able to
get my masters in business ontheir dollar.
(07:27):
Um, cause they were gonna let merun the US organization.
And I felt that was far morevaluable than any percentage or
salary.
Greg Muzzillo (07:36):
That's a great perspective.
Josh Goodman (07:38):
Yeah, no it definitely came with its
challenges.
Like, you know, one of thechallenges I remember
specifically, we didn't have aforklift and so they were
delivering 20 of the 500 poundtables to unload off the truck.
So I literally ran up and downlike four rows of office
buildings asking if someoneowned a forklift, since my dad
(08:01):
owned a carpet company, I waslike, I'm OSHA certified.
I know how to drive a forklift.
Can I give you 50 bucks and I'lljust, you know, I'll bring it
right back.
And I was able to get'emunloaded and you know, but it's
little problems that you justget thrown these problems
nonstop and you're learning howto solve them without panicking.
Um, that's a, that's a musclethat you do not gain until you
(08:22):
flex, you know, work it out alot.
Um, and then, you know, so 2010we grew up from 200 grand to 800
grand in 2011.
And then, um, you know, mybusiness partner at the time
Declan and I were, we were just,you know, selling our tails off
and we had one other employeehelping on the installations and
we got to 1.2 million and thenwe found out the Irish company
wag going bankrupt, which wasnot fun to hear.
(08:46):
Um, they didn't disclose that tous.
Uh, at all.
We found out through a thirdparty and then we, we ended up
partying ways with them towardsthe end of 2012.
And that's when we startedPourMyBeer.
So Declan and I started thecompany and we really didn't
have a plan.
You know, it's kind of like thatready fire aim kind of concept.
Or, uh, we didn't have a realplan.
We were just like, look, we'vegot, we've got the knowledge of
(09:07):
how to sell it.
We gotta find another supplier,but you know, you know, we'll
figure it out.
And I think that, that, that'sone of the things that some
people get caught up on the factthat they don't have a plan.
Um, and they just, you know,they just stop in their tracks
and I think it's important to,to be okay with not having a
plan, um, and being kind ofunder a lot of stress.
Greg Muzzillo (09:29):
Well, you were forced into that situation too,
your supplier at the time orpartner or whatever you call
them was going bankrupt.
So you really didn't have achoice much other than to get on
the fly and figure out a plan onthe fly.
Josh Goodman (09:42):
Yeah.
Yeah.
So then ironically enough,around 2013 is when a company
out of California had justraised close to a million
dollars to launch their own selfpour product, but they had
failed to secure any customersin about a year and it was being
run by a lawyer and, you know, atech person.
Um, but they had not gained onecustomer.
And so, you know, Declan and Ireached out and said, look, we
(10:03):
don't know how to sell.
We don't have a product, somaybe we can work together.
So we actually did work out anagreement where we sold about 30
of their systems.
And, you know, quite frankly, iftheir systems would've worked,
we'd have probably stayed inbusiness with them, but they
failed miserably.
I had customers cursing me out,yelling at me telling me how I
had sold'em a lemon.
Yeah.
Yeah.
And it was it was terrible, youknow?
(10:25):
Um, and again, that's anotherlesson learned like, uh, you
know, do your due diligence onpeople that you're gonna go into
business with.
And then, you know, there justkept being these, we call it the
slapping hand, like a hand justkeeps slapping you until you
like push the hand away.
And the slapping hand was like,they didn't care that their
technology didn't work.
They just were really focused ongetting customers and didn't
(10:46):
care how well their systemworked.
And, and we, you know, ourvalues just weren't aligned.
So, uh, at the time we hadhardly any cash left and, you
know, we, we ended up, you know,that concept of burning the
boat, you know, when you get toan island you don't have, so we,
we basically fired them as avendor and said, we never wanna
(11:06):
do business with you again.
Um, and we ended up, uh, Declanended up having to leave the
company and go get a regular jobbecause you know, the company
had no money.
Um, and then that's when I, Ireally cemented a relationship
with one of the companies inAustria that we'd done business
with.
Um, and I sold them on me as aperson, our track record of, of
(11:27):
what we'd done over the last fewyears.
And we had indirectly donebusiness with them through the
company in Ireland becauseIreland would actually secure
them to deliver product for usas we well, but I said the
current product that's availableis not something that we can
scale.
And I went to them with theproposition that it had to be so
simple that my six year old soncould install it and support it.
(11:49):
Uh, and that was how we builtthe product together.
And I agreed to pay them,upfront for orders that had not
been fulfilled.
And I agreed to give them equityin the company if it was
fulfilled.
And it was just one of those I'dbeen through so many, I guess,
negative relationships or toxicbusiness relationships.
(12:09):
You know, I was, I don't wannasay it was jaded, but to get
into a relationship with someonewho genuinely cared about you as
a person and treated you the waythat they've treated me since
day one, it was just, it wasworth all the pain I went
through, you know?
Um, it made me appreciate ahealthy business relationship
over an unhealthy one.
Greg Muzzillo (12:29):
Yeah, absolutely.
Josh Goodman (12:30):
I think people let them just like in life, they get
into unhealthy relationships andthey just stay in'em you gotta
get out of them.
Greg Muzzillo (12:36):
Yeah.
All right.
So this company helped youactually develop the solution
that worked, that you were ableto take to the market.
That really is the, uh, backboneof PourMyBeer.
Josh Goodman (12:48):
Yeah.
So 2015, a kind of funny storythat happened there is, it was,
you know, I flew over there inMarch I got to see the prototype
in person.
Then we went skiing in theAustrian Alps, which was
amazing.
I almost died on in the AustrianAlps that's in the book, coming
out later next year.
But, after that it was March andI got to bring the working
(13:11):
prototype back with me.
Um, but I had already collectedthe deposits from customers.
So, you know, when you collectmoney from someone and you don't
have a product yet, it's a verystressful time between when
you're gonna install it.
And you know, when you've gottheir money and I was always
very upfront with our prospectsand I actually took that sample
set and I didn't have much moneyleft in the bank.
(13:31):
I mean, I had taken out a 70,000loan and it was taking money out
of my account every single day.
It was one of those payday loansand it was, it was very
stressful because we got down tolike less than$10,000 or no,
sorry, less than$3,000 in ouraccount.
I figured I only had about eightmore days left until I was
overdrawn.
So I took some of the money flewto California.
(13:53):
I had five meetings and I waslike, I just gotta come back
with two, two deposits out ofthe five to stay alive.
And I did, I was able to comeback with two deposits out of
the five, um, and you know, longterm, I ended up getting all
five deposits down the road, butyou know, I just needed two
right then to kind of stay alive
Greg Muzzillo (14:10):
Flash forward as to where is the business at
today as it relates to how youmet measure the size and success
of the company?
Josh Goodman (14:19):
Yeah.
The easy way to measure it is inrevenue, but I think more
importantly, you know, someoneonce told me early on when I was
trying to secure an investmentfrom them, they said, um, you
know, until the business doesn'tneed you, you don't, you don't
have a business, you have a job.
Um, so you know, where I've beenfocusing, a lot of my energy is
(14:40):
building getting the rightpeople and the right processes
in place.
Our product is rock solid.
You know, it can always beimproved upon, but where we're
measuring our success today,versus a few years ago, I mean a
few years ago was survive.
It was just survive, you know,get some wins, survive, uh, you
know, having an investor likeCocaCola European partner, Euro
(15:03):
Pacific partners in our companyhelps validate kind of the
longevity of our company.
And yeah,
Greg Muzzillo (15:09):
So just, just for our listeners, you kind of
glossed over that, but somewherealong the way, um, you got an
investment from, a Coke groupCoca-Cola group to invest in the
company and become an equitypartner, which is pretty
substantial.
Josh Goodman (15:24):
Yeah and I think it's always important to look at
how those dots connected.
So we did a project for acompany out of New York city,
branded hospitality.
And they had a place called,Duke's.
Um, and they've got about 30other restaurants in the city,
but branded hospitality createdbranded strategic, which is an
(15:44):
investment arm and investsspecifically in the restaurant
hospitality industry.
So our company was their firstinvestment and then they
introduced their portfolio toCoca-Cola Europe, the bottling
division for Coca-Cola.
And they said, we'd love to talkto this innovative tap solutions
company, doing businesses forPourMyBeer.
And so those conversationsprogressed and then I met'em in
(16:07):
Europe and they, they liked whatwe were doing.
They liked how we were doing it.
And they said, look, we'd liketo, you know, make an investment
in your company.
And so we went through the duediligence process and, kind of a
funny, not funny COVID story waswe had the deal done in February
of 2020.
It was all but signed, dotteddelivered, and then COVID hits.
(16:27):
So assets get frozen deals, getput on hold, restaurants close
the down.
I mean, it could have been utterdooms day for our company, but
we built such a good foundationwith our team and our cash and
just our business in general,that we were able to, you know,
weather the storm.
And then, you know, lo andbehold, September of 2020,
(16:48):
Coca-Cola came back to the tableand said, look, let's get this
deal done.
It's already 98% done.
We took off from there.
I mean, we doubled in revenuefrom 2020 to 2021.
And even in 2020, we were up 10%from the year before, even
though we, really had a fewmonths where we couldn't do much
business.
Greg Muzzillo (17:08):
Right, right.
So you're in how many bars orestablishments are you in today?
Josh Goodman (17:15):
So worldwide, we have over 350 locations, um,
including cruise ships thatwe're on, that they're using our
technology.
Uh, and you know, we're, we'restarting to make a lot of
headway in the hotel industrywhere the guests can use their
room card to deploy their ownbeer, wine cocktails.
Um, but you know, know, uh, 23different countries currently
(17:37):
bulk of our installations are inthe United States.
So if you were to go to ourwebsite, PourMyBeer.com and look
at the locations, it'llautomatically find the locations
nearest to you, but, you know Istill am in awe of what, what
we're building.
And also that we're still at thevery kind of beginning of what I
believe is gonna be a muchlarger, absolutely business.
(17:58):
Um, and you know, I really stillget a lot of excitement and, you
know, like Christmas morningexcitement to a packed bar,
that's using our technology andsee that nobody's waiting
because I can legitimately saythat I solved that problem, you
know, and originally thatproblem was the problem we
solved was I call it thehamburger of self poor.
(18:21):
So, you know, a hamburger istwo, two buns and a patty.
So the patty is all thetransactions in between.
The bun is checking into therestaurant and checking out of
the restaurant.
Um, we really focused on thepatty when we started the
business and we had that downpack, like what you poured
showed up.
And, but the onboarding andoffboarding was really bumpy,
(18:41):
but by integrating with likeToast and Clover and My Access
Point and Zonal and and allthese major point of sales
companies, we've made it.
So the onboarding process isquick.
It's like 20 seconds.
And then there is no offboardingprocess.
So you can literally just dropyour card in a bucket on the way
out in a, you know, a 10% jar, a20% jar, a 30% jar, and you get,
(19:03):
you, you add your tip withouthaving to be there.
So, you know, that's where Ifeel like we've really made
some, some massive steps in thelast few years.
And when you asked about how Ijudged kind of the metrics and
the numbers, it's definitely onnumber of locations.
I mean, yes, I'm focused onrevenue.
Uh, you know, I do believe, youknow, today we're valued at a 20
(19:23):
million company.
I believe next year we should bein the 50 to 60 million range
based off the contracts and thepipeline we have, you know, and
we are talking to some of thesebigger players now, they're
seeing our technology in useand, you know, they wanna see
that you've been able to grow.
Um, no one wants to do businesswith a 10 or 20 location
company.
Greg Muzzillo (19:43):
Do I put in my credit card?
How does this exactly work, do Igo up to the tap itself and just
put in my credit card and pourwhat I want?
Josh Goodman (19:51):
Yeah.
So the, the main way that mostof our customers implemented is
you, uh, you walk into a bar taproom, you have someone that we
call a card dealer, um, andthey, they take your credit card
and check your ID, and then theyswipe your credit card into
their point of sale system.
And then, then what they do isthey connect our card to the tab
that has been created under yourname.
(20:13):
So it would show up as Greg intheir point of sale system and
this card, as well as any othercard you wanted to connect to
your account would automaticallypost the transactions on your
open tab.
So no different than if yousaid, you know, I'll take, I'll
take 10 beers.
Um, put it on my tab instead ofsomeone having to physically do
it, it's posting everytransaction on your tab.
(20:35):
And we've got customers doing ahalf a million a month through
our system where 50,000 of thatis margaritas.
And we have another customer inChicago, that's doing close to
200,000 a month.
And he was like, there was, wehad over, uh, 28,000
transactions over the weekend.
He said, we did that with sixemployees.
And so, you know, typically todo 28,000 transactions, I mean,
(20:59):
think of, you know, you need anarmy of people,
Greg Muzzillo (21:03):
You know?
Yeah, absolutely.
Yeah, yeah, yeah.
Josh Goodman (21:04):
Um, and that's, you know, that's a test to what
we built.
We built a system that, thatallows you to run your business
more efficiently, but it's also,it's a win for the customer
because they're getting tosample it.
You're selling them instead of abeer or a cocktail.
You're selling an experience andthat's where the magic happens.
That's what I truly find joy inanytime I see it in action.
Greg Muzzillo (21:26):
It's almost mind boggling to think of all of the
places that this technology andsolution could apply.
Tell our listeners one or two ofthe biggest mistakes you made
and what lessons come with it.
And one or two of the biggestsuccesses, and what lessons come
with that.
Josh Goodman (21:45):
Uh, so, my lawyer, he's made a quote that really
sticks with me and it plays intowhat you just said.
He says, the universe keepsthrowing the same problems at
you until you learn how tofigure'em out.
Um, one of those problems thatkind of brought it was brought
to head last year was I had avendor.
I was introduced to this personas a potential investor.
(22:09):
And they said they wanted tooffer some financial services.
So I, you know, I'd signed upfor'em and I figured I'd take
the financial services for a fewmonths if I didn't like it, I'd
cancel it.
Um, so I signed the agreementand then, when I went to cancel
it, instead of canceling itthree months, I canceled it
three months and like four orfive days.
And they were like, well, holdup, you know, it autorenews for
(22:30):
a year, if you didn't cancel inthree months.
And, you know, I was really in astate of disbelief, because this
was before COVID or whatever,and then COVID hit and whatever
it was another kind of insult toinjury.
But I guess my lesson there wasdon't sign contracts with
expecting that the person on theother side sees life the same
(22:53):
way you do.
Um, like just doing what youfeel is the right thing to do.
Um, because if someone ever cameto me and said, Hey, I didn't
get outta the contract, but itwas four days late, I would
never say, okay, well you owe mefor nine more months of
services, even though you don'twant them.
I just, I wouldn't feel morallyright about doing that.
But so that's one lesson I wouldsay, you know, read the
(23:14):
contracts and don't assume thateveryone sees the world the same
way you do.
Um, and then the other one that,you know, I've said this on a
few platforms that hopefullypeople are listening to is learn
how to do your own bookkeeping,learn how to do your own
finances, watch videos, talk tothe smartest people you know,
um, it doesn't mean you have todo you're own bookkeeping long
(23:35):
term, but be conscious of whatyour balance sheet looks like,
what your P and L looks like.
I've created my own version of aP and L in an Excel document.
But you know, if I could go backand talk to 25 year old, 27 year
old Josh, I would say, takeclasses on QuickBooks, learn how
(23:57):
to do it yourself, learn how toinput things, learn how to check
it.
Um, you know, but then again, atthat time, my life I was just
trying to stay alive.
I wasn't as focused on are mybooks clean.
Um, yeah.
But yeah, there's, there wouldbe the two areas that I would.
Greg Muzzillo (24:14):
Yeah, for sure.
Understanding at some level thefinances is the key to
everything because as they saycash is king, all right.
The biggest success and thebiggest lesson now for our
listeners.
Josh Goodman (24:30):
Biggest success.
Um, you know, I would sayfocusing on just loving on your
team, you know, like I would saylike, you know, if you can, if
you can empower your team tokind of create on their own and,
you know, applaud them when theycreate structure or processes,
I've found such joy in seeingour team collaborate and bring
(24:53):
projects to fruition from ourCRM improvement to, you know, we
added a customer success personto our company this year.
And, you know, our marketingdirector, just seeing people
blossom into the people that youbelieved they could be when you
brought them on and exceedingyour expectations.
I think that's what really, I'vefound a ton of joy in over the
(25:17):
last, you know, 12, 24 months.
Greg Muzzillo (25:20):
Yeah.
Josh Goodman (25:21):
I hate to end on a failure, but I guess, uh,
biggest failure that's, uh, youknow, I'm a big advocate as a
former college athlete.
Like I always tell ourprospects, like not the smartest
person, I'll never be thesmartest person in the room, but
I can tell you,
Greg Muzzillo (25:37):
I always, whenever I hear somebody say
that I always know look outbecause here comes something
really smart.
Go
Josh Goodman (25:44):
Ahead.
Well, you know, I believe that Idon't make the same mistake
twice.
There
Greg Muzzillo (25:48):
You go.
And, and
Josh Goodman (25:48):
I do believe that I've made more mistakes than
anyone else out there.
In fact, I would go as far assaying, we've made more mistakes
than all of our competitorscombined.
Um, but we've never made thesame mistake and that's
something that, you know, itkind of goes along with, you
know, the phrase that I, Ireally try to bleed into our
team is, you know, we may notget it right a hundred percent
of the time, but we will make itright a hundred percent of the
(26:11):
time.
And, you know, just having thatfocus on your team, your
customers, and just constantlylearning, like I learned from
our team.
Um, I always applaud, you know,when I do gain something from
them that I didn't know before,uh, you know, because, you know,
we're all here to help eachother.
We're all teammates, you know,we've got that upside down
(26:31):
triangle mentality, you know?
Greg Muzzillo (26:33):
Yeah.
Um, clearly we're all in ittogether and the more let people
do the more they'll wanna do.
And by listening to you that youare really at the very early
stages, even though you'veachieved some very good levels
of success, you are at the earlystages of something I think is
going to be massive.
(26:55):
I look forward to hearing whenyour book is done.
And most importantly, I thankyou, Josh for spending some time
with us.
Josh Goodman (27:03):
Thank you, Greg.
And hopefully your listenersenjoy it.
And if they have a question,feel free to have them, you
know, ping you or come direct toour social media and ask there,
but, you know, just want to behelpful for any other
entrepreneurs out there.
They
Greg Muzzillo (27:15):
could also just put it in the comments.
We'll have comments dependingupon where they read this at so
they can put their questions andcomments in the appropriate
medium and we'll follow up,Josh.
Thanks again.
Josh Goodman (27:29):
Thank you, Greg.
I'm glad you decided to reachout and I'm glad this all worked
out.
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