December 12, 2023 • 69 mins
Get ready to be captivated by the entrepreneurial journey of Harald Lavric, a business consultant who crossed seas from Germany to the U.S. to establish his own venture. Harald's stories of triumph and lessons learned from the challenging yet rewarding path of business ownership will provide you with practical tools and insights. We also get a taste of his German roots as we sample traditional Hofbräuhaus beer and share laughs over memorable stories from our Munich experiences.
The journey doesn't stop there. How do you find your niche? How do you identify your target clients? What's the secret to success through setting clear goals and implementing process management? Harald, with his areas of expertise in organizational change, strategic planning, and personal growth, answers these questions and more. His hands-on experience and knowledge of the Pensacola market provide invaluable advice to entrepreneurs and small business owners.
Finally, we circle back to Pensacola, Florida and immerse ourselves in Harald's local experiences. From his favorite hats and his contributions to the Santa Rosa Chamber of Commerce to his son's passion for soccer, Harald gives us a unique glimpse into his life. We further dissect the complexities of product management, the importance of focusing on profitable products, and how soccer positions can be an analogy for roles in business. Tune in for an engaging conversation that promises to leave you with new perspectives, tools, and a few laughs.
Sponsor of this episode: Digital Boardwalk
Digital Boardwalk is one of the top 10 Managed IT Service Providers in the United States. If you are seeking to outsource your IT Management, or if your IT Team could use some help with projects or asset management, give Digital Boardwalk a call today! They offer a FREE IT Maturity Assessment on their website. If you want to see how your business's IT scores against industry standards, go to GoModernOffice.com now.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Tim Shoop (00:02):
Hey everyone, welcome to another episode of Nerds on
Tap.
Today's guest on the show isHarald Lavric.
Harald is a distinguishedbusiness consultant with an
extensive background as adirector, sea level manager
across various business sectorslike operations, marketing and
sales, organizationaldevelopment process and product
(00:26):
management, auditing andcompliance.
As the founder of GriffoxConsulting, Harald specializes
in business growth, strategicplanning and organizational
change management.
He holds advanced degrees inbusiness coaching and
organizational change management, as well as economics, with
professional certifications inchange and project management
(00:48):
and data privacy managementFluent in English and German.
As a track record of leadingsignificant organizational
transformations and providingstrategic advice at the highest
levels, his proactive, peoplefirst approach ensures project
success, efficiency andalignment with overarching
(01:09):
business objectives To.
Today's episode is titled fromGermany to Pensacola Harald
Laverick's businesstransformation Odyssey.
So welcome to the show, harold.
Thank you so much, tim, orshould I say Will Cummins, by
Nerds vom Fass.
Harald Lavric (01:29):
Yeah, that's fun.
Tim Shoop (01:30):
Does that work, or did I say it wrong?
Harald Lavric (01:33):
No, it's correct, it's Nerds vom Fass.
Tim Shoop (01:36):
Okay, so this was the English variation of it, the
very strong English variation ofit.
Made a note here my grandma,when I was a little myoma,
because I have German heritage,my mom was German, my myoma From
that side.
We would go to a beer gardenand you're on the right show
here, but she, she would haveloved to come on the show
(01:57):
because she would always order agross beer.
Harald Lavric (02:01):
Good Right.
Tim Shoop (02:04):
So for Oma bestelt the immer I'm grosses beer.
Harald Lavric (02:12):
Yeah, that's right, oma bestelte ein großes
Bier.
Tim Shoop (02:15):
Okay, I tried to do my research.
Harald Lavric (02:17):
Yeah, sounds great.
Tim Shoop (02:20):
So that's a good segue to our first beer tasting
before we get into Harold'sbackground.
I was told you like German beer, scotch and Irish ales, so I'm
hoping we hit a home run withtoday's lineup.
Ladies and gentlemen, welcometo Nerds on TAC.
(02:44):
I'm your host, tim Schu, and Icouldn't be more excited to
embark on this nerdy adventurewith all of you.
So grab your favorite brew,because things are about to get
exciting.
Three, two, one go.
Tim Schaffer (03:01):
Today our first brew is half brew from Munich,
Germany.
Tim Shoop (03:28):
I feel like we're supposed to be doing the how
does it?
Harald Lavric (03:32):
what does that call in German?
It's called Schunkeln.
Tim Shoop (03:37):
Schunkeln, schunkeln.
I just remember going to thebig beer tents at Oktoberfest
and my parents would be doingthe whole back and forth.
Harald Lavric (03:46):
I didn't really understand.
Do you remember?
Here you're only allowed todrink a beer if you have a seat.
Tim Shoop (03:53):
And they would come out with five on a hand.
Yeah, at least five.
Tim Schaffer (03:58):
Now this brewin tradition, an archetype of the
Munich beer.
It was long before wheat beersand Yeagers wetted the throats
of the Germans, the bottomfermented dark beer was
quenching the thirst of Munichresidents, the first beer which
(04:20):
was served in the yeah, sureit's, it's Hofbräuhaus.
Tim Shoop (04:26):
Yeah, it's the Hofbräuhaus in.
Harald Lavric (04:28):
Brunei.
Tim Shoop (04:28):
Hofbräuhaus.
Tim Schaffer (04:29):
Yeah, been there a few times, Still satisfies to
this day with its roasted hoppytaste and subtle multi finish.
So what do you think of?
Tim Shoop (04:39):
that one.
Harald Lavric (04:41):
I love it.
It's awesome.
Really reminds me of the Munichbeer.
Yeah, you know, and my times inMunich and I like it.
It's really a good one.
Tim Shoop (04:50):
Yeah, hanging out.
I took my wife across Germanyfor the first time in 2009.
She had never been out of theStates and I took her to the
Hofbräuhaus in München andshowed her the Gluckenspiel and
hung out at the Marine Plots anddid all that and she was blown
away, middle of winter, mind you.
(05:10):
I took her to the Chris KindleMarts, so she liked sampling.
She, she, she was more at thetime of wine drinkers, so she
was really into the Gliwine.
Harald Lavric (05:20):
Okay, got you.
Yeah, but Munich at this timeof the year, like in the
Christmas season, is sobeautiful All the snow and all
those little tiny houses wherethey still here sell the local
stuff.
It's always beautiful.
Tim Shoop (05:36):
Yeah, and I just I can't wait to go back.
We're we're trying to plan atrip with our kids so they can
see our side of their heritage,so really looking forward to it.
So let's get into you this show.
Even though it's a beer show,it is a nerd show.
We're going to talk businessand we're going to talk
technology to a degree.
So you moved to Pensacola ayear ago, right?
(06:01):
And so what brought you toparadise?
First of all, let's, let's,just, let's just ease into the
show that way.
Harald Lavric (06:07):
Yeah, sure, my wife was an exchange student in
1992, 1000 with the host familyin Alabama and stayed in
Pretville Alabama for a year,went to high school, fell in
love with the culture, thepeople, the whole states and
when we first met we came overseveral times for vocations,
stayed with the host family,drove a lot, a lot time around
(06:31):
and, yeah, I felt in love withthe states too.
And then we started discussingmight have been option for us to
move over.
Then we won the green card in2019.
But due to the COVID, we werenever able to receive it in the
physical form.
But we already discussed movingover in that deep that we
(06:54):
thought, okay, what are ouroptions then?
Receiving green card?
So we invested in our owncompany and founded it over here
and, yeah, moved over finallylast year in October and, yeah,
love to be in the Florida penhandle.
Tim Shoop (07:11):
So investing in your own company and starting your
own company.
How does that tie into thegreen to the green card part of
it?
Harald Lavric (07:17):
It doesn't.
It is at the moment of workingvisa, which we have been doing
for five years, and I'm allowedto work for my own company and
that's good for me when I can dowhatever she wants to do here,
can work as an employee for allkinds of businesses, you know,
and for me it gives me theopportunity to build up my own
(07:40):
company and get in touch withbusiness people over here and
doing services for them.
Tim Shoop (07:47):
Awesome, and we're going to talk about what you do
here in a little bit.
Did you have any otherbusinesses prior to Griffiths
consult things?
Harald Lavric (07:57):
Yeah, I founded it originally in 2016 in Germany
due to the fact that I reallyworked a long time and internal
auditing organizationaldevelopment and had to take care
of all processes and projectswhich were not running good, and
, additionally, I did externalauditing for bigger German
(08:21):
billing centers and the pharmacyindustry and when I wrote these
audit reports for them, it wasalways going like, okay, now we
have an audit report, what'snext?
Who is carrying out thisproject, you know?
And so I ended up building orfounding my, my company and
Griffiths, consulting over thereback in Germany and start
(08:44):
carrying out projects for youalready started doing this, and
what?
Tim Shoop (08:47):
what timeframe was that?
Harald Lavric (08:49):
In 2016.
Okay, so it was additionally tomy regular job here with the
with the health insurancecompanies, was in Germany more
in addition to my regular jobhere, but became a main job over
here.
Tim Shoop (09:06):
Gotcha.
So, so, very exciting, becauseyou do a lot of things, a lot of
things, and you know from oneentrepreneur to another, there's
a lot of hats we wear as anentrepreneur and you're helping
others with not just those hatsbut all the little intricate
(09:27):
details that a lot ofentrepreneurs don't think about,
like change management andprocess management, right and
and privacy management.
We're going to get into thatlater in the show, unless you
want to embellish on any of itright now before we get into a
little bit more of that.
Harald Lavric (09:46):
No, no, that's, that's good here.
Let's do this way.
Sounds good to me.
Sounds good, good to me.
Tim Shoop (09:51):
So Tell me about?
I want to talk about thechallenges of starting your own
business.
I mean, I can talk for daysabout when I started my first
business and what all I did notknow, because there was more
that I didn't know than what Idid know and I had to learn
(10:13):
things over time.
Now I'm a seasoned vet.
I've been running businessesfor almost 30 years.
This is my fourth one and Ifeel like I have a lot of
knowledge to give youngerentrepreneurs, which I do.
Tell me what your challengeswere in transitioning over to
(10:35):
your own business.
Harald Lavric (10:36):
Sure, first it was really thinking about what
is really my product?
What do I sell exactly?
Is it organizational changemanagement, is it project
management, process management,risk management?
My problem was in the beginningI did a lot of different jobs
(10:58):
here over my career, over thelast 30 years of my career, and
so I became kind of a jack ofall trades.
The only department I've neverworked in was finance, so I did
all the rest.
That's good on the one sidebecause you can do a lot of
different stuff here, but it'shard on the other side because
(11:20):
you have to focus on some stuffhere and to sell it.
And this became a challengebecause if you have to focus on
a specific product, thatadditionally means you have to
focus on a specific client.
So who is your client?
Is it a small client?
Is it a medium-sized or largeclient?
Where do I find those clients?
(11:42):
So this combination of productmanagement, client development,
who is my client?
And my personal transition dueto the culture change and due to
moving over to the states herewas really challenging for me
(12:05):
here and one short challengehere just to mention here when I
was first on the networkingevent here and it really
happened like this year it wasfrom the minority chamber of
commerce.
I never heard in Germany aboutthe minority chamber of commerce
and from my point of view Ithought it's a minority, it's a
(12:26):
smaller chamber of commerce, butI didn't know.
Here it's every American people, hispanic people here and all
those guys here, those greatguys in this community, which I
really like.
Tim Shoop (12:36):
It's a pretty big community, isn't it?
Harald Lavric (12:38):
It really is here , but I didn't have any idea.
So I attended this networkingevent here and so all the
African-American people talkingand discussing stuff here and I
really thought here wow, that'soverwhelming for me because my
English wasn't that good here atthis time here it was a year
ago and I really thought here ohman, what did you do to
(13:01):
yourself?
Tim Shoop (13:03):
So that was a challenge for me.
I couldn't even imagine goinginto another country and using a
second language and trying tocommunicate my expertise to a
prospect.
I mean, I can see where thechallenges are and it's mainly a
communication challenge, right,because they might struggle
(13:26):
with your accent or trying tohear you, but it's also and you
brought up a good pointnetworking.
So that seems to be a key, acommon element among all my
shows when I talk to my guestsnetworking, networking,
networking.
So before we get into yourexpertise and we start talking
(13:48):
about what you do, tell theaudience the importance of
networking, especially as a newbusiness, and how willing people
are willing to help you.
Harald Lavric (14:03):
Yeah, I can do that First.
I think what really isimportant is if you want to do
network, you must have anoverview of what kind of network
events are happening.
So I did a lot of research andwas really kind of overwhelmed
what is happening and the wholePensacola area because it was
(14:24):
that much here.
I did a list on this year and Ithink here I've still got like
40 networking events which arehappening, sometimes weekly,
B-weekly, one-to-month whatever.
So it is not that easy to findthe right networking events and
(14:45):
to go over there because youdon't know, here is my client in
the networking event or is itjust here to meet good people
and start talking, which I like,but it's not business.
And so from my point of view,there are three challenges First
, find the right network andfind the networking events in
(15:08):
your area.
Second, you have to have theright mindset to do networking
and really to want to connect toother businesses.
And third, transform thosenetworking contacts into
contracts and really get moneyout of it.
Tim Shoop (15:29):
Yeah, one of the networking groups that I've
always been tied to through theyears probably since probably
for the last 20 years was B&IBusiness Networking
International, and they promotegivers.
Gain you give, you will receive, you give, you will receive,
and always ask for specific asks, such as John Doe at ABC
(15:53):
Company.
That's who I want to meet.
You'd be surprised who knowsJohn Doe or who knows someone
that knows John Doe?
But anyway, let's get into you.
Let's get into you, let's diveinto your areas of expertise.
We're going to includeorganizational change, we're
going to strategic planning andpersonal growth.
(16:15):
So, before I ask some specificquestions I have here, tell me
who your, who your clients are.
I mean, we were talking earlierabout the, the, the, what, what
is my product?
Who is my client?
Tell me who your client is.
I mean, I hear businesses,businesses obviously need a
(16:37):
coach.
What about individuals?
Are you?
Are you only focused onbusinesses or does it go beyond
that?
Harald Lavric (16:45):
I think it's you have to really to focus on the,
on your area of expertise, butalso on the area where you are
living in.
And then Pensacola from mypoint of view here and I'm still
quite new to the whole areait's just in year In Pensacola
really a lot of small businessesand only some big businesses.
(17:08):
It's what I see.
So you can't ignore the smallbusinesses and I'm not doing
this year.
So, due to the fact that I'moffering really different kinds
of services for the smallbusiness owners, I can offer
services and personal growth andleadership development, but
(17:30):
also with specific challenges.
You know, some guys contact medue to opening new locations and
I help them with that, carryingout this as a project for them,
seeing what might be really agood area for them here, not
only due to oh, that locationlooks nice, but more like from a
(17:53):
strategic point of view okay,where are your clients?
How often do you have to driveto your clients?
How do you make marketing?
Is this a good location toadvertise your business, and so
on.
So I think it is really alwaysa mixture of strategic planning
process here, with the productsof the client and the customers
(18:18):
of the client come in, andadditionally finding good
locations, for example, for themand carrying out projects like
this.
Tim Shoop (18:26):
But it's all about asking those right questions to
drive it per se down the rabbithole to get to that strategic
planning piece.
Once you collect all that databy asking those questions, you
have a unique structure builtspecifically for that individual
business right.
Harald Lavric (18:45):
Yeah, that's right, it's always about the
questions and getting.
For me it's really, reallyimportant to get an
understanding of the problemwhat is the problem of the
client and what solution is he'slooking for?
And the way in between I alwaysdevelop from.
I would say, here it's alwaysdifferent.
(19:08):
It's always a differentstarting point, it's always a
different endpoint.
You can use, surely, strategieswhich you use here to achieve
those objectives, but the way inbetween here and I think you
know this TV is always a littledifferent.
Tim Shoop (19:27):
Oh yeah, having run four businesses, I've had a
couple that ended up in absolutefailure and a couple that were
absolute successes, and you know, it all comes, though, from
making the right decisions,talking to the right people and
getting the right mentorship,and I would suggest that you
(19:47):
would be one of those mentorsthat could help a business owner
if they're trying to get frompoint A to point B a little
faster, right.
Harald Lavric (19:55):
Yeah, that's right.
That's right.
I talked, for example, to theguys here from SBDC and SCORE
and I like both organizationshere, but I think what the
clients sometimes is reallylooking for is specific advice
on a specific problem, to find asolution for a problem they
(20:20):
face here.
Coming to my business helped mecarry out this project so that
I can focus on my main business,and you put down the
foundations here for theadditional stuff so that I can
move on.
And SBDC and SCORE I like bothof them here, but they are not
(20:42):
doing this.
They are giving you advice andyou have to carry out this by
yourself, but as you have to runyour business here from nine to
five, so what is the timeframe?
You focus on this stuff.
Tim Shoop (20:58):
Yeah, so let's get a little deeper into that so we
know what the objective is rightTo help a business owner get
from point A to B throughstrategic planning of whatever
unique situation they have.
Do you have a case study thatyou I'm putting you on the spot
(21:21):
here, harold do you have a casestudy that you could share with
the audience, without namingnames or anything that could
explain maybe something that youhelped somebody with and the
outcome of that, and maybe somefeedback from the person that
(21:41):
was involved that hired you todo that?
Is that possible?
Can we get that on the show?
Harald Lavric (21:46):
Yeah, sure, I have some case studies here on
my website, as well as a lot ofblog articles that I wrote and
focused on specific situationsand how you can solve this and
overcome those situations and besuccessful.
Tim Schaffer (22:04):
Could you shout out that blog?
Tim Shoop (22:07):
Yeah, can you name that blog?
Well, it's Gryphix, right?
G-r-i-f-f-o-x dot com.
Yeah, that's right.
Okay, and we'll throw that onthe screen during the show.
Do you have a specific casestudy that you can remember that
maybe you can share with ouraudio audience on all of our
podcast platforms that youwouldn't mind sharing?
Harald Lavric (22:31):
We can talk about a specific blog article which I
will like, and which is a goodone here for drinking beer.
Yeah.
Tim Shoop (22:39):
I already drank my first.
Harald Lavric (22:41):
Just a minute.
Tim Schaffer (22:43):
Finish that one up .
Harald Lavric (22:48):
So I wrote a blog article about buying bacon.
But it's not about buying baconand in the end it is here like
how you get to your objectiveand to understand what is your
objective.
The main focus is here aboutlosing weight and from my point
(23:11):
of view, you must know here Inever do specific diets.
I want to quit drinking beer orstuff like this here.
I love to eat bacon.
I love American food here.
I love all this stuff here, andif I ever see here my weight is
going up, then I'm doing moresports.
I'm not stop eating.
(23:34):
I don't do this here because Ilike to eat here.
And so that is, I think, herereally a main focus.
You have to understand here howyour mind is working, what is
really important for you.
It is here about changing theway of eating or doing different
stuff, and sometimes here weget told here from the outside
(23:56):
you're not loving healthy.
You have to eat here morevegetables.
Don't stop eating bacon.
For real.
If I eat here some bacon once aweek, nobody cares about it's
not that bad.
Tim Shoop (24:08):
Harold, I like bacon on my bacon.
Harald Lavric (24:12):
Sounds great.
Tim Shoop (24:14):
I mean, who doesn't like bacon?
You can't cut that out of yourdiet, right?
Harald Lavric (24:19):
It's exactly like this here and that's what I was
writing about here and focusingon here.
But most people don'tunderstand what is really your
goal, and that, I think, isimportant here.
Before starting to find asolution, you have to understand
here what is your goal.
It is a little bit here likewalking into a super store, or
(24:41):
like we walk into a bigsupermarket here and wanna buy
some stuff here and you don'twrite a list here.
You just walk through the lineshere, buy some stuff here, go
pay it here, and then you're athome and think, oh man, what do
I buy here?
I want you to make this andthat here, yeah.
Tim Shoop (24:57):
I've done that.
Harald Lavric (24:58):
But totally the wrong stuff for this year.
Yeah, you didn't write a list,you didn't focus on your goal
and your objective here, andthat's your problem.
So first focus on yourobjective and understand what
you're looking for and then goin the right direction and not,
here, move in the wrongdirection and then wonder why
(25:18):
it's turning out really bad.
Tim Shoop (25:20):
So I'm here in the what and the why again.
Harald Lavric (25:22):
Yeah, absolutely.
Tim Shoop (25:23):
So translating that over to business objectives for
what you do for customers.
It's not just about looking ata diet and going well, I'm just
not gonna eat lunch, right,because that's not healthy
either.
It's actually better, from whatI've been told, to eat more
small meals throughout the day,actually more than three
(25:46):
throughout the day, because yourbody will consume, will store
the fat.
If you're trying to lose weight, you don't wanna end, and
muscle weighs more than fat orweighs as much as fat.
So, working out, you canactually translate fat into
muscle.
So in business terms, let's seeif you can take that analogy
(26:10):
and translate it into businessterms.
Yeah sure.
Harald Lavric (26:15):
I think the question sometimes is if you
make a specific profit, you areyou satisfied with the profit
and do you understand why theprofit isn't exactly on this
high?
And if you wanna raise yourprofit, how do you do it?
(26:38):
Is it by selling more stuff, isit by changing the way or by
reducing your expenses, or is itby changing your processes?
Just to mention, we're doingdifferent approaches here and I
think here most of the time herepeople say, oh, that sounds
(26:58):
good, I make a mixture, then itwill work here, yeah, but still,
if your process is running in abad way, then change your
process and you can double iteasily.
But if you don't focus here onreally on the problems and
understand those processes, thenyou might lose profit over the
(27:21):
way here.
That's what I think here isreally really important here
Understand how your business isworking and understand what is
needed to improve.
And that is, I think, here thistranslation maybe from is it
more here like focusing onprotein?
Is it more focusing on otherstuff in your meal, on fat and
(27:46):
yeah Sounds to me like.
Tim Schaffer (27:48):
as long as there's a balance of it all, that's
what we're really trying toachieve.
If you focus on one thing.
There's where the problem lies.
You need balance.
Tim Shoop (27:56):
Having a balance of a lot of different things.
So two of the things that cometo mind Suds or Tim, sorry is,
process management is one thing,but in order to achieve
processes and have thattranslate into scale, we have to
be looking at standardoperating procedures right, or
SOPs if you will for an acronym,but I mean digital boardwalk.
(28:20):
We're very focused onautomation, process and SOPs
because we have to be able toscale, to bring in more talents,
to be able to achieve thosegoals for our customers In the
IT industry.
The more talent we have right,the more brains we can tap into
(28:40):
for those different uniquechallenges that our customers
have.
So to do that, we focus onautomation, process management
and process change.
I can't tell you, harold, howmany times we have changed the
process because it just didn'twork that great right, and I'm
sure you've experienced thatwith some of your customers.
Harald Lavric (29:03):
Yeah, absolutely I did.
And I think from my point ofexperience most of the time the
process in the most ways wasreally written quite well here
and it should work in that wayhow it was described here.
But then comes in the humanside of business.
(29:26):
I would say it's all in theirhead, right, and that is
sometimes where the problemsstart, you know, and I think
that is where organizationalchange management has to come in
here and transition here thisprocess into the human brain and
to the human habits and how itis working all together, you
(29:49):
know, in a good way and so thatis really a good process.
Tim Shoop (29:54):
When, in the early days of digital boardwalk, we
had and when I say the earlydays, there was maybe four or
five of us and our engineer atthe time I kept telling him hey,
man, you got to document thatone day we're going to be adding
other engineers.
That can't all be in your head.
He's going to listen to theshow he listens to our show, by
(30:17):
the way and he's going to callme and go dude, you called me
out, I won't call your.
I won't call out your name,though, james.
Oh, did I just do it?
But anyway, it was all in hishead and I kept telling him and
telling him, and then, when itwas came time for me to start
hiring and we were in a hiringfrenzy he was under the gun and
(30:38):
I told him, I told you so, Itold you.
So now you've got a lot of workto do.
Now we have over 10,000 piecesof documentation, and one of our
KPIs is documentation acrossthe board.
At digital boardwalk, we're allconstantly writing SOPs, because
it's the only way.
It's the only way you can scale.
So before we get into our nextbeer, I've got another question
(31:04):
to ask you.
So, out of all the hats you'veworn as an entrepreneur, as a
business coach and with helpingyour customers.
What's your favorite hat Otherthan that one on your head?
Right now, he's wearing anerd's on tap hat.
Harald Lavric (31:19):
Ladies, I really like that.
So thanks for that.
My favorite hat I think it'sreally the head of the strategic
business facilitator.
I love to just moderate thosemeetings and see here how those
(31:43):
ideas of all the individuals popout and how you have to align
all of that here to make it abigger plan and to produce a big
picture and to get an overviewof what is really needed to make
a company great.
And I did that here a lot oftimes here back in Germany.
(32:04):
So I really love to do thishere and help companies to get
overviews of what they arereally in need of and this
prioritization plan here, whichis then important building up an
action plan, seeing what nextsteps here should be carried out
(32:27):
here, doing those time frames,transferring this year into
project management here I loveto do this.
Tim Shoop (32:34):
You know that's awesome and a little bit nerdy.
Harald Lavric (32:40):
Yes, sorry about that.
Tim Shoop (32:41):
No, you're on the nerd's on tap.
You're on the right show.
My favorite hat, of course, ismarketing.
I love to market.
I love the creative prospectbehind marketing, but I also
like all the things that go intoscaling a business, and those
are all the things that you canhelp with.
Ladies and gentlemen, you canfind out more about Harold and
(33:05):
what he does at GriffoxG-R-I-F-F-O-X dot com.
Again, that's G-R-I-F-F-O-X dotcom, and Tim's gonna take us
into our next beer because we'reempty.
Tim Schaffer (33:22):
All right, the next beer do-claw bourbon
company from Baltimore, Maryland.
It's a mad Bishop, germanstyled Octoberfest.
The mad Bishop faithfullydelivers a sermon of rich hosted
(33:42):
malt flavor that goes down easywith the Crest's clean finish.
What do you think?
Tim Shoop (33:48):
of that one.
Harald Lavric (33:50):
Oh, that one is good too.
Yeah, a little bit more sourthan the first one.
Tim Shoop (33:56):
I think here.
It's very similar, thoughsimilar tones, but sour at the
end.
Harald Lavric (34:00):
Yeah, so it is a good one too here.
I think the first one wasbetter for me.
I like those dark stuff, youknow, but anyways it's a good
one.
Tim Shoop (34:13):
Well, I think three and four we're gonna be getting
into red, so we'll see wherethis goes.
So we're gonna discuss Harold'sexperiences next.
I'd like to start the nextsegment by talking about your
experiences here in Pensacola.
Now, we touched on it a littlebit earlier in the show Some
(34:34):
lessons learned.
We'll stay off the networkingside because we already covered
that and some unique aspects ofthe local business environment.
So we talked about minoritychamber, we talked about
networking.
We haven't touched on yourinvolvement with.
Aren't you involved with?
Is it the Gulf Breeze or SantaRosa chamber?
(34:57):
Yeah, so we'll touch on that.
We'll talk about what you thinkabout the landscape as a whole,
not just from a businessperspective and how we you know
what we're doing to attract morebusinesses in the area, but
also soccer.
I'll.
You know.
(35:17):
Little birdie told me you knowmy son.
He wears his messy shirt allover.
Yeah, he's got his messy shirt.
He's a big, big in a soccer.
He plays, he lives in Breezesoccer and unfortunately I don't
coach because I grew up playingbaseball.
But I love that.
He's really taken it to thatdegree.
(35:38):
Let's start with that let's talkabout what you're doing in the
local community.
Harald Lavric (35:43):
Yeah, sure, I became ambassador with the Santa
Rosa Chamber of Commerce due tothe fact that I live in the
Milton area, so it's close to meand I think that is a.
It's a great way to get intouch here with the community
and give back here some stuffhere on a volunteer basis, you
(36:05):
know and do yeah, just getconnected here and see what is
what is really needed in thecommunity.
Tim Schaffer (36:14):
My kid plays soccer in Santa Rosa at the
Gospel Projects and they've gotfirst place.
Go Renegades last season.
Go Renegades.
Tim Shoop (36:24):
Yes, All right, Caleb was the.
My son's team was the digitalboardwalk dragons.
We sponsored their team thisyear and they did pretty good.
They made it to the playoffs,but they didn't.
They lost their first game inthe playoffs, but man, he's
coming along great.
So so you grew up playingsoccer, or?
Harald Lavric (36:48):
Yeah, yeah, I played soccer my whole life, so
it's for 45 year.
Started age five, now I'm 50.
So played soccer 45 years inGermany.
Tim Shoop (36:57):
Who's your favorite soccer player?
Harald Lavric (36:59):
That's always a good question.
I don't have really really afavorite one here.
I love I and Robin.
Tim Shoop (37:07):
Okay.
Harald Lavric (37:09):
And I really liked Ronaldinho.
He was always here,unbelievable for me to see what
he's doing with the ball.
You know I was never a greatmess.
You know, christiane, aboutyour Naldofen.
Sorry about that, but perfectly, all right.
Tim Shoop (37:26):
I just know kids nowadays are influenced by some
big names.
And that's a big name, I know.
When I was a kid I was abaseball player, so I didn't
know a lot about soccer.
But when I was introduced tosoccer it was Pele.
Harald Lavric (37:42):
Yeah, just because he was all over the
place, so yeah, he wasincredible.
Tim Shoop (37:46):
What was it?
What was that called?
The scissor scissor kick or theyeah, yeah, yeah.
So let's switch back over tobusiness, because this shows not
really about sports, but I didwant to hear your side of things
on that, so we talked about alot of different things you do,
so I'm going to name several ofthem and then I want you to pick
(38:09):
one and really hone in on itfor the show and tell me more
about it and how that particularsegment of business can help a
business either grow or scale orachieve their goals a lot
quicker.
So let me name a few Marketingand sales, organizational
(38:32):
development, process and productmanagement, auditing and
compliance, change managementand privacy management.
Now, I know privacy managementalone.
It's a great topic for a techshow because it's not just.
A lot of people think it's justabout the collection of data,
(38:54):
but it's more so about how youstore your data, and that's
where we help a lot of ourclients maintain compliance,
definitely with CMMC andcybersecurity for manufacturing
companies trying to do businesswith the government.
So, out of all those things,tell me what you want to talk
(39:16):
about.
Harald Lavric (39:18):
Let us talk about process and product management.
Okay, that's a good one.
Yeah, I think that's really agood one, and all companies need
that one, so it is good one, Ithink.
Tim Shoop (39:30):
All right let's dive into it.
So first tell our audience whatit is.
Harald Lavric (39:38):
Okay, let's just start with product management
and real easy example.
Let's imagine you are the ownerof a little cafe and you're
selling all stuff of beveragesblack coffee, latte, macchiato,
espresso, hot chocolate,whatever comes to your mind here
(40:00):
you sell this stuff.
If I ask you what is a beverageyou make the most money with,
can you answer this in a second.
If not, you don't know yournumbers.
So first you have to do here ananalysation of your products
and see, okay, what is my bestseller?
What is really the product hereI should focus on?
(40:22):
Is it cafe?
Or should I do here a hot oneor an iced one, whatever?
There are so many options herenowadays here due to Starbucks.
Tim Shoop (40:33):
sorry about that, but anyways here I think they
brought it up here from my pointof view here, I heard recently
not to cut you off, but I heardMcDonald's is going after that
market segment now withsomething called MC something or
other.
They're actually launching aStarbucks competition.
Harald Lavric (40:54):
Yeah, that really might be a good idea.
So anyways, here, if you haveyour, like those different
products here, it is reallyimportant for you to understand
what is your client looking forhere, which clients do you have
in your location and what isreally the product you make the
(41:16):
most money with.
But you also have to understandhere where come which product
has what level of expenses.
So what is really good for you,what is easy to make here, what
is fast here?
Can you sell here really oftena day here and use that to make
(41:37):
money and to scale your business?
So in the end that's productmanagement.
We have to dig a little bitdeeper into this here.
If we analyze your businesshere and realize and not here on
this show, but that's whatreally is essential, I think so.
Tim Shoop (41:58):
A small business might be using QuickBooks and
they might dive in, as long asthey have it set up properly and
all of their chart of accountsassociated with the different
categories of coffees or drinksthat they sell, and then that
helps them break down theproducts a little better.
(42:19):
As far as you know, let'sprofiting a little more.
But just to go a little deeperinto that without getting too
much into it, because what youreally wanna do is call Harold
and have him help you with thatbut dashboards, data dashboards
(42:39):
it's a big tool for us atDigital Boardwalk.
I probably have 15 or 16dashboards that we have built
and you can buy.
You can go online.
You can find companies thathave dashboard systems for a few
hundred dollars a month andthen you can leverage those
dashboard systems.
You just wanna make sure thatthey tie in to your software
(43:01):
through API, and what that meansis data exchange between the
two pieces of software and thenassign KPIs or key performance
indicators to those differentthings so you can identify where
your best sellers are comingfrom, what time of day maybe
(43:23):
that they're buying them, whichones are the better sellers.
Is it a caramel macchiato or acold Christmas Rappuccino?
I don't know, yeah, I don'tknow my daughter.
She's just about to turn 11.
I don't know what the craze is,but these young girls, they're
all in a Starbucks.
Yeah, can we get a Starbucks?
(43:44):
I'm like Starbucks, I can makeyou a coffee.
Tim Schaffer (43:47):
And you don't need to be drinking caffeine anyway
You're only allowed.
Tim Shoop (43:51):
But does any of that resonate what I just said to you
about KPIs, key performanceindicators and dashboards?
Is that something that you getinvolved with your customers?
Harald Lavric (44:01):
We hear help with .
Yeah, sure, I think that isreally important here.
I'm not the producer ofdashboards here, I'm more
focused here on partnering withcompanies here, like they could
just both walk here and usingthose dashboards.
But I think they are reallyhighly important here for all
kind of businesses because theyare giving you a quick overview
(44:23):
and you see what kind ofexpenses do I have here, what
kind of profit do I make here?
Is it time consuming, is it nothere?
And you can really focus on theright profit, on the right
products.
I really often think here whenI go into cafes is it really a
good idea to offer, kind of afrozen latte macchiato with 50
(44:48):
different flavors?
Is it really a good idea?
Tim Shoop (44:53):
So from an inventory management.
So and that's something that wedon't do, trust me, I used to
be in retail, I used to manageinventory.
Never again, folks, not for me,not for yours truly, but a lot
of companies, especially inretail, deal with inventory
management.
So when you're dealing with 50flavors of one coffee, that
(45:15):
means that you have to stock allthose flavors, right, and it
can be a pain, right.
The more is not always better,is what I'm hearing.
Harald Lavric (45:25):
Yeah, yeah, that's right here.
One point is you have to storethem.
More is not always better.
And what is the expiring thingdate here of the product If you
open up here and you keep itopen in your store?
So when do you have to throw itaway?
And how many of that flavor doyou throw Are you throwing away
(45:50):
at that point?
So and I think here that isreally really important to keep
in mind here it is sometimesreally better to focus here on
the best selling products hereand if your customer is not
liking it here, how manycustomers are you really losing
due to some flavors?
(46:11):
It's really that much yeah.
Tim Schaffer (46:13):
I don't think so.
Tim Shoop (46:14):
Well, those are all good points.
So let's, I'll tell you what.
Let's go ahead and get into thenext beer, because we have two
more beers.
We're driving this home.
We're starting to drive theshow home, so we're gonna do the
next beer, then we're gonna getinto some, we're gonna have
some questions about coaching,some more questions about
(46:35):
coaching, we're gonna talk aboutsome special offers that you
might have for our audience, andthen we'll close out the show
by summarizing and hitting afinal beer and celebrating
today's episode.
So how's that sound?
That sounds perfect to me.
All right, tim, take it away.
Tim Schaffer (46:55):
The next beer comes from Propsbury at 2011,
from Fort Walton Beach.
It's the AJ's Sunset Red Ale inEasy Drinking Malt for
Traditional Red with Notes ofToffee and Caramel.
Has a sweet finish and cleanaftertaste after a well-balanced
(47:16):
brew.
5.8 ABV.
Tim Shoop (47:20):
Awesome.
Okay, so this is a change fromwhat we've been drinking.
Tim Schaffer (47:34):
Oh that's very different.
Tim Shoop (47:35):
Yeah, yeah, it's really, it's really different to
you after hitting the duncleand in the last two beers and
then segueing over into this.
This is a little bit of a Idon't know a little bit of a
surprise or a shock by tastebuds.
Harald Lavric (47:52):
How would?
Tim Shoop (47:53):
you describe that beer.
Harald Lavric (47:54):
Harold, I think.
I think the beginning of thebeer is quite good, yeah, and
then the end is missing somehow.
Tim Shoop (48:04):
Yeah, it's like wait, where's the rest of it?
Yeah, like that, and it justnever comes.
So yeah, that's a little bit ofa miss for me.
Tim Schaffer (48:13):
I definitely taste the toffee and caramel and I
would say, pick one or the other, you know.
Yeah, both of it is weird.
Tim Shoop (48:22):
It was a little.
I guess the word I would usewould be vague as far as the
latter part of the latter partof the consumption.
So challenges.
So I do want to talk aboutchallenges and I think we might
have gotten into this a littlebit earlier, maybe too early in
the show but the challenges ofthe challenges of coaching and
(48:47):
finding that unique perspectivefor each customer.
So we talked about the what andthe why, but we never really
got into the challenges you faceas a coach, not the challenges
the customer faces, but thechallenges you face with each
(49:08):
unique customer.
So maybe, maybe talk about Idon't know, maybe it could be
lack of so when you're dealingwith an entrepreneur.
I'm an entrepreneur, I know howI am, I know what, I know what
some of the wrong side of or thewrong characteristics are, and
(49:31):
they're not wrong.
It's just who we are.
As entrepreneurs.
We're always doing something,finding solution, moving on to
the next thing, moving on to thenext thing, moving on to the
next thing.
So focus becomes a problem fora lot of us if it takes too long
.
Sometimes strategic planningcan drag out, so is focus and
communication from a customerDoes it?
(49:55):
Does it present a uniqueproblem for you as a coach.
Is that a good example?
Or maybe use another example ifthat doesn't resonate.
Harald Lavric (50:05):
No, we can.
We can definitely use this,this example.
I think focusing is is always,from my point of view, a problem
, because the challenge becomesfrom from here.
As a coach, always here.
(50:26):
First, you have always tounderstand the problem and what
the client is looking for.
Right, that is that is alwaysalways important here.
But the but, the thing that isreally important in in coaching
is to understand the way, how,how a client is changing and why
(50:47):
he's changing.
What really drives him, what is, what is his kind of motivation
?
You know, is it, is it money?
Is it success?
Is it being a good leader?
Is it being a friend foremployees?
Here it's really, it's reallydiverse.
What clients are telling abouthere.
Is it here making really bigefforts here for, for community?
(51:13):
So if I talk with clients herein coaching, it's always here to
understand them, theirmotivation.
And if you understand themotivation, then you still have
to see or to find what kind oftool do I use to get the client
on the, on the next level, onthe level where he wants to be,
(51:36):
and that is from time to timereally really a challenge to see
.
Okay, what's working with thisclient here.
If you know, here likemetaphoric work is really
helpful for for some clientshere, as we earlier mentioned,
soccer.
So using the soccer methodology, you know on the on the field
(51:57):
here, what is your position?
I playing defense, midfieldoffense, I on the left side,
right side at the goalie, and ifI, if I ask this year clients
here sometimes this I don't likesoccer, can we use another one?
So but if you're in soccer,what is your position Me?
Tim Shoop (52:14):
Yeah, sure, I would say I'm mostly on offense if I
were to play soccer, but I'malso playing a little bit of
defense when it comes to makingsure I understand what others
are doing in our space, meaningyou know other other managed
services providers.
(52:35):
I have to know what's going onin the industry, but I also have
to know what our competitorsare doing.
But I don't focus on thecompetitors as much as I focus
on the offense.
I focus on the us, not the them, because I feel like too many
companies focus on the them andthey don't get anywhere with the
us.
So I kind of somebody taught methat once they said quit
(52:59):
focusing on the others, don'tworry about what they're doing,
focus on the you.
So I'm offense.
Now my son in real soccer.
He wants to be total offense,but they've got him playing what
did you call it?
Midfield.
See, I'm a baseball player andhe does a great job at it, but
he wants to be on offense andthe one time they put him on
(53:21):
offense you're in right downscore to goal.
So I don't understand.
So I don't understand what thethought process was behind it.
But translating that over tobusiness, same thing.
Maybe he's not meant to playmidfield, maybe he is that the
right term, am I?
Yes yes, okay, maybe he's meantto be on offense.
(53:44):
Maybe the coach just in theearly stages of developing him
didn't see it, but maybe he overtime developed it while he was
playing, but now he stuck onmidfield.
Maybe next year he'll be an offnow one quick question.
Tim Schaffer (53:57):
So midfield, the biggest thing you need, more
than anything else, is Stanama.
So what he may have saw is thathe has a lot of stana because
midfield is what you run themost if you play that position.
Yeah, and he runs a lot, sothat could be the reason.
Harald Lavric (54:12):
And translating this to coaching.
Then you see, offense is theplayer who makes a goal, defense
is the player who to put, whoprotects that you don't get a
goal and midfield makes the game.
So if you are not into midfield, you're not making any efforts.
So sometimes it's really herefrom my point of view, here to
(54:35):
seeing here where's the gap.
And if you find the gap andfocus here on the gap, that's
mostly the area where peopledon't want to go, but what helps
them most to grow.
So if I bring you into midfield,then you are available to be on
all the different positions onthe field here and that might
(54:57):
keep you more versatile and, tobe here, more flexible in your
whole gameplay, you know, forexample, yeah, and I understand
that in business terms.
Tim Shoop (55:09):
So, on the soccer field, what you're saying is
maybe he is in the rightposition, maybe where the coach
has him is because of hisability to stop the ball or get
the ball before it gets too fardown the field and then go, go
back to get it to the offensiveplayers.
Harald Lavric (55:27):
Yeah, absolutely Absolutely.
I think here it is reallyalways good to understand here.
Where's your position on thefield here, what, whatever kind
of fields you can translate thisyear to American football, to
baseball, to basketball yeah, itworks is all kind of sports
here, because it's onlyunderstanding.
Here.
What is your position?
Are you more in the offense?
I'm more on the defense here.
(55:47):
Maybe you are in the audiencehere and you're not part of the
gameplay.
Maybe you're standing outsideand you are the security,
whatever, for real, I don't care, it's your decision.
You know and I have tounderstand as a coach here.
Where are you in this, in thesports methodology here?
What is your position on aspecific area of a field here
(56:11):
and where do we want to be?
If you are, for example, thesecurity guy here but you want
to be the striker, okay, thatmight be here a long journey.
If you are also, at the momenthere, the offensive midfield
player and you want totransition to a striker, that's
really close.
So it's always understandinghere.
(56:32):
Where are you at the momenthere?
What are the next steps here?
How can I, can I help you togrow as a person here, as a
business owner, whatever here,and then doing those next steps?
Tim Shoop (56:45):
So, out of all the questions you get from a
prospective customer, have youever heard any of them say I
want to make less profit.
Harald Lavric (56:59):
No, I don't think so.
It's in the end here.
It's always about profit here.
And when can I retire?
Yeah?
Tim Shoop (57:08):
when can I retire?
Harald Lavric (57:09):
Yeah, it's working at 45, or have I to work
until 50?
Tim Schaffer (57:14):
for real.
Yeah, some time.
Tim Shoop (57:15):
Yeah, but you know, I had that conversation with
someone recently and they'relike so yeah, you know when are
you going to retire?
And I said well, and this is ajoke, ladies and gentlemen, but
I always tell everybody, youknow, I don't.
I have an 11 and a 13 year oldat home and I don't really want
(57:35):
them coming home every day fromschool and going look, look
dead's out by the pool drunkagain.
What are you going to do?
I'm not going to do that.
I've been running businessesfor so long I don't know how to
lay by the pool and be drunk,and that's just not my thing.
Yes, it's nice to take a breakand do that, but what's the
(57:59):
point?
We've been put on this earth todo things, I think to help
mankind or help drive.
You know, when you're running abusiness, you're changing the
course of history for not justyourself, but everybody involved
in that business and all yourcustomers, because you're
helping every single one of themalong their own personal
(58:19):
journeys.
So, in my opinion, laying downand waiting to die is not the
answer.
Is that a bad?
And that's probably a bad wayto say it, but in a way I'd
rather be helping or doingsomething, and I'm sure you feel
the same way because you're abusiness coach.
Harald Lavric (58:38):
Yeah, absolutely.
I really feel the same way here.
Thinking about retiring isreally not not working for me,
and my wife is always going madhere when she's saying, okay,
he's, he hasn't anything to dohere.
Oh no, he's driving me mad, youknow.
So I really can't imagine doingthis here, picking, picking the
(59:02):
right stuff here to work, youknow, and only doing specific
work here.
That's a different thing and Ican think about that, but I
can't, can't imagine to stopworking and don't do anything.
It's impossible.
Tim Shoop (59:18):
No, I agree.
So, Harold, you have somespecial deals for at least one
lucky listener today, so we'regoing to share a link for this
special.
I'm gonna let you talk aboutthe special, but we're going to
be sharing a link on this show.
(59:39):
We'll edit it into the show Fordetails on how you can either
enter the giveaway or what thegiveaway is.
The link will be shared on allour social media posts regarding
this episode, so be sure tofind us there and follow us.
Or you can watch this episodeon YouTube, where we'll provide
(01:00:02):
a link in the episode, or youcan just contact Harold directly
at his website at Griffox.
com.
.
I've said it earlier in the showgrifoxcom.
Excuse me, the beer's startingto hit me.
I almost burped on air.
G-r-i-f-f-o-x.
com.
(01:00:24):
That's Harold Lavric, be sureto mention that you saw it on
Nerds on Tap.
So, Harold, you can look intothis camera on the left here.
That's the one focused on you.
I'm gonna let Tim focus on youfor a minute.
Talk to the audience about somespecial deals that you can give
at least one lucky listener.
Harald Lavric (01:00:47):
Yeah, sure, the first one, the first lucky
listener who contacts me gets afree hour of coaching with me
and just send me a message tocontact at grifoxcomcom.
So this lucky person gets afree coaching hour with me.
(01:01:14):
For all the other listeners wholike to contact me and like
what I do, just message me hereand offer a 20% discount of all
the contracts here mentioningNerds on Tap.
And yeah, that's it.
Tim Shoop (01:01:37):
Well, we really appreciate you being on the show
.
We're not done yet.
We're gonna recap the show.
We got one more beer to drinkand we're empty, so we'll go
ahead and down this last beer.
Tim, go ahead and tell us aboutthe last beer on the show.
Tim Schaffer (01:01:55):
The last beer here is from 81 Bay Brewing Company
in Tampa Florida is the realslow Irish Red and Irish Ale
with subtle flavors.
It is slightly malty with softsweetness along a beautiful
roasted dryness in the finish.
Harald Lavric (01:02:16):
Sounds great.
Tim Shoop (01:02:19):
Okay, I enjoy that one.
It's got a little bit of a.
Tim Schaffer (01:02:27):
I like it a lot, actually very flavorable.
Harald Lavric (01:02:31):
Yeah, that's really a good one here.
Reminds me a little bit ofGerman malt beer.
Yeah, it does.
Yeah, it's really sweet.
Tim Shoop (01:02:39):
And tasty.
It's funny when you travelacross Germany me and my wife
traveled across Germany and we'dstop at pubs along the way.
It was always vice beer.
Every pub on tap has vice beer.
Is that the go-to for mostlocal patrons over there Depends
really on the area where youare, the vice beer.
Harald Lavric (01:03:01):
It's more in Bavaria, so that is their own,
so that is their stuff here.
The west of the country is morePilsner, so Pilsner is like a
lager.
It's the same in the end here,or nearly the same here.
I don't want to drive anybodymad here, but for me a lager and
(01:03:26):
Pilsner it's really close.
And then you have specificregions which have their own
beer here, like in the Colognearea where I grew up.
Here you have the Kölsch, soit's a little bit different here
and in this area you also havecalled Alt beer.
(01:03:47):
It's a dark beer here, likethis one here, and you have a
lot of them here.
So you have those specificareas where you have different
sorts of beer.
Tim Schaffer (01:04:00):
Do you have a personal favorite?
Just gotta ask, you know.
Harald Lavric (01:04:04):
I really like beer, like the first one we had
here, like those dark Bavarianbeer here I think they are
really good for me here becausethey have a lot of taste in it.
Here it's like bread.
Yeah, it's really.
Wow, I like that here.
(01:04:26):
I never liked really here thePilsner and Lager style.
Here I love more those darkbeers, but not really a specific
brand.
Tim Shoop (01:04:38):
So, just to recap today's show, we talked about a
lot of things, folks.
We touched on everything thatyou do, from strategic planning
to change management to privacymanagement a little bit.
We touched on that to yourfavorite, which was product and
(01:05:01):
process management.
And we talked aboutentrepreneurship.
We talked about your strugglesmaking that transition from
Germany to the States and, ontop of it, starting your
business.
And we talked about theminority chamber definitely
(01:05:22):
something to check out I don'tknow if you want to touch on
that one more time, butdefinitely something to check
out and we talked a little bitabout soccer and some analogies
on how you can take sports andcontribute the same dynamic
principles to business.
(01:05:43):
So I want to thank you forbeing on the show.
Do you have any last commentsfor the audience or for myself?
Did you enjoy yourself?
Harald Lavric (01:05:52):
Yeah, it was really awesome.
When we met here some weeks agohere and started talking about
Nero Nurtz on Tapia, I didn'timagine that it's so much fun.
So I really thank you andreally appreciate being on the
show.
It was awesome for me and, yes,looking forward to staying in
(01:06:18):
touch with you.
Tim Shoop (01:06:18):
Well, thank you for sharing your valuable insights
with our audience.
You can learn more again atGriffoxcom G-R-I-F-F-O-Xcom.
Next episode we'll be filmingnext week should come out.
In the episode following you,we will have a gentleman named
(01:06:40):
Gio from Taco's El Fluffy comingin.
And I heard he's going to bebringing some delicious tacos
with him.
Harald Lavric (01:06:49):
Let's go.
Tim Shoop (01:06:50):
Yeah, tacos and beer.
So we're going to have a goodone there and he's going to talk
about how he leverages tech toscale their family run taco
business.
So stay tuned, ladies andgentlemen, and we will toast to
end the show.
Here's to Nero Nurtz on Tap.
Here's to Harold Lavric and hiswonderful consulting business
(01:07:15):
at Griffoxcom, Thank you.
Thank you for being on the show.
We really appreciate you.
Thank you, Cheers my fellownerds and beer lovers.
Stay tuned for more Nerds onTap.
Oh, and one more thing Help usspread the nerdy love and the
(01:07:39):
love for grape roots by sharingthis podcast with your friends,
colleagues and fellow beerenthusiasts.
Let's build a community thatembraces curiosity, innovation
and the enjoyment of a cold one.
Hey everyone, welcome to another episode of Nerds on
Tap.
Today's guest on the show isHarald Lavric.
Harald is a distinguishedbusiness consultant with an
extensive background as adirector, sea level manager
across various business sectorslike operations, marketing and
sales, organizationaldevelopment process and product
(00:26):
management, auditing andcompliance.
As the founder of GriffoxConsulting, Harald specializes
in business growth, strategicplanning and organizational
change management.
He holds advanced degrees inbusiness coaching and
organizational change management, as well as economics, with
professional certifications inchange and project management
(00:48):
and data privacy managementFluent in English and German.
As a track record of leadingsignificant organizational
transformations and providingstrategic advice at the highest
levels, his proactive, peoplefirst approach ensures project
success, efficiency andalignment with overarching
(01:09):
business objectives To.
Today's episode is titled fromGermany to Pensacola Harald
Laverick's businesstransformation Odyssey.
So welcome to the show, harold.
Thank you so much, tim, orshould I say Will Cummins, by
Nerds vom Fass.
Harald Lavric (01:29):
Yeah, that's fun.
Tim Shoop (01:30):
Does that work, or did I say it wrong?
Harald Lavric (01:33):
No, it's correct, it's Nerds vom Fass.
Tim Shoop (01:36):
Okay, so this was the English variation of it, the
very strong English variation ofit.
Made a note here my grandma,when I was a little myoma,
because I have German heritage,my mom was German, my myoma From
that side.
We would go to a beer gardenand you're on the right show
here, but she, she would haveloved to come on the show
(01:57):
because she would always order agross beer.
Harald Lavric (02:01):
Good Right.
Tim Shoop (02:04):
So for Oma bestelt the immer I'm grosses beer.
Harald Lavric (02:12):
Yeah, that's right, oma bestelte ein großes
Bier.
Tim Shoop (02:15):
Okay, I tried to do my research.
Harald Lavric (02:17):
Yeah, sounds great.
Tim Shoop (02:20):
So that's a good segue to our first beer tasting
before we get into Harold'sbackground.
I was told you like German beer, scotch and Irish ales, so I'm
hoping we hit a home run withtoday's lineup.
Ladies and gentlemen, welcometo Nerds on TAC.
(02:44):
I'm your host, tim Schu, and Icouldn't be more excited to
embark on this nerdy adventurewith all of you.
So grab your favorite brew,because things are about to get
exciting.
Three, two, one go.
Tim Schaffer (03:01):
Today our first brew is half brew from Munich,
Germany.
Tim Shoop (03:28):
I feel like we're supposed to be doing the how
does it?
Harald Lavric (03:32):
what does that call in German?
It's called Schunkeln.
Tim Shoop (03:37):
Schunkeln, schunkeln.
I just remember going to thebig beer tents at Oktoberfest
and my parents would be doingthe whole back and forth.
Harald Lavric (03:46):
I didn't really understand.
Do you remember?
Here you're only allowed todrink a beer if you have a seat.
Tim Shoop (03:53):
And they would come out with five on a hand.
Yeah, at least five.
Tim Schaffer (03:58):
Now this brewin tradition, an archetype of the
Munich beer.
It was long before wheat beersand Yeagers wetted the throats
of the Germans, the bottomfermented dark beer was
quenching the thirst of Munichresidents, the first beer which
(04:20):
was served in the yeah, sureit's, it's Hofbräuhaus.
Tim Shoop (04:26):
Yeah, it's the Hofbräuhaus in.
Harald Lavric (04:28):
Brunei.
Tim Shoop (04:28):
Hofbräuhaus.
Tim Schaffer (04:29):
Yeah, been there a few times, Still satisfies to
this day with its roasted hoppytaste and subtle multi finish.
So what do you think of?
Tim Shoop (04:39):
that one.
Harald Lavric (04:41):
I love it.
It's awesome.
Really reminds me of the Munichbeer.
Yeah, you know, and my times inMunich and I like it.
It's really a good one.
Tim Shoop (04:50):
Yeah, hanging out.
I took my wife across Germanyfor the first time in 2009.
She had never been out of theStates and I took her to the
Hofbräuhaus in München andshowed her the Gluckenspiel and
hung out at the Marine Plots anddid all that and she was blown
away, middle of winter, mind you.
(05:10):
I took her to the Chris KindleMarts, so she liked sampling.
She, she, she was more at thetime of wine drinkers, so she
was really into the Gliwine.
Harald Lavric (05:20):
Okay, got you.
Yeah, but Munich at this timeof the year, like in the
Christmas season, is sobeautiful All the snow and all
those little tiny houses wherethey still here sell the local
stuff.
It's always beautiful.
Tim Shoop (05:36):
Yeah, and I just I can't wait to go back.
We're we're trying to plan atrip with our kids so they can
see our side of their heritage,so really looking forward to it.
So let's get into you this show.
Even though it's a beer show,it is a nerd show.
We're going to talk businessand we're going to talk
technology to a degree.
So you moved to Pensacola ayear ago, right?
(06:01):
And so what brought you toparadise?
First of all, let's, let's,just, let's just ease into the
show that way.
Harald Lavric (06:07):
Yeah, sure, my wife was an exchange student in
1992, 1000 with the host familyin Alabama and stayed in
Pretville Alabama for a year,went to high school, fell in
love with the culture, thepeople, the whole states and
when we first met we came overseveral times for vocations,
stayed with the host family,drove a lot, a lot time around
(06:31):
and, yeah, I felt in love withthe states too.
And then we started discussingmight have been option for us to
move over.
Then we won the green card in2019.
But due to the COVID, we werenever able to receive it in the
physical form.
But we already discussed movingover in that deep that we
(06:54):
thought, okay, what are ouroptions then?
Receiving green card?
So we invested in our owncompany and founded it over here
and, yeah, moved over finallylast year in October and, yeah,
love to be in the Florida penhandle.
Tim Shoop (07:11):
So investing in your own company and starting your
own company.
How does that tie into thegreen to the green card part of
it?
Harald Lavric (07:17):
It doesn't.
It is at the moment of workingvisa, which we have been doing
for five years, and I'm allowedto work for my own company and
that's good for me when I can dowhatever she wants to do here,
can work as an employee for allkinds of businesses, you know,
and for me it gives me theopportunity to build up my own
(07:40):
company and get in touch withbusiness people over here and
doing services for them.
Tim Shoop (07:47):
Awesome, and we're going to talk about what you do
here in a little bit.
Did you have any otherbusinesses prior to Griffiths
consult things?
Harald Lavric (07:57):
Yeah, I founded it originally in 2016 in Germany
due to the fact that I reallyworked a long time and internal
auditing organizationaldevelopment and had to take care
of all processes and projectswhich were not running good, and
, additionally, I did externalauditing for bigger German
(08:21):
billing centers and the pharmacyindustry and when I wrote these
audit reports for them, it wasalways going like, okay, now we
have an audit report, what'snext?
Who is carrying out thisproject, you know?
And so I ended up building orfounding my, my company and
Griffiths, consulting over thereback in Germany and start
(08:44):
carrying out projects for youalready started doing this, and
what?
Tim Shoop (08:47):
what timeframe was that?
Harald Lavric (08:49):
In 2016.
Okay, so it was additionally tomy regular job here with the
with the health insurancecompanies, was in Germany more
in addition to my regular jobhere, but became a main job over
here.
Tim Shoop (09:06):
Gotcha.
So, so, very exciting, becauseyou do a lot of things, a lot of
things, and you know from oneentrepreneur to another, there's
a lot of hats we wear as anentrepreneur and you're helping
others with not just those hatsbut all the little intricate
(09:27):
details that a lot ofentrepreneurs don't think about,
like change management andprocess management, right and
and privacy management.
We're going to get into thatlater in the show, unless you
want to embellish on any of itright now before we get into a
little bit more of that.
Harald Lavric (09:46):
No, no, that's, that's good here.
Let's do this way.
Sounds good to me.
Sounds good, good to me.
Tim Shoop (09:51):
So Tell me about?
I want to talk about thechallenges of starting your own
business.
I mean, I can talk for daysabout when I started my first
business and what all I did notknow, because there was more
that I didn't know than what Idid know and I had to learn
(10:13):
things over time.
Now I'm a seasoned vet.
I've been running businessesfor almost 30 years.
This is my fourth one and Ifeel like I have a lot of
knowledge to give youngerentrepreneurs, which I do.
Tell me what your challengeswere in transitioning over to
(10:35):
your own business.
Harald Lavric (10:36):
Sure, first it was really thinking about what
is really my product?
What do I sell exactly?
Is it organizational changemanagement, is it project
management, process management,risk management?
My problem was in the beginningI did a lot of different jobs
(10:58):
here over my career, over thelast 30 years of my career, and
so I became kind of a jack ofall trades.
The only department I've neverworked in was finance, so I did
all the rest.
That's good on the one sidebecause you can do a lot of
different stuff here, but it'shard on the other side because
(11:20):
you have to focus on some stuffhere and to sell it.
And this became a challengebecause if you have to focus on
a specific product, thatadditionally means you have to
focus on a specific client.
So who is your client?
Is it a small client?
Is it a medium-sized or largeclient?
Where do I find those clients?
(11:42):
So this combination of productmanagement, client development,
who is my client?
And my personal transition dueto the culture change and due to
moving over to the states herewas really challenging for me
(12:05):
here and one short challengehere just to mention here when I
was first on the networkingevent here and it really
happened like this year it wasfrom the minority chamber of
commerce.
I never heard in Germany aboutthe minority chamber of commerce
and from my point of view Ithought it's a minority, it's a
(12:26):
smaller chamber of commerce, butI didn't know.
Here it's every American people, hispanic people here and all
those guys here, those greatguys in this community, which I
really like.
Tim Shoop (12:36):
It's a pretty big community, isn't it?
Harald Lavric (12:38):
It really is here , but I didn't have any idea.
So I attended this networkingevent here and so all the
African-American people talkingand discussing stuff here and I
really thought here wow, that'soverwhelming for me because my
English wasn't that good here atthis time here it was a year
ago and I really thought here ohman, what did you do to
(13:01):
yourself?
Tim Shoop (13:03):
So that was a challenge for me.
I couldn't even imagine goinginto another country and using a
second language and trying tocommunicate my expertise to a
prospect.
I mean, I can see where thechallenges are and it's mainly a
communication challenge, right,because they might struggle
(13:26):
with your accent or trying tohear you, but it's also and you
brought up a good pointnetworking.
So that seems to be a key, acommon element among all my
shows when I talk to my guestsnetworking, networking,
networking.
So before we get into yourexpertise and we start talking
(13:48):
about what you do, tell theaudience the importance of
networking, especially as a newbusiness, and how willing people
are willing to help you.
Harald Lavric (14:03):
Yeah, I can do that First.
I think what really isimportant is if you want to do
network, you must have anoverview of what kind of network
events are happening.
So I did a lot of research andwas really kind of overwhelmed
what is happening and the wholePensacola area because it was
(14:24):
that much here.
I did a list on this year and Ithink here I've still got like
40 networking events which arehappening, sometimes weekly,
B-weekly, one-to-month whatever.
So it is not that easy to findthe right networking events and
(14:45):
to go over there because youdon't know, here is my client in
the networking event or is itjust here to meet good people
and start talking, which I like,but it's not business.
And so from my point of view,there are three challenges First
, find the right network andfind the networking events in
(15:08):
your area.
Second, you have to have theright mindset to do networking
and really to want to connect toother businesses.
And third, transform thosenetworking contacts into
contracts and really get moneyout of it.
Tim Shoop (15:29):
Yeah, one of the networking groups that I've
always been tied to through theyears probably since probably
for the last 20 years was B&IBusiness Networking
International, and they promotegivers.
Gain you give, you will receive, you give, you will receive,
and always ask for specific asks, such as John Doe at ABC
(15:53):
Company.
That's who I want to meet.
You'd be surprised who knowsJohn Doe or who knows someone
that knows John Doe?
But anyway, let's get into you.
Let's get into you, let's diveinto your areas of expertise.
We're going to includeorganizational change, we're
going to strategic planning andpersonal growth.
(16:15):
So, before I ask some specificquestions I have here, tell me
who your, who your clients are.
I mean, we were talking earlierabout the, the, the, what, what
is my product?
Who is my client?
Tell me who your client is.
I mean, I hear businesses,businesses obviously need a
(16:37):
coach.
What about individuals?
Are you?
Are you only focused onbusinesses or does it go beyond
that?
Harald Lavric (16:45):
I think it's you have to really to focus on the,
on your area of expertise, butalso on the area where you are
living in.
And then Pensacola from mypoint of view here and I'm still
quite new to the whole areait's just in year In Pensacola
really a lot of small businessesand only some big businesses.
(17:08):
It's what I see.
So you can't ignore the smallbusinesses and I'm not doing
this year.
So, due to the fact that I'moffering really different kinds
of services for the smallbusiness owners, I can offer
services and personal growth andleadership development, but
(17:30):
also with specific challenges.
You know, some guys contact medue to opening new locations and
I help them with that, carryingout this as a project for them,
seeing what might be really agood area for them here, not
only due to oh, that locationlooks nice, but more like from a
(17:53):
strategic point of view okay,where are your clients?
How often do you have to driveto your clients?
How do you make marketing?
Is this a good location toadvertise your business, and so
on.
So I think it is really alwaysa mixture of strategic planning
process here, with the productsof the client and the customers
(18:18):
of the client come in, andadditionally finding good
locations, for example, for themand carrying out projects like
this.
Tim Shoop (18:26):
But it's all about asking those right questions to
drive it per se down the rabbithole to get to that strategic
planning piece.
Once you collect all that databy asking those questions, you
have a unique structure builtspecifically for that individual
business right.
Harald Lavric (18:45):
Yeah, that's right, it's always about the
questions and getting.
For me it's really, reallyimportant to get an
understanding of the problemwhat is the problem of the
client and what solution is he'slooking for?
And the way in between I alwaysdevelop from.
I would say, here it's alwaysdifferent.
(19:08):
It's always a differentstarting point, it's always a
different endpoint.
You can use, surely, strategieswhich you use here to achieve
those objectives, but the way inbetween here and I think you
know this TV is always a littledifferent.
Tim Shoop (19:27):
Oh yeah, having run four businesses, I've had a
couple that ended up in absolutefailure and a couple that were
absolute successes, and you know, it all comes, though, from
making the right decisions,talking to the right people and
getting the right mentorship,and I would suggest that you
(19:47):
would be one of those mentorsthat could help a business owner
if they're trying to get frompoint A to point B a little
faster, right.
Harald Lavric (19:55):
Yeah, that's right.
That's right.
I talked, for example, to theguys here from SBDC and SCORE
and I like both organizationshere, but I think what the
clients sometimes is reallylooking for is specific advice
on a specific problem, to find asolution for a problem they
(20:20):
face here.
Coming to my business helped mecarry out this project so that
I can focus on my main business,and you put down the
foundations here for theadditional stuff so that I can
move on.
And SBDC and SCORE I like bothof them here, but they are not
(20:42):
doing this.
They are giving you advice andyou have to carry out this by
yourself, but as you have to runyour business here from nine to
five, so what is the timeframe?
You focus on this stuff.
Tim Shoop (20:58):
Yeah, so let's get a little deeper into that so we
know what the objective is rightTo help a business owner get
from point A to B throughstrategic planning of whatever
unique situation they have.
Do you have a case study thatyou I'm putting you on the spot
(21:21):
here, harold do you have a casestudy that you could share with
the audience, without namingnames or anything that could
explain maybe something that youhelped somebody with and the
outcome of that, and maybe somefeedback from the person that
(21:41):
was involved that hired you todo that?
Is that possible?
Can we get that on the show?
Harald Lavric (21:46):
Yeah, sure, I have some case studies here on
my website, as well as a lot ofblog articles that I wrote and
focused on specific situationsand how you can solve this and
overcome those situations and besuccessful.
Tim Schaffer (22:04):
Could you shout out that blog?
Tim Shoop (22:07):
Yeah, can you name that blog?
Well, it's Gryphix, right?
G-r-i-f-f-o-x dot com.
Yeah, that's right.
Okay, and we'll throw that onthe screen during the show.
Do you have a specific casestudy that you can remember that
maybe you can share with ouraudio audience on all of our
podcast platforms that youwouldn't mind sharing?
Harald Lavric (22:31):
We can talk about a specific blog article which I
will like, and which is a goodone here for drinking beer.
Yeah.
Tim Shoop (22:39):
I already drank my first.
Harald Lavric (22:41):
Just a minute.
Tim Schaffer (22:43):
Finish that one up .
Harald Lavric (22:48):
So I wrote a blog article about buying bacon.
But it's not about buying baconand in the end it is here like
how you get to your objectiveand to understand what is your
objective.
The main focus is here aboutlosing weight and from my point
(23:11):
of view, you must know here Inever do specific diets.
I want to quit drinking beer orstuff like this here.
I love to eat bacon.
I love American food here.
I love all this stuff here, andif I ever see here my weight is
going up, then I'm doing moresports.
I'm not stop eating.
(23:34):
I don't do this here because Ilike to eat here.
And so that is, I think, herereally a main focus.
You have to understand here howyour mind is working, what is
really important for you.
It is here about changing theway of eating or doing different
stuff, and sometimes here weget told here from the outside
(23:56):
you're not loving healthy.
You have to eat here morevegetables.
Don't stop eating bacon.
For real.
If I eat here some bacon once aweek, nobody cares about it's
not that bad.
Tim Shoop (24:08):
Harold, I like bacon on my bacon.
Harald Lavric (24:12):
Sounds great.
Tim Shoop (24:14):
I mean, who doesn't like bacon?
You can't cut that out of yourdiet, right?
Harald Lavric (24:19):
It's exactly like this here and that's what I was
writing about here and focusingon here.
But most people don'tunderstand what is really your
goal, and that, I think, isimportant here.
Before starting to find asolution, you have to understand
here what is your goal.
It is a little bit here likewalking into a super store, or
(24:41):
like we walk into a bigsupermarket here and wanna buy
some stuff here and you don'twrite a list here.
You just walk through the lineshere, buy some stuff here, go
pay it here, and then you're athome and think, oh man, what do
I buy here?
I want you to make this andthat here, yeah.
Tim Shoop (24:57):
I've done that.
Harald Lavric (24:58):
But totally the wrong stuff for this year.
Yeah, you didn't write a list,you didn't focus on your goal
and your objective here, andthat's your problem.
So first focus on yourobjective and understand what
you're looking for and then goin the right direction and not,
here, move in the wrongdirection and then wonder why
(25:18):
it's turning out really bad.
Tim Shoop (25:20):
So I'm here in the what and the why again.
Harald Lavric (25:22):
Yeah, absolutely.
Tim Shoop (25:23):
So translating that over to business objectives for
what you do for customers.
It's not just about looking ata diet and going well, I'm just
not gonna eat lunch, right,because that's not healthy
either.
It's actually better, from whatI've been told, to eat more
small meals throughout the day,actually more than three
(25:46):
throughout the day, because yourbody will consume, will store
the fat.
If you're trying to lose weight, you don't wanna end, and
muscle weighs more than fat orweighs as much as fat.
So, working out, you canactually translate fat into
muscle.
So in business terms, let's seeif you can take that analogy
(26:10):
and translate it into businessterms.
Yeah sure.
Harald Lavric (26:15):
I think the question sometimes is if you
make a specific profit, you areyou satisfied with the profit
and do you understand why theprofit isn't exactly on this
high?
And if you wanna raise yourprofit, how do you do it?
(26:38):
Is it by selling more stuff, isit by changing the way or by
reducing your expenses, or is itby changing your processes?
Just to mention, we're doingdifferent approaches here and I
think here most of the time herepeople say, oh, that sounds
(26:58):
good, I make a mixture, then itwill work here, yeah, but still,
if your process is running in abad way, then change your
process and you can double iteasily.
But if you don't focus here onreally on the problems and
understand those processes, thenyou might lose profit over the
(27:21):
way here.
That's what I think here isreally really important here
Understand how your business isworking and understand what is
needed to improve.
And that is, I think, here thistranslation maybe from is it
more here like focusing onprotein?
Is it more focusing on otherstuff in your meal, on fat and
(27:46):
yeah Sounds to me like.
Tim Schaffer (27:48):
as long as there's a balance of it all, that's
what we're really trying toachieve.
If you focus on one thing.
There's where the problem lies.
You need balance.
Tim Shoop (27:56):
Having a balance of a lot of different things.
So two of the things that cometo mind Suds or Tim, sorry is,
process management is one thing,but in order to achieve
processes and have thattranslate into scale, we have to
be looking at standardoperating procedures right, or
SOPs if you will for an acronym,but I mean digital boardwalk.
(28:20):
We're very focused onautomation, process and SOPs
because we have to be able toscale, to bring in more talents,
to be able to achieve thosegoals for our customers In the
IT industry.
The more talent we have right,the more brains we can tap into
(28:40):
for those different uniquechallenges that our customers
have.
So to do that, we focus onautomation, process management
and process change.
I can't tell you, harold, howmany times we have changed the
process because it just didn'twork that great right, and I'm
sure you've experienced thatwith some of your customers.
Harald Lavric (29:03):
Yeah, absolutely I did.
And I think from my point ofexperience most of the time the
process in the most ways wasreally written quite well here
and it should work in that wayhow it was described here.
But then comes in the humanside of business.
(29:26):
I would say it's all in theirhead, right, and that is
sometimes where the problemsstart, you know, and I think
that is where organizationalchange management has to come in
here and transition here thisprocess into the human brain and
to the human habits and how itis working all together, you
(29:49):
know, in a good way and so thatis really a good process.
Tim Shoop (29:54):
When, in the early days of digital boardwalk, we
had and when I say the earlydays, there was maybe four or
five of us and our engineer atthe time I kept telling him hey,
man, you got to document thatone day we're going to be adding
other engineers.
That can't all be in your head.
He's going to listen to theshow he listens to our show, by
(30:17):
the way and he's going to callme and go dude, you called me
out, I won't call your.
I won't call out your name,though, james.
Oh, did I just do it?
But anyway, it was all in hishead and I kept telling him and
telling him, and then, when itwas came time for me to start
hiring and we were in a hiringfrenzy he was under the gun and
(30:38):
I told him, I told you so, Itold you.
So now you've got a lot of workto do.
Now we have over 10,000 piecesof documentation, and one of our
KPIs is documentation acrossthe board.
At digital boardwalk, we're allconstantly writing SOPs, because
it's the only way.
It's the only way you can scale.
So before we get into our nextbeer, I've got another question
(31:04):
to ask you.
So, out of all the hats you'veworn as an entrepreneur, as a
business coach and with helpingyour customers.
What's your favorite hat Otherthan that one on your head?
Right now, he's wearing anerd's on tap hat.
Harald Lavric (31:19):
Ladies, I really like that.
So thanks for that.
My favorite hat I think it'sreally the head of the strategic
business facilitator.
I love to just moderate thosemeetings and see here how those
(31:43):
ideas of all the individuals popout and how you have to align
all of that here to make it abigger plan and to produce a big
picture and to get an overviewof what is really needed to make
a company great.
And I did that here a lot oftimes here back in Germany.
(32:04):
So I really love to do thishere and help companies to get
overviews of what they arereally in need of and this
prioritization plan here, whichis then important building up an
action plan, seeing what nextsteps here should be carried out
(32:27):
here, doing those time frames,transferring this year into
project management here I loveto do this.
Tim Shoop (32:34):
You know that's awesome and a little bit nerdy.
Harald Lavric (32:40):
Yes, sorry about that.
Tim Shoop (32:41):
No, you're on the nerd's on tap.
You're on the right show.
My favorite hat, of course, ismarketing.
I love to market.
I love the creative prospectbehind marketing, but I also
like all the things that go intoscaling a business, and those
are all the things that you canhelp with.
Ladies and gentlemen, you canfind out more about Harold and
(33:05):
what he does at GriffoxG-R-I-F-F-O-X dot com.
Again, that's G-R-I-F-F-O-X dotcom, and Tim's gonna take us
into our next beer because we'reempty.
Tim Schaffer (33:22):
All right, the next beer do-claw bourbon
company from Baltimore, Maryland.
It's a mad Bishop, germanstyled Octoberfest.
The mad Bishop faithfullydelivers a sermon of rich hosted
(33:42):
malt flavor that goes down easywith the Crest's clean finish.
What do you think?
Tim Shoop (33:48):
of that one.
Harald Lavric (33:50):
Oh, that one is good too.
Yeah, a little bit more sourthan the first one.
Tim Shoop (33:56):
I think here.
It's very similar, thoughsimilar tones, but sour at the
end.
Harald Lavric (34:00):
Yeah, so it is a good one too here.
I think the first one wasbetter for me.
I like those dark stuff, youknow, but anyways it's a good
one.
Tim Shoop (34:13):
Well, I think three and four we're gonna be getting
into red, so we'll see wherethis goes.
So we're gonna discuss Harold'sexperiences next.
I'd like to start the nextsegment by talking about your
experiences here in Pensacola.
Now, we touched on it a littlebit earlier in the show Some
(34:34):
lessons learned.
We'll stay off the networkingside because we already covered
that and some unique aspects ofthe local business environment.
So we talked about minoritychamber, we talked about
networking.
We haven't touched on yourinvolvement with.
Aren't you involved with?
Is it the Gulf Breeze or SantaRosa chamber?
(34:57):
Yeah, so we'll touch on that.
We'll talk about what you thinkabout the landscape as a whole,
not just from a businessperspective and how we you know
what we're doing to attract morebusinesses in the area, but
also soccer.
I'll.
You know.
(35:17):
Little birdie told me you knowmy son.
He wears his messy shirt allover.
Yeah, he's got his messy shirt.
He's a big, big in a soccer.
He plays, he lives in Breezesoccer and unfortunately I don't
coach because I grew up playingbaseball.
But I love that.
He's really taken it to thatdegree.
(35:38):
Let's start with that let's talkabout what you're doing in the
local community.
Harald Lavric (35:43):
Yeah, sure, I became ambassador with the Santa
Rosa Chamber of Commerce due tothe fact that I live in the
Milton area, so it's close to meand I think that is a.
It's a great way to get intouch here with the community
and give back here some stuffhere on a volunteer basis, you
(36:05):
know and do yeah, just getconnected here and see what is
what is really needed in thecommunity.
Tim Schaffer (36:14):
My kid plays soccer in Santa Rosa at the
Gospel Projects and they've gotfirst place.
Go Renegades last season.
Go Renegades.
Tim Shoop (36:24):
Yes, All right, Caleb was the.
My son's team was the digitalboardwalk dragons.
We sponsored their team thisyear and they did pretty good.
They made it to the playoffs,but they didn't.
They lost their first game inthe playoffs, but man, he's
coming along great.
So so you grew up playingsoccer, or?
Harald Lavric (36:48):
Yeah, yeah, I played soccer my whole life, so
it's for 45 year.
Started age five, now I'm 50.
So played soccer 45 years inGermany.
Tim Shoop (36:57):
Who's your favorite soccer player?
Harald Lavric (36:59):
That's always a good question.
I don't have really really afavorite one here.
I love I and Robin.
Tim Shoop (37:07):
Okay.
Harald Lavric (37:09):
And I really liked Ronaldinho.
He was always here,unbelievable for me to see what
he's doing with the ball.
You know I was never a greatmess.
You know, christiane, aboutyour Naldofen.
Sorry about that, but perfectly, all right.
Tim Shoop (37:26):
I just know kids nowadays are influenced by some
big names.
And that's a big name, I know.
When I was a kid I was abaseball player, so I didn't
know a lot about soccer.
But when I was introduced tosoccer it was Pele.
Harald Lavric (37:42):
Yeah, just because he was all over the
place, so yeah, he wasincredible.
Tim Shoop (37:46):
What was it?
What was that called?
The scissor scissor kick or theyeah, yeah, yeah.
So let's switch back over tobusiness, because this shows not
really about sports, but I didwant to hear your side of things
on that, so we talked about alot of different things you do,
so I'm going to name several ofthem and then I want you to pick
(38:09):
one and really hone in on itfor the show and tell me more
about it and how that particularsegment of business can help a
business either grow or scale orachieve their goals a lot
quicker.
So let me name a few Marketingand sales, organizational
(38:32):
development, process and productmanagement, auditing and
compliance, change managementand privacy management.
Now, I know privacy managementalone.
It's a great topic for a techshow because it's not just.
A lot of people think it's justabout the collection of data,
(38:54):
but it's more so about how youstore your data, and that's
where we help a lot of ourclients maintain compliance,
definitely with CMMC andcybersecurity for manufacturing
companies trying to do businesswith the government.
So, out of all those things,tell me what you want to talk
(39:16):
about.
Harald Lavric (39:18):
Let us talk about process and product management.
Okay, that's a good one.
Yeah, I think that's really agood one, and all companies need
that one, so it is good one, Ithink.
Tim Shoop (39:30):
All right let's dive into it.
So first tell our audience whatit is.
Harald Lavric (39:38):
Okay, let's just start with product management
and real easy example.
Let's imagine you are the ownerof a little cafe and you're
selling all stuff of beveragesblack coffee, latte, macchiato,
espresso, hot chocolate,whatever comes to your mind here
(40:00):
you sell this stuff.
If I ask you what is a beverageyou make the most money with,
can you answer this in a second.
If not, you don't know yournumbers.
So first you have to do here ananalysation of your products
and see, okay, what is my bestseller?
What is really the product hereI should focus on?
(40:22):
Is it cafe?
Or should I do here a hot oneor an iced one, whatever?
There are so many options herenowadays here due to Starbucks.
Tim Shoop (40:33):
sorry about that, but anyways here I think they
brought it up here from my pointof view here, I heard recently
not to cut you off, but I heardMcDonald's is going after that
market segment now withsomething called MC something or
other.
They're actually launching aStarbucks competition.
Harald Lavric (40:54):
Yeah, that really might be a good idea.
So anyways, here, if you haveyour, like those different
products here, it is reallyimportant for you to understand
what is your client looking forhere, which clients do you have
in your location and what isreally the product you make the
(41:16):
most money with.
But you also have to understandhere where come which product
has what level of expenses.
So what is really good for you,what is easy to make here, what
is fast here?
Can you sell here really oftena day here and use that to make
(41:37):
money and to scale your business?
So in the end that's productmanagement.
We have to dig a little bitdeeper into this here.
If we analyze your businesshere and realize and not here on
this show, but that's whatreally is essential, I think so.
Tim Shoop (41:58):
A small business might be using QuickBooks and
they might dive in, as long asthey have it set up properly and
all of their chart of accountsassociated with the different
categories of coffees or drinksthat they sell, and then that
helps them break down theproducts a little better.
(42:19):
As far as you know, let'sprofiting a little more.
But just to go a little deeperinto that without getting too
much into it, because what youreally wanna do is call Harold
and have him help you with thatbut dashboards, data dashboards
(42:39):
it's a big tool for us atDigital Boardwalk.
I probably have 15 or 16dashboards that we have built
and you can buy.
You can go online.
You can find companies thathave dashboard systems for a few
hundred dollars a month andthen you can leverage those
dashboard systems.
You just wanna make sure thatthey tie in to your software
(43:01):
through API, and what that meansis data exchange between the
two pieces of software and thenassign KPIs or key performance
indicators to those differentthings so you can identify where
your best sellers are comingfrom, what time of day maybe
(43:23):
that they're buying them, whichones are the better sellers.
Is it a caramel macchiato or acold Christmas Rappuccino?
I don't know, yeah, I don'tknow my daughter.
She's just about to turn 11.
I don't know what the craze is,but these young girls, they're
all in a Starbucks.
Yeah, can we get a Starbucks?
(43:44):
I'm like Starbucks, I can makeyou a coffee.
Tim Schaffer (43:47):
And you don't need to be drinking caffeine anyway
You're only allowed.
Tim Shoop (43:51):
But does any of that resonate what I just said to you
about KPIs, key performanceindicators and dashboards?
Is that something that you getinvolved with your customers?
Harald Lavric (44:01):
We hear help with .
Yeah, sure, I think that isreally important here.
I'm not the producer ofdashboards here, I'm more
focused here on partnering withcompanies here, like they could
just both walk here and usingthose dashboards.
But I think they are reallyhighly important here for all
kind of businesses because theyare giving you a quick overview
(44:23):
and you see what kind ofexpenses do I have here, what
kind of profit do I make here?
Is it time consuming, is it nothere?
And you can really focus on theright profit, on the right
products.
I really often think here whenI go into cafes is it really a
good idea to offer, kind of afrozen latte macchiato with 50
(44:48):
different flavors?
Is it really a good idea?
Tim Shoop (44:53):
So from an inventory management.
So and that's something that wedon't do, trust me, I used to
be in retail, I used to manageinventory.
Never again, folks, not for me,not for yours truly, but a lot
of companies, especially inretail, deal with inventory
management.
So when you're dealing with 50flavors of one coffee, that
(45:15):
means that you have to stock allthose flavors, right, and it
can be a pain, right.
The more is not always better,is what I'm hearing.
Harald Lavric (45:25):
Yeah, yeah, that's right here.
One point is you have to storethem.
More is not always better.
And what is the expiring thingdate here of the product If you
open up here and you keep itopen in your store?
So when do you have to throw itaway?
And how many of that flavor doyou throw Are you throwing away
(45:50):
at that point?
So and I think here that isreally really important to keep
in mind here it is sometimesreally better to focus here on
the best selling products hereand if your customer is not
liking it here, how manycustomers are you really losing
due to some flavors?
(46:11):
It's really that much yeah.
Tim Schaffer (46:13):
I don't think so.
Tim Shoop (46:14):
Well, those are all good points.
So let's, I'll tell you what.
Let's go ahead and get into thenext beer, because we have two
more beers.
We're driving this home.
We're starting to drive theshow home, so we're gonna do the
next beer, then we're gonna getinto some, we're gonna have
some questions about coaching,some more questions about
(46:35):
coaching, we're gonna talk aboutsome special offers that you
might have for our audience, andthen we'll close out the show
by summarizing and hitting afinal beer and celebrating
today's episode.
So how's that sound?
That sounds perfect to me.
All right, tim, take it away.
Tim Schaffer (46:55):
The next beer comes from Propsbury at 2011,
from Fort Walton Beach.
It's the AJ's Sunset Red Ale inEasy Drinking Malt for
Traditional Red with Notes ofToffee and Caramel.
Has a sweet finish and cleanaftertaste after a well-balanced
(47:16):
brew.
5.8 ABV.
Tim Shoop (47:20):
Awesome.
Okay, so this is a change fromwhat we've been drinking.
Tim Schaffer (47:34):
Oh that's very different.
Tim Shoop (47:35):
Yeah, yeah, it's really, it's really different to
you after hitting the duncleand in the last two beers and
then segueing over into this.
This is a little bit of a Idon't know a little bit of a
surprise or a shock by tastebuds.
Harald Lavric (47:52):
How would?
Tim Shoop (47:53):
you describe that beer.
Harald Lavric (47:54):
Harold, I think.
I think the beginning of thebeer is quite good, yeah, and
then the end is missing somehow.
Tim Shoop (48:04):
Yeah, it's like wait, where's the rest of it?
Yeah, like that, and it justnever comes.
So yeah, that's a little bit ofa miss for me.
Tim Schaffer (48:13):
I definitely taste the toffee and caramel and I
would say, pick one or the other, you know.
Yeah, both of it is weird.
Tim Shoop (48:22):
It was a little.
I guess the word I would usewould be vague as far as the
latter part of the latter partof the consumption.
So challenges.
So I do want to talk aboutchallenges and I think we might
have gotten into this a littlebit earlier, maybe too early in
the show but the challenges ofthe challenges of coaching and
(48:47):
finding that unique perspectivefor each customer.
So we talked about the what andthe why, but we never really
got into the challenges you faceas a coach, not the challenges
the customer faces, but thechallenges you face with each
(49:08):
unique customer.
So maybe, maybe talk about Idon't know, maybe it could be
lack of so when you're dealingwith an entrepreneur.
I'm an entrepreneur, I know howI am, I know what, I know what
some of the wrong side of or thewrong characteristics are, and
(49:31):
they're not wrong.
It's just who we are.
As entrepreneurs.
We're always doing something,finding solution, moving on to
the next thing, moving on to thenext thing, moving on to the
next thing.
So focus becomes a problem fora lot of us if it takes too long
.
Sometimes strategic planningcan drag out, so is focus and
communication from a customerDoes it?
(49:55):
Does it present a uniqueproblem for you as a coach.
Is that a good example?
Or maybe use another example ifthat doesn't resonate.
Harald Lavric (50:05):
No, we can.
We can definitely use this,this example.
I think focusing is is always,from my point of view, a problem
, because the challenge becomesfrom from here.
As a coach, always here.
(50:26):
First, you have always tounderstand the problem and what
the client is looking for.
Right, that is that is alwaysalways important here.
But the but, the thing that isreally important in in coaching
is to understand the way, how,how a client is changing and why
(50:47):
he's changing.
What really drives him, what is, what is his kind of motivation
?
You know, is it, is it money?
Is it success?
Is it being a good leader?
Is it being a friend foremployees?
Here it's really, it's reallydiverse.
What clients are telling abouthere.
Is it here making really bigefforts here for, for community?
(51:13):
So if I talk with clients herein coaching, it's always here to
understand them, theirmotivation.
And if you understand themotivation, then you still have
to see or to find what kind oftool do I use to get the client
on the, on the next level, onthe level where he wants to be,
(51:36):
and that is from time to timereally really a challenge to see
.
Okay, what's working with thisclient here.
If you know, here likemetaphoric work is really
helpful for for some clientshere, as we earlier mentioned,
soccer.
So using the soccer methodology, you know on the on the field
(51:57):
here, what is your position?
I playing defense, midfieldoffense, I on the left side,
right side at the goalie, and ifI, if I ask this year clients
here sometimes this I don't likesoccer, can we use another one?
So but if you're in soccer,what is your position Me?
Tim Shoop (52:14):
Yeah, sure, I would say I'm mostly on offense if I
were to play soccer, but I'malso playing a little bit of
defense when it comes to makingsure I understand what others
are doing in our space, meaningyou know other other managed
services providers.
(52:35):
I have to know what's going onin the industry, but I also have
to know what our competitorsare doing.
But I don't focus on thecompetitors as much as I focus
on the offense.
I focus on the us, not the them, because I feel like too many
companies focus on the them andthey don't get anywhere with the
us.
So I kind of somebody taught methat once they said quit
(52:59):
focusing on the others, don'tworry about what they're doing,
focus on the you.
So I'm offense.
Now my son in real soccer.
He wants to be total offense,but they've got him playing what
did you call it?
Midfield.
See, I'm a baseball player andhe does a great job at it, but
he wants to be on offense andthe one time they put him on
(53:21):
offense you're in right downscore to goal.
So I don't understand.
So I don't understand what thethought process was behind it.
But translating that over tobusiness, same thing.
Maybe he's not meant to playmidfield, maybe he is that the
right term, am I?
Yes yes, okay, maybe he's meantto be on offense.
(53:44):
Maybe the coach just in theearly stages of developing him
didn't see it, but maybe he overtime developed it while he was
playing, but now he stuck onmidfield.
Maybe next year he'll be an offnow one quick question.
Tim Schaffer (53:57):
So midfield, the biggest thing you need, more
than anything else, is Stanama.
So what he may have saw is thathe has a lot of stana because
midfield is what you run themost if you play that position.
Yeah, and he runs a lot, sothat could be the reason.
Harald Lavric (54:12):
And translating this to coaching.
Then you see, offense is theplayer who makes a goal, defense
is the player who to put, whoprotects that you don't get a
goal and midfield makes the game.
So if you are not into midfield, you're not making any efforts.
So sometimes it's really herefrom my point of view, here to
(54:35):
seeing here where's the gap.
And if you find the gap andfocus here on the gap, that's
mostly the area where peopledon't want to go, but what helps
them most to grow.
So if I bring you into midfield,then you are available to be on
all the different positions onthe field here and that might
(54:57):
keep you more versatile and, tobe here, more flexible in your
whole gameplay, you know, forexample, yeah, and I understand
that in business terms.
Tim Shoop (55:09):
So, on the soccer field, what you're saying is
maybe he is in the rightposition, maybe where the coach
has him is because of hisability to stop the ball or get
the ball before it gets too fardown the field and then go, go
back to get it to the offensiveplayers.
Harald Lavric (55:27):
Yeah, absolutely Absolutely.
I think here it is reallyalways good to understand here.
Where's your position on thefield here, what, whatever kind
of fields you can translate thisyear to American football, to
baseball, to basketball yeah, itworks is all kind of sports
here, because it's onlyunderstanding.
Here.
What is your position?
Are you more in the offense?
I'm more on the defense here.
(55:47):
Maybe you are in the audiencehere and you're not part of the
gameplay.
Maybe you're standing outsideand you are the security,
whatever, for real, I don't care, it's your decision.
You know and I have tounderstand as a coach here.
Where are you in this, in thesports methodology here?
What is your position on aspecific area of a field here
(56:11):
and where do we want to be?
If you are, for example, thesecurity guy here but you want
to be the striker, okay, thatmight be here a long journey.
If you are also, at the momenthere, the offensive midfield
player and you want totransition to a striker, that's
really close.
So it's always understandinghere.
(56:32):
Where are you at the momenthere?
What are the next steps here?
How can I, can I help you togrow as a person here, as a
business owner, whatever here,and then doing those next steps?
Tim Shoop (56:45):
So, out of all the questions you get from a
prospective customer, have youever heard any of them say I
want to make less profit.
Harald Lavric (56:59):
No, I don't think so.
It's in the end here.
It's always about profit here.
And when can I retire?
Yeah?
Tim Shoop (57:08):
when can I retire?
Harald Lavric (57:09):
Yeah, it's working at 45, or have I to work
until 50?
Tim Schaffer (57:14):
for real.
Yeah, some time.
Tim Shoop (57:15):
Yeah, but you know, I had that conversation with
someone recently and they'relike so yeah, you know when are
you going to retire?
And I said well, and this is ajoke, ladies and gentlemen, but
I always tell everybody, youknow, I don't.
I have an 11 and a 13 year oldat home and I don't really want
(57:35):
them coming home every day fromschool and going look, look
dead's out by the pool drunkagain.
What are you going to do?
I'm not going to do that.
I've been running businessesfor so long I don't know how to
lay by the pool and be drunk,and that's just not my thing.
Yes, it's nice to take a breakand do that, but what's the
(57:59):
point?
We've been put on this earth todo things, I think to help
mankind or help drive.
You know, when you're running abusiness, you're changing the
course of history for not justyourself, but everybody involved
in that business and all yourcustomers, because you're
helping every single one of themalong their own personal
(58:19):
journeys.
So, in my opinion, laying downand waiting to die is not the
answer.
Is that a bad?
And that's probably a bad wayto say it, but in a way I'd
rather be helping or doingsomething, and I'm sure you feel
the same way because you're abusiness coach.
Harald Lavric (58:38):
Yeah, absolutely.
I really feel the same way here.
Thinking about retiring isreally not not working for me,
and my wife is always going madhere when she's saying, okay,
he's, he hasn't anything to dohere.
Oh no, he's driving me mad, youknow.
So I really can't imagine doingthis here, picking, picking the
(59:02):
right stuff here to work, youknow, and only doing specific
work here.
That's a different thing and Ican think about that, but I
can't, can't imagine to stopworking and don't do anything.
It's impossible.
Tim Shoop (59:18):
No, I agree.
So, Harold, you have somespecial deals for at least one
lucky listener today, so we'regoing to share a link for this
special.
I'm gonna let you talk aboutthe special, but we're going to
be sharing a link on this show.
(59:39):
We'll edit it into the show Fordetails on how you can either
enter the giveaway or what thegiveaway is.
The link will be shared on allour social media posts regarding
this episode, so be sure tofind us there and follow us.
Or you can watch this episodeon YouTube, where we'll provide
(01:00:02):
a link in the episode, or youcan just contact Harold directly
at his website at Griffox.
com.
.
I've said it earlier in the showgrifoxcom.
Excuse me, the beer's startingto hit me.
I almost burped on air.
G-r-i-f-f-o-x.
com.
(01:00:24):
That's Harold Lavric, be sureto mention that you saw it on
Nerds on Tap.
So, Harold, you can look intothis camera on the left here.
That's the one focused on you.
I'm gonna let Tim focus on youfor a minute.
Talk to the audience about somespecial deals that you can give
at least one lucky listener.
Harald Lavric (01:00:47):
Yeah, sure, the first one, the first lucky
listener who contacts me gets afree hour of coaching with me
and just send me a message tocontact at grifoxcomcom.
So this lucky person gets afree coaching hour with me.
(01:01:14):
For all the other listeners wholike to contact me and like
what I do, just message me hereand offer a 20% discount of all
the contracts here mentioningNerds on Tap.
And yeah, that's it.
Tim Shoop (01:01:37):
Well, we really appreciate you being on the show
.
We're not done yet.
We're gonna recap the show.
We got one more beer to drinkand we're empty, so we'll go
ahead and down this last beer.
Tim, go ahead and tell us aboutthe last beer on the show.
Tim Schaffer (01:01:55):
The last beer here is from 81 Bay Brewing Company
in Tampa Florida is the realslow Irish Red and Irish Ale
with subtle flavors.
It is slightly malty with softsweetness along a beautiful
roasted dryness in the finish.
Harald Lavric (01:02:16):
Sounds great.
Tim Shoop (01:02:19):
Okay, I enjoy that one.
It's got a little bit of a.
Tim Schaffer (01:02:27):
I like it a lot, actually very flavorable.
Harald Lavric (01:02:31):
Yeah, that's really a good one here.
Reminds me a little bit ofGerman malt beer.
Yeah, it does.
Yeah, it's really sweet.
Tim Shoop (01:02:39):
And tasty.
It's funny when you travelacross Germany me and my wife
traveled across Germany and we'dstop at pubs along the way.
It was always vice beer.
Every pub on tap has vice beer.
Is that the go-to for mostlocal patrons over there Depends
really on the area where youare, the vice beer.
Harald Lavric (01:03:01):
It's more in Bavaria, so that is their own,
so that is their stuff here.
The west of the country is morePilsner, so Pilsner is like a
lager.
It's the same in the end here,or nearly the same here.
I don't want to drive anybodymad here, but for me a lager and
(01:03:26):
Pilsner it's really close.
And then you have specificregions which have their own
beer here, like in the Colognearea where I grew up.
Here you have the Kölsch, soit's a little bit different here
and in this area you also havecalled Alt beer.
(01:03:47):
It's a dark beer here, likethis one here, and you have a
lot of them here.
So you have those specificareas where you have different
sorts of beer.
Tim Schaffer (01:04:00):
Do you have a personal favorite?
Just gotta ask, you know.
Harald Lavric (01:04:04):
I really like beer, like the first one we had
here, like those dark Bavarianbeer here I think they are
really good for me here becausethey have a lot of taste in it.
Here it's like bread.
Yeah, it's really.
Wow, I like that here.
(01:04:26):
I never liked really here thePilsner and Lager style.
Here I love more those darkbeers, but not really a specific
brand.
Tim Shoop (01:04:38):
So, just to recap today's show, we talked about a
lot of things, folks.
We touched on everything thatyou do, from strategic planning
to change management to privacymanagement a little bit.
We touched on that to yourfavorite, which was product and
(01:05:01):
process management.
And we talked aboutentrepreneurship.
We talked about your strugglesmaking that transition from
Germany to the States and, ontop of it, starting your
business.
And we talked about theminority chamber definitely
(01:05:22):
something to check out I don'tknow if you want to touch on
that one more time, butdefinitely something to check
out and we talked a little bitabout soccer and some analogies
on how you can take sports andcontribute the same dynamic
principles to business.
(01:05:43):
So I want to thank you forbeing on the show.
Do you have any last commentsfor the audience or for myself?
Did you enjoy yourself?
Harald Lavric (01:05:52):
Yeah, it was really awesome.
When we met here some weeks agohere and started talking about
Nero Nurtz on Tapia, I didn'timagine that it's so much fun.
So I really thank you andreally appreciate being on the
show.
It was awesome for me and, yes,looking forward to staying in
(01:06:18):
touch with you.
Tim Shoop (01:06:18):
Well, thank you for sharing your valuable insights
with our audience.
You can learn more again atGriffoxcom G-R-I-F-F-O-Xcom.
Next episode we'll be filmingnext week should come out.
In the episode following you,we will have a gentleman named
(01:06:40):
Gio from Taco's El Fluffy comingin.
And I heard he's going to bebringing some delicious tacos
with him.
Harald Lavric (01:06:49):
Let's go.
Tim Shoop (01:06:50):
Yeah, tacos and beer.
So we're going to have a goodone there and he's going to talk
about how he leverages tech toscale their family run taco
business.
So stay tuned, ladies andgentlemen, and we will toast to
end the show.
Here's to Nero Nurtz on Tap.
Here's to Harold Lavric and hiswonderful consulting business
(01:07:15):
at Griffoxcom, Thank you.
Thank you for being on the show.
We really appreciate you.
Thank you, Cheers my fellownerds and beer lovers.
Stay tuned for more Nerds onTap.
Oh, and one more thing Help usspread the nerdy love and the
(01:07:39):
love for grape roots by sharingthis podcast with your friends,
colleagues and fellow beerenthusiasts.
Let's build a community thatembraces curiosity, innovation
and the enjoyment of a cold one.
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