The Passion Project FT. Brad Lokey

Episode Transcript
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Kenny Massa (00:09):
Welcome to the Bender Continues podcast,
introducing our guest fortoday's episode of the Passion
Project Physical Health, bradLoeke.
A seasoned professional inhuman performance, strength and
conditioning and overallphysical health, currently
serving as the program directorfor the United States Army
Forces Command, also known asFORSCOM, and Holistic Health and

(00:31):
Fitness H2F System, brad bringsa wealth of experience and
expertise to the table.

James LaGamma (00:36):
Brad's journey in the industry is marked by
significant milestones,including his pivotal role in
developing comprehensivestrength conditioning programs
for nearly 20 varsity sports atthe Division I level.
Notably, he spearheaded theestablishment of a new program
for Stetson University, theirfootball team.
Prior to his tenure at Stetson,brad held key positions at

(00:58):
Cumberland University, georgiaTech and the University of
Tennessee, chattanooga, where hehoned his skills and knowledge
in the athletic performance.

What sets Brad apart is his unique blend of
expertise, experience and havingalso served in the United
States Marine Corps.
We also thank him for hisservice.
This background, coupled withhis certifications from the
National Strength andConditioning Association and the
Collegiate Strength andConditioning Coaches Association
, positions him as a remarkableauthority in both collegiate

(01:32):
athletics and military forces.

In today's episode, we'll learn about
Brad's journey, learning momentsand the keys to achieving
optimal health and fitness.
Join us as we uncover hisinsights and best practices for
physical well-being andperformance enhancement.
Welcome, brad Loki.

Ryan Selimos (01:53):
Awesome.
Well, for starters, coach Loki,first and foremost, just thank
you.
Thank you for being with ushere today on the Vendors
Continues podcast.
Thank you for joining us.
We've been together 10 plusyears, so having you as a guest
with us today is super excitingfor me.
For us, you played an integralpart in our life at one point or

(02:18):
another.
So just thank you for beinghere again for a new path and a
new journey for us.
As we kind of get started, justfor our listeners out there and
people who aren't as familiarwith you as we are, maybe you
could take us through a littlebit of your journey, through
your career and where you're attoday.

Brad Lokey (02:36):
Absolutely Well.
First off, I'd like to thankGod for the blessings he's
bestowed upon my life and theopportunity and privilege I've
had to be a coach and be part ofall your journeys and multiple
people's journeys that I feellike I've been able to have some
impact on that and in terms italso had a lot of impact on me.
So the cliff notes of myjourney, really as I started as
a high school Division, I, bluechip, coming out of the state of

(02:58):
Florida, went and played somecollege ball out in the state of
Missouri at a small school anddidn't do too well my first year
with academics and I ended upin the Marine Corps.
I had a broken education.
It took me about 12 years tofinish my bachelor's degree and
during that time I was alwayscalled back to training and
always being around athletes andreally just loved that process.

(03:19):
So as I went back to finish myundergrad I was able to actually
keep my scholarship by being aweight room assistant.
They didn't have a strengthprogram at the school I was at
Got involved in that and wentahead and graduated.
Then I had some broken time.
I went out and just did allkind of trivial things and
finally got my heart was calledback to coaching.
So I went back.

(03:39):
I finished my bachelor's justto get my strength and
conditioning certification.
I loved being in the weightroom at the time and training
athletes.
And then the ball started toroll.
I got my first strength andconditioning job at Weber
International.
I'm extremely grateful forCoach Kelly and those guys down
there for giving me thatopportunity.
I was actually hired as a truestrength coach, then actually

(04:02):
was given an invitation to do mygraduate degree while I was
there.
So I got the MBA and at thetime I didn't realize how
trivial and how important thatwas going to be in my life.
I couldn't see it at the time,didn't realize how important it
would be not only just to be adirector at the university level
but also later in my career topromote more corporate

(04:23):
opportunities and even thetactical field.
So very blessed for that.
And once from there I went tothe University of Tennessee,
chattanooga, as an unpaidvolunteer assistant strength
coach.
I worked a lot of odd jobsbecause I sacrificed, and that's
the path that I was chosen Fromthere broke After about two
years looking for opportunities.

(04:44):
Looking for opportunities, Iwent to Georgia Tech and did my
CSCCA apprenticeship, basicallyGot my 540 contact hours there,
got that certification and thenI was hired by Cumberland and
that was the second time in mycareer I'd been actually hired
as a director.
So went to CumberlandUniversity and I will tell you
that was a very, very magicalexperience.

(05:04):
We had a very winning culturethere Not a lot of equipment,
very small space, but a lot ofgreat student athletes, very
clean kids as far as the waythey were raised, the manners,
the mannerisms, and grateful forRon Papp and for that
opportunity as well.
That was really amazing.
That was a great transitiontime in my life.
And then Stetson called, called,and it was really strange.

(05:25):
When I came to Stetson for theinterview, I was pretty much
told in the interview I was theguy and it made me really
nervous because I had beenreally happy at Cumberland and
didn't know what I wanted to do.
I had a fiancee at the time andwe were having trials and
tribulations of where we wantedto be geographically, so that
was a challenge in itself.
And, uh, you know, I made thatdecision and felt like I was

(05:46):
called back to Florida.
Um, and what was strange, whatreally made the decision for me,
was the empty weight room.
Actually, when they showed methe floor space and showed me
the budget and told me I couldbuild my own thing and I knew
what the budget was, that was it.
Uh, because for all this time Ihad been coaching and working, I

(06:06):
had been doing it with very,very limited equipment in very
small space and I'm like I'vegot a brand new weight room.
I was like it's done, let's go,and that was the deal for me.
So I signed and, plus, I wasbeing back close to my family.
I had my sister and my mom anddad at the time still living
right there in central Florida,so it was nice to be able to

(06:27):
reconnect with them.
Both my parents are passed now,but it was really great to have
those years back and be in thatarea for that period of time.

Jonathan Strahl (06:35):
Coach.
Look, it's an incredible story.
And it's interesting because,ryan Hintze, you know we first
met 10 plus years ago and youare walking into Stetson
developing a program, acting asthe director of strength and
conditioning and, you know,really taking over a program
that was at the division onelevel but needed a pillar right,

(06:55):
needed a foundation.
And it's interesting yourbackground, you've been part of
that journey and you talk aboutwalking through you know where
Stetson's football facility isgoing to be in the blueprint.
You know I got to ask, likewhat were you thinking in the
moment, but also like duringthat process, what were some of
the challenges faced during that?

(07:17):
And then, ultimately, how didyou overcome that?

Brad Lokey (07:22):
Yeah, ultimately, I had been very fortunate being at
smaller schools to where wedidn't have a lot of equipment
or we didn't have a lot ofaccess and there wasn't multiple
weight rooms or weren'tmultiple strength coaches.
So I had developed a few thingsthat really helped me go
through that process.
One was the biggest challengeis always scheduling right.
You got 500 plus athletes, 21teams at that level and

(07:45):
everybody's battling forpriority of who gets in the
weight room at what time.
So I had developed a prettyefficient way.
It wasn't, you know, great foreverybody, but it did work.
So what we did is we set up atier system between me and all
the other sport coaches atStetson and the athletic
directors, you know, kind ofhelped us gauge the tier.
Somebody felt like they shouldhave been in a better tier or

(08:07):
worse tier.
But what we did is we useGoogle calendar and actually we
opened up the dates and they hadlike 30 days to battle for
their positions and it was kindof first come, first serve.
Now there were certain, therewere certain sports that had
priority right, and it wasobviously your bigger sports
men's, women's, basketball,football.
As you knew at the time when Icame in, baseball was really big

(08:30):
at Stetson and softball.
They wanted their piece of thepie and there were a lot of
female sports that wanted femaleparticipation in part of the
pie.
And I think the challenge, oneof the biggest challenges that
really wasn't indicated to me.
I felt like I really was hiredto come aboard and be a director
for the challenge one of thebiggest challenges that really
wasn't indicated to me.
I felt like I really was hiredto come aboard and be a director
for the university, right, andI really feel like the football

(08:51):
program looked at it more likeno, we need an independent
string coach to cater to us.
And that did create some riff,right, and it created some
trials and tribulations and Ithink we did the best we could
to grow with that.
But battling for those roleswas the biggest challenge.
I had been pretty well preparedfor that.
Like I said, being at smallerschools, we had grown a lot as

(09:12):
far as the amount of equipmentand space and the way I was able
to organize my trainingregiment, whereas at smaller
schools I had to be a lot morecreative with my training
methods.
How many guys were in theweight room at one time?
It took more groups to geteverybody through, and there
were a lot of smaller sportsthat didn't get that opportunity
.
So that was something I feellike for me, I wanted to create
that equality.
I really wanted to gauge moretoward that title nine.

(09:34):
I wanted everybody to have achance at the weight room in
that division.
One experience, you know.
I didn't care who it was, whatsport it was, and that was
really important for me and whatsport it was, and that was
really important for me.
And you know, in hindsight thatmay be one of the fails, you
know, because I didn't cater toone specific sport or really try
to gauge myself as a footballstrength coach, and I also think

(09:58):
it made me a lot better as acoach later, though, to have so
much more diversity in myathletic approach and overall
perspective of how to trainathletes.

That makes a lot of sense and I like that.
You said diversity, because youhave a lot of diversity, not
only within the sports arena,but also within the armed forces
arena as well, correct, and sothere's literally dozens of
different types of athleticprograms that need strength and
conditioning coaching, and thenarmed forces is a completely

(10:28):
different angle.
Are there similarities betweenbuilding the programs and the
structure for training athleticindividuals with armed forces
individuals, or are therecompletely different programs?

Brad Lokey (10:43):
There's always a fundamental and I think that a
lot of coaches reallyovercomplicate things.
Right, you can get reallyadvanced.
There's a lot of techniques,but I think if you've not built
fundamentals and basic form andtechnique and some of your just
preliminary cornerstones, Ithink it's really hard to build

(11:05):
a solid foundation off of any ofthat right.
So, dealing with athletes,here's the biggest two
differences Athletes in general.
Well, let's start here.
Generally, most of the peopleyou work with in armed forces
and collegiate are about thesame age same age, okay.
However, there's two differenttypes of maturity.
With the soldiers or with themilitary personnel, they have

(11:28):
gone through some type ofindoctrination.
It's kind of gauged them to adifferent level of discipline
and their why is different.
Okay, true, but they're notnecessarily as athletically
gifted.
So a lot of those basicfoundation movements are very
important, Whereas with thecollegiate athletes, I've had
guys that I could have asked todo a hopscotch on their pinky

(11:50):
toe and flip on their head andspin around with 400 pounds on
their back and they could do it.
It's like wow, you know, I'vehad athletes like that.
And it's crazy because when yousee people that really can't
walk and chew gum versus, youknow a great athlete, but it
still comes down to.
I love the.
We talk about KISS method,right, keep it simple, stupid,
and I don't mean the stupid part, but it's like the basic

(12:11):
fundamentals squat, hinge, press, pull, you know, carry, um,
those things are so instrumental, I think, in building great
programs and having those aboard.
Um, those are your similarities, but your biggest difference, I
think, are different types ofmaturity and different types of
discipline.
A lot of people say that youknow discipline is a trait that

(12:34):
if you don't lose, you know youkind of.
If you don't use it, you kindof lose it.
I totally disagree with that.
I think you learn it at someplace in your life, going
through hard things orchallenges or trials or
tribulations, and then I reallybelieve, I think it's something
you can turn on or off.
I really do because, let's say,you change venues or lanes in
your life of something that youwant or something becomes more

(12:56):
important, like so for me.
I've been in a, I've been in atraining, conditioning hiatus
for about two years now, butI've been focusing on a
different aspect of my life.
I've been focusing on my, mybusiness.
I've been focusing on, focusedon building a different
financial portfolio and that hasbeen the concentration.
I put a lot more effort intothat and guess what?
It's been successful and it'sdeveloped.

(13:17):
But yet in 2001 through 2004, Iwas getting ready for
bodybuilding shows and I had todrop, you know, 25% body fat.
So I lived in the weight roomand you know the perfect
nutrition discipline.
So I think there are differenttypes of discipline that you can
use in your life, but I thinkultimately you learn that
somewhere in that, in that sametimeframe, you know that that

(13:38):
that middle teen years, highschool, college, that that
transition period, and and somepeople get it and some people
don't.
But I think it really comesdown to what is your why and how
bad do you want it?
I hate people that make excusesfor something they don't have.
I really do, because if youdecide that you want to go out
and make an additional income,well, guess what, you might have

(14:00):
to work a second job, you'regoing to lose sleep.
But that person goes oh, Ican't do that because I can't
lose sleep.
Well, guess what, you're notgoing to have that additional
funds.
Right, you got to be willing tomake the sacrifices.
Or it's like hey, I want tolose 40 pounds.
Well, what are you doing to getthere right?
There's never a right time tohave children.
There's never a right time toget married.
There's never a right time fora big purchase.
There's always going to be lifeevents in your life.

(14:23):
So either a you live in themoment, do the best you can to
be flexible around those thingsand try to get it as close as
you can, or, b you decide tosacrifice and be a hundred
percent in for what it is you'retrying to accomplish.
So I think that's the just toanswer your question.
The two big differences are justa discipline and maturity and
how they're applied.

(14:47):
It's not that one is more matureor less or one's more
disciplined, but it's howthey're applied.
In the Y and the other, thesimilarity is just keeping it
simple, right, like very, verybasic.
I think those become thestaplier programs and then you
can decide that you can dodifferent things around that.
Um, with some of my tacticalguys, you know we do uh, we'll,
we'll, we'll include some uhgear carry.
So they're actually wearingtheir gear, you know, and then

(15:07):
we're doing some weight trainingsessions with their gear on.
Or you know we're doing a lotmore rucking, where they're
carrying gear for an extendedperiod of time versus, you know,
we're still doing tire drags,or, uh, maybe we're doing rope
climbs, but in the weight room,you know, it comes down to still
those same basics, whereas youknow, uh, during the condition
phase which you guys have beenthrough with me, you know I get
pretty creative from a tacticalperspective, so and uh.

(15:30):
So I hope that answers thatquestion yeah, no, it definitely
does.

It sounds like there's, uh definitely, a um.
There needs to be a thoroughunderstanding of that individual
person, because you need tounderstand the balance of their
physical abilities against theirmental abilities, because one
could be the driving force, butit could shape the program or
shape the direction of their, oftheir future, depending on on

(15:55):
what they're looking to withtheir why agreed and I think the
why is so huge.

Brad Lokey (16:00):
For number one, a team.
There's a team why, and thenthere's an individual why.
I think the team why willgenerally outweigh the
individual, why you get thatpeer pressure, especially in a
military setting where you knowsome people go away and they
don't get to come home right,and I've been fortunate enough

(16:22):
to be downrange and learn thatexperience.
No-transcript gauge, um, youknow so, for me, I think, when

(16:57):
we look at the why, I think theindividual athlete from a
collegiate perspective has a lotstronger why.
But as a mission requirement itbecomes more prevalent with a
military setting.
But the one thing you alwaysgot to go back to too and it's
really interesting, the guysthat are extremely committed in
a tactical setting.
They're the people that aremarried, with families and with

(17:18):
kids.
It's not your young individualsoldier.
They may not be as cautious oras involved in the holistic
health program because they'renot thinking about that, but the
person that's got the wife andthe kids come home, they're a
lot more plugged in.
Yeah, that makes sense.

Now you kind of brought up a pretty important
topic that has getting anincreased emphasis in just
general life, but as it appliesto fitness and your expertise is
mental health, and so we'retalking about how these
different professions in sportsand military have different

(17:54):
types of resilience, their whyand stuff from the individual
aspect.
But from your coachingbackground, what kind of
philosophy or psychologicaltraining do you integrate in
your programs to try to buildthat mental toughness to use
different strategies and tryingto elevate these athletes and
military personnel to be able toaccomplish their mission, like

(18:17):
you've mentioned?

Brad Lokey (18:19):
Younger in my career .
I was able to do a lot moreindividually At this stage in my
career where I'm managingstrength and conditioning
professionals and I have mentalhealth care, professionals of
occupational therapy and sportspsych and just different tools.
First of all, you know, Ialways think if you have the
proper resources, make sureyou're referring to the right
professional.
Strength coaches do not have adegree in psychology and I want

(18:44):
to be very clear about that.
And I think that you know thereare times, uh, definitely, in
our we talk about buildingmental toughness.
Well, uh, I think that'sdifferent for everybody and I
also feel like, as the dynamicof our culture has changed from
the time that I coached you guysat Stetson to how I coach now
is very different.
Um, the the overall culturalbarriers are very different.

(19:07):
The social acceptance of thattypes of coaching is very
different and the overallacceptability and it's going
back to kind of just I'm justgoing to caveat back.
You know that's another thingtoo, when you talk about the
differences of training tacticalversus collegiate, in the
collegiate setting, it'sabsolutely mandatory you, you
guys, come to weights.
For the tactical athlete, it'snot mandatory that they come to

(19:29):
our program and work with us,they, they, they are pretty well
encouraged, but it's notmandatory.
They could go out and do theirown physical training and there
are other ways to physical train, so there's some options there.
So you really got to have thatbuy in, right, and?
But with that said, just toanswer your question, for me
personally, you know I took alot of my style from the

(19:53):
organization of the Marine Corpsand I will be very, very open
about that and the reason beingit.
Number one delineates chaos.
I think and I will use Stetsonas a reference you guys were
probably the most disciplinedteam I've ever coached, and I
say that across the whole schoolbecause the very first year

(20:16):
coming in and starting a culturethat never existed in an
environment that had neverexisted, the very first thing I
did with every team that came inthere was the discipline of the
weight room where things go,how the room looks, how it's set
up, what's our timing, what'sacceptable.
Okay, we get to the end of theworkout, there's 15 minutes or,
you know, 10 minutes or whatever.

(20:37):
Yeah, we start to laugh andjoke and ha ha, ha, but when
it's business, it's business,right, and we did that and I
think we did a great job ofbeing able to separate that, and
that's a level of maturity initself, too is being able to
separate okay, it's time to work, or, hey, I'm gonna go over to
coach's office and into sneakersand clown for you know, a few
minutes between classes.
Okay, cool, and we did that too, right?
So, um, that that's my answer.

(21:00):
With that, really, you know yougot to refer the appropriate
professional, but I do believehere's what it comes down to In
order to be resilient, you haveto do hard things.
You have to do hard things.
There is no way that youprepare for going down range,
being away from your family forsix months a year, eating
different foods, not getting theright amount of sleep.

(21:20):
You don't do that without,number one, doing those things
to the best of your abilitywhile you're home, and then,
secondly, occasionally, throughthose evolutions, you're going
to have to test yourself withthose rigors to make sure that
you are prepared, and that'salso going to build confidence,
and I think that's somethingI've always been able to do with
a team setting.
My goal was to get you guys tohate me more than you hated each

(21:44):
other.

I'm being honest right.

Brad Lokey (21:47):
Hey, enemy of my enemies, my friend right, there
were points there were points.
You guys hated me.

That's right.

Brad Lokey (21:54):
But if I got to the point where you guys were like,
man, forget Coach Loki, butguess what?
I got to take care of mybrother next to me and we got to
get through this.
We're brother next to me and wegot to get through this.
We're not going to let him beatus today.
Let's do that because you guysare the ones standing next to
each other on the line onSaturday, or you know, whether
it's volleyball, basketball orwhatever, that team environment
is so much more important to me.

(22:14):
And, yeah, you're going todislike me for the offseason,
you know, and and.
But then there's a time thatyou come back the next year and
you're like man, you know what?
I didn't get injured, I didn'thave this.
You know I'm able to get up inthe morning and take my test at
6 am because I had those hardsessions.
Or, hey, I'm going through thistrials and tribulations with my
wife and my kids, and you knowwhat?
There was this day.

(22:35):
I remember where Coach Luckyhad us out in the rain digging
tires and you know dragging,dragging a field with mud and
ropes and everything else, andyou're like, whoa, okay, I'm
going to be all right today.
So you know, whatever it is.
I'm just giving some analogies,so I hope that answers the
mental question.
I do a lot less with that now.
I refer to the perfectprofessional.
We get a lot of input.

(22:55):
We develop specific trainingmethodologies or actual events
that work around cognitiveperformance enhancement.
We do a lot of puzzlechallenges.
You got this many pieces ofgear you need to get over here.
How do you use this?
Who carries this?
You know, just putting theseplans together of the most
efficient ways to get throughobstacles and that's all kinds
of different things.

(23:17):
We do this thing where we gotlike this big loop of keys and
only one key opens a lock andwe'll lock somebody in a wall
locker.
It's like a caged open walllocker and your whole teammate.
You're doing a workout but youcan go free the guy.
And then you got to switchpartners based on your fatigue
level.
But there's only one key onlike 50 keys, so is it worth
taking the time to let thatperson out to change for the

(23:38):
fatigue?
And they got to make thosedecisions and we we coach them
and educate them.
You know, know, we do a lot ofuh.
We do a lot of injury uh,prevention type of drills.
So like, say, you had a mandown in the field, well, now
somebody's got to pick him up orcarry his gear or different
things like that, and that's athat's an obstacle in itself.
So it's definitely differentchallenges, but, uh, gotten a

(23:58):
lot more uh holistic and andutilizing the resources and
providing those accordingly,based on the scope of practice.

Nice, nice.
Yeah, I think the innovationthat comes with that
collaboration sounds wonderful.
Honestly, oh, it's pretty wild.

Brad Lokey (24:13):
You can get very creative and it's neat to see
the cognitive performanceenhancement specialists plug in,
the OTs plug in and developthese schematics.
And then you come at it from aphysiology standpoint and all
you want to do is you put themunder duress.
And then they got to thinkunder that duress and you're
like, oh wow, this is reallycool.
And some of the most simpletasks become just obliterating

(24:35):
when you're fatigued.
Oh yeah, it's crazy, Coach.

you talk about those moments where making us
hate you more than we hate eachother.
I don't know what James orJohnny's or maybe even Kenny's
reactions were.
The first thing, kenny and me,all right, get outside, we're
running to the fence, and thenwe're going to run to the fence
again and again.
Like that memory at six in themorning just popped in my head.

Right the hell now because yes like middle of the
workout, like I'm already tired.

And then y'all are fucking up In the middle of the
workout Like I'm already tired,and then y'all are fucking up,
get to the fence, and we allknew what that meant and how
just the end of that fence runto paint.
The picture was uphill and thenyou started to come all the way
back.
Yes, james, john, I don't knowif that same memory came in but
that just hit me.

I got the squad push-ups.

Brad Lokey (25:17):
That's another good one.

Oh yeah, you took that right out of my mouth.
I'm like here's the best part.
I was always in the 7 am crew,so when I saw y'all running at 6
am, I was like, hey, we betterbe on top of what we need to be,
doing because it's going to getugly.
So we always had a little bitof a grace that we knew what was
maybe coming.

Brad Lokey (25:39):
Yeah, you already knew what was going on, right
yeah.

Oh, too funny.
Um, yeah, man.
Well, hey, coach, I think it's.
It's very interesting becauseyou shared a few points that I
think is very relevant to to thenext question that I have.
But you know what I think about.
You know making sure the lockerroom's clean.
You know making sure theweights are where they need to
be hey, how was it before yougot there right?

(26:05):
Um, the little details, payingattention, obviously, the
culture piece that, the why anda lot of the things you've
described.
I'm curious, like how did yourmilitary experience kind of
shape your approach to thefitness and performance training
and would you say there's acertain percentage or a lot, or

(26:26):
maybe less, currently where weare today?

Brad Lokey (26:30):
The biggest thing.
I was always very disciplinedas an athlete okay, whether it
was high school or collegiateand I even tried some semi-pro
stuff and was able to actuallylift it up at a pretty high
level in my career.
But that was not the hard partfor me and I enjoyed that
training and part of that Istruggled academically.

(26:52):
I struggled really hardacademically.
It's interesting we talk aboutyou know you talked about mental
health and mental states andone of the things you hear in a
lot of you know people coming upis not becoming a victim of
their environment, and I canhonestly say the environment the

(27:13):
environment of my childhood Ireally don't think promoted the
opportunities that I later wasable to discover of getting a
higher education, especially atthe master's level.
I think the military wouldprobably have been seen pretty
early, but not the collegiateroute For me.
My parents didn't take gradesvery seriously so I wasn't

(27:35):
really pushed in that directionuntil the letters started coming
and the recruiting startedcoming.
Then it was too late.
I was already late junior witha 2.3, and I'm like trying to
get to a decent college Now.
Fortunately for me, I testedwell and had some good SATs.
But you know there's a lot ofother opportunities.
I wish I would have looked back.
You know it's hindsight, it'sdone, but I think if the grades

(27:57):
would have been better, it wouldhave definitely changed.
The propulsion and number onelevel of school I played at.
Number two is my investment inthe education.
I mean, like I said, it took me12 years to get my undergrad.
Now four of that was spent inthe Marine Corps but it was just
broken because I wasn'tcommitted and I wasn't
disciplined.
But the Marine Corps itselfreally helped me develop some

(28:19):
tools of time management,perseverance, the discipline of
following through, gettingthrough things that you started,
regardless of how bad they were.
Those are some tools that I gotfrom the US Marine Corps that I
didn't have and they're very,very important and I keep them
very handy in my toolbox now.
But as far as you know how Iapplied the Marine Corps or my

(28:42):
military background to thecoaching aspect, the only thing
I really used from it was theteam building.
A lot of those challenges and alot of those days, like I said,
when my goal was to make youguys hate me more than you hated
yourself.
You got to realize I sawinternal conflict.
I would see two guys gettingafter each other arguing or this
or that, or you're not focusedon a mission, you're not here to

(29:04):
live today.
You're here to you know, messaround.
No, that's not when I would usethose tools and those
disciplinary infractions at thattime to just create that
culture and that discipline.
Now, if you guys notice, and ifyou think about this, think
about your first year with me.
Right, first year was by farthe worst, right.

(29:25):
But then think the next yearafter I didn't have to coach you
guys, I mean coach, I coach you.
But there was no, I didn't haveto, I didn't have to really
instill the discipline of ofwhat the weight room looks like
or where things go, or takingthat time to.
This is where you're supposedto be, this is when you're
supposed to be there.
And now, guess what?
I got 75 returning guys andthey're telling the freshmen

(29:49):
this is not the place that we dothat.
This is not the place that wedo that.
And it's easy.
It gets easier every year.
So now I get to become softerand I get to build better
relationships, but thediscipline and the standard and
the culture is already set inplace and you know, I am, uh,

(30:12):
slightly saddened.
I didn't get to see some of youguys graduate.
I was only at Stetson for threeyears and, um, the one thing
that I do know, speaking to amultitude of athletes across
multiple sports and I'm talkinghundreds of athletes um, the
coach that came after me verygreat coach, did a lot of good
things.
Um, but I can honestly tell youfrom every person I've heard,

(30:36):
internally and externally, theculture was never the same as
what brad loki set in standardsand I am very proud of that.
I'm very proud that I built thefundamental foundations that a
lot of people followed andcarried on.
Yeah, they got coached, theywent in, they did their lifts,
they did all that.
But it wasn't that staple towhere I literally had other

(30:58):
sport coaches send their teamsto me for team building or for
help in certain aspects ofdevelopment other than just
physical weight room, and Ithink that is a huge compliment
to my style.
But that overall style is justthe organization and the team
building aspect from the MarineCorps.
But everything else was prettymuch my own athletical

(31:20):
development, different programsI had tried, different things
I've been through.
You know I never, ever put astudent athlete through a
workout or program of eightweeks or more that I had not
already done trial runs onmyself and lifted with and seen
the progressions and certainthings fit different.
You know different squadsbetter in different ways, but
you know, that's what I think isjust the.

(31:41):
Those are two aspects.
I really say military trainingwas the team building,
camaraderie, and then obviouslythe organization logistics.

I love that, that type of culture.
I think for us it's helped allof us as we've moved on into our
careers too, because we're allin team environments and we know
what a strong knit culturelooks like.
So we, I think in a sense, youknow, as we moved into the
workforce we've been able totake some of those

(32:09):
characteristics.
You know it's not directlyfitness training in our
occupations but we're leadingteams and we know what that
tight knit group looks like andthe foundation of it and how to
get there, how to get there.
And we can definitely look toyou for that because, like you
said, three years of that, dayin and day out, you know we had
the opportunity to work with youand experience that firsthand.

(32:29):
So for starters, just thank youon that.

Brad Lokey (32:33):
Yeah, absolutely, and I appreciate you guys
because you know it's.
It's interesting and this iswhat we talked about earlier
with level of maturity, right,it is hard to spend three years
with somebody that has that highof a demand and expectation on
you.

Yeah.

Brad Lokey (32:47):
Right and then look back and be like man, he really
had our best interests in mindRight, and it truly did.
But I want you guys to be at alevel of success and understand
that it does take sacrifice andit takes that type of work ethic
to make something special foryourselves and whatever that is

(33:07):
you choose to pursue.

That's awesome, Coach.
You know everyone loves thegenuine success story, right,
and I know, I'm sure for youwhether it was Stetson or
something different you knowthere was that time out there
from your coaching career where,whether it was a transformation
or was that type of successstory, something that carries
with you, and it hopefullyillustrated the impact of how

(33:30):
proper training, howconditioning, you know, had that
positive impact on an athlete'sperformance or even their
well-being.
You know so when you're, whenyou're talking about your career
, you're talking about yourhistory.
Is there that type of successor that type of moment that
stands out to you?
Is that an example that you'dlike to share with individuals?
And, if so, would you be opento sharing that with us?

Brad Lokey (33:52):
Yeah, absolutely.
There's a few things.
So I'm going to touch on onereally major event.
I was an assistant coach inwaiting at the University of
Tennessee, chattanooga and I hadbeen there for two years and I
was definitely the vote to getthe next open position as an
assistant.
And right as it was happening,there were some rumors at

(34:17):
University of Tennessee,chattanooga about Title IX
equality and I actually gotpassed over for a female to take
that job and I had beengrinding day in, day out putting
that in and you know I could besalty about it, but I'm not.
I'm really actually happybecause at that moment that

(34:38):
actually springboarded me tostart putting in applications to
go to a major division, oneuniversity we're talking power,
five schools and you know do aninternship or an assistantship
or something of that nature.
And you know I went to GeorgiaTech and you know a lot of
people don't know about thehistory of Georgia Tech, but

(35:00):
there are some things there thatare extremely special.
It's a really special program.
Number one, when you talk aboutPop Warner football, the real
Pop Warner coached at GeorgiaTech.
It is the oldest field stillplayed on today in the National
Collegiate Facility that'sactually played games on.
It's called Grant Field.

(35:20):
Four national championships,you know, um, bobby dodd.
Uh, just the history there isvery rich.
And I remember when we asinterns we got walked through
their history slash trophy roomand their track and field stuff
and their football stuff andjust it was, I was like whoa and

(35:45):
I remember saying to myself inan arrogant manner when I left I
said you know, I really feltlike if you can coach at Georgia
Tech, you can coach anywhere inthe world.
I really felt that way.
I had a great mentors LewisCorrala, neil Paduzzi, you know
those guys.
They really invested in us andme.
I was in a unique situation asan intern because I'd already

(36:08):
built a lot of debt to incomeratio and I had to work still,
whereas a lot of interns didn'thave that.
So I wasn't putting in as manyhours in the weight room as some
other interns and I know thatwas frowned upon by some of the
assistant coaches.
But I remember veryspecifically Neil Paduzzi really
understanding my level ofmaturity where I'd already been

(36:28):
as a coach because I'd alreadyhad my master's I'd already been
a head strength coach, you know.
So he understood more my whyright and kind of gave me that
flexibility to do that.
But he also gave me a littlebit of additional trust.
I mean, there'd be some starplayers that maybe couldn't make
the standard workout timesbecause they had tutoring and
they would come in individuallyand I always ended up getting
those personnel.
I also worked with a few othersports.

(36:49):
I got to see swimming anddiving and cheerleading, as well
as softball as well.
So you know, at that level Ithink that was really important
to be exposed.
And then, obviously, man,there's not too many more places
more magical on a Saturdaynight than right there, i-95,
downtown Atlanta.
Man, it's, it's crazy.
So that's a big deal.

(37:10):
And then you know that was veryspecial.
And then, obviously, therelationships that you know I've
been able to build and I wantto, I want to just touch with
you guys a very specialsituation for me and
specifically with you and yourwife Ryan.
When I came to the wedding foryou guys, it was so strange

(37:34):
because I was there to be therefor you guys and be there as
part of that celebration.
But what was strange and Ididn't mean this to happen.
Uh, celebration, but what wasstrange and I didn't mean this
to happen, but it turned into aamazing affirmation of the
impact that I made because therewere so many athletes there
from so many different sportsand the conversations and the

(37:56):
thanks and the gratitude that Ireceived, uh, really blew my
mind.
And and that was the first timeI ever saw, uh, like my overall
impact and, um, it was humbling,number one.
But uh, number two, man, I wasat a kind of a bad place in my
life then anyway, and uh, it wasjust, I really needed that,

(38:18):
that affirmation, and uh, youknow, you guys, number one or
two athletes that I had you knowon but also had a great impact
on me.
As you know, morgan, she workedas an intern in the weight room
and, you know, I think she mayhave had a bigger impact on me
than I had on her because Ilearned from you guys every day
too.
And there's a different thing wetalk about seeing through the

(38:39):
eyes of the youth that you workwith.
Right, it keeps you young.
There's different perspectives,new ideas, new ways of thinking
.
You start to question yourmethodologies on.
Are you starting to be like adinosaur?
Right, you start thinking likethat.
So that in itself and thereason I just referenced that,
because there have been otherthings like that in my life but,

(39:00):
man, y'all were like 30 sets inD, like a wedding.
You're like five sports and I'mlike whoa, this was crazy
because, like literallyeverybody from every sport just
came up.
Coach, I want to say thank you.
I mean the parents.
I've got parents pulling me tothe side and just being like I'm

(39:22):
so grateful for the opportunity, you know, or for what you've
done with my son or daughter.
And, man, I left that place,like you know, for the, for the
wedding.
But, man, that, that was this,that that was pinnacle, man,
that was pinnacle.
So thank you guys so much forthat, so humbling and and just
so grateful for thoseopportunities.

(39:44):
But it is things like that that, no matter where you work and
this always goes to the how muchyou know is your time worth
when you talk about getting paidin a career, or you know what's
your value and those are thingsI don't, you can't buy.
I don't care if it's a $400,000a year shrink coach job or you
know $100,000 a year shrinkcoach job or you know a hundred

(40:04):
or 33,000.
I don't care what it is, causeI didn't make a lot of great
money at Stetson.
I mean it was decent for thetime.
But you, you can't buy that andthere's no price that I can
ever put on those, those typesof experiences.
Again, just extremely gratefulfor for being part of those
journeys.

One of the best parts about that from our
perspective, with it being ourwedding.
I can't remember, james johnnykenny, if we've shared it with
you, but we were like we're notgonna tell anyone, like we're
just yeah, everyone is gonna bewe're not telling anyone that
their coach is showing up, likewe know he's showing up and
we're not inviting you for theaha like we want you there as

(40:41):
someone who's been in our life.
But we knew with the crowd whatwas going on, so just that is
awesome.
That that was kind of its ownside story of the wedding.
And james john again, I don'tremember if we shared that with
you or if you had that ahareaction and if so, I mean feel
free to to just jump it to sharethat other side of the

(41:02):
perspective.
We got coach's perspective.
So I know it's kind of a segue,but why not?

Well, when you say that, when you said that that
was your result of the wedding,it kind of gave me chills,
because I think that when you gointo a program and when we were
so young I mean at the timewe're what 18, 19, 20, 21, maybe
22 years old in some casesright, so we're young we don't
look at it in any long-termbeneficial aspect, but looking

(41:32):
at the things more of thecharacteristics, the traits, the
behaviors, the dedication, thedetermination, all of these,
these characteristics and traitsthat are crucial but,
unknowingly, seeing them and howthey affect us today, at 30
years old, 10 years later, isvery eye-opening.

(41:53):
And when we're going throughall these major life events with
each other, we have anopportunity to see this in a
larger perspective, becausethere's a lot of people in the
room, like you said, but it'sreally impactful on what you
could do to someone's life atthat age and how much of an

(42:13):
impact you make on their lifefor literally forever.

Brad Lokey (42:18):
And I just want to reverse that for reciprocal
purposes too, because I don'tthink a lot of coaches realize,
and then they do, because youalways hear them like, oh, it's
for the kids.
But one thing that's reallyinteresting to me, and this is
every career, right, you alwayshear people talk about standing
on the shoulders of the giantsthat came before them, right,
you always hear that right,that's a big cliche.
They're talking about thecoaches and the mentors that

(42:39):
they had, right, yeah, but whatI found in my professional
career that's even way biggerthan that are the people that
actually are under you, likeyour interns and your student
athletes and your assistants.
And I'm going to tell you why.
I've had interns and assistantsthat were putting in their own
time.

(42:59):
They weren't getting paid theirgas, they'reassed, they're
driving from.
I mean, I had a kid that wascoming from Orlando, carlos
Cabrera.
He's spending his own moneycoming over to Stetson four or
five days a week putting in hisown time.
And you know people thatfollowed me.
I mean Jared White came downfrom Tennessee to coach for me,
and I'm talking minimal money,minimal, you know, to follow me

(43:23):
on that journey, to be part ofthat.
And I always kind of chucklewhen I go to these big
conferences and I see all these.
You know, thank you, thank youfor so-and-so.
That was, you know, my mentoror my, you know my, my head guy

(43:46):
and I.
I I'm with that.
I get that.
But to me it's the people thatbelieved in you and followed you
that invested in your success,because there's no way I get to
where I'm at and have theopportunities because all that
work that they did, all thosepositive interactions they had,
all those coaching methodologiesthey put on a floor and those
basically went with my name.
It just endorsed me and ithelped me grow through their

(44:09):
works and I'm so grateful forall my interns, all my
assistants, all my studentathletes and the people that put
into those programs andinvested in me.
School.
We're not talking about aprogram.
We're talking about investingin Brad Loki personally to help
me get to where I'm at now.
Everybody's got their own why,but I am extremely grateful and

(44:30):
attribute the countless hoursand sacrifices those individuals
made for us to be here.

Yeah, and honestly I think a lot of us we
got to watch those uh, assistantrelationships and things that
you kind of developed in theweight room as we were being
taught by them.
I mean, I remember being taughtby Morgan in the weight room.
Right and I know I specificallykind of watched how those
relationships were and howthings kind of unfolded.

(44:59):
I mean, look, we still talk toJosh out of that.

Brad Lokey (45:03):
Yeah, mr Roberts.

Yes, sir, and we've seen the relationships
kind of foster over and theleadership that you gave them
too is something that waseye-opening to me and actually
something that I've taken intomy work relationship and kind of
seeing how you're training theperson, even though they're
underneath you, but you'retraining them to take your role

(45:25):
Absolutely and instill, if I gotfired.

Brad Lokey (45:27):
Tomorrow can you step up and do my job?
Absolutely.

And there were some instances where you had to
have them step up and take thereins on some of our workout
sessions.
So it was really impactful tosee not only what you were
instilling in us and in theprogram, but also how you were
taking the program itself to thenext level through the staff
that you had brought on, and itwas really, really impactful.

(45:52):
I actually was reading some ofyour stuff on LinkedIn recently
about talking about all thedifferent assistants and coaches
that you've worked with overthe years and I'm just curious I
mean, with some of thesecoaches, what are some of the
most impactful things andrelationships and how have you
seen them progress in theircareer by just being able to be
a part of it?

Brad Lokey (46:14):
First of all, it's just, it's awesome to witness,
right, because you don't knowwhat impact you have and people
go on and they leave yourprogram and you're wondering
what seeds you planted or didn't, or you know, and, uh, you know
I've got throughout my history.
There's, there's several guysthat have their own personal
training businesses or workingpersonal trainer, uh, physical

(46:37):
therapists.
They've gone on to just do amultitude of different things.
Uh, very special young ladythat used to play softball for
Stetson.
I'm not going to mention hername, but she is a.
She is a, she's her own entitywithin the human resources world
right now.
You guys probably knew I'mtalking about she's Central
Florida, but she is a beast.

(46:59):
I mean, you know, and I just Iremember you know she had an
injury that took softball awayfrom her and it was a very
impactful story for me.
It touched me very deeply andI'll never forget the
conversations and life lessons Igot from that young lady where,
on a dime, you're, like yousaid, 17, 18 years old and the

(47:19):
one thing you've done your wholelife, as long as you can
remember, that you aredefinitely in love with, is just
taken from you.
How do you transition that?
How do you transition that andI sat there and I thought about
it man, if I lost my legstomorrow, what would I do?
Right, like you know, I'm asquatter, I like to squat.
You take that from me.

(47:40):
I mean, what's left now?
But you know?
But, uh, you know, and, and towatch her at that age be able to
go through the process ofchanging her, why and it was
hard for her there wasdefinitely trials and
tribulations.
But to see that and know thatmental resiliency and watch that
and then also watch her utilizethat story and that testimony

(48:00):
to impact other athletes, to seeher now and the level of
success she's having is justlike, yes, that's what it's
really about, right?
Um, uh, same thing, you know,with, uh, a few other
individuals.
Just, uh, they're doing numberone, what they love to do.
Uh, they're very happy in theircareers.

(48:20):
Uh, you know, and we'll talkabout families too, for, like
you guys that are, you know,married or have kids.
You know, I think that'ssomething that we all want is a
legacy, right?
Uh, there's, there's nothingthat I can.
Honestly, you're not there,right?
So you got some kid that youcoached or an intern or a
assistant that you had at onetime and they're sitting at the

(48:41):
dinner table one day and theirkids being a pain in the butt
and they go.
You know, I remember this, onetime I had this coach and
whatever story comes out oftheir mouth, you're like, you
know, you know it's going to begood, but yeah, we went outside
and we did squad push-ups 400different ways till sunday.
You know, and you're tellingthese stories.
But I think that legacy, it'snot even the mention of the name

(49:02):
, it's just the reality of beingso integrated at some small
facet of their life and I thinkwe all seek that as
professionals as creating someform of legacy.
So I think that's the biggestcomment I'd like to leave on.
That is just, you know, tryingto become part of other people's
stories and living through themvicariously.

(49:24):
And you know, that might beyour name might be mentioned,
maybe not, but it's a story andit might only come up twice in
their life.
But how many people are youable to, you know, have that
type of overall just residencywith?
You know?
Just have that resonate,resonate, resonate.
And that's the thing I love,because people always ask me you

(49:46):
know, if you could pick yourtop 100 athletes that you've
ever coached.
Who would you pick?
I'll be like I couldn't,because everybody has a
different impact and it wasn'twhether they're a great athlete
or had different workI had athletes and I'm gonna be
honest, I had to use the wordbut they, they were pretty much
turds.
What I mean by that I don'tmean that they weren't.
They were good students, maybethey were good athletes, but you

(50:06):
know, they, they, they messedup for everybody.
You know why can't we have nicethings?
Because this guy can't show upon time.
This guy can't get he's showingup for the game and he didn't
bring his cleats.
You know the guy.
He forgot his helmet on the bus, like you know what.
You know what I'm talking about.
They're out there, right, and itdoesn't matter what
organization you are in, there'salways going to be that person.

(50:27):
Well, you got to overcome thattoo, right.
And how do you do it?
Do you put your hand on theirback and pick them up?
You try, you know, but at somepoint not everything's for
everybody.
You can't please all the peopleall the time.
I got people out there thatdon't like me.
I understand that, and one ofthe most recent big leadership
things that I can tell you guysthat has come to me in the last

(50:47):
year and a half what otherpeople think of me is not my
business, you guys.
If you haven't heard it.
You need to check it outbecause it's not my business.
I do the best I can every dayto make the most impact and have
meaningful relationships,develop people.
I am very demanding.
I do have high expectations and, uh, you know, if that's not
the environment you want to bein to grow and be driven to be

(51:08):
better and be more successful,then you know I may not be the
right fit for you and vice versa, and that's okay.
But uh, that's kind of wherewe're at with that.

Yeah, I appreciate you sharing all those
uh memories and stuff and Ijust want to say thank you just
from my own personal perspective, because I like to say that you
were actually one of my firstmentors Just the coaching that
you gave me in the weight room.
We've had a lot of one-on-onesessions where I came to you and
kind of just ask the whys on,why are we doing these certain

(51:39):
things?
What's the movement patternsupposed to look like?
How can I improve?
And you always open those doors.
And because you open thosedoors as a leader, it made it
easier for me to come to you.
And now I try to emulate thatand kind of search for other
mentorship like that as well.
So I just I just want tocommend you for that and say
thank you for for kind ofopening that door for us and
keeping that door wide open.

Brad Lokey (52:01):
Well, from you specifically and I hate to get
off on another tangent, but youhad a very, very specific
situation with your injuries.

Yeah.

Brad Lokey (52:10):
Would you like to dig into that a little bit?
Because, again, I know we hadso many conversations, but you
were in a situation that I feltwas, I guess, at times, critical
.
Right, I wasn't worried aboutyou being a great football
player, I'm worried about you.
Are you not going to be in awheelchair at the age you are
right now?
Right, and that was way moreimportant to me.

Yeah, and.

Brad Lokey (52:29):
I think we had those conversations.

We did, we did and you helped me through that.
I know it was definitely amental battle.
Any injury that any athletereally sustains can be heart
wrenching and just a gut punch.
And when I broke my neck, yeah,I mean it was.
It was the strength staff, thetraining staff, uh, the uh, you
know, even the just coaches ingeneral and the teammates.

(52:51):
I mean everything came intoplay.
But, yes, you helped me out alot through that process.
We worked on some stuff that wehad to get innovative.
I mean, not many people gothrough neck injuries and how do
you come back from that?
And I mean, hey, we did a lotof neck workouts too.
You know we, we definitelyimplemented.
And I know we, we kind ofexpanded that process after the

(53:11):
fact too, because obviously itwas a learning moment.
So the program gets better,even out of, you know, a glass
half full, uh, mentality, thereit's actually more glass half m
or glass half, yeah, full, sorry, um.
And and we kind of propelledforward there the, the silver
lining.
So, no, yeah, that was a funone to go through.
That was a crazy nine months.

Brad Lokey (53:34):
Yeah, and just to commend you, man, and the
discipline and your commitmentto be able to get through it.
I think you know I watched youwith trials and tribulations and
questioning.
You know, even at times we talkabout faith.
Right, you question your faith,why, you know everybody's like
why is this happening to me?
And I don't think you reallywent through those moments.
I'm sure you did privately.
But you know, I think you did agreat job of just being a

(53:55):
strong teammate and being aleader.
By being there, I mean, whatwere you able to contribute?
Well, you contributed thediscipline of showing up.
You contributed the disciplineof showing up.
You contributed the disciplineof showing trust in your
teammates and your staff and thepeople around you to still be
part of that.
You could have easily been likeman, I'm injured and I'm not
going to be at practice today orI'm not going to come to the
weight room, and anybody wouldhave given you that out.

(54:17):
You had that out, but youshowed up, man, and you saw it
through and that work ethic isjust absolutely impeccable, man.
So thank you for that.

I appreciate that , thank you.

That's something that James always had, though,
and he keeps it.
He's a hard worker, he'sdedicated and he's got that, so
it's instilled in him, it's inhis blood.

Brad Lokey (54:36):
Yeah, do you miss your necklace?

I still have it.
I've got it, okay, okay.

Every Halloween, every now and then.

Brad Lokey (54:46):
Every Halloween.
Yeah, yeah, I'm sorry, bad joke, coach.
You know the story.

He got his wife with the neck brace, Like he
doesn't get married, did he?

He doesn't get married without the neck brace,
I think, so I might have to havea shot of coffee there, nice.

Yeah, I whip it out every now and then.

It's a personal possession that I will keep for
the rest of my life.
That is for sure.

Brad Lokey (55:11):
I got you Not always good, but sometimes good, and
don't worry, I made sure to washthose pads.

It does not smell , okay, okay.

Brad Lokey (55:21):
That's funny man.
He used a neck brace to get thewater that's hilarious.

That's funny man.

Brad Lokey (55:24):
He used the neck brace to get the one.

That's hilarious, that's awesome, Coach
.
I think one thing that, forthose listening and tuning in, I
think the one thing that a lotof people can really see right
from the bat is you talk aboutrelationships.
You talk about building cultureof care and impact on others.
I think you have much gratitudeand you give a lot of

(55:46):
recognition to those and theimpact others have had on you,
and I think that's a very strongleadership characteristic,
right?
So I'd like to ask if you wereto talk about just leadership as
a whole, it being important, ofcourse, but what is your
preferred leadership style?
And then to summarize it likewhat do you?

(56:06):
think are the most significantqualities, just in a leader,
specific maybe to humanperformance, or just in business
or as a whole.

Brad Lokey (56:15):
Okay.
So in general, my standardstyle is actually laissez-faire
with my teams.
Now, with that said, here's howI kind of handle that.
When we do an onboarding, Iwant to bring someone in.
I want to tell them what theoverall mission is right,

(56:38):
whatever that is, in anyenvironment business, football,
sports, tactical, doesn't matter.
This is the mission, this ishow your performance will be
evaluated.
Right, these are yourexpectations and these are the
demands that I will place on you.
I let them try to.
I try to be as transparent aspossible in that laissez-faire
and then, from then, I trusttheir professionalism and their

(57:01):
scope of practice.
First of all, I hired you to doyour job I want you to be.
If you're the physicaltherapist, I shouldn't be
telling you what I think isphysical therapy.
That's not my job.
I hired you to do that job.
Now, when you don't meet theexpectations, the demands, or
you're not meeting the metricsof your evaluation, then we're

(57:22):
going to have a differentconversation and then I become a
little bit more.
You know, I go from alaissez-faire to a coaching
right.
So I go into the coaching.
Where are you havingdeficiencies or discrepancies?
What can we do to get thembetter?
How can I help you get better,and then we literally go into
that kind of autocracy, right,where now I have to start
micromanaging you because youare failing.

(57:44):
Uh, hopefully you never get tothat and and in some cases, you
know, when people get to thecoaching phase, it's not for
everybody.
I'm going to be honest.
Okay, I'll give a.
Your team is a great, greatreference out of that tweet, out
of that team of a hundred andsay 60 men that we had for three
years, how many we hadattrition, I can honestly tell

(58:06):
you there's probably only,there's probably 50 men in that
weight room, you know, or inthat team that I can honestly
say we're coachable.
Right, are you coachable?
Uh, I think that's the bestcompliment anybody can get at
any age that you can still learn, that you can be open to new
ideas.
And and it is hard because whenyou can still learn that you

(58:26):
can be open to new ideas and itis hard because when you have
success too, you can havesuccess from bad habits.
Some people just get great luck.
Well, why am I going to changewhat I'm successful at if it
comes easy for me, right?
Well, maybe you're doing it thewrong way, maybe you're doing
it for the wrong.
Why, I don't know, you know,but that's something I battle
with because I have been prettysuccessful.

(58:47):
One of the most interestingthings about my career is I've
actually never been a paidassistant, ever.
I've always been the top guyAlways.
That's hurt me in a lot of waysbecause nobody's able to vouch
for me until you get to yourfourth or fifth position where
you've actually people see theresume and know that hey, this
guy is willing to step out andtake a chance.

(59:08):
So those are my two leadershipstyles.
I really prefer is lazy, fair.
In the coaching, however, Ibelieve it's results driven
right.
So that's very important.
I think we got to get results.
I don't think you just go thereto do nothing, nothing and I
want to win, I like to win.
So that's the hard part.
You know I want to win, I wantto be in a and I want my team to

(59:30):
win.
You know I want, I want theteam to be on the stage getting
the awards and doing their thing.
So that's important.
Um, life lessons as far as uh,what's really the most important
things to leadership got agreat mentor that I've known
since I was at University ofTennessee, chattanooga.
This gentleman by the name ofMatt Poe.
He's a strength coach up in theNashville area and one of the

(59:51):
things that he started toimplement and really pushed on
me early was create separation.
Two words create separation.
So what separates you fromeverybody else?
Right?
So what separates you fromeverybody else?

(01:00:23):
Right, every strength coach,every professional's got the
masters or has the education orthe degrees or all those things
are simultaneous.
Right, those are entry level.
You got to have those to getthe job.
But what makes you separate andI can tell you number one is be
a leader.
What does that mean to me?
You got to do the hard thingsand you got to be there when
nobody else wants to be there.
And you know, I think it'sfollowing a way against the odds
.
Like I've had people in my ownpersonal life I'll never forget
when I went to Georgia Tech, myown family, my mom, my dad, my
sister, some of my closestfriends are like why are you

(01:00:44):
going to do an unpaid internship?
You already have a master'sdegree, you've already been a
headstring coach.
Why are you going backwards?
And they think you're crazy.
And you know it's interestingbecause in your mind you start
to maybe question why you'redoing it.
But I'll tell you this thatthat's being a leader, being a

(01:01:06):
leader, showing up when there'sadversity, there's sacrifice and
there's challenges, but goingagainst what everybody else is
telling you, because it's what'sin your heart and what you've
been called to go and do.
You've got to listen to thatvoice.
Sometimes it's going to costyou.
It can cost you a lot of things.
There's a lot of sacrifices.
People walk away from money,people walk away from

(01:01:27):
relationships, people walk awayfrom careers or titles or
stigmas to follow.
You know what they believe istheir why.
And I think if you're able todo that, if you're able to just
and separate yourself fromothers and not necessarily worry
about what other people think,and create that mark on yourself

(01:01:47):
to where it's like you know I'mgoing to do this and I'm going
to follow through with it, nomatter what, and you're able to
do that time and time again, Ithink you do become and have
great leadership skills.
So, with that said, through allthose things, those trials and
tribulations to come, so thenumber one pillar to being able
to separate yourself and beingable to be the leader is

(01:02:10):
definitely you're going to haveto have strong perseverance, for
sure You're going to have to gothrough some things that are
going to be very uncomfortable.
One of the jokes I make now andeverybody laughs I go to these
conferences every year and oneday of every conference I show
up in a really nice suit, reallynice suit, you know shoes,

(01:02:30):
pants, slacks, tie, whole deal.
And there's not another singleshrink coach at any of these
conferences that you'll everreally see in a suit.
You'll see some of the vendors,some of the, but you don't see
it.
And the coaches are always likeman, why are you wearing a suit
?
And I'll literally look at themand say why are you not?
Why are you not?

(01:02:51):
Because I'm separating myself,right, like everybody in that
room can be like, oh well,you're, you're inappropriately
dressed because you're at thislevel.
But I guess, guess what,everybody that I've run into,
they remember and whether that'sgood or bad, right, maybe it's

(01:03:13):
a bad thing too, but they doremember you have created a
separation, right?
So for me I don't do it.
For them I do it because, likeI said, what other people think
is none of my business.
But I know this, I know I workat an executive level, I know
that I'm the person that'smaking those executive decisions
and I feel like I need to bedressed in a business manner,
appropriately to speak or dealwith anybody, right?
So in that suit, I can talk tothe guy that's a strength coach,

(01:03:37):
is moving 700 pounds, but I canalso talk to the guy that's got
the multi-billion dollarbusinesses that sell in barbells
all over the world, and I'mvery comfortable in either, and
I think it's really hard too,because coaches they get to a
place in their career.
Well, how do you make the jumpfrom the, from the weight room,
to the boardroom?
You're not ready for theboardroom because you won't even
put on a pair of slack and apolo at a professional

(01:03:59):
conference.
That's my opinion, but that'ssomething I've been doing for
the last 15 years and it's funny.
I have a reputation for it and,like I said, I don't care if
it's good or bad or indifferent.
But people always ask me youknow, coach, why are you wearing
a suit?
You shouldn't be wearing a suitto this conference.
You know, whatever you'reoverdressed, you're never
overdressed, you can never beoverdressed.

(01:04:21):
So, um, that's a, that's just.
Again, that's creating aseparation.
But uh, the perseverance, Ithink, is the uh, the key man.
Uh, if you can't be rebuilt ifyou can't be broken.
And the problem is, man,everybody's going to get broken
at some point in life.
There's going to be somethingthat is going to humble you,

(01:04:43):
that is going to break you, andyou've got to be able to start
from scratch.
You've got to be able to start.
You know, say you got.
I'll use James for a minute.
You know James is a strong guy.
I mean his freshman year hedefinitely got into weights, got
moving some weight, then tohave that neck injury and then
basically plummet back to anatrophy and a weakness, to have

(01:05:05):
to start all over, maybe evenweaker than he was before he got
there.
Man, you got to be a strong guyinternally to do that and it's
not about your physicalcharacteristics, man, that's.
That's something that is atotally different animal.
And, uh, that that's theperseverance you know and I talk
about, like we said, the otheryoung lady, a softball player
you know, had the opportunitywhere she can play again, and

(01:05:26):
that's a different adversity.
Man, that's something that,like I said, you got to be
perseverant man.
And I think all leaders good,bad or indifferent, I think if
you get to that place of whatdoes a leader do, I think that's
the thing, man is being able tobe at the very bottom of the
barrel and get out.
And don't be the crab in thebarrel Right, don't don't step

(01:05:48):
on anybody else to get whereyou're at.
I don't have to talk bad aboutanybody, I don't have to, you
know I that's, I don't do that,man.

Kenny Massa (01:05:55):
And and there's, there's been some people that
you know have definitely uh, notbeen in support of Brad Loki,
but uh for me, you know, I justkeep moving because I'm going to
support others and eventually,I think, it comes back to you.
I like your thoughts on thetopic of separation and what

(01:06:15):
comes to mind is your currentposition and I think, debatably
one of the most important areas,probably in the entire world,
to create separation from theUnited States of America to
everywhere else in the world, isour military, and how we create
separation to become the bestof the best is done with the
programs that are instilled intoinnovations or initiatives are

(01:06:37):
you most excited about in therealm of fitness and wellness
within the military?
And then, how do you see thatlandscaping evolving over the
coming years?
Because, as you said earlier,what you taught 10 years ago

(01:07:00):
with us in college isdrastically different than what
you teach today.
So fitness and wellnesscontinuously changes and evolves
.

Brad Lokey (01:07:09):
Well, first of all, it's the availability of scopes
of practice and resources.
So we have multipleprofessionals that are available
.
You know, we have the dietician, we have the cognitive
performance enhancements, theoccupational therapist, the
physical therapist, you know,and all of those different
venues, the strength coaches,the athletic trainer, so all of

(01:07:33):
that being available.
You know, you look at it andit's very much like a power five
human performance system.
Right, like you have all thoseresources.
But what is amazing is I'vebeen on this project since its
birth and inception.
Um, before it was actuallycalled H2F, it was SRTP and
SRTP2.
And at the time I was notworking for the government, I
was actually working as acontract uh program management

(01:07:55):
and, uh, we were able.
You know, when we first startedthis it was only four strength
coaches at four differentlocations geographically, and
now we're at uh, 53 differenth2f brigades in the united
states army and eventually it'sgoing to grow to 111.
That's the projected programdevelopment for that uh.
So I've been able to watch thatgrowth come all the way through

(01:08:18):
, from start to finish, uh, towhere we are now, and, and
continually, I mean we're aboutto go overseas next year with,
you know, units overseas.
So that's pretty awesome.
We've been able to create somany jobs that never existed in
space at decent salaries andlife balances.
I think that's one of thehardest things as a collegiate
strength coach and athletictrainer there's no life balance

(01:08:40):
you know, and I can tell youthat that's a grind.
You know, at Stetson and otherstops.
You know it's a lot of times 80hours a week, legitimately.
Your summer's taken up becauseyou got kids in.
You know you're not gettingvacation.
Your winter breaks are actuallybasketball.
I remember sitting at, you know, basketball tournaments,

(01:09:01):
literally on Christmas Eve.
You know, not with your family,not with those things, and um.
So being able to have that, thatlife balance, I think, in a
tactical setting is very nicefor our human professional, um,
human performance professionals,and then, um also, you know,
just, the availability of jobs.
There's so many more jobs nowthan there was when I was

(01:09:21):
coaching to where you know youcan get a nice salary and good
job through the tactical setting, whereas collegiately you may
not be able to find that.
And good news is, because ofthe advocacy and what we've been
able to push, now thecollegiate endeavors are
starting to understand that andnow that value is starting to
become greater.
You may have less numbers butthe people that are competing

(01:09:44):
are getting better salaries andbetter benefits with better life
balances.
So I think that's a big thing.
You know I've really become anadvocate of the human
performance, but we've grown theprogram.
Like I said, we're at 53 of 111units right now.
The biggest thing is reducingoverall injuries, and this is
the same for collegiate athletes.
I think it's interesting.

(01:10:04):
You know, we want to see peoplego through their military
career, whether it's four yearsor 20 years or whatever, and
when they get out still be ableto go home and play, pitch with
their kids in the front yardRight and go to the barbecue and
be comfortable and move around,and those are the fundamentals
that I think you know are reallygoing to project this forward.
Um, there's a huge crisis in theunited states too, with, uh,

(01:10:26):
disabled veterans, um, and thecost to the united states of
being able to maintain theirmedical um when they get out,
and, uh, that's going to make ahuge reduction in those overall
costs because they're going tobe healthier getting out.
Plus, it invades, or notinvades, us at the work.
It impacts the family unit too,because now the holistic stuff
is being taught to the spouse,right, the nutrition is being

(01:10:47):
taught to the spouse, or the um.
The implications of exercise onthe human body is being now
more promoted in the house andeverybody's kind of being able
to get on board.
So, um, I think that helps withthat.
It also helps with the mentalhealth aspect.
Right, you're not taking ashome as much trauma.
You got counselors, you gotpeople you can talk to.
That's still a tough stigma inthe military.

(01:11:08):
You know, a lot of times you'renot tough if you go talk to
those individuals and I thinkwe're really now five years, 10
years later, getting more andmore away from that and you know
that causes less maritalproblems.
Right, You're going to have alower divorce rate.
You're going to have a lowerdivorce rate.

(01:11:32):
You're going to have lowercrime rates, lower drinking
rates.
All of those things areaffected in some aspects.
So when you talk about just theoverall growth, I think the
biggest thing is reducing thelong-term healthcare cost and
injuries of the US soldier ormilitary as a whole and then
just better longevity foreverybody.
And then hopefully you know, Ido hope that it does get to a
place where it actually reducesthe overall expense on the us
government and the taxpayer.

It makes sense.
It's definitely a long-termvision for a lot of people to be
a part of, but makes sense weappreciate that insight coach.

Ryan Selimos (01:12:00):
Just because you know kind of, as we said at the
beginning, a a lot of ourmemories, a lot of our stories
together are 10, 6 to 10 yearsago.
Right, we're not as aware asjust the things that you're
involved with right now.
So that question was superimportant for us just to stay up
to date with you on things andthat's such.

(01:12:20):
We know the military and justthe Armed Forces in general is
such a important part of yourjourney and for you to kind of
be back in that realm and thenyou talk about, you know,
disabled veterans in that crisisand that's something that we're
maybe not as aware of.
But to see that there are stepsbeing taken in the right
direction and you are kind of afocal part of it, yeah that's
awesome.

(01:12:40):
So just we appreciate yousharing that with us.

Yeah, it's awesome to being a veteran and being
able to get back on thatcapacity and it's really weird
because my athletic career andmy, my military career, you know
, they never really were able tointerlock or cross paths,
intersect, and now it's just,it's great to be able to still
be involved in human performance.

(01:13:05):
But also around the military,there is something very special,
you know, that is missed up onthe collegiate realm and the one
thing that you don't get isthere is a place I think that
all your military have alreadygone through by the time that
we're working with them and,like I said, they kind of

(01:13:25):
received that in theirindoctrination and the bootcamp
of choice of whatever branch ofservice they go in.
But when you're working with acollegiate athlete, specifically
in a weight room, it isextremely magical, because I
love it when a freshman comes inand then this has happened.
I don't care what sex, whatsport, there's always some
freshmen somewhere thatliterally they can barely pick

(01:13:48):
up a barbell.
And I'm not saying that in abad way.
They just had no experience,they don't know how to move
their body, they're awkward,they're uncomfortable, they're
unsure of themselves, they don'thave confidence, uh, all of
that, and they're somewhere inthat path.
You know, maybe it's the end oftheir sophomore year, the start
of their junior year, and allof a sudden they're sitting

(01:14:09):
there and they miss a rep.
It always happens when they missa rep and there's like this
light bulb that comes on and allof a sudden they get it and
their whole attitude changes.
Now it's like a switch.
It's just bam, now I've gotconfidence.
You know what?
I know how to fail.
It's OK to fail.
Somebody is going to support meand get my butt and come after

(01:14:30):
me when I did fail and they'regoing to tell me to do it again.
And guess what?
That's going to be me, rightthere, right.
So you cannot buy or replacethat, and that's that's one
thing I do.
Level that you don't get totouch.
At the tactical level, I think,uh, I love that moment and in
someone's life and it's notabout the weight room, but it's

(01:14:53):
about that place where theydecide that they are either
going to commit to that processand get better or they do kind
of give up.
Right, and you got to be thereeither way.
Either you're going to promotethe uh, the development, or

(01:15:14):
you're going to catch them onthe failure and try to get them
to return.
But you know what?
I had a lot of athletes.
They come to my office and Imean I cried with them when they
told me that that was theirlast day playing sports.
I've seen phenomenal athleteswant to pursue other things.
Some of it was well, you know,my faith tells me I need to go
do this, or I'm doing bad inschool and I'm supposed to be a
doctor.

(01:15:36):
Or you know, I had an athleteone time come to me, literally
had an invitation to the Olympictrials Female athlete, and she
was pregnant.
She had dreamed about theOlympics since she was a kid and
she had to make a decision.
And I can't imagine making thatdecision.

(01:15:56):
That's not for me.
But I'm gonna tell you whateverybody at the school, you
know, really wanted her topursue the Olympics.
That was the dream, right, thatwas the thing.
She had the talent and the giftand, as you know, that's the 1%
of the 1% of the 1% of the 1%.
I mean it is wow.
And she, literally she tookabout I think it was about 30

(01:16:19):
days and she thought on it andI'll never forget when she made
the announcement and she justwalked away from sports
completely.
And you know what?
It's probably the best decisionof her life.
I don't know I don't know theoutcome, but you know you got a
kid and you're content with thatdevelopment, that relationship,
and that's just a place in yourlife where you choose those

(01:16:40):
things.
But those are the moments thatI think for me are awesome is
when that light just comes onand you're in a better place of
maturity and discipline to makethose decisions.
And I think it also is great tosee someone fail and be in a
place where they're safe to fail, right, like it's okay to miss
that rep, we're going to comeback, we'll get it tomorrow.

(01:17:01):
Well, did you fail correctly?
Did anybody get hurt?
Did I teach you how to fall?
Yes, did I teach you how todump the weight?
Did I teach you to spot eachother and take care of each
other?
Do you trust each other?
One of you gentlemen I think itwas Ryan, I think you're
talking earlier about it'seither Ryan or James.
You guys were talking about theinterns and them running the
program when I wasn't there.
Do you know what that does fortheir confidence to give that

(01:17:23):
amount of trust?

Jonathan Strahl (01:17:24):
Through the roof.
That's a lot of trust, yeah.

The liability there is ridiculous, right.
And that's going back to whatyou guys asked me what's it take
to be a leader?
It takes that kind of risk tobe a leader, to put yourself in
that position of trust andliability and those that have
believed in your program.
How do you reciprocate that?
You got to give them the keysto the car you got to.

(01:17:48):
So that's about it on that,gentlemen, Coach, I think you
might.

I don't know if this is occurring right now in
your current role, but theremight be one memory or one
moment that you're missing.
I don't mean to be blunt withthat and I want to paint this
picture for you.
So I want to take you back toour wedding and that crowd of
just Stetson alumni right, andthis message comes from not just

(01:18:14):
the four of us, but all thoseStetson alumni and it goes
something like this Excuses arethe tools of the incompetent.

Used to build bridges to nowhere.

James LaGamma (01:18:28):
Those who deal in excuses.

Make excuses Make monuments out of absolutely
nothing, absolutely nothing.

It was pretty impactful, I'll say that.
But yeah, man, you know, that'sjust a small tool that I've
used in multiple stops and I'vealways been a big fan of poetry.
I've always been a big fan ofclassic literature.
We talk about the protagonistand some of the great literature

(01:19:04):
I really like to use theOdyssey, right.
We talk about Odysseus goingthrough the Odyssey there and
just the trials and tribulationsand the struggle, and I think
that's the great representationof the perseverance and it's
also the test of faith your why,your family, right, you've got
to get home to the wife.

(01:19:25):
I think there's so many thingsand that's just one illustration
.
There's so many different ones.
You know, there's just a lot ofclassic literature, but with
the poetry and those differentthings, that's also being a
little bit more well-rounded too, right, like, how do you impact
your students with not justphysical, but what's the, what's
the mental expectation?
And you know why did I do that?
So let me ask you guys that'sgoing to be my closing question

(01:19:48):
for you guys is why do you guysbelieve that that was
indoctrinated upon you guys?

I'll jump in first.
I think it's because we wantedto make excuses at the time and
we were able to kind of sitthere and realize as a team,
when we're going through hardtimes and I think we've talked
about it on this podcast as wellthat you got to go through hard
stuff, you know, in order to beable to deal with it when it
comes up again later on in lifeand you don't want to make
excuses when it comes up, and sothat mantra kind of stuck with

(01:20:22):
us and we could call to it whenwe were going through hard times
.
We wanted to make those excusesand we were able to escape that
and kind of move forward andcontinue on.

It's kind of we had every quote, unquote reason
to make that excuse New program,all freshmen, no weight room,
first year not playing, this,that, et cetera, et cetera.
That there was the opportunityat every corner.
If you wanted to come up withan excuse, you can, and you can
do that in life too.
There's always some an excuseyou can cook up and every day it

(01:20:55):
was instilling in us that youcan.
But here's the other side andshowing that you don't need to.
And there is that other side,and I will tell you that we
still say that to this day with,again, not just the four of us.
So that quote is still said tothis day, amongst all the boys
and females too.

Well, that's grateful man, that's powerful in
itself, that's that legacy,that's that impact, and again,
those are the things you can'tbuy and that's back to that's at
impact.
And uh, again, those are thethings you can't buy.
So and that's back to.
You know, one of the things Idon't get to make that kind of
touch at the military setting,you know, it's just not there.
Uh, the beauty for me, and thankgod, uh, I see a lot of human

(01:21:38):
professionals, or humanperformance professionals,
excuse me, uh, strugglesometimes with buy-in in the
tactical setting, but uh, for mei'm'm fortunate, you know,
because being prior service andespecially being in the Marine
Corps, even though that hasnothing to do with human
performance, it's almost instantcredibility.
They know you've been wherethey are going through those

(01:22:00):
rigors, those situations, and Ithink it gives a little bit less
judgment from their eyes on whoyou are as a person.
Like I said, it's just a littlebit more instant credibility.
And you know, I think that's ahard thing too when you come
into a new program, especiallylike you guys at Stetson.
How do I get that credibility?
Well, it was easy for me Put500 pounds on a bar and do a

(01:22:22):
squat and everybody goes oh okay, this is why I want to follow
this guy, because he can do whatI want to do, right?
How many times have you guysseen me do things of that nature
?

at that time, I ain't doing it right now, but
back in the day, right right Imean to earn that respect and
get that instant buy-in andcredibility.

Uh or or you know, I'll use a great example.
What's our winter tradition isdoing?

a Grim Reaper.

Who's the first person in in the morning.
Go ahead and get in theirs in.
Right Me Right, 100 reps.
Let's go ahead, we're gettingit in, and you guys saw that,
and I think that's anotherstrong leadership trait too is
just, you know leadership byexample.
I think you do have to emulatewhat it is, the expectations and
demands that you want to seefrom your team and your staff.

We appreciate that , Coach Awesome.

I appreciate you guys.
We're running up on the time,it's all good.

Just thank you, number one, for being one of our
initial guests on this journey,you know, and just putting
yourself out there with us.
Thank you for dealing with allthe technical difficulties that
we had to start with.

Hey, no excuses .

I think that was on my end.

I'm not a techie so no excuses.

We got there.

No excuses, we make it happen.
I got two computers on here,let's go.
Ears on one and eyes on another.
We'll figure it out.
We hit on everything.

We went back in the time machine and talked
about stats and we talked aboutyour career, mental health,
right, military, collegiate, allthose things.
So just thank you for taking uson that journey with you.
Thank you for taking anyonelistening to this on that
journey and we just appreciateyou, coach.
Thanks for always being therefor us, even 10 years later.

Absolutely and again I just want to reciprocate.
I could not be more grateful.
I mean, it's amazing to be justpart of you guys' journey to
see all of you, especially onthis podcast.
But you guys talked about someof our other fellows and the
success that you guys are havingin your lives, in your personal

(01:24:21):
lives and careers.
I'm so proud to be part of that, in whatever small capacity or
large capacity, because I thinkyou guys are great examples of
leaders and strong young men andyou know there's a little bit
of just that patriarchal feelingto that.
You know, regardless of howsmall of impact, you just feel

(01:24:43):
like wow, you know, to see theseguys and be where they are and
be pursuing the things they haveand what their whys are, and to
have good morals and thatintegrity, that's definitely
heartfelt and very humbling onmy side to be able to create
that legacy.
Because you know I struggled formany years with my journey in
faith.
You know what I thoughtrelationships were as far as a

(01:25:06):
distraction for my career ordifferent things, and there's
some other podcasts, like I said, we'll link to this to talk
about some of those otheraspects of my journeys.
But I just want to reciprocatethat gratitude because it's very
meaningful to me.
You guys are a very specialgroup of young men and women out
there at the Stetson communityand again, I'm just so grateful
and I do you know, without adoubt, know that we created a

(01:25:30):
culture I think will be foreverunrivaled in that specific
setting.
You know, I know what came afterus and, like I said, great
coach, great methodologies,great scientific background,
great administrative leadership,but the overall camaraderie,
expectationship discipline andrelying on your teammates while
we were there, I think it wasseen across the whole community.

(01:25:52):
I literally can remember whenwe were coming in for like the
winter workouts when nobody was,didn't have to be there, like
finals week, and it was an openweight room and I would
literally have somebody fromlacrosse spotting a football
player, or I would have a soccerplayer working out with a
basketball player, becauseeverybody was just taking care
of each other and supportingeach other as a team and it was

(01:26:14):
a fun place to be at that time.
So very grateful, thank youguys.

Thank you, thank you, bye.

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