CEOs You Should Know- USA Lacrosse

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Episode Transcript

(00:02):
I Heeart Media presents CEOs you shouldknow. I am John Dinkle, former
president and publisher of the Baltimore BusinessJournal and now founder and CEO of Dinkle
Business Development. This is iHeartRadio CEOsyou should know and I'm here today with
Mark Richio, CEO of USA Lacrosse. Welcome Mark, and thanks for being
here. Thanks for having me.It's it's a pleasure to be able to

(00:24):
spend some time with you today.Yeah, me too. I'm looking forward
to our conversation. So I thoughtwe'd begin by getting to know you a
little bit and of course about theorganization. So for those who may not
be familiar, could he talk usabout USA Lacrosse. Sure. So we
are the governing body for the sportof lacrosse in the United States, so
that increases both amended women's game.And what that means is a governing body

(00:49):
is we are a five O oneC three oh organization and we act as
stewards of the game. But alongwith being a steward of the game,
our job is certainly by infrastructure support, growth development in all aspects of if
you will, administering the game,particularly on the youth level, and then

(01:11):
certainly working with our counterparts at thehigh school level and the nt DOUAA level
to support growth and administering the game. But also what governing bodies do is
they field national teams. So manypeople would think certainly USA Basketball, USA
Hockey, as you know, examplesof our counterparts. So we field all
of our US national teams that representthe United States and international competitions. So

(01:34):
like to say, we work atthe base of the pyramid in terms of
developing youth participation, and then weworked at the tip of the pyramid in
terms of high performance and international competitionfor the game at both the men and
women's game. Got it, Thankyou? And what's your mission? Our
mission is broken down really into threeobjectives that mirror what I've outlined, and

(01:59):
it's eleven words. As I said, three primary objectives, fuel the growth,
enrich the experience, and feel thebest national teams. And certainly there's
a lot more to that, youknow, the how we do that,
certainly we can get into today.But the mission is crystallized into those eleven
words and those three primary objectives thatreally do, as I said, encapsulate

(02:22):
getting more kids to play. That'scertainly the filling the growth part of it.
The enriching the experience part is keepingkids playing, pathways to play,
welcoming opportunities in communities to participate inthe game, no matter what level of
play you want, whether that's youknow, competitive high performance or local fund
town, community wreck programs. Youknow. And as I said that,

(02:45):
you know, feeling the best nationalteams, that's the unique responsibility of a
governing body is to put international putteams in international competition. Got it?
Got it? And are you seeingyou know, more and more kind of
young people interested in from like kindof the highest goal and collegiate level wanting
to engage with lacrosse. What's what'sthe you know, is there a way

(03:05):
for you to kind of measure likegrowth moving forward with with with kids?
Sure, so you know, I'llwork backwards if you will. So there's
really been growth at the pro level. If you start there. You look
at Athletes Unlimited, which is awomen's outdoor professional league which is now entering

(03:28):
its third season, so that's newto the scene. You have the Premier
Lacrosse League or p PLL rather thatis entering I believe it's fourth season,
and that is men's outdoor league andit's they took over another outdoor league and
they're certainly seen growth and commercial success. And then you've got the NLL,

(03:50):
which is a National Lacrosse League,which is an indoor league, which is
going for twenty plus years strong,and they just posted some great numbers in
terms of attendance this past year.So you start and then work your way
backwards. Is at the collegiate level, we continue to see more colleges adding
intercollegiate athletics, admittedly particularly women becauseit certainly helps provide opportunity from a gender

(04:12):
equity and Title nine standpoint sport whichhas been fantastic in terms of growth.
And then right end down high school. Here's the interesting thing about growth trajectory
for lacrosse. Lacrosse is only asanctioned high school sport and I think roughly
thirty thirty one states. Okay,so you've got a whole batch of states

(04:32):
in the US that you still gotgrowth opportunity in terms of being a high
school sanctioned sport. And then atthe youth level, we certainly see a
lot of growth. There are somekey markets I will tell you Florida,
Texas, California are our fastest growingmarkets in terms of youth lacrosse, got
it? What about internationally and wheredoes USA lacrosse kind of you know,

(04:59):
where where do you fit in thekind of the international model. International has
also seen tremendous growth. The WorldLacrosse is our international federation for those who
know the game of lacrosse. Itwas previously called the Federation of International Lacrosse.
They rebranded a few years ago.So World Lacrosse is much like a

(05:20):
you know, a FIFA, ifyou will in soccer, where it's the
international federation that governs this sport.They are recognized by the International Olympic Committee
as that international entity. And WorldLacrosse has added over eighty five nations that
now have sanctioned official national sport organizationsthat filled lacrosse teams from Uganda to Japan

(05:45):
to China. And what we haveseen is tremendous international growth, a lot
of growth actually coming from the Africancontinent. That is a growth opportunity for
a lot of or not just lacrosse, yea. And that has led to
really dynamic international competitive opportunities on theworld stage that you know, many people

(06:09):
might have remembered twenty years ago therewas you know, US Canada, England,
Australia is the predominant, and ofcourse the Iroquois national team which is
now called the Hut, and aShawnee national team. You know that that
was that was the primary number ofteams and now that's much much more diverse,

(06:30):
much more different. UM where wefit. Certainly we are one of
the more competitive, excuse me,one of the more successful, if not
most successful in terms of gold medals. But I will tell you Canada UM
is just as good, UM Hotand Shawnee just as good. Japan is
going to be one of the greatnext lacrosse nations in terms of international competition.
Yeah, that's cool, I thinkto know. Yeah, and the

(06:54):
talk about UM, I guess speakingof the kind of the world stage.
Talk about the World Lacross Men's Championship. Yeah, so the World Lacrosse Men's
Championship is going to be held thissummer in San Diego. Oh well,
we'll have about thirty nations come into compete for that, and that's much
like other international competitions, it's nota four year cycle. And so this

(07:16):
is a great opportunity to see somefantastic lacrosse from nations across nations across the
world. That was the end ofJune to early July, and that actually
comes off of the Women's World Championship, which we hosted last summer in House
of Maryland. Yeah. Nice,that's awesome. Um So going back to

(07:39):
um USA Lacrosse, so obviously beinga membership organization, well, how many
members do you have? Worried aboutfour hundred and ten thousand members right now?
I think we'll probably get up toabout four twenty. Yeah, of
course you're end growing. So it'sit's a nice spot to be in.
That's yeah, it's a big organization. Any any kind of you know,

(08:00):
you're being in that role now abouta year and a half, right,
that is correct August at twenty one. Okay, So what if now,
now that you've kind of got yourfeet wet a little little bit, what
are some kind of long term longrange plans that you have, UM,
you know, around youth development,around kind of maybe even the heard you

(08:22):
mention earlier, kind of unifying orunification of lacrosse um around the globe,
Like, what what are some thingsthat um you're looking at from a long
range planning point of view? Well, you know, when I stepped into
the role. The one thing Iknew coming into this role, but also
you know learn from various conversations Ihad with many people in the lacrosse world,

(08:46):
is the concern around fragmentation, andthat happens in any national organization,
particularly in sport where you've got somuch of what happens is at the local
level and there's regional nuance. Sothat's a type of experiences in youth sport
and say Baltimore, Maryland, andwhere the mid Atlantic region is going to

(09:07):
be a little different than the PacificNorthwest or in Idaho or Columbus, Ohio,
and so there's always that regionality thatyou have to take into consideration.
But what I've really come to learnand what is going to be anchored to
how we move forward as a sportis that unification. So I've spent a
lot of time focusing on what ourcommon opportunity is as a sport, and

(09:28):
that common opportunity is more kids playingthe game. I don't think that there's
anybody that can say kids playing sportis a bad thing. Yeah, there's
so many there's so many life changingthings that happen through youth sport, and
it's not just about college opportunities.So a lot of people are you know,

(09:52):
disillusioned quite frankly that kid plays asport they're going to go off and
get a scholarsh yet. But thereality is such a small few have that,
and for those that do, that'sawesome. Yeah. The reality is
you get so much more out ofyou sport through um, you know,
it impacts positively the community, thekids that play. There's mental well being

(10:15):
that comes with Yeah, there's physicalhealth that comes with that. There's a
level of disment, accountability, yeah, yeah, team building, yeah,
team building, Um, you know, learning to like win and lose.
I mean, like how difficult thatcan be. And but I like what
you said about kind of the mentalhealth piece of it. It's it really
does you know, the camaraderie andcooperation. I mean, yeah, you

(10:37):
could probably talk about that first forthe rest of the interview, right you
could, and I'm sure you andlike many who played sports as a kid,
you have great memories, you havefriends you have to this day experience
and so that's a common opportunity forall of us. And so we are
very much focused on the pro leagues, many of which I just outlined.

(11:01):
The colleges, local community groups,a lot of the travel club programs,
the lacrosse manufacturers, other sponsors likeExporting Good is a great example as an
organization that values youth sport greatly,and the media companies ESPN, which certainly

(11:22):
has a big stake in a lotof lacrosse programming. Everybody that I just
outlined benefits from more kids playing youthsport sport kids playing lacrosse. So we're
very much focused on that common opportunity, not focusing on where individual headwinds lie,
because they all lie in every organization, in every sport. But if

(11:43):
you concentrate on that, you're spendingway too much time trying to overcome the
weakness instead of playing to your strength. And I'm a big believer in playing
to your strength. Yeah, that'sour strength. Is that common opportunity of
youth growth. Yeah, that's great. Great, Thank you, appreciate you
sharing that you have mentioned a littlebit earlier on the scholarship side, you
know, talk about the grants andscholarship programs that um that you guys offer.

(12:05):
Yeah, I mean we look atour role is very much about providing
opportunity, providing you know, thatgoes into the first parts of those mission
is you know, fueling the growth, but enriching the experience and that's you
know, a welcoming pathway to playin your community. And the reality is
lacrosse does have barriers to entrance.UM. You know, at the youth

(12:26):
level, part of our push willbe about playing the game on smaller fields
and this has already been in worksand is happening, playing smaller fields and
no equipment, just boys and girlsplay, mixed gender. Ten to eleven
years old, just go play.But as you get older, there are
barriers to entrance. And those barriersto entrants include equipment, transportation, access

(12:48):
to fields, just to name afew. And so we'll spend between a
million and two million dollars annually atthis point on youth development of growth.
We have grants window that opens veryshortly actually, where folks and community organizations
can apply for monetary support equipment supportin particular, because those are the key

(13:11):
areas to support those things. Theyjust outline and will also help FUNDUM coach
development, officials development in terms ofeducation and ensuring that you've got coaches that
can coach and officials that can canofficiate UM. And that's where our primary
focus lies in terms of grants anddeveloping opportunities for folks. Great, thank

(13:35):
you very much. And um,you've mentioned this a little bit earlier.
How are how are you addressing diversity, equity inclusion in the sport and how
do you how do you communicate that? Well, the first thing to do
is recognize that we're not where weneed to be. You know, one
of the challenges we have as asport is a perception um and sometimes reality.

(14:00):
It's an all white sport. AndI first handle it by taking it
head on. I am you know, I've come to be very straightforward.
You know, it's my time inNew York. Will do that to you
and be comfortable being uncomfortable, Andsome folks are uncomfortable with this conversation.
But the reality is, if youlook at our sport, it is historically

(14:20):
predominantly not very diverse. And sothe first things you have to do is
acknowledge that. The second thing youneed to do, and there's by the
way, there's multiple second is lookat look at yourself. Does your organization
represent at least from a race,ethnicity, demographic diverse points of view?

(14:43):
Does your organization represent the constituents thatyou serve. Yeah, and we've made
great strides in that direction in termsof ensuring diversity at all levels and diverse
points of view at all levels ofour organization from leadership team right on doubt.
That's the first, certainly objective.Second, and that is also representating
your board as an example, rightabsolutely. The second is change has to

(15:07):
come from within communities. If youwant a community to play lacrosse that might
not be historically in touch with thegame, they might not feel connected to
the game. And let's just inour case to say a black and brown
community, it's got to come fromwithin, you know, dropping a few
white coaches in from Baltimore, Marylandinto that community, dropping a few sticks

(15:30):
out of field and saying this gameis awesome. It's just not going to
fly. It's just not going tobe sustainable. And so change needs to
come from within the community where thosekids need to see a coach that looks
like them, that comes from theircommunity to understands what they are going through
in that community, good or bad, the challenges that community might face,
good or bad, and our jobis to support that. Our job is

(15:56):
to help inform how that can happenand provide the support tools resources so that
experience is a fun one, isa good one, and there's a sustainable
pathway to play. And so we'revery focused on that and the others promoting
the game as a whole. We'regoing to promote the game a bit differently.
There's a small side of play calledyou know, Plex six, which

(16:18):
is basically six on six. It'sintuitively if you look at it's like pick
up hoops that you'd understand it rightaway. And you can play the game
in the gym floor, you canplay it on a blacktop, you can
play it in the street. Isthat we don't have to be so perfect
in terms of how we promote andpresent this game. It can be played
anywhere and you'll see us position disciplineswithin the game in that capacity to ensure

(16:44):
that it continues to be welcoming,awesome. Well, thank you for that.
You're sharing all that. Could youtalk to us about how USA Lacrosse
is funded? You know, wheredo you see kind of growth and revenues
it from memberships as it sponsorships?Is that? Could you tro that briefly?
Yeah, you know, I havea treasure on our board It's said
to me, you know, earlyin my process here is like II GO

(17:07):
one C three is a tax status, not a business model. And I
think that is important distinction is that, yes, we are a you know,
not for profit organization, but thereality is the more money we can
generate, the more we get toput back in the game. Yeah,
And that's that's something that I've embracedand I think we need to embrace as

(17:29):
an organization and as a group ofpeople that this isn't about profit maximization,
by the way, It's about investingin the game, but it is about
being commercially viable. And the morecommercially viable you are, the more impact
you can have and invest in areasof growth and diversity, equity and inclusion
and opportunity. And so I'm verymuch focused on that. So our primary

(17:53):
revenue generation is membership. There's alot of great benefits of membership. The
second is um these our foundation,the USA Lacrosse Foundation and NETS philanthropic contributions,
and third being sponsorship. So thoseare the three key areas. We
do have a lot of opportunity ofgrowth in all three of those areas of

(18:15):
revenue seration. And then there's otherslike we run events, there's licensing,
apparel, consumer products. Again,all of that to me has significant upside
in terms of our revenue capability.Very cool, Well, thank you,
um so as much gears a littlebit. Um. I like talking about
leadership on the show. Could you, um, could you describe your leadership
style? UM? I think I'ma bit of a bit of Ted Lasso,

(18:42):
a bit of that about. Yeah, you know I and this comes
to experience. I think I thinkearly in my career is a get in
tense. Um. Probably to myadvantage and maybe sometimes to my detriment.
What I've learned to know when toput the foot on the gas and when

(19:02):
to take it off the gas.So I'm very much an optimist, right,
I come out glass a full.Yeah. I've come to learn to
look at problems as opportunities. AndI know that sounds a big cliche,
but the reality is that's how youhave to approach Right. If you just
complain about the problem, it wasnot solving anything. So I do certainly
try to operate from a position ofpositivity, of glass alf full and look

(19:26):
at how do we take maybe aproblem and position it and pivot it to
our advantage, whatever that might be. I've also really come to learn about
delegation. I'm a I'm not amicromanager. I'll let people. I want
people to make decisions. I wantpeople to voice their opinions. I tell

(19:48):
people all the time on my staffis that you know, don't you know,
tell me what I need to hearand not what you think I want
to hear. And that's an importantdistinction. And the last things I asked
a lot questions from the leadership stop. I ask a lot of questions.
I'm not ashamed or free to sayI don't know that. Can you help
me learn that? Help me understandthat? But what I found is that

(20:11):
really does empower people. Um Andultimately, if you keep asking questions,
you get to what the real issueis because usually doesn't come out right away.
Yeah, and I'm a very curiousleader. Yeah, sorry to I
mean to interrupt, But um,I think that's a really good point because,
um, you know a lot ofCEOs or a lot of employees think
that they're CEOs, that they're allknowing right they they they're running the organization,

(20:36):
they've been there, they must knowevery you know answer out there.
So I think by asking a lotof questions, it really does kind of
you know and a you know,uh, you know, asking questions helps
your employees understand that you're you're you'rehuman too, and you're still learning and
you need their help and we're alldoing this together and you're you're wanting to

(20:56):
continue to learn, and that's likea something than that you want to embed
in the culture too. And Ithink, yeah, asking a lot of
questions like that does like kind ofhumanize you a little bit as the CEO
of a larger organization. And um, so I like that a lot that
that brings the belt for me.Have you found that to be a common
thread as you asked this question toa lot of other CEOs? What are

(21:18):
the common trends that you see assuccessful traits? I'd be curious to how
that. Yeah, A lot ofa lot of what I hear is of
servant style leadership, um and umyeah, delegation, asking a lot of
questions, um uh, letting peopledo their jobs like the way they want

(21:40):
to do them and you know,whether it's even if it's completely different from
how you would do it, that'sokay as long as they're doing their um
their jobs. And giving them theresources to do their um, their jobs
well, and the coaching mentoring youknow, to um you know, support
them, um and also giving thema mission and give i'm a purpose you
know in their in their role.So yeah, mating similar themes um,

(22:04):
but um yeah, and variations ofthose themes. So it's it's been uh
yeah. I always love to askthat question because there's some there are some
similarities with everybody's answer, but thenthere's also a little differences that just make
you unique to how your leadership styleis. And I love that. So
it's interesting to that. And there'sa leadership thing that I picked up and

(22:26):
build parcels when my time at theJets. And to be clear, I
did not work on the football sideof the ball. I was in observer,
you know, working on the onthe uh business side of the equation.
But he was great at eliminating distractionsand that's a good one, you
know, and he put that allin the framework of play on the field.
Right. If you if you don'thave distractions, both on the field

(22:49):
but particularly off the field, youcan concentrate on your role in your job
and you know, doing it great. And I've learned that in the business
side, is that the number oneenemy of revenue generation, the number one
enemy of success is distractions. Howmany organizations get caught up with self inflicted
or unforced errors? You know,I would say, and that's just a

(23:10):
distraction. So I look at myrole. The biggest things that I have
challenges with is making sure that theteam has the right resources, which your
reference, which is a really goodone, because that's always a challenge.
Yeah, And how do we eliminatedistractions? How do we limit those,
you know, self inflicted wounds.Yeah, and that's that kind of serving
style leadership. Whereas you know,I used to walk into the BBJ and
I first thing would be would thinkabout, was, all right, what

(23:33):
can I do to make you know, my executive team and the STAB What
what barriers can I break down today? What can I help them with that
will you know, not distract themfrom doing their roles, but also make
it more fun and make it moreinteresting for them, you know, because
you can get blocked by things andsome things at times, those things are
out of your control and you haveto manage around that. But um,

(23:56):
at the same time, there's alot of things that just stall people.
And if you can if you canwipe those things away and let them run
with it. I mean, that'sthat's that's what I thought My role was
a lot of the time, thatis to break down those those barriers and
UM so that they could they coulddo their jobs. Yeah, and you
nailed it. And the hard time, hard thing sometimes is really identifying what

(24:17):
the true barrier is. Yes,Yeah, a good point, A very
good point. Yeah. Sometimes certainlybecome challenged with that. Yeah. So
so you came in like kind ofright in the middle of the pandemic basically
at UM, what what did youlearn about kind of managing and leading through
this time, especially you know,kind of starting in NORL getting to know

(24:38):
your executive team, like anything particularlyyou feel you learned about managing in that
time. Sure. Uh, well, the credit for this organization really goes
to my predecessor, Steve Sanderson forreally navigating through the super challenging part of
of the pandemic and yeah, howare we going to keep the lights on?

(24:59):
How are we going to keep up? Is a going concerned and so
I was very fortunate as I cameinto this role the organization was financially sound
thanks to his work and the board'swork and the team's work before that.
So I did come in it intothis role was certainly in a very fortunate
situation because of that. So myfocus was less on the financials, although

(25:21):
it you know, that never goesaway, but it was very much around
culture, operation, process, youknow, these other intangibles. And the
thing that I learned greatly are twothings. One, everybody learned. The
fragility of your business operation, particularlyin sport and entertainment, was exposed during

(25:42):
COVID. Yeah, yeah, foreverything, and certainly was with this organization
and every organization. So this isyou know, exclusive to USA Lacrosse.
The other thing I learned it acceleratedthe change that was already happening, and
then therefore gave license and gives licenseto us to wipe the slate clean,

(26:03):
whatever that slate is, and rebuildit under new definitions. Because what I
really realized, and I said thisto folks, is that people did without
things. Yeah, sadly they didwithout lacrosse. In youth sports during this
time frame. People did without wearingpants. They were sweats every day.
People did without going to the office, and for some people they didn't miss

(26:26):
it. And so let's not assumethat they will come back the way they
did before, and in our case, come back the way they did before
around lacrosse programming or forms of educationthat we were providing, or forms of
competition that we're that we were providing, and that we need to react to
what the market is telling us,and that market is being redefined and it

(26:48):
gave us gives us license to makereally bold decisions. Frankly, got you
great. Thank you for sharing.That's great, that's really insightful. I
appreciate that. So what gets youexcited about the future of USA lacrosse?
Um? Wow, a lot.The first thing I can say is,
you know what we do. Wetalked a lot about that, but the
why we do it is the reallyimportant part. And the why we do

(27:10):
it is lacrosse changes lives. AndI know it sounds, you know,
a bit on our soapbox, butthe reality is that use sports. But
you know, as I said,our kiss across your live is fundamentally changed
by this game. And if youtalk to people about that, so many
people be willing to share their storyabout how lacrosse change their life. Everybody's

(27:30):
got a lacrosse story that is inand around the game, so are The
thing that excites me is the opportunityto continue to do that, the opportunity
to provide that experience for more people. Our goal. Really what excites me
is we how do we speak tonew audiences. How do we share this
game with more people and not justplayers but fans because it is a fun

(27:52):
game that's got a great Native Americanspiritual history that is meaningful um and quite
relevant and today is day and ageand so that is important. And so
what excites me is that growth opportunitycombined with you know, the high performance
at the end of the day,you know, a former athlete and very
competitive and you know international competition.We're meaning lacrosse as a sport is being

(28:15):
considered for the LA twenty eight OlympicGames, so it might be an Olympic
opportunity in the future. So thatlevel of you know, high performance,
you know, appeals to the competitivecompetitive juices I think I have as as
a former athlete. Yeah that's great, thank you. So what keeps you
up at night? Oh boy?Are we running our best? Yeah?

(28:41):
What I mean by that is andthis goes back to when I when I
was rolling out. Certainly our annualoperating plans, but also rolling out in
more detail long range plan which wewill know shortly. Is I said,
very frankly to ourselves and to ourboard, is that our number one impediment
to success has nothing to do withexternal market factors. Because external market stuff

(29:04):
is always going to happen, right, whether it's economy or debt ceiling or
politics or who knows what. Butour ability or inability as an organization to
communicate, to work together, tohave fun will be the difference between success
or failure. Yeah, so that'swhat keeps me up at night. Are

(29:26):
we are we running our best?And I use the term like are we
playing fast? Like it could putin athlete terms like do we know our
playbook? Am I setting the rightvision? Am I eliminating distractions? Do
we have the right approach the rightstrategies? But do we have the right
data to measure that? And arewe reacting and thinking within the box and
outside of the box? And sothose are the things that keep me update.

(29:48):
It's all internal. There's nothing todo with the external. Yeah,
gotcha, great, thank you.So, So to wrap things up,
is there anything else you'd like ourlisteners to know about you or USA Lacrosse.
Uh. Yes, Actually I lookat it this way. If you
want to if if if you knowthe game and you were and are positively

(30:11):
affected by this game, did itchange your life or is it changing your
life? Is give back? Peoplesay consistently, you know, I want
to give back to this, tothis game. You know, go to
USA Lacrosse dot com and you know, time, talent, treasure. These
are the ways that certainly people cansupport in terms of time and donating UM,
you know, volunteering, coaching,officiating, UM, helping with clinics,

(30:37):
and then certainly treasure you know,membership and philanthropic contribution or ways.
Those moneys go directly to support thisgame in a very meaningful way and support
lives. So I would say,um, if if you the game was
good to you, be good tothe game back. And if you're a
casual observer, check us out.It's a fun game. It's a lot
like basketball, if you will,UM and movements, highly athletic, both

(31:02):
men's and women's game, and it'sa lot of fun. And give us
a try. That's great, Well, thank you so much, and tell
us UM last again. The websiteand then the other ways that we can
find more information about USA Lacrosse.Yes, so, USA Lacrosse dot com.
That is our website. Lots ofinformation about the game as a whole,

(31:26):
both historically, present and future.A lot of resources in there around
coaching, playing, athlete performance safety, which we take a leadership roll in.
We certainly have a lot of socialhandles and channels, but if you
go to USA Lacrosse dot com,it's all there. The other is USA

(31:47):
us Lacks Magazine, which is ourmedia property. Again you can find that
through USA Lacrosse dot com, butit's a great resource to a lot of
entertaining content in there that really givesyou a good snapshot of the game again
from our national team right down downto your youth and local organization. Cool.
Well, well, thank you somuch, Marke. I really enjoyed
our conversation. I could talk foranother hour, but I don't have to

(32:12):
let you go. But I reallyappreciate your time. It was great,
great meeting you, great talking withyou. So yeah, thanks again for
being on the show. Really appreciatethe opportunity. A lot of fun.
Thank you. This has been iheartmediasCEOs. You should know