Episode Transcript
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Speaker 1 (00:00):
iHeartMedia Raleigh presents CEOs You Should Know, where we shine
a spotlight on decision makers from all corners of the Triangle,
showcasing the leaders and companies that drive our local economy.
Speaker 2 (00:11):
Welcome to another episode of iHeartMedia CEOs You Should Know Podcast.
I'm your host, Michael Berger, and today I am joined
by one of the newest, but one of the top
financial CEOs in all of Raleigh. He's smiling over there.
He's not sure that's the correct definition of what he does,
(00:31):
but I have Tyler Grodaie with Coastal Credit Union there CEO.
Thanks for joining me today.
Speaker 3 (00:35):
Well, thank you so much for having me. I'm excited
to be here. Absolutely.
Speaker 2 (00:38):
You know, we talked a little bit before we got
started and I said, we're gonna keep this very conversational.
We want this to be as much about you and
your life and your philosophy, and then make sure we
touch on what Coastal's doing and where they're trying to go.
So first thing we do, we always ask a couple
of ice breakers. They're different. Of every single person that
comes in, there's no gotcha moments, But the first one
you did mention you're a dieheart Broroncos fan. So two
(01:00):
part question, who was better for the Broncos, John Elway
or Russell Wilson.
Speaker 3 (01:06):
Well, this is a pretty easy one to answer.
Speaker 4 (01:08):
I definitely thought you were gonna say Pete Manning, but
that would be John Elways. John Alway is the reason
why I fell in love with the Broncos, and I've
been a Broncos fan for over forty years. A fun
fact that I got married a couple months ago and
my wife surprised me and had Hall of Fame running
back Carol Davis at my wedding as a surprise.
Speaker 2 (01:27):
Nice. Nice. I have a buddy who's down at the
conference right now. He works for Dick Sporting because they
have their big conference and they had EMMITTT. Smith down
there and he was just stoked about that. But I'm
the exact same as you. I grew up in the
middle of Missouri. I cheered for the Chiefs, but then
I had a good friend of mine who was a
Broncos fan. I don't know why, but he always wore
Broncos gear. That's when John Elway was on the team.
They'd lost a couple of Super Bowls, but again, that
(01:48):
was before Terrell Davis, but that was that was the
time when I cheered for him. And also Techmobile was
big at that time, so I could beat John Elway
on Techmobile. So all right, so that's the first part.
That was the easy one.
Speaker 4 (01:59):
I want.
Speaker 2 (01:59):
I want to ease you into this. That's the easy part.
Speaker 3 (02:01):
All right.
Speaker 2 (02:03):
What is your prediction for the Denver Broncos final record
this year? I got seventeen games or two and two
right now, so.
Speaker 4 (02:09):
My prediction is ten and seven. So it started out
a little rough, we were zero and two, just got
two huge road winds, winning back to back in Tampa
and then this week in New York. So I'm feeling
pretty good about bo Nicks and the squad, and so
I think they're going to get better on offense paired
with that defense, which is just nasty right now. So
(02:29):
I'm hoping for a winning record because it's been a really.
Speaker 3 (02:32):
Long eight years of pain in misery. So let me
ask this.
Speaker 2 (02:36):
You were in South Dakota, you've been in Louisiana, you're
from Ohio. How'd you set on the Broncos.
Speaker 4 (02:41):
That's a great question, and it's one that I'm not
entirely sure of, other than I had a family member
when I was a little boy who got me a
Broncos T shirt, and for some reason that just kind
of stuck with me, and I'll never forget watching John
Elway play his first game. From that moment on, I've
been a Denver Broncos fan, which is interesting because my
(03:05):
entire family are die how die hard Cleveland Browns fans,
and so growing up, they had three epic battles and
AFC Championship games with the Broncos winning each time, including
one where I was wearing my Broncos hat and the
neighbor made me go upstairs because they were going to
burn my Broncos during the game. So I was pretty
(03:25):
much hated as a kid in school when it was
you know, brown and Orange day and I would show
up to school in my Denver Bronco sweatshirt, and then
of course I got to brag on Monday when the
Broncos won and would eventually make it to the Super
Bowl and then get completely blown out and embarrassed.
Speaker 2 (03:39):
Well, and that's the funniest thing about the NFL and
maybe the only sport. My wife is from southwestern Arkansas.
They clearly don't have a professional team there, so they
just picked. I always grew up like you have to
have a geographical proximity for it to be your team,
And then I just saw that that's not really how
the world works. My brother. You remember the starter jackets.
Speaker 4 (03:57):
I do.
Speaker 3 (03:57):
I've had one.
Speaker 2 (03:58):
Okay, So I got a starter's jack from J. C.
Pennies back when that was the thing and starter jackets
were a thing, and it was the Patriots. I liked
the Patriots. I was like the blue and red, and
I knew nobody else in Central Missouri would have that
color or that jacket, like I'll be different. I handed
that down to my younger brother, Brian. My brother then
became a lifelong Patriots fan, Like he started cheering for him,
(04:20):
like Drew Bledsoe second to last year, right when Brady
was coming up. You know, he's been to Foxboro a
couple of times to see games. But just because of
that jacket, like you said, your shirt, that became his team.
So it's always funny to me to ask that question,
how did you become a fan when they're halfway across
the country from you.
Speaker 4 (04:34):
Boy, I bet he's really glad you didn't hand to
make Cleveland brown shaft.
Speaker 2 (04:38):
That's well, that would have been a brown and orange.
I'm not sure that would have been the color scheme
I was going for either, but I think I probably
pointed him in the right direction unknowingly. So all right,
you're originally from Ohio? Correct?
Speaker 3 (04:50):
Correct to us? So I was born and raised in Cleveland, Ohio.
Speaker 2 (04:52):
Okay, So is the reputation Ohio has got recently fair
or unfair?
Speaker 4 (04:59):
I think it's probably a little unfair. So growing up
in Cleveland, I really liked it. You know, Cleveland's right
on Lake Erie. They revitalized Cleveland in the nineties and
then in the two thousands. I mean, I do remember,
and I think it was the eighties when the Cuyahoga
River caught on fire, and so at that point in time,
Cleveland was kind of a dying.
Speaker 3 (05:19):
Decaying city.
Speaker 4 (05:20):
But I get to go back quite often because my
mom and brother are still in Cleveland, and they've done
a really lot of nice things. Now, with that being said,
there was zero chance I was ever going to move
back to a like. Once I started my journey, I
knew I wanted to end up in the Carolinas, with
North Carolina always being my first choice, and I joke
with people all the time because you mentioned some places
(05:41):
that I've lived at. You know, nobody really ever says, oh,
I want to go to South Dakota. I want to
live in Louisiana, but like everyone wants to live in
North Carolina. So when this opportunity came up and I
finally got to land in a city like Raleigh, I
was just so excited.
Speaker 3 (05:56):
Yeah.
Speaker 2 (05:56):
Well, I moved here from Saint Louis and I always
tell everybody there was a TikTok I saw obviously I'm
researching the place I'm moving to, and it was five
things you need to know if you're moving to North Carolina.
And the first one was like, get this barbecue, do
this go here? Number five, don't move here. We're full.
I's like, oh, okay, that's not incredibly welcoming, but yeah,
it's amazing how the Carolinas have grown so exponentially. All Right,
(06:19):
So Coastal Credit Union Amphitheater. How many concerts do you
attend every single year?
Speaker 4 (06:25):
So I'm lucky, So I get a badge, so I
get to attend as many.
Speaker 3 (06:28):
Of course, you do as I want.
Speaker 4 (06:30):
Now, I will say, in the first two years here,
I think I've probably only averaged like three concerts a year.
I just haven't been able to make it as much
with my work schedule. You know, you and I were
kind of talking before we went on air here, and
I really wanted to get off to a good start.
So my focus has been more at work and less
on fun. I'm really looking forward to the day where
I can kind of settle down a little bit with
(06:51):
work and start to really enjoy not only the Coastal
Credit Union Music Park, but everything else that Rally has
to offer.
Speaker 2 (06:58):
Yeah, yeah, do you remember the first concert you ever
went to?
Speaker 3 (07:02):
I do. The first concert ever went to was The Offspring.
Speaker 4 (07:05):
The Offspring not as exciting as some people, but to
this day, I still do really like The Offspring. They're
on one of my playlists that I have.
Speaker 2 (07:13):
You won't believe this, but our Wi Fi network at
my house is pretty fly for a WiFi.
Speaker 3 (07:19):
Wow. That's amazing. That's just amazing. That's great, all right.
Speaker 2 (07:25):
So, and I always asked that question, since half the
people remember the first concert, half people don't. Obviously, we
are in the music industry, so you know, I think
Eric Church, country singer, said that a melody is like
a memory, and so my first one was New Kids
on the Block when I was in probably fifth or
sixth grade, so not quite as cool as Offspring, but
I remember being there and I think I was like,
(07:45):
I got to get a shirt. I think I got
a necklace that said new Kids on the Block. I
I was fanning thatut of sixth grade. But all right,
if you won the power Ball, what hobbies and interest
would you dedicate your time and efforts to. Again, you're
independently wealthy, now, whatever you want to do.
Speaker 4 (08:00):
So if I was independently wealthy, would I would do
one of two things. I would either volunteer and do
something within the Denver Broncos organization, because that's how much
I love the Denver Broncos. Or realistically, I would be
a high school football coach. It's something if if growing up, so,
my mom was a teacher. She taught first grade for
(08:21):
I think like thirty five years, and I always said,
if you could just take money off the table, my
passion would be to lead children, coach children, And I
think I would really enjoy coaching high school football. It's
just something I've always been passionate about football, you know,
I watch it in several like YouTube channels. Now that
break down film after the games and you know they
(08:41):
drawing with the markers on the screens and everything.
Speaker 3 (08:44):
And I'll never forget my high school football coach. We
called him.
Speaker 4 (08:48):
His name was Vern Long, and we called him video
Vern because during football season all we did was watch
movies in class while he was in the back designing place.
Speaker 3 (08:55):
I love it during history class.
Speaker 2 (08:58):
So different, but I'm very similar. So I grew up
playing basketball, coach college basketball for a couple of years,
and everybody's always asked me if I wasn't doing this,
what would I be doing. And my answer is the
exact same. I would be coaching at some level basketball.
And I'm the guy who, now that I have eleven
and nine year old I record their games. I'm going
home and breaking down their stats, advanced analytics on how
(09:19):
eleven and nine year olds are doing. But it's just
like it's my passion and I love doing it.
Speaker 3 (09:23):
So it's amazing.
Speaker 4 (09:25):
And so one of the most fun years I ever
had was I coached my daughter when she was in
fifth grade playing basketball, and they have very different rules
when it comes to how you can play, and you
have to stagger the schedule, and I would sit at
work on Fridays and I created an Excel spreadsheet and
so by the fourth quarter, I had my death squad.
Speaker 3 (09:45):
So those were my.
Speaker 4 (09:46):
Girls, and I knew could close it out and we
could get the victory. And it was one of the
more fun, you know, fun seasons I ever had in
my life.
Speaker 3 (09:52):
Was coaching her in basketball.
Speaker 4 (09:54):
Now, she only played for that one year, but we
did have a great time with it. So I totally
understand that there's just something magical about coaching kids and
watching kids be successful and really trying to build up
their confidence and you know, really watching them grow.
Speaker 2 (10:07):
Yeah, my daughter's very similar. So she's twenty three now,
she's a little bit older. But when she was playing
we coached her in third grade. She was the girl.
I legitimately remember at one point she was dribbling the ball,
the girl gardening her fell down. My daughter sets the
ball down to help her up. She had a fast break,
which are great in the grand scheme of things. You're
(10:28):
a good person. You did the great thing that's gonna
benefit you far more than making a layup will. But
I remember being like, maybe this isn't this sport for her.
We moved to a new house and I said, okay,
her name's Ali. I was like, Ali, what are the
five things you want to do? And she goes, well,
I want to do archery, I want to do horseback riding.
Hunger Games had just come out, so she wanted to
be cadineus Eberteine and I was like, okay, where's basketball
(10:48):
in that list? She was, Oh, i'll play basketball too
if you and mom want me to. We're like nope,
that's it. So that was the start and the end
of her basketball career right there. It happens all right
when you were a child. Since we've been talking about
that eight to a nice segue, eight to eleven year old,
eight to eleven years old, what did you want to be? Wow,
(11:08):
eight to eleven or in that range.
Speaker 3 (11:11):
Yeah, I'm fairly certain that that range.
Speaker 4 (11:13):
At that age range, I wanted to be a garbage manage.
Speaker 3 (11:18):
Good.
Speaker 4 (11:18):
I remember every week that was my chore as a
kid is I had to roll the garbage cans out.
And I remember thinking like, oh, that seems like could
be fun. You're outside all day on the back of
a truck. It just seemed like it seemed like a
good thing to do. You know. I was pretty certain
early on, based on my athletic ability, that was never
going to be a professional athlete. So I wasn't one
of those delusional kids that thought they were going to
(11:40):
be a professional athlete. So I think I set the bar,
you know, kind of low for myself there thinking, you
know what, I think, I'll be a garbage man. I'll
be outside all day, fresh air, and it'll be it'll
be a great.
Speaker 3 (11:49):
Way to live, you know.
Speaker 2 (11:51):
And again, that's a job that people do that we
probably don't recognize enough. But that's that's I've gotten cowboy
for that an I've gotten professional athlete for that answer.
I've got a lot of different ones. That's the first
time I've ever got a sanitary worker, a garbage man,
so I appreciate them. Last one about you, and then
we'll talk a little bit about your business philosophy. Do
(12:12):
you have a morning routine and if so, what is it.
Speaker 4 (12:14):
I do have a morning routine, so I usually wake
up every day at six o'clock. I exercise for thirty
to forty five minutes, and then I'm off to work.
It's a pretty quick routine obviously. Then it involves just
caffeinating myself with coffee, as much as humanly possible.
Speaker 2 (12:29):
How many cups do you go through a day?
Speaker 4 (12:30):
I probably drink it a minimum of four to four
I'll say four cups a day, sometimes as many as five,
depending on how the day is going. But I'm also
one of those people who can drink coffee at five
six o'clock at night and it doesn't like impact me
from going to bed at night. It's just I think
my coffee or my coffee. My body at this point
runs on caffeine and maybe the occasional beer.
Speaker 2 (12:51):
It's a depth. Well, I'm going to add a question
because I've asked a lot of people this question and
it's funny to hear the answer I get. But if
we'll to segue this into your business stuff a little bit,
But you and I aired a conference for something. We'll
say it's in Lake Tahoe where you just spent some time.
Where in Lake Tahoe the conference in is they always
have a happy hour get together some afterwards. I walk
(13:13):
up to you, How do you tell me and explain
what you do and what drink is in your hand?
Speaker 3 (13:18):
Well, I'll start with the drink because that's the easiest.
So I'm a beer guy.
Speaker 4 (13:21):
I'm not a fancy, fancy drink or whatsoever.
Speaker 3 (13:24):
I'm just a light beer guy.
Speaker 4 (13:27):
So how I would describe what I do is and
it really ties into kind of what credit unions do is.
Speaker 3 (13:34):
I believe that I help people out.
Speaker 4 (13:37):
You know, my whole philosophy and the reason I got
in the credit union industry was the credit union motto
of people helping people. And so it's my job to
try to help people during their financial life and their
financial journey.
Speaker 3 (13:50):
And then I would say I'm a banker.
Speaker 2 (13:53):
Both important. What is the term when we talk about
your your business philosophy, what does the term culture mean
to you?
Speaker 4 (14:00):
Well, I believe the statement that culture each strategy for
breakfast is true. I think culture is very underrated, even
though it's talked about, you know, all the time. In business,
the most important asset of any company is the people,
the employees. You know, a company is only going to
be as successful as the people you employ. So having
(14:22):
an engage workforce, having a place where people like to work,
that you're doing, you know well for the community. You know,
I look at who the stakeholders are in the company
and how are we serving those But one of the
key stakeholders for me is always going to be the
employees at.
Speaker 3 (14:36):
The Credit Union.
Speaker 4 (14:37):
So making sure we have a culture that we you know,
that we hire, fire promote by, I think that's extremely important.
You know. One of the things I did when I
got this job was I didn't want to make any
major changes whatsoever for the first six months. I really
wanted to learn not only about Coastal, but I wanted
to learn about the culture. And I really wanted to
learn what's working, what's not working, What should I change,
(15:00):
what should I absolutely like not change. And so my
first hire at the Credit Union was our chief administrative officer,
and she had a really strong background in building cultures,
building teams. And she did something and she talked about
this during the interview, which was a culture articulation exercise,
and that basically is an exercise we did with the
(15:20):
leadership team and then also the executive leadership team to learn,
you know, what is working, what's not working, what do
we want Coastal to be from a culture standpoint going forward.
Once we established those those culture that's really what we were.
Speaker 3 (15:34):
Going to live by.
Speaker 4 (15:35):
So we're going to hire by, like I said, that's
where we're going to fire by promote by. That's really
like who we want to be as an organization, and
I loved it. At my very first planning session that
I had with the board of directors, one of my
board members said, we want to have an awesome culture
here at Coastal, and I just loved hearing that because
as a CEO, that's really what you want to have. Like,
we spend more time at work than we do at
(15:58):
home with our families. So if you don't joy what
you're doing, if you don't believe in you know what
your company stands for, you know the policies, procedures, how
we carry ourselves.
Speaker 3 (16:07):
Like why would you want to work there? You know?
Speaker 4 (16:09):
And if we've learned anything post post COVID is people
have different options.
Speaker 3 (16:14):
And so if you're not.
Speaker 4 (16:15):
Happy with with what you're doing with the company you
work for, what it stands for, why would you want
to why would you want to stay and work there?
Speaker 2 (16:23):
It's I love how you answered that, and one of
the reasons I think Jeff Bezos I believe when he
was running the company, one of the things he said
was if you are a new executive, you are not
allowed to speak in the first three months of meetings.
You're just there to absorb because so many people think
they have to come in and sound like they're the
smartest and here's all the solutions and how we fix things,
and if you don't really listen, you don't understand that.
(16:44):
And the reason I ask about cultures because it's interesting.
We have so many people who want to come into
our organization what's the definition of culture? And you get
answers like, oh, do you have a pool table or
do you have jelly bean counting competitions and all of
those things that are fun and people count that as culture.
But to me, it really boils down to is there
a level of respect across the board and are you
truly helping people try to get where they're trying to be.
(17:06):
Every person who works for us within five to ten years,
my goal is to get you to whatever that next
job or that next income or wherever you want. And
I think if you're truly invested in people, that pans out.
But so many times culture becomes these secondary or tertiary
things that aren't really culture that maybe cover up the
fact that there is a lack of culture there.
Speaker 3 (17:25):
So yeah, no, I agree with that.
Speaker 4 (17:27):
So I do a monthly lunch with the CEO where
we just eat pizza and I just ask questions to
up to twenty non management staff. And one of the
things I always tell the employees is, I said, my
job here is whether you want to be a teller
at the organization or you want to someday replace me
as CEO. If you want to be a teller, my
job is to make you the absolute best teller you
(17:48):
can be. If you want to be CEO, my job
is to get you to where you want to be.
And I think if you have that mentality in culture,
a lot of times goes back to the behaviors of
you know, all the employees in the organization, the behaviors
of the executives.
Speaker 3 (18:04):
And you can't sit there.
Speaker 4 (18:05):
You can write down core values and you can write down,
you know, this is what our culture is. But if
your leadership team isn't behaving that way, if they're not
you know, walking the walk and talking the talk, then
your culture is just a bunch of words on paper
or words on a wall.
Speaker 3 (18:21):
Yeah.
Speaker 2 (18:21):
And I think one of the things you just touched
on was so often when people want to get to
that next step, it's identifying what skills do you need
to enhance to get there too. It's not necessarily like oh,
I'm just going to put in my time and then
I become here. It's like, well, hey, you're great at this,
let's lean into that. This is something we need to
work on. How do we build that skill. It's almost like,
you know, obviously I can go back to being a
basketball coach. But if you come in and you're a
great rebounder, but you can't shoot from outside ten feet,
(18:44):
but you want to play on the perimeter, that's what
we have to work on. Or if you're a football
player and you don't know how to block as a
full back, that's a problem. So I think learning those
skills and helping them understand, hey, we want to help
you get here. Here's how we can grow you as
a person, as a team member. All of those things
are important. What is and this is kind of a
pivot one hundred and eighty degrees, but what's the biggest
(19:04):
challenge you face to the CEO? Whether this job or
another one.
Speaker 4 (19:08):
I think the biggest challenge today are you talking like
workwhile like from a work standpoint, or I would say
from a work standpoint, it would be cybersecurity.
Speaker 3 (19:17):
Now.
Speaker 4 (19:18):
I know that's not a very sexy answer, but right now,
from a reputation risk standpoint, there's nothing that keeps me
up at night other than cyber security. You know, the
keeping your system safe are important for all companies, but
in banking it's even more important because we're talking about
people's money, and so that's something right now that we're
(19:39):
really focused on, we're paying attention to. You know, we're
building out what is our cyber strategy going forward? How
can we stay one step ahead of everything else that's
out there, because you know, the hackers just keep getting
smarter and smarter, and it's harder and harder to secure
your information and data. And you know, there's probably not
one of us here on the planet now who hasn't
had their information leaked. But it's still it hits differently
(20:01):
if it's from your financial institution. So I would say
from a cyber standpoint, that's that's probably a big one.
Speaker 3 (20:07):
I would say.
Speaker 4 (20:08):
The other thing is probably how everything's changing in terms
of the employee experience. You know, you have the shifts
from COVID with the work from home, and you know,
do you bring people back to the office or do
you have a hybrid or you know, do you bring
people back like completely? You know, just so much has
(20:28):
changed post COVID with how you can actually manage and
lead people, and it's just becoming a real challenge. And
you're seeing companies all over all over the world now
that are making decisions. You mentioned Amazon earlier, they said
the other day we're bringing all our employees.
Speaker 3 (20:44):
Back, you know, five days a week.
Speaker 4 (20:46):
I just don't know if you can make those kind
of like hardline decisions when you're at a smaller company
like a Coastaline. I'm not even sure I believe that
would be the right thing to do anyway, But you know,
just kind of how we manage the workforce with the
change expectations going forward, I think that's going to be
a real challenge.
Speaker 2 (21:04):
Yeah, absolutely, And I think every company, whether it's I know,
I know Google and Twitter now X were some of
the first to jump in and say hey, everybody come back.
But now you see with commercial real estate starting to
rebound a little bit, are people preparing for that and saying, hey, listen,
I need you guys here. There's something that goes to that.
So we'll be arresting to follow that. What would you
(21:25):
say is the most important lesson you've learned in your career.
Speaker 4 (21:31):
I think the most important lesson I've learned in my
career is to stay humble, to self assess, and to
always be open to doing things differently. I'll never forget
the job that jump started my career was I got
a chief financial officer position at a credit union in
South Dakota, and so I was fairly young at the time,
(21:53):
and I went in there and I think I was
a little too full of myself and just thought I
knew everything. And I'll never forget the day the CEO
brought me in his office with the VP of HR
and basically told me I was incompetent and I had
no idea what I was doing and maybe they had
made a mistake. And you know, I had two options
at that point in time. I could either, you know,
(22:13):
just blame them and say, like they don't know what
they're doing. You know, I'm right, I just need to
continue doing what I'm doing, or I need to really
go home self assess, figure out like what's not working.
And I think from that that point forward, it just changed,
like who I became as an employee, who I became
as a leader, and it just changed kind of like
my whole outlook on when it came to business and
(22:37):
that job. So I ended up staying there five and
a half years. That CEO to this day is he's
always been my mentor. He's retired now. I still talk
with him all the time. He tried to recruit me
back there to replace him multiple times. I learned so
much from him throughout those five and a half years,
but especially like those first six months when I got
humbled a little bit.
Speaker 3 (22:57):
I like to tell that story a lot es actually
to like.
Speaker 4 (23:00):
Some of the younger people coming up, because I've also
seen kind of like a shift there too, where you
know a lot of younger people they just think they
know it all and they got it all figured out.
Speaker 3 (23:10):
And you know, I would.
Speaker 4 (23:11):
Never be that harsh as the way that he was
to me, but I think it was a good lesson
that you know, you always need to take a look
in the mirror, and you're not always going to be right.
Speaker 3 (23:20):
You don't know it all.
Speaker 4 (23:22):
You got to keep improving and getting better every single day.
Speaker 3 (23:25):
And the minute i think I've.
Speaker 4 (23:26):
Figured it all out and I know everything there is
to know, that means it's time for me to retire
or to go do.
Speaker 2 (23:32):
Something, or win Powerball and start coaching or win powerball.
Speaker 4 (23:35):
Yes, a lot of traveling and a lot of coaching football.
Speaker 2 (23:40):
What advice, and this is the last one before we
pivot to more of a coastal conversation, but what advice
would you give out give to somebody starting in your field,
whether it's a teller or a different position, what advice
would you give them if they're saying, hey, listen, I
want to grow and maybe that's to be CEO, maybe
it's not to be CEO. But what what across the
board advice would you give somebody just get into a
financial indus like yours.
Speaker 4 (24:01):
What I like to tell people is that these are
the things that I look for in a an employee
when it comes to promoting and looking at who I
think has potential to do more than what they're doing.
That's that's work hard, show drive, initiative, and be smart,
you know. And I think that sounds like very simple,
(24:21):
but like that's what I look for in people. Like
I say this all the time, and I don't mean
any disrespect to anyone that works in banking, but like
what we do is not hard. Like for the most part,
I can teach you almost anything that we do at
the credit union. There's some it stuff I probably can't
teach you, but but for the most part, what we
do is not hard. And if you're willing to learn,
(24:43):
if you're willing to work hard, you know, if you're
if you're willing to you know, continue to develop, I
think you can grow and be successful at a credit union.
I take a lot of pride in really developing employees
and promoting from within. Now I haven't been a coastal
long enough to give you the statistic, but I can
tell you from my last credit union when I left,
sixty nine percent of people that were a title VP
(25:07):
and above had started out at an entry level position
as either at a teller or in the call center
and work their way up in those eleven plus years
that I was at that organization.
Speaker 3 (25:17):
So it is something that's.
Speaker 4 (25:18):
Like very near and dear to my heart because like
I mentioned earlier, like what we do is not hard.
Speaker 3 (25:24):
And when you interview you never know what you're going
to get.
Speaker 4 (25:26):
But when you've been around and you've worked with someone
for an extended period of time, you can see you know,
if the talent's there, if the work ethics there, and
if somebody wants to do more and they kind of
have a thirst for greatness. And so that's the advice
I give. And I also that's a speech I give
whenever I meet you know, for the whether it's the
pizza lunch or it's our monthly Coastal connect I do
(25:47):
with all the employees, like it's just work hard, do
the right things, and you can be successful at any
organization that I'm at.
Speaker 2 (25:54):
Yeah, all right, So Coastal Credit Union, they brought you
here a year year and a half ago, is that right, Yeah,
about eighteen months ago. What are your predictions as banking
and credit unions have evolved tremendously over the past decade,
what are your predictions for the future of your industry?
Speaker 4 (26:14):
Well, that's a great question and something that I've been
really thinking a lot about because as you've had, AI
has become more of the mainstream over the last couple
of years, you know, and I like to say that
there's been more changes in banking in the last five
years than probably the previous fifty years, and a lot
of consumer behaviors change. When COVID hit two because people
(26:36):
that weren't going to use home banking, mobile banking, you know,
who didn't want to take a picture of a check,
mobile deposit it.
Speaker 3 (26:42):
You know, people started doing that.
Speaker 4 (26:44):
So you really saw a shift from you know, the
branches in terms of those being transaction based to everything
going digital. Now you throw AI into the mix. If
you looked at the number of or how quickly chat
GBT got to like one.
Speaker 3 (27:00):
Million users, it was like light years.
Speaker 4 (27:03):
Like crazy, that's crazy, and then all the big tech
companies out there, and so now it's looking at how
is that going to impact not only you know, banking
going forward, but how is it going to impact like
the employee experience going forward? And so the when I
look at banking, I think you're going to see changes
in payments. I think you're going to see huge changes
(27:26):
in even just like terminology because you know, we were
we were on a meeting the other day and one
of our big products that we have a lot of
his CERTIFICATESUL deposit. You know, if you if you go
to my seventeen year old and say, hey, here's a product.
You got to put your money in it for twelve months,
but you can't touch it for twelve months. She's like, well,
that's crazy. Like, I think a lot of like the
(27:47):
legacy banking products are going to go away. You're going
to see more things like high yield savings accounts. I
think even like term checking account like you know, kids said,
you don't even know what a check is, right, So
I think a lot of like the legacy banking products
are going to go away. So we have to kind
of stay like try to get a little bit ahead
of the curve as to how our institutions or how
(28:08):
are consumers going to look at institutions when it comes
to moving money, because it's not necessarily about transactions. It's
more about how do you move money. Look at the
amount of money that Starbucks has in their app right now,
I think it's more than like the credit and industry
like almost has in total.
Speaker 3 (28:24):
And so I think that's gonna be a huge shift.
Speaker 4 (28:26):
But the thing that I'm most focused on, which is
going to have the biggest impact I think on how
we run our organization is definitely going.
Speaker 3 (28:33):
To be going to be AI.
Speaker 2 (28:35):
Yeah, well you mentioned a bunch of great points inside there.
It's difficult. We will have somebody say I before if
you pay pay with a check in My first conversation
with my wife is do we know where that checkbook is?
It's in the bottom of a drawer somewhere, we haven't
used it recently. Let's go find it. But it's interesting
that it is called a checking account and how does
that evolve and change when checks are maybe not as
(28:56):
common as they used to be. And so I guess
and that kind of leads to a follow up question,
what place does a traditional face to face conversation with
a banker have in a world where a younger audience
is very hesitant to have that conversation.
Speaker 4 (29:11):
Well, I think there's still going to be a need
for for brick and mortar, but I think it's you're
just going to see a shift in what it's used for.
Speaker 3 (29:17):
So when we're looking.
Speaker 4 (29:18):
At are what is our one five ten year kind
of branching strategy as what I'll call it, and we're
looking at creating more member advisory centers, and why we're
going to go with the member advisory center route is
we still think and a lot of data has shown
that when people have an issue, they like having to
(29:39):
be able to go talk to someone face to face
if they want to go learn about a mortgage loan
or you know, maybe a more complicated transaction a commercial loan.
You know, if they're having a problem with their debit
card or if they're having a problem with their app,
they still want to know that there's then a close
proximity that they could go to.
Speaker 2 (29:57):
A security blanket right when things go bad.
Speaker 4 (29:59):
They got right so instead of you know, in the
old days, they were very transaction based, like you'd want
to go to cash a check or to withdraw money,
Like that's not really what you are going to watch
brick and mortar for. It's going to be more advisory based.
So if you're having a problem, if you're having you know,
questions on how you do something, if you need help
in terms of like financial literacy or you want financial
(30:20):
advice or even wealth management. I still think some of
that is still a little bit of a face to
face business as well. So I think there's still going
to be a place and so we don't have any
plans a coastal to just go all digital. We still
think as a community based organization that we want to
be here for the community when you have problems or
you need advice, and we want to always be there
(30:42):
for you to make sure that we can kind of
help you through that.
Speaker 3 (30:45):
Yeah.
Speaker 2 (30:46):
So you touched on this a little bit, and to
expand a little bit, you talked about your one, five
and ten year plan. How do you see your role
or your company evolving by the end of that tenure.
Speaker 3 (31:02):
Wow?
Speaker 4 (31:02):
So when I look at a so we do a
strategic we have a strategic plan, so a written, very
detailed strategic plan.
Speaker 2 (31:09):
You wrote all of it by hand?
Speaker 3 (31:11):
Incursive? I, well, it's it's it was typed out.
Speaker 4 (31:14):
Yes, I did do a lot about writing it out
with the.
Speaker 3 (31:17):
Help of high Executive Leadership Teaming board.
Speaker 4 (31:19):
But yeah, So what we've we've gone away from is
trying to predict the future with say we're going to
do a one, three and five year plan. So what
we have is an evergreen document which we are looking
at and changing quarterly. So we're no longer Yes, we
still do like an annual strategic planning session.
Speaker 3 (31:36):
But our job, our jobs now with as quickly.
Speaker 4 (31:39):
As things are moving, is to to constantly be looking
at what is happening in our industry, what's happening with
you know, different FinTechs out there.
Speaker 3 (31:47):
You know, who are we competing with if.
Speaker 4 (31:49):
Say Apple decides they want to go into banking, and
so strategic planning has no longer become a what are
we going to do plan out for the next five years.
It's almost like what are we going to do the
next you know, quarter, maybe twelve months. But we have
to constantly be looking at our strategies and constantly changing.
Speaker 3 (32:08):
I mean there's things.
Speaker 4 (32:08):
Being rolled out on a almost i'll say daily basis
that are changing the way we do things. Like if
you would have told me, you know, three years ago,
that I would go to chat GPT to help me
write my vows for my wedding, I probably would have
told you that's not a thing.
Speaker 3 (32:24):
But did I help chat GPT help.
Speaker 4 (32:26):
Me write my vows on a airplane as I was flying
out to the wedding? I absolutely did. Does she know
that she somewhat knows.
Speaker 2 (32:33):
That hopefully she won't this podcast, But I.
Speaker 4 (32:36):
Mean that that's like a big shift that you're you're
seeing right now, is is you can't just rely on Okay,
we're going to write out a ten year plan and
it's going to be static, because I would be lying
if I told you that I that I know what
banking is going to look like in ten years, Like
I have a general idea what it might look like
in five years, but I sure have no idea what
(32:57):
it's going to look like in ten years.
Speaker 2 (32:58):
Well, I think that's that's good. To be nimble as
quick as things are moving, not only in your industry
but a lot of industries. Again, to be hold into
a ten year plan. Well, I know this is kind
of out data, but we got eight more years to
ride this one out before we restructure everything. I think
that's that's good, and that's probably specifically with your industry,
very very very necessary. So we haven't really talked a
(33:21):
whole lot about this, but sometimes people get confused. It's
a credit union, it's a bank. What's the difference. So
what benefit does Coastal provide that maybe a traditional bank
would it be able to?
Speaker 4 (33:30):
So a credit union is a not for profit cooperative,
so meaning we're owned by our members. So we have
over three hundred and thirty thousand members at Coastal.
Speaker 3 (33:40):
Each member has one vote.
Speaker 4 (33:42):
So regardless of whether you have, you know, five dollars
at Coastal or you have five million dollars at Coastal,
one member, one vote. So we have a volunteer board
of directors, meaning our board. They don't get paid, so
they're volunteering their time for the mission.
Speaker 3 (33:57):
So when I look at the.
Speaker 4 (33:59):
York Chick, our work charge for me at the very
top is our members because they are the owners of
the credit union. So I have to keep that in
mind in every decision I make. We're not here to
make profits. Yes, we have to make net income because
that's how we can continue to grow. But for us,
at the end of the day, it's our members, our
board of directors, and then the employees at the Credit Union.
(34:20):
But I always try to keep in mind when we're
making decisions on investments and technology, is this going to
benefit our membership? Is this going to push the organization forward?
If we look at doing say we want to look
at a merger opportunity, is it in the best interest
of our members. So for me, everything comes back to
people over profits. We're not in it for the bottom line.
(34:43):
I don't have shareholders that I report to. I don't
have to worry about earnings per share reports every quarter.
At the end of the day, for me, what my
board wants me to ensure is that we're taking the
best care.
Speaker 3 (34:54):
Of our members as we possibly can.
Speaker 2 (34:57):
Yeah, that's great, all right, Tyler. We've covered a lot
in thirty five minutes. Did I miss anything? Is there
any If somebody's listening, they're like, what do I need
to know about Coastals or anything I missed?
Speaker 3 (35:09):
Well, I would say Coastal.
Speaker 4 (35:10):
I've been really impressed with Coastal. This is an organization
that gives back to the community more than any other
credit and that I've ever worked at.
Speaker 3 (35:18):
Coastal truly lives out our mission of.
Speaker 4 (35:21):
Taking care of our three stakeholders, and by our three stakeholders,
I mean our members, our employees, and then the communities
we serve. I take a lot of pride in the
fact that we're helping our members bank better to live better,
but we're also trying to help you know, the state
of North Carolina bank better to live better, because if
you can get and we can help you get your
(35:42):
finances right, it just makes life a lot easier.
Speaker 3 (35:45):
And I'm really proud of the job.
Speaker 4 (35:47):
That we do to take care of our members and
really try to make you know, North Carolinians like financially healthy,
because that's really going to help our communities out. And
so I'm very proud to work at Coastal in the
great work that we do, and it's truly been a
blessing to be the CEO of Coastal and work with
(36:08):
such a great board of directors and employees that we have.
Speaker 2 (36:11):
Tyler Grodi'm CEO Coastal Credit Union, thank you for joining
us today. Good Luck to your broncos this weekend. They
don't have a bye week, do they not?
Speaker 3 (36:20):
This week?
Speaker 2 (36:20):
Okay, good luck to them this weekend and the rest
of the season. I'm going to hold you to your
ten and seven prediction. We'll follow up and make sure
that that was correct. We appreciate your time. Thanks for
joining us, sir, Yeah, thank you very much.
Speaker 3 (36:29):
I really enjoyed it absolutely.
Speaker 2 (36:31):
Thank you.
Speaker 1 (36:32):
CEOs. You should know is a production of iHeartMedia, Raleigh.
Thanks for listening.
iHeartMedia Raleigh presents CEOs You Should Know, where we shine
a spotlight on decision makers from all corners of the Triangle,
showcasing the leaders and companies that drive our local economy.
Speaker 2 (00:11):
Welcome to another episode of iHeartMedia CEOs You Should Know Podcast.
I'm your host, Michael Berger, and today I am joined
by one of the newest, but one of the top
financial CEOs in all of Raleigh. He's smiling over there.
He's not sure that's the correct definition of what he does,
(00:31):
but I have Tyler Grodaie with Coastal Credit Union there CEO.
Thanks for joining me today.
Speaker 3 (00:35):
Well, thank you so much for having me. I'm excited
to be here. Absolutely.
Speaker 2 (00:38):
You know, we talked a little bit before we got
started and I said, we're gonna keep this very conversational.
We want this to be as much about you and
your life and your philosophy, and then make sure we
touch on what Coastal's doing and where they're trying to go.
So first thing we do, we always ask a couple
of ice breakers. They're different. Of every single person that
comes in, there's no gotcha moments, But the first one
you did mention you're a dieheart Broroncos fan. So two
(01:00):
part question, who was better for the Broncos, John Elway
or Russell Wilson.
Speaker 3 (01:06):
Well, this is a pretty easy one to answer.
Speaker 4 (01:08):
I definitely thought you were gonna say Pete Manning, but
that would be John Elways. John Alway is the reason
why I fell in love with the Broncos, and I've
been a Broncos fan for over forty years. A fun
fact that I got married a couple months ago and
my wife surprised me and had Hall of Fame running
back Carol Davis at my wedding as a surprise.
Speaker 2 (01:27):
Nice. Nice. I have a buddy who's down at the
conference right now. He works for Dick Sporting because they
have their big conference and they had EMMITTT. Smith down
there and he was just stoked about that. But I'm
the exact same as you. I grew up in the
middle of Missouri. I cheered for the Chiefs, but then
I had a good friend of mine who was a
Broncos fan. I don't know why, but he always wore
Broncos gear. That's when John Elway was on the team.
They'd lost a couple of Super Bowls, but again, that
(01:48):
was before Terrell Davis, but that was that was the
time when I cheered for him. And also Techmobile was
big at that time, so I could beat John Elway
on Techmobile. So all right, so that's the first part.
That was the easy one.
Speaker 4 (01:59):
I want.
Speaker 2 (01:59):
I want to ease you into this. That's the easy part.
Speaker 3 (02:01):
All right.
Speaker 2 (02:03):
What is your prediction for the Denver Broncos final record
this year? I got seventeen games or two and two
right now, so.
Speaker 4 (02:09):
My prediction is ten and seven. So it started out
a little rough, we were zero and two, just got
two huge road winds, winning back to back in Tampa
and then this week in New York. So I'm feeling
pretty good about bo Nicks and the squad, and so
I think they're going to get better on offense paired
with that defense, which is just nasty right now. So
(02:29):
I'm hoping for a winning record because it's been a really.
Speaker 3 (02:32):
Long eight years of pain in misery. So let me
ask this.
Speaker 2 (02:36):
You were in South Dakota, you've been in Louisiana, you're
from Ohio. How'd you set on the Broncos.
Speaker 4 (02:41):
That's a great question, and it's one that I'm not
entirely sure of, other than I had a family member
when I was a little boy who got me a
Broncos T shirt, and for some reason that just kind
of stuck with me, and I'll never forget watching John
Elway play his first game. From that moment on, I've
been a Denver Broncos fan, which is interesting because my
(03:05):
entire family are die how die hard Cleveland Browns fans,
and so growing up, they had three epic battles and
AFC Championship games with the Broncos winning each time, including
one where I was wearing my Broncos hat and the
neighbor made me go upstairs because they were going to
burn my Broncos during the game. So I was pretty
(03:25):
much hated as a kid in school when it was
you know, brown and Orange day and I would show
up to school in my Denver Bronco sweatshirt, and then
of course I got to brag on Monday when the
Broncos won and would eventually make it to the Super
Bowl and then get completely blown out and embarrassed.
Speaker 2 (03:39):
Well, and that's the funniest thing about the NFL and
maybe the only sport. My wife is from southwestern Arkansas.
They clearly don't have a professional team there, so they
just picked. I always grew up like you have to
have a geographical proximity for it to be your team,
And then I just saw that that's not really how
the world works. My brother. You remember the starter jackets.
Speaker 4 (03:57):
I do.
Speaker 3 (03:57):
I've had one.
Speaker 2 (03:58):
Okay, So I got a starter's jack from J. C.
Pennies back when that was the thing and starter jackets
were a thing, and it was the Patriots. I liked
the Patriots. I was like the blue and red, and
I knew nobody else in Central Missouri would have that
color or that jacket, like I'll be different. I handed
that down to my younger brother, Brian. My brother then
became a lifelong Patriots fan, Like he started cheering for him,
(04:20):
like Drew Bledsoe second to last year, right when Brady
was coming up. You know, he's been to Foxboro a
couple of times to see games. But just because of
that jacket, like you said, your shirt, that became his team.
So it's always funny to me to ask that question,
how did you become a fan when they're halfway across
the country from you.
Speaker 4 (04:34):
Boy, I bet he's really glad you didn't hand to
make Cleveland brown shaft.
Speaker 2 (04:38):
That's well, that would have been a brown and orange.
I'm not sure that would have been the color scheme
I was going for either, but I think I probably
pointed him in the right direction unknowingly. So all right,
you're originally from Ohio? Correct?
Speaker 3 (04:50):
Correct to us? So I was born and raised in Cleveland, Ohio.
Speaker 2 (04:52):
Okay, So is the reputation Ohio has got recently fair
or unfair?
Speaker 4 (04:59):
I think it's probably a little unfair. So growing up
in Cleveland, I really liked it. You know, Cleveland's right
on Lake Erie. They revitalized Cleveland in the nineties and
then in the two thousands. I mean, I do remember,
and I think it was the eighties when the Cuyahoga
River caught on fire, and so at that point in time,
Cleveland was kind of a dying.
Speaker 3 (05:19):
Decaying city.
Speaker 4 (05:20):
But I get to go back quite often because my
mom and brother are still in Cleveland, and they've done
a really lot of nice things. Now, with that being said,
there was zero chance I was ever going to move
back to a like. Once I started my journey, I
knew I wanted to end up in the Carolinas, with
North Carolina always being my first choice, and I joke
with people all the time because you mentioned some places
(05:41):
that I've lived at. You know, nobody really ever says, oh,
I want to go to South Dakota. I want to
live in Louisiana, but like everyone wants to live in
North Carolina. So when this opportunity came up and I
finally got to land in a city like Raleigh, I
was just so excited.
Speaker 3 (05:56):
Yeah.
Speaker 2 (05:56):
Well, I moved here from Saint Louis and I always
tell everybody there was a TikTok I saw obviously I'm
researching the place I'm moving to, and it was five
things you need to know if you're moving to North Carolina.
And the first one was like, get this barbecue, do
this go here? Number five, don't move here. We're full.
I's like, oh, okay, that's not incredibly welcoming, but yeah,
it's amazing how the Carolinas have grown so exponentially. All Right,
(06:19):
So Coastal Credit Union Amphitheater. How many concerts do you
attend every single year?
Speaker 4 (06:25):
So I'm lucky, So I get a badge, so I
get to attend as many.
Speaker 3 (06:28):
Of course, you do as I want.
Speaker 4 (06:30):
Now, I will say, in the first two years here,
I think I've probably only averaged like three concerts a year.
I just haven't been able to make it as much
with my work schedule. You know, you and I were
kind of talking before we went on air here, and
I really wanted to get off to a good start.
So my focus has been more at work and less
on fun. I'm really looking forward to the day where
I can kind of settle down a little bit with
(06:51):
work and start to really enjoy not only the Coastal
Credit Union Music Park, but everything else that Rally has
to offer.
Speaker 2 (06:58):
Yeah, yeah, do you remember the first concert you ever
went to?
Speaker 3 (07:02):
I do. The first concert ever went to was The Offspring.
Speaker 4 (07:05):
The Offspring not as exciting as some people, but to
this day, I still do really like The Offspring. They're
on one of my playlists that I have.
Speaker 2 (07:13):
You won't believe this, but our Wi Fi network at
my house is pretty fly for a WiFi.
Speaker 3 (07:19):
Wow. That's amazing. That's just amazing. That's great, all right.
Speaker 2 (07:25):
So, and I always asked that question, since half the
people remember the first concert, half people don't. Obviously, we
are in the music industry, so you know, I think
Eric Church, country singer, said that a melody is like
a memory, and so my first one was New Kids
on the Block when I was in probably fifth or
sixth grade, so not quite as cool as Offspring, but
I remember being there and I think I was like,
(07:45):
I got to get a shirt. I think I got
a necklace that said new Kids on the Block. I
I was fanning thatut of sixth grade. But all right,
if you won the power Ball, what hobbies and interest
would you dedicate your time and efforts to. Again, you're
independently wealthy, now, whatever you want to do.
Speaker 4 (08:00):
So if I was independently wealthy, would I would do
one of two things. I would either volunteer and do
something within the Denver Broncos organization, because that's how much
I love the Denver Broncos. Or realistically, I would be
a high school football coach. It's something if if growing up, so,
my mom was a teacher. She taught first grade for
(08:21):
I think like thirty five years, and I always said,
if you could just take money off the table, my
passion would be to lead children, coach children, And I
think I would really enjoy coaching high school football. It's
just something I've always been passionate about football, you know,
I watch it in several like YouTube channels. Now that
break down film after the games and you know they
(08:41):
drawing with the markers on the screens and everything.
Speaker 3 (08:44):
And I'll never forget my high school football coach. We
called him.
Speaker 4 (08:48):
His name was Vern Long, and we called him video
Vern because during football season all we did was watch
movies in class while he was in the back designing place.
Speaker 3 (08:55):
I love it during history class.
Speaker 2 (08:58):
So different, but I'm very similar. So I grew up
playing basketball, coach college basketball for a couple of years,
and everybody's always asked me if I wasn't doing this,
what would I be doing. And my answer is the
exact same. I would be coaching at some level basketball.
And I'm the guy who, now that I have eleven
and nine year old I record their games. I'm going
home and breaking down their stats, advanced analytics on how
(09:19):
eleven and nine year olds are doing. But it's just
like it's my passion and I love doing it.
Speaker 3 (09:23):
So it's amazing.
Speaker 4 (09:25):
And so one of the most fun years I ever
had was I coached my daughter when she was in
fifth grade playing basketball, and they have very different rules
when it comes to how you can play, and you
have to stagger the schedule, and I would sit at
work on Fridays and I created an Excel spreadsheet and
so by the fourth quarter, I had my death squad.
Speaker 3 (09:45):
So those were my.
Speaker 4 (09:46):
Girls, and I knew could close it out and we
could get the victory. And it was one of the
more fun, you know, fun seasons I ever had in
my life.
Speaker 3 (09:52):
Was coaching her in basketball.
Speaker 4 (09:54):
Now, she only played for that one year, but we
did have a great time with it. So I totally
understand that there's just something magical about coaching kids and
watching kids be successful and really trying to build up
their confidence and you know, really watching them grow.
Speaker 2 (10:07):
Yeah, my daughter's very similar. So she's twenty three now,
she's a little bit older. But when she was playing
we coached her in third grade. She was the girl.
I legitimately remember at one point she was dribbling the ball,
the girl gardening her fell down. My daughter sets the
ball down to help her up. She had a fast break,
which are great in the grand scheme of things. You're
(10:28):
a good person. You did the great thing that's gonna
benefit you far more than making a layup will. But
I remember being like, maybe this isn't this sport for her.
We moved to a new house and I said, okay,
her name's Ali. I was like, Ali, what are the
five things you want to do? And she goes, well,
I want to do archery, I want to do horseback riding.
Hunger Games had just come out, so she wanted to
be cadineus Eberteine and I was like, okay, where's basketball
(10:48):
in that list? She was, Oh, i'll play basketball too
if you and mom want me to. We're like nope,
that's it. So that was the start and the end
of her basketball career right there. It happens all right
when you were a child. Since we've been talking about
that eight to a nice segue, eight to eleven year old,
eight to eleven years old, what did you want to be? Wow,
(11:08):
eight to eleven or in that range.
Speaker 3 (11:11):
Yeah, I'm fairly certain that that range.
Speaker 4 (11:13):
At that age range, I wanted to be a garbage manage.
Speaker 3 (11:18):
Good.
Speaker 4 (11:18):
I remember every week that was my chore as a
kid is I had to roll the garbage cans out.
And I remember thinking like, oh, that seems like could
be fun. You're outside all day on the back of
a truck. It just seemed like it seemed like a
good thing to do. You know. I was pretty certain
early on, based on my athletic ability, that was never
going to be a professional athlete. So I wasn't one
of those delusional kids that thought they were going to
(11:40):
be a professional athlete. So I think I set the bar,
you know, kind of low for myself there thinking, you
know what, I think, I'll be a garbage man. I'll
be outside all day, fresh air, and it'll be it'll
be a great.
Speaker 3 (11:49):
Way to live, you know.
Speaker 2 (11:51):
And again, that's a job that people do that we
probably don't recognize enough. But that's that's I've gotten cowboy
for that an I've gotten professional athlete for that answer.
I've got a lot of different ones. That's the first
time I've ever got a sanitary worker, a garbage man,
so I appreciate them. Last one about you, and then
we'll talk a little bit about your business philosophy. Do
(12:12):
you have a morning routine and if so, what is it.
Speaker 4 (12:14):
I do have a morning routine, so I usually wake
up every day at six o'clock. I exercise for thirty
to forty five minutes, and then I'm off to work.
It's a pretty quick routine obviously. Then it involves just
caffeinating myself with coffee, as much as humanly possible.
Speaker 2 (12:29):
How many cups do you go through a day?
Speaker 4 (12:30):
I probably drink it a minimum of four to four
I'll say four cups a day, sometimes as many as five,
depending on how the day is going. But I'm also
one of those people who can drink coffee at five
six o'clock at night and it doesn't like impact me
from going to bed at night. It's just I think
my coffee or my coffee. My body at this point
runs on caffeine and maybe the occasional beer.
Speaker 2 (12:51):
It's a depth. Well, I'm going to add a question
because I've asked a lot of people this question and
it's funny to hear the answer I get. But if
we'll to segue this into your business stuff a little bit,
But you and I aired a conference for something. We'll
say it's in Lake Tahoe where you just spent some time.
Where in Lake Tahoe the conference in is they always
have a happy hour get together some afterwards. I walk
(13:13):
up to you, How do you tell me and explain
what you do and what drink is in your hand?
Speaker 3 (13:18):
Well, I'll start with the drink because that's the easiest.
So I'm a beer guy.
Speaker 4 (13:21):
I'm not a fancy, fancy drink or whatsoever.
Speaker 3 (13:24):
I'm just a light beer guy.
Speaker 4 (13:27):
So how I would describe what I do is and
it really ties into kind of what credit unions do is.
Speaker 3 (13:34):
I believe that I help people out.
Speaker 4 (13:37):
You know, my whole philosophy and the reason I got
in the credit union industry was the credit union motto
of people helping people. And so it's my job to
try to help people during their financial life and their
financial journey.
Speaker 3 (13:50):
And then I would say I'm a banker.
Speaker 2 (13:53):
Both important. What is the term when we talk about
your your business philosophy, what does the term culture mean
to you?
Speaker 4 (14:00):
Well, I believe the statement that culture each strategy for
breakfast is true. I think culture is very underrated, even
though it's talked about, you know, all the time. In business,
the most important asset of any company is the people,
the employees. You know, a company is only going to
be as successful as the people you employ. So having
(14:22):
an engage workforce, having a place where people like to work,
that you're doing, you know well for the community. You know,
I look at who the stakeholders are in the company
and how are we serving those But one of the
key stakeholders for me is always going to be the
employees at.
Speaker 3 (14:36):
The Credit Union.
Speaker 4 (14:37):
So making sure we have a culture that we you know,
that we hire, fire promote by, I think that's extremely important.
You know. One of the things I did when I
got this job was I didn't want to make any
major changes whatsoever for the first six months. I really
wanted to learn not only about Coastal, but I wanted
to learn about the culture. And I really wanted to
learn what's working, what's not working, What should I change,
(15:00):
what should I absolutely like not change. And so my
first hire at the Credit Union was our chief administrative officer,
and she had a really strong background in building cultures,
building teams. And she did something and she talked about
this during the interview, which was a culture articulation exercise,
and that basically is an exercise we did with the
(15:20):
leadership team and then also the executive leadership team to learn,
you know, what is working, what's not working, what do
we want Coastal to be from a culture standpoint going forward.
Once we established those those culture that's really what we were.
Speaker 3 (15:34):
Going to live by.
Speaker 4 (15:35):
So we're going to hire by, like I said, that's
where we're going to fire by promote by. That's really
like who we want to be as an organization, and
I loved it. At my very first planning session that
I had with the board of directors, one of my
board members said, we want to have an awesome culture
here at Coastal, and I just loved hearing that because
as a CEO, that's really what you want to have. Like,
we spend more time at work than we do at
(15:58):
home with our families. So if you don't joy what
you're doing, if you don't believe in you know what
your company stands for, you know the policies, procedures, how
we carry ourselves.
Speaker 3 (16:07):
Like why would you want to work there? You know?
Speaker 4 (16:09):
And if we've learned anything post post COVID is people
have different options.
Speaker 3 (16:14):
And so if you're not.
Speaker 4 (16:15):
Happy with with what you're doing with the company you
work for, what it stands for, why would you want
to why would you want to stay and work there?
Speaker 2 (16:23):
It's I love how you answered that, and one of
the reasons I think Jeff Bezos I believe when he
was running the company, one of the things he said
was if you are a new executive, you are not
allowed to speak in the first three months of meetings.
You're just there to absorb because so many people think
they have to come in and sound like they're the
smartest and here's all the solutions and how we fix things,
and if you don't really listen, you don't understand that.
(16:44):
And the reason I ask about cultures because it's interesting.
We have so many people who want to come into
our organization what's the definition of culture? And you get
answers like, oh, do you have a pool table or
do you have jelly bean counting competitions and all of
those things that are fun and people count that as culture.
But to me, it really boils down to is there
a level of respect across the board and are you
truly helping people try to get where they're trying to be.
(17:06):
Every person who works for us within five to ten years,
my goal is to get you to whatever that next
job or that next income or wherever you want. And
I think if you're truly invested in people, that pans out.
But so many times culture becomes these secondary or tertiary
things that aren't really culture that maybe cover up the
fact that there is a lack of culture there.
Speaker 3 (17:25):
So yeah, no, I agree with that.
Speaker 4 (17:27):
So I do a monthly lunch with the CEO where
we just eat pizza and I just ask questions to
up to twenty non management staff. And one of the
things I always tell the employees is, I said, my
job here is whether you want to be a teller
at the organization or you want to someday replace me
as CEO. If you want to be a teller, my
job is to make you the absolute best teller you
(17:48):
can be. If you want to be CEO, my job
is to get you to where you want to be.
And I think if you have that mentality in culture,
a lot of times goes back to the behaviors of
you know, all the employees in the organization, the behaviors
of the executives.
Speaker 3 (18:04):
And you can't sit there.
Speaker 4 (18:05):
You can write down core values and you can write down,
you know, this is what our culture is. But if
your leadership team isn't behaving that way, if they're not
you know, walking the walk and talking the talk, then
your culture is just a bunch of words on paper
or words on a wall.
Speaker 3 (18:21):
Yeah.
Speaker 2 (18:21):
And I think one of the things you just touched
on was so often when people want to get to
that next step, it's identifying what skills do you need
to enhance to get there too. It's not necessarily like oh,
I'm just going to put in my time and then
I become here. It's like, well, hey, you're great at this,
let's lean into that. This is something we need to
work on. How do we build that skill. It's almost like,
you know, obviously I can go back to being a
basketball coach. But if you come in and you're a
great rebounder, but you can't shoot from outside ten feet,
(18:44):
but you want to play on the perimeter, that's what
we have to work on. Or if you're a football
player and you don't know how to block as a
full back, that's a problem. So I think learning those
skills and helping them understand, hey, we want to help
you get here. Here's how we can grow you as
a person, as a team member. All of those things
are important. What is and this is kind of a
pivot one hundred and eighty degrees, but what's the biggest
(19:04):
challenge you face to the CEO? Whether this job or
another one.
Speaker 4 (19:08):
I think the biggest challenge today are you talking like
workwhile like from a work standpoint, or I would say
from a work standpoint, it would be cybersecurity.
Speaker 3 (19:17):
Now.
Speaker 4 (19:18):
I know that's not a very sexy answer, but right now,
from a reputation risk standpoint, there's nothing that keeps me
up at night other than cyber security. You know, the
keeping your system safe are important for all companies, but
in banking it's even more important because we're talking about
people's money, and so that's something right now that we're
(19:39):
really focused on, we're paying attention to. You know, we're
building out what is our cyber strategy going forward? How
can we stay one step ahead of everything else that's
out there, because you know, the hackers just keep getting
smarter and smarter, and it's harder and harder to secure
your information and data. And you know, there's probably not
one of us here on the planet now who hasn't
had their information leaked. But it's still it hits differently
(20:01):
if it's from your financial institution. So I would say
from a cyber standpoint, that's that's probably a big one.
Speaker 3 (20:07):
I would say.
Speaker 4 (20:08):
The other thing is probably how everything's changing in terms
of the employee experience. You know, you have the shifts
from COVID with the work from home, and you know,
do you bring people back to the office or do
you have a hybrid or you know, do you bring
people back like completely? You know, just so much has
(20:28):
changed post COVID with how you can actually manage and
lead people, and it's just becoming a real challenge. And
you're seeing companies all over all over the world now
that are making decisions. You mentioned Amazon earlier, they said
the other day we're bringing all our employees.
Speaker 3 (20:44):
Back, you know, five days a week.
Speaker 4 (20:46):
I just don't know if you can make those kind
of like hardline decisions when you're at a smaller company
like a Coastaline. I'm not even sure I believe that
would be the right thing to do anyway, But you know,
just kind of how we manage the workforce with the
change expectations going forward, I think that's going to be
a real challenge.
Speaker 2 (21:04):
Yeah, absolutely, And I think every company, whether it's I know,
I know Google and Twitter now X were some of
the first to jump in and say hey, everybody come back.
But now you see with commercial real estate starting to
rebound a little bit, are people preparing for that and saying, hey, listen,
I need you guys here. There's something that goes to that.
So we'll be arresting to follow that. What would you
(21:25):
say is the most important lesson you've learned in your career.
Speaker 4 (21:31):
I think the most important lesson I've learned in my
career is to stay humble, to self assess, and to
always be open to doing things differently. I'll never forget
the job that jump started my career was I got
a chief financial officer position at a credit union in
South Dakota, and so I was fairly young at the time,
(21:53):
and I went in there and I think I was
a little too full of myself and just thought I
knew everything. And I'll never forget the day the CEO
brought me in his office with the VP of HR
and basically told me I was incompetent and I had
no idea what I was doing and maybe they had
made a mistake. And you know, I had two options
at that point in time. I could either, you know,
(22:13):
just blame them and say, like they don't know what
they're doing. You know, I'm right, I just need to
continue doing what I'm doing, or I need to really
go home self assess, figure out like what's not working.
And I think from that that point forward, it just changed,
like who I became as an employee, who I became
as a leader, and it just changed kind of like
my whole outlook on when it came to business and
(22:37):
that job. So I ended up staying there five and
a half years. That CEO to this day is he's
always been my mentor. He's retired now. I still talk
with him all the time. He tried to recruit me
back there to replace him multiple times. I learned so
much from him throughout those five and a half years,
but especially like those first six months when I got
humbled a little bit.
Speaker 3 (22:57):
I like to tell that story a lot es actually
to like.
Speaker 4 (23:00):
Some of the younger people coming up, because I've also
seen kind of like a shift there too, where you
know a lot of younger people they just think they
know it all and they got it all figured out.
Speaker 3 (23:10):
And you know, I would.
Speaker 4 (23:11):
Never be that harsh as the way that he was
to me, but I think it was a good lesson
that you know, you always need to take a look
in the mirror, and you're not always going to be right.
Speaker 3 (23:20):
You don't know it all.
Speaker 4 (23:22):
You got to keep improving and getting better every single day.
Speaker 3 (23:25):
And the minute i think I've.
Speaker 4 (23:26):
Figured it all out and I know everything there is
to know, that means it's time for me to retire
or to go do.
Speaker 2 (23:32):
Something, or win Powerball and start coaching or win powerball.
Speaker 4 (23:35):
Yes, a lot of traveling and a lot of coaching football.
Speaker 2 (23:40):
What advice, and this is the last one before we
pivot to more of a coastal conversation, but what advice
would you give out give to somebody starting in your field,
whether it's a teller or a different position, what advice
would you give them if they're saying, hey, listen, I
want to grow and maybe that's to be CEO, maybe
it's not to be CEO. But what what across the
board advice would you give somebody just get into a
financial indus like yours.
Speaker 4 (24:01):
What I like to tell people is that these are
the things that I look for in a an employee
when it comes to promoting and looking at who I
think has potential to do more than what they're doing.
That's that's work hard, show drive, initiative, and be smart,
you know. And I think that sounds like very simple,
(24:21):
but like that's what I look for in people. Like
I say this all the time, and I don't mean
any disrespect to anyone that works in banking, but like
what we do is not hard. Like for the most part,
I can teach you almost anything that we do at
the credit union. There's some it stuff I probably can't
teach you, but but for the most part, what we
do is not hard. And if you're willing to learn,
(24:43):
if you're willing to work hard, you know, if you're
if you're willing to you know, continue to develop, I
think you can grow and be successful at a credit union.
I take a lot of pride in really developing employees
and promoting from within. Now I haven't been a coastal
long enough to give you the statistic, but I can
tell you from my last credit union when I left,
sixty nine percent of people that were a title VP
(25:07):
and above had started out at an entry level position
as either at a teller or in the call center
and work their way up in those eleven plus years
that I was at that organization.
Speaker 3 (25:17):
So it is something that's.
Speaker 4 (25:18):
Like very near and dear to my heart because like
I mentioned earlier, like what we do is not hard.
Speaker 3 (25:24):
And when you interview you never know what you're going
to get.
Speaker 4 (25:26):
But when you've been around and you've worked with someone
for an extended period of time, you can see you know,
if the talent's there, if the work ethics there, and
if somebody wants to do more and they kind of
have a thirst for greatness. And so that's the advice
I give. And I also that's a speech I give
whenever I meet you know, for the whether it's the
pizza lunch or it's our monthly Coastal connect I do
(25:47):
with all the employees, like it's just work hard, do
the right things, and you can be successful at any
organization that I'm at.
Speaker 2 (25:54):
Yeah, all right, So Coastal Credit Union, they brought you
here a year year and a half ago, is that right, Yeah,
about eighteen months ago. What are your predictions as banking
and credit unions have evolved tremendously over the past decade,
what are your predictions for the future of your industry?
Speaker 4 (26:14):
Well, that's a great question and something that I've been
really thinking a lot about because as you've had, AI
has become more of the mainstream over the last couple
of years, you know, and I like to say that
there's been more changes in banking in the last five
years than probably the previous fifty years, and a lot
of consumer behaviors change. When COVID hit two because people
(26:36):
that weren't going to use home banking, mobile banking, you know,
who didn't want to take a picture of a check,
mobile deposit it.
Speaker 3 (26:42):
You know, people started doing that.
Speaker 4 (26:44):
So you really saw a shift from you know, the
branches in terms of those being transaction based to everything
going digital. Now you throw AI into the mix. If
you looked at the number of or how quickly chat
GBT got to like one.
Speaker 3 (27:00):
Million users, it was like light years.
Speaker 4 (27:03):
Like crazy, that's crazy, and then all the big tech
companies out there, and so now it's looking at how
is that going to impact not only you know, banking
going forward, but how is it going to impact like
the employee experience going forward? And so the when I
look at banking, I think you're going to see changes
in payments. I think you're going to see huge changes
(27:26):
in even just like terminology because you know, we were
we were on a meeting the other day and one
of our big products that we have a lot of
his CERTIFICATESUL deposit. You know, if you if you go
to my seventeen year old and say, hey, here's a product.
You got to put your money in it for twelve months,
but you can't touch it for twelve months. She's like, well,
that's crazy. Like, I think a lot of like the
(27:47):
legacy banking products are going to go away. You're going
to see more things like high yield savings accounts. I
think even like term checking account like you know, kids said,
you don't even know what a check is, right, So
I think a lot of like the legacy banking products
are going to go away. So we have to kind
of stay like try to get a little bit ahead
of the curve as to how our institutions or how
(28:08):
are consumers going to look at institutions when it comes
to moving money, because it's not necessarily about transactions. It's
more about how do you move money. Look at the
amount of money that Starbucks has in their app right now,
I think it's more than like the credit and industry
like almost has in total.
Speaker 3 (28:24):
And so I think that's gonna be a huge shift.
Speaker 4 (28:26):
But the thing that I'm most focused on, which is
going to have the biggest impact I think on how
we run our organization is definitely going.
Speaker 3 (28:33):
To be going to be AI.
Speaker 2 (28:35):
Yeah, well you mentioned a bunch of great points inside there.
It's difficult. We will have somebody say I before if
you pay pay with a check in My first conversation
with my wife is do we know where that checkbook is?
It's in the bottom of a drawer somewhere, we haven't
used it recently. Let's go find it. But it's interesting
that it is called a checking account and how does
that evolve and change when checks are maybe not as
(28:56):
common as they used to be. And so I guess
and that kind of leads to a follow up question,
what place does a traditional face to face conversation with
a banker have in a world where a younger audience
is very hesitant to have that conversation.
Speaker 4 (29:11):
Well, I think there's still going to be a need
for for brick and mortar, but I think it's you're
just going to see a shift in what it's used for.
Speaker 3 (29:17):
So when we're looking.
Speaker 4 (29:18):
At are what is our one five ten year kind
of branching strategy as what I'll call it, and we're
looking at creating more member advisory centers, and why we're
going to go with the member advisory center route is
we still think and a lot of data has shown
that when people have an issue, they like having to
(29:39):
be able to go talk to someone face to face
if they want to go learn about a mortgage loan
or you know, maybe a more complicated transaction a commercial loan.
You know, if they're having a problem with their debit
card or if they're having a problem with their app,
they still want to know that there's then a close
proximity that they could go to.
Speaker 2 (29:57):
A security blanket right when things go bad.
Speaker 4 (29:59):
They got right so instead of you know, in the
old days, they were very transaction based, like you'd want
to go to cash a check or to withdraw money,
Like that's not really what you are going to watch
brick and mortar for. It's going to be more advisory based.
So if you're having a problem, if you're having you know,
questions on how you do something, if you need help
in terms of like financial literacy or you want financial
(30:20):
advice or even wealth management. I still think some of
that is still a little bit of a face to
face business as well. So I think there's still going
to be a place and so we don't have any
plans a coastal to just go all digital. We still
think as a community based organization that we want to
be here for the community when you have problems or
you need advice, and we want to always be there
(30:42):
for you to make sure that we can kind of
help you through that.
Speaker 3 (30:45):
Yeah.
Speaker 2 (30:46):
So you touched on this a little bit, and to
expand a little bit, you talked about your one, five
and ten year plan. How do you see your role
or your company evolving by the end of that tenure.
Speaker 3 (31:02):
Wow?
Speaker 4 (31:02):
So when I look at a so we do a
strategic we have a strategic plan, so a written, very
detailed strategic plan.
Speaker 2 (31:09):
You wrote all of it by hand?
Speaker 3 (31:11):
Incursive? I, well, it's it's it was typed out.
Speaker 4 (31:14):
Yes, I did do a lot about writing it out
with the.
Speaker 3 (31:17):
Help of high Executive Leadership Teaming board.
Speaker 4 (31:19):
But yeah, So what we've we've gone away from is
trying to predict the future with say we're going to
do a one, three and five year plan. So what
we have is an evergreen document which we are looking
at and changing quarterly. So we're no longer Yes, we
still do like an annual strategic planning session.
Speaker 3 (31:36):
But our job, our jobs now with as quickly.
Speaker 4 (31:39):
As things are moving, is to to constantly be looking
at what is happening in our industry, what's happening with
you know, different FinTechs out there.
Speaker 3 (31:47):
You know, who are we competing with if.
Speaker 4 (31:49):
Say Apple decides they want to go into banking, and
so strategic planning has no longer become a what are
we going to do plan out for the next five years.
It's almost like what are we going to do the
next you know, quarter, maybe twelve months. But we have
to constantly be looking at our strategies and constantly changing.
Speaker 3 (32:08):
I mean there's things.
Speaker 4 (32:08):
Being rolled out on a almost i'll say daily basis
that are changing the way we do things. Like if
you would have told me, you know, three years ago,
that I would go to chat GPT to help me
write my vows for my wedding, I probably would have
told you that's not a thing.
Speaker 3 (32:24):
But did I help chat GPT help.
Speaker 4 (32:26):
Me write my vows on a airplane as I was flying
out to the wedding? I absolutely did. Does she know
that she somewhat knows.
Speaker 2 (32:33):
That hopefully she won't this podcast, But I.
Speaker 4 (32:36):
Mean that that's like a big shift that you're you're
seeing right now, is is you can't just rely on Okay,
we're going to write out a ten year plan and
it's going to be static, because I would be lying
if I told you that I that I know what
banking is going to look like in ten years, Like
I have a general idea what it might look like
in five years, but I sure have no idea what
(32:57):
it's going to look like in ten years.
Speaker 2 (32:58):
Well, I think that's that's good. To be nimble as
quick as things are moving, not only in your industry
but a lot of industries. Again, to be hold into
a ten year plan. Well, I know this is kind
of out data, but we got eight more years to
ride this one out before we restructure everything. I think
that's that's good, and that's probably specifically with your industry,
very very very necessary. So we haven't really talked a
(33:21):
whole lot about this, but sometimes people get confused. It's
a credit union, it's a bank. What's the difference. So
what benefit does Coastal provide that maybe a traditional bank
would it be able to?
Speaker 4 (33:30):
So a credit union is a not for profit cooperative,
so meaning we're owned by our members. So we have
over three hundred and thirty thousand members at Coastal.
Speaker 3 (33:40):
Each member has one vote.
Speaker 4 (33:42):
So regardless of whether you have, you know, five dollars
at Coastal or you have five million dollars at Coastal,
one member, one vote. So we have a volunteer board
of directors, meaning our board. They don't get paid, so
they're volunteering their time for the mission.
Speaker 3 (33:57):
So when I look at the.
Speaker 4 (33:59):
York Chick, our work charge for me at the very
top is our members because they are the owners of
the credit union. So I have to keep that in
mind in every decision I make. We're not here to
make profits. Yes, we have to make net income because
that's how we can continue to grow. But for us,
at the end of the day, it's our members, our
board of directors, and then the employees at the Credit Union.
(34:20):
But I always try to keep in mind when we're
making decisions on investments and technology, is this going to
benefit our membership? Is this going to push the organization forward?
If we look at doing say we want to look
at a merger opportunity, is it in the best interest
of our members. So for me, everything comes back to
people over profits. We're not in it for the bottom line.
(34:43):
I don't have shareholders that I report to. I don't
have to worry about earnings per share reports every quarter.
At the end of the day, for me, what my
board wants me to ensure is that we're taking the
best care.
Speaker 3 (34:54):
Of our members as we possibly can.
Speaker 2 (34:57):
Yeah, that's great, all right, Tyler. We've covered a lot
in thirty five minutes. Did I miss anything? Is there
any If somebody's listening, they're like, what do I need
to know about Coastals or anything I missed?
Speaker 3 (35:09):
Well, I would say Coastal.
Speaker 4 (35:10):
I've been really impressed with Coastal. This is an organization
that gives back to the community more than any other
credit and that I've ever worked at.
Speaker 3 (35:18):
Coastal truly lives out our mission of.
Speaker 4 (35:21):
Taking care of our three stakeholders, and by our three stakeholders,
I mean our members, our employees, and then the communities
we serve. I take a lot of pride in the
fact that we're helping our members bank better to live better,
but we're also trying to help you know, the state
of North Carolina bank better to live better, because if
you can get and we can help you get your
(35:42):
finances right, it just makes life a lot easier.
Speaker 3 (35:45):
And I'm really proud of the job.
Speaker 4 (35:47):
That we do to take care of our members and
really try to make you know, North Carolinians like financially healthy,
because that's really going to help our communities out. And
so I'm very proud to work at Coastal in the
great work that we do, and it's truly been a
blessing to be the CEO of Coastal and work with
(36:08):
such a great board of directors and employees that we have.
Speaker 2 (36:11):
Tyler Grodi'm CEO Coastal Credit Union, thank you for joining
us today. Good Luck to your broncos this weekend. They
don't have a bye week, do they not?
Speaker 3 (36:20):
This week?
Speaker 2 (36:20):
Okay, good luck to them this weekend and the rest
of the season. I'm going to hold you to your
ten and seven prediction. We'll follow up and make sure
that that was correct. We appreciate your time. Thanks for
joining us, sir, Yeah, thank you very much.
Speaker 3 (36:29):
I really enjoyed it absolutely.
Speaker 2 (36:31):
Thank you.
Speaker 1 (36:32):
CEOs. You should know is a production of iHeartMedia, Raleigh.
Thanks for listening.
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