The Dealer Playbook
The Dealer Playbook

Episode 504 ยท 2 months ago

Mike Welch: Growing A Successful Tire E-Commerce Business

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Mike Welch is the president and CEO of tirebuyer.com which merged with tirescanner.com, a US-based tire retail marketplace, in 2019. In this episode, Mike shares how we went from working at dealerships and small independent repair shops in the UK to founding and operating one of the most successful online tire retailers in the world.

Notes about growing a successful tire e-commerce store:

02:40 - Mike got his start at 15 years old fitting tires at dealerships and small independent repair shops because it was all he knew. He wasn't interested in pursuing post-secondary education. Out of necessity, Mike was led to follow one opportunity after another that led to forming his company blackcircles.com (now owned by Michelin)

03:35 - Mike shares that he's always had the drive to work hard, something that the retail auto industry rewards. It's fascinating that the auto industry is still one of the few that accepts everyone and gives them the chance to make something big for themselves if they put in the work.

05:57 - Speaking about taking opportunities, Mike explains, "The fewer reference points you have for what could go wrong, the more upside potential there is." Mike explains how he got into selling tires after being made redundant by the shop he was working for.

08:33 - Mike explains how he went from having no experience to founding and growing a large e-commerce tire sales/tire fitting website. In the early days, it was all about doing whatever was required to get the job done and see sales come in. Mike recounts teaching himself how to code basic HTML so that he could build a website, i.e., having the willingness to do whatever it takes to succeed.

10:25 - Mike shares the story about finding his mentor, Sir Teddy Lee (The CEO of Tesco). Mentors and those with experience can help grow a business exponentially because they have the wisdom of experience.

Listen to the full episode for even more insights and context from Brian Pasch!

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Thanks, Mike Welch!

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Get Your Google vehicle adds up and running fast with flex dealercom. The car business is rapidly changing and modern car dealers are meeting the demand. I'm Michael Cirillo, and together we're going to explore what it takes to create a thriving dealership and life in the retail automotive industry. Join me each week for inspiring conversations with subject matter experts that are designed to help you grow. This is the dealer playbook, all right, gang, you know me. It's not every day that you get to have a fellow Commonwealth are on the show and in particular, because this is a topic that we haven't really ever been able to discuss on the show, and I can't think of anybody better than my guest today, who is, dare I say, a master at e commerce, especially when it comes to the online tire business. He was named president and CEO of Tire buyercom. The company merged with tire scannercom at US based hire retail market place launched in Florida in two thousand and nineteen. I'm going to let him share all about his journey and how he got into this business and also the fashion business. If I were recall correctly. Mike Welch, thanks so much for joining me here on the dealer playbook podcast. Thanks for having me. I'm not sure about the mass the thing, though, but let will. Will explore that. Like we'll know by the end of this thirty minute so well. So let me ask you. Are you in the you're are you stateside now? Are you still based in the in the UK? Now we're in Miami. So we've we've Cante and now so this is the family home. So we made the move. My my background, you know, I was a tire installer at a school. I mean I didn't kind of stick about for the exams. I was Shay out the door at fifteen fit and tires and in a dealership in Liverpool actually. So you know, I've kind of been in and around the tide industry pretty much all my will, certainly all my work in life, since I was a boy. So I kind of kind of have a I guess my career is evolved through dealerships and independence and then into e commerce and any commerce. was in Britain when I launched Black Circlescom, which was one of the fit silly, the first kind of what we consider click to fit or click to install online tire retailers in Europe. Have you always had an entrepreneurial spirit? Because I'm trying to think of how does a fifteen year old, or sixteen year old, I guess, at this time you're fitting tires, you're working in a dealership where the industry at large kind of has this stigma of dead and job, no growth potential. Are those thoughts that you're having at this time, like...

I'm just here making a few bucks, or are you seeing potential, even from an early age, on something you can grow into this business? Yeah, it's take the Canada look back. Is is is slightly difficult because you kind of feel like I've always thought the same about the opportunity which was it was an opportunity because I didn't have many. So I was very grateful to get a job and to being in a few books. I mean the Idny is I don't got Major Dune and which forced me to start to look for another opportunity, and there were really there were not many. So I was then can of forced down at down an avenue, which was to start to trade tie. It's like that's all I knew, so I had contacts it. So I guess to answer your question, I've always been about the hard work, you know, never shaked. You know the Canada, that the tough shift. So is about look, I've got to make a book, continue know of kind of you know, I just set up down this channel. I've got to keep going. So I start to trade ties to my to my bodies and I kind of realize that Si me in the high performance and there was a margin and actually the deal is and the independence, they were kind of taken a tire off of a supplier stick and an arbitrary mark up and then just getting out of the door. But actually there was, it struck me, some nuances in there. We had performance stuff, exotic cause you had different tiers, different brands. The market was evolving. Sizes will becoming much more fragmented. There's more brands coming in. So I thought, you know, I'll give I'll give this a shot. I mean, how bad can it get? And you know, I'd staxatize in my my parents front room. I'm not exaggerating. I mean it was it was chaotic, but it was, you know, it was kind of it was an an evolution of buying ties off this guy today and sell them in the a installment in the dealership. I just didn't have anywhere to install them. But the guy gave me an opportunity. said he's fifteen days to pay, pay the bill. That no credit and no cash. You know, I just had a it was a just a barefaced ask. You know, you'll please, can you help me? And he said Yeah, Oh man, I love that. And and I you know, as an entrepreneur, I'm feeling all of the what I called Bow Wall quivers of that circumstance, like you're hard to fall off a bicycle. There's so many moments I imagine that we're baked into that experience of like, yes, I've got to make this work, yes, I need to produce, yes, I know this industry, it's all I know, but also, somebody's given me a shot here and it's funny. You know that it you're exactly right, and I think the Alia in in your kind of in your career. I wouldn't say in life, because it's not an age thing, but c any early in your career you take these sorts of opportunities, the less reference point you have for what...

...could go wrong. So actually, from my point of view, it was all upside and you know what, see, if it didn't work, I felt like I'd at least got some more experience in the bag because I didn't have those qualifications. To lead back on that, what I would say is in the early days I did well, I got fair. The album goes far as I did well. I got further because people gave me a chance, and and that was only because I was willing to ask for a chance. I think so often people can't are better, not better than I asked up, a better than I can of put put my neck on the line. Why not? You know right, nothing to lose. So that really was kind of what got me started. What I what I started to realize as I was basically building a business. I mean, I'm selling tires, but actually what? You know, I've now got a I've got a panel to manage, I've got supplies to pay, I've got customers to serve. You know, I've got a busin I've got the makings of a business, which was that was the Daunton because I'm thinking, well, what's you know, cash flow, and I mean it. You know, I'm I'm relying on this Guy Nigel, who's give me fifteen days. I mean that's it. That's the basis of so as that evolved, I was taking strip adds in magazines and you what I realized was trying to put prices in and I' realize, like places go out, that they quickly in the tire industry. So you know, there's a thing called, you know, the Internet was kind of happening. I think we'll right, let's find out a little bit about this and I and you know a with the course of three months, I taught myself some basic code and a built a really Sim pricism and infantry on that I could change at will, just take strip out through the URL, and that was the fish move into having an internet business. Now, that wasn't because I thought that the Internet's the place to be. It was just because it was the most economically for me to get my offer out into into into this small market that I'd identified. And really that was the style of black circles which kind of, you know, later I'm really evolved into into something really quite, quite big. This is fascinating because and you kind of answered it, but I want to poke at it a little bit more because I think it really shows a couple of things. One of the things I've actually had this conversation with a few people over the last week, Mike, and it's that the car business in particular is is rare in that it can take in somebody who has no other experience and if they're willing to see an opportunity and to work hard. To your point, there's a life here. There's a life here and you can produce. And I was going to ask in particular, how you go from no experience to starting largee commerce tire selling, tire fitting website. And you said I taught myself how to do some basic code. It has that always been a part of who you are, like, is that baked into your DNA, that if you don't know something, you just go and figure because I would venture to say not many...

...people are thinking I should tear you know what, I think I should teach myself how to code, though. It's a fair it's a fair point. It was kind of a means to an end and I think that you know, I'm you know, I would say some might some my not, but I would say that I was blessed with not having an ego. You know, I have spent most of my life. Kind of relish in being the underdog, you know, really Havn't fantastic experiences by legs in other people's knowledge and being the guy going with the ask. So I had, I mean around that time, you know, when this started to evolve, the Princess Trust, which is the Prince Charles, has got up a Chun a charity in the UK that they award grants to to to young businesses that have kind of got a bit of a struggle. So the background is, you know, it is that they're not blessed with it with a with a you know, a kind of a jump start. So so they identified what I was doing because of the circles I'd started to mix in, you know, kind of local kind of business clubs and whatnot. So they they gave me a grant and that was really helpful to allow me to buy a computer and employ somebody to do the admin. And then I had a business. And then I kind of started to learn how to run a business and I took a night course to do accounts. So I've got this kind of business evolving. But I kind of knew that I was I was trading this this commodity through on the Internet, but I wasn't retailing and I knew that if I was going to be successful I needed to retail. So I started to read. So I read a lot, you know, a lot about business, a lot of autobiographies, and that was my school really and I read an article on a guy called so teddy Lee he who was the CEO of a business called TESTCO, which is, you know, the equivalent to Walmartin in Europe, and he happened to be from Liverpool. So thought, well, he's from live, I mean Liverpool. You know how we might even be cousins, who knows? So so I wrote my letter. I wrote my letter. He was, he was Forbes business man of the year, and I wrote my letter. So I'm from Liverpool, you're from Liverpool, you're a great retailer. I'm trying to retail. Would you spare me some time and not not really expect to get anything. And you know, couple of days later you wrote me a Let. He says, come down to London, come and see me out, look while you have whether cup of tea, will do half an out. Two hours later, you know, I'd had I mean it was a it was amazing and this is one of those kind of moments where I was, you know, anyway, subsequently, a year later, our kind of six months, a year later, teddy invested in black circles and then, you know, we be kept. We become good friends and but, but I learned from him, from one of the best retailers of his generation, how to retail, you know, tear managing and...

Tier Tiers of good, better, best product management, margins, customers more important most, and poly customers. And that gave me the I guess, the focus. I had a kind of handful of things that I think of kept. I created my style and our style in terms of the businesses that we operate as a group, because there's a group of us now. We kind of we tempted kind of journey around the various businesses. You guys, you've worked with me for twenty, twenty five years, and I you know, the corner stone of what we do is all about customers and and how we overdeliver for customers. And what's great in every market where you sell to consumers is that tomorrow is another day, the next customers another customer. You get another chance. If you get it wrong, if it's not quite on point, you got to learn from that. You've got to constantly evolved the offer to make sure you deliver for customers. And if you do that, because everybody says they do, but in but in my industry. You know, that time black circles was, you know, it was a there's a kind of it's a small business. I mean we were doing maybe a million dollars a year in sales. Over the course of fifteen years, by focusing on our customers, it built a hundred million dollar sales business. Off Put. We raised about two hundredzero. So is it was off. It was bootstrapped, you know, but it was we had the fundamentals. Rd and Michelin acquired the business in two thousand and fifteen and use, I've used black circles as their kind of boiler plate for ECOMMERCE across the planet. So you know, but it was when I kind of come back to what was the secret source, wasn't really a secret. There was there were fundamentals that we, which is would not waiver from and it was about how we deliver for our customers every day, how we create a culture of you know, of camera are dry. We would have you know when we hired people, the samerplies to data cerain extent, you know, it's maybe comes back to me, but I wouldn't necessarily be high enough resume, certainly not alone. It's about it's about for me, talent is about, you know, the eagerness, the commitment, you know, just that kind of the fundamental drive of an individual. So we would hire differently and we compete. We compete every day to win and, like I say, when is not, you know, I kind of a capitalist kind of when per say it's about it's about. How do we judge our success by what our customers tell us that we're doing right, right or wrong, and we don't waiver. And that kind of formed the but you know, we would engage customers quarterly, annually and they would right our business plan. What could we do better? Where we get it wrong? What you know? And we'd listened and we you know, I'd want to hear the bad stuff. You know, and I have been involved in so many businesses where, you know, we will engage customers as an exercise but don't really recycle a great rich in information that comes back,...

...particularly if it's bad news. Nobody really wants to say that they get it wrong. So right. We have this culture of tell us, tell us what would this is great, you know, the good stuffs great, but really tell us how we could do best. And the team, you know, which is double down on that, and that was just became a like a steam train of kind of energy that kind of just took us so far. You've mentioned the word fundamentals and it's something that resonates with me. I feel like, how can you know if you want to build a massive structure, than the foundation needs to be in place. Yeah, but the reason, the other reason it stands out to me, Michael, is is in the retail auto industry there has been an increase in conversation about the fundamentals culture hiring process. You know, you've mentioned some soft skills and hard skills that you're looking for, but mostly, you know, like people that are eager, that have commitment, that are willing to compete, hold ourselves accountable, you know, get feedback and listen and customer experience and all of these sorts of things. My question to you is because the the car business for the longest time it's like you either want a car or need a car, or you don't, and if you do, we're here kind of a thing. How do you hold true to those fundamentals in moments where you think things should be growing faster or maybe you feel like your plateauing or not, because I know that's something that a lot of people get hung up on. Is. Yeah, yeah, I'm hearing culture, but that sounds like it takes a long time. Yeah, I'm hearing better hiring process, but that sounds like it takes a long time. So on and so forth. What's your recommendation there? Always take the always take that longer route if that's what it takes. I mean the challenge with not this. Businesses are made of layers of decisions and you know, layer on layer on layer, and you know, you become those fundamentals are usually the leg they made up of a huge legacy of decisions that you and your business make around. You know, it's those short term we could get there in two steps, but it wouldn't be perfect. But if we wanted a perfect without to get it in fifteen, you know, or whatever, it's a longer route round you've got to take. You've got to do the right thing because, you know, for the but we've spent in our in our current business, we spent twelve months replumbing our technology level, setting our team, making sure we've got the right focus, and now we're flying, and I mean flying up, you know, into and you know, in a three month period we've made more progress than I think we probably made in in twelve months in full flight of black circles, because we have the benefit of our experience now. We knew. We knew that. You know, it's is much easier when you can and know what can of broadly know what's coming around the corner. Because, to your point, if you can, if you live in each day by the sales...

...line or by, you know, the margin delivery, you know you can't. It's kind of one day to the next. I think you've got to take a bee prepared and be brave enough to take a slightly longer term view in it, with a vision of what you want to be. You know, and and re check back on that and say that we all where we are now and it's okay, it's good, it's okay, but we want to be excellent. You want to be the best in class. What's it going to take to get us there? Make a commitment to that and unless you're talking about kind of armor getting circumstances and business terms, stay true to that and know, you know, make conscious decisions around, you know, if we know, if we do this quickly, we can get there sooner. But these are the the unintended consequences or these are the you know, the trade doowns on the position that we set out as our ultimate goal and I think as long as you share, you know, the you know, the vision with the team and everybody's engaged and excited about where we're going to get to and, broadly, how long it's going to take. You know, the hard work is not something that you get people's engagement at the front and the hard work, I think generally, is not something the people, you know, will shake, as long as they know that at the end of it there's, you know, a part of gold in terms of what we end up building and creating. And we've just been through that exact exercise and we had a lot of kind of very tired people who are now super energized because they can see what we've created because, you know, we can now go so fast in so many Agas, but do it right and well. That creates is, you know, this this kind of blue kind of space between us in the market and that regard, because, you know, we've got the we've got the platform that we need to to really it's really kind of move home from. So I love this. It's it's something that I think we need to hear more of, especially in the age of the Internet and social media, because if you were at, and I work to go on Linkedin right now or facebook, we're going to hear the best parts of people's fake lives, not might you know. I mean I just grow you said experience, and you know, we've been through a similar exercise in my company, where we develop software for car dealers, inventory management systems and website systems and we have a marketing agency arm and things of that nature, and we've been working and pushing towards very specific targets and goals and initiatives and sometimes, in the monotony of the day to day and the ordinary of the day to day, if you don't have to your point, that that goal, that focus and what you're working towards, it is easy. You know, one of my team members said sometimes it's easy to get lost when you're waiting through the the river holding a, you know, a canoe over your head. Is the only kind of phrase it. But now, all of a sudden we're coming out and and the team can see the acceleration and,...

...oh my gosh, I understand why we needed to do that for this to happen the way it's happening now. And now there's this new, revitalized energy, like you're saying, and and so I think that's so important for people to hear that. It's on the back of all of this experience. It's not always peaches and cream. There are moments, oh man. I mean look, you know that there's been so many scoop knees and bloody noses and I wish I'd never done that. I mean honestly, I've made so many I've screwed up so many times and I think, I think there's back to that. You know, overuse the word. But the fundamentals, though, remain. As long as they remain in place, we have some great Kpis in our business to everybody shares. Every day we see on numbers, and they're not just sales numbers and margin numbers. They'll be, you know, satisfaction numbers. They'll be the things that keep us honest, you know, and it's the stuff that you know, that we that I want everybody to know is happening, because it you know, because we all shared, and the out that output is all part what we put in and you know every day. But also, you know, T at a point it's the benefit of all of that ground where the kind of gets them. So when you you know, when we come out to your point, when the canoe start to come down off the head and you start to come out of the swamp, you know you can see in the numbers, in those KPI's, wow, this has happening, like this is change. And you know, my guys are all market I'll market it kind of broadly speaking. Is Down at the moment. You know, we're punching one hundred and fifty, two hundred percent Gross, but it's not because, you know, we've there's a there's a you know, we hit, you know, a Eureka moment. There's no, there's no kind of gold golden ticket. It's a cumor it's an accumulation of maybe twenty different initiatives or kind of you know, or pinch points that we've addressed. Or you know, there isn't a you know, there isn't there's never in my experience, you know, just that kind of one golden mopt golden initiative or golden moment. It's a combination of everything. It's that culmination of all of the efforts coming together and it's my job to make sure that I'm communicating our progress on that journey. So you know, when the guys do feel like you know that and we've gut as I say, we've been through it. What you've just articulated this is almost identical to where we've been in the last the last twelve months, and the way we keep going is that we have those checkpoints. Where are we are we knit? You know, once we get this in, you know we have this runway in front of us and you know and the guys going to be able to believe in that and it gets, you know, it gets tiring. But but I think so the most important foot port and thing is, I think, setting out who do we want to be, where do we want to...

...get to, and also having a little bit of flexion there, because the market change is actually there's in the journey of developing to that end, there's some discovery as well. Right, so you know, you kind of fail like well, you know, perhaps we need. We need to pivot a little bit because it's not right quite the direction we would take in might not be as exact as we thought. And you know, I have enough flexibility, but having an everybody on the on the journey and being able to check in with the progress of things really important. This is spectacular. I can only imagine. Then, you know, you mentioned experience and and I'm you know, Mike, I don't know what happens around turning forty, but I feel like you start seeing the world through a different Lens and you start seeing moments in you know, and you you've kind of alluded to this, those mistakes and those moments of why isn't this happening fast enough? And look at that company over there. They seem to be doing something that I'm not. And I look back over my my career up to this point in what I feel like now is an acceleration, like we're pedal to the metal, so to speak, and I realize now, through these more established goggles, if you will, that everything has happened the way it needed to happen for me. Yeah, and part of that journey was finding the right people to go on this adventure with me. Is that been similar for you? Do you see how having the right people is something that's necessary in order to achieve those fundamentals and be able to push past them? Yeah, for sure. I mean, you know, that's probably why, from black circles to tie by, you know, we've been one of the reasons we've been able to move so much quicker as because I can of you and it almost immediately what what I needed and who I needed to surround the business with in terms of roles and types of character, and some of the same characters actually. So there's that whole I mean that took me ages. I mean I couldn't afford people and you know, in blacks it was really it was a process of elimination. Really was kind of you learn it, you learn as you go, you make your mistager games. Oh my word, I mean it's some of the some of the biggest successes and biggest failures have been around people for me. And you know, you've got to get it. You know you've you've got to give yourself a bit of flexibility to make you know, to make the you sometimes won't make the perfect decisions, but ultimately trust you got, particularly if you've got experience and you know, I go with you. Have Faith in the pet in your people, and back them and you know, and you know, nine times out of tenant, you know it will. It will work out. But you know, the the exit. IIGHTING think...

...on this, on this journey that we're on, is as we evolved the business, you know, we're really it, I would say, in black circles. It was. We were facilitating the growth of the business. This time around, because there is a little bit of being able to see around the corners. We're trying to hire in anticipations. We've got time to hire the right level of talent. We've got, you know, we're willing to pay a bit more, you know, for the person than we might be if we didn't think that we were going to you know, I was always do I gee, if I could just push it a little bit, maybe I should, but I don't know if we're going to take another step up in growth or you kind of got more short, I've got more assurance on the basis of experience now, so we can hire more confidently and I and again I would say if you find the right person based on not just their resume but all the other attributes and the chemistry's right, you pay whatever you need to pay within reason because, you know, great people are, you know, a rocket feel. I mean it's such a carrying people versus, you know, great people who are self starters and can get the job done. I mean it's such a it's a night and day scenario. I love that. With all of this experience that you have now, and as the retail auto industry is really starting to pay closer and to e commerce models, or maybe a hybrid model, what are some common misconceptions that you think people have about e commerce that you've learned or dispelled through your experience over the years? That's good question. I think the first thing is they're not different customers. You know, I don't get the commerce customer because I get the people who come into my store tight mentality. They're the same person and in fact they've they've merged, and I'm merging at a rate that is now kind of irreversible. So if before you were able to, you know, to draw a line between those that came into your store and those that would shop online, you know, it's we're now in a world where there's different behaviors for different circumstances. I would say that, rather than be demographically differently, situational differences. So in my business, you know, customer, we know we can install ties with mobile vans next day. So that same customer who needs that service at the today because they have a blowout, they might not need it, you know, next year or in six months time because they've kind of spotted the tie needs replaced and they can be a bit more organized than they can take it to one of the stores for an install so they different. For from my perspective, we you need to make sure we have all...

...of the different situations the customers might find themselves in covered, so we provide you know, we're going to be as accessible as possible with different types of service to sue those different situations. I would say, you know, if I was running a you know, a kind of traditional brick and mortar business, I would be looking to try and use technology, not just from the front end ecommerce user experience, but within my business. So how can I embed technology to make processes more efficient? How can I make information more accessible? How can I understand more about my customers and about my business as performance? Because technology is not just about selling things on the Internet. In a business. It's it's about how you can make yourself your more profital or more efficient, more insightful, and I give you give give yourself the mental head space to grow and focus on how you develop your business, as opposed to be in it all the time. Get on it and I think, I think we're in we're in a we're in a really interesting period of, you know, these two worlds absolutely collide and emerging, you know, and there's a great opportunity for for open minded business owners to start to really embrace technology, if they haven't before. Amazing. The one last thing that I wanted to just touch on because I think this is so tremendous. You were awarded an Oh bee officer of the most excellent order of the British Empire. I wanted to say that. I wanted so hard to be able to say that with a British accent, perhaps the top hat and a monocle that I don't know why. That's asual the British and hire, you know, and this by the Queen in two thousand and six. So you actually get to meet the Queen in this in this yeah, ceremony. What was that like? I need to know I was great. Was Great. She's really she knew about the princess trust and it was it was excellent. Actually, we were, it's very honest, and it was for services to business and charity and part of what I'd worked with the princess. True, we set up a charitable trust myself my wife after so black circles. I mean, you know, we put a lot of energy into adoption, fostering and critical illness in kads. So you know, we probably spend a quarter of our time really just invest in, you know, our energies in trying to father those those causes. So it was lovely to be recognized. At the same time, like I say, she know she was aware of the princes trust and get me started and we've kind of subsequently got involved with with that in Europe and we saved on the board of the princesses of various other things. There's a night really nice recognition. She's a lovely, lovely lady. Well and and I mean you know, I don't know if monarchist is the right term, but I mean growing up in Canada, you know she's on all of our...

...money. She's she's I mean she's our you know, head of state and that you know so. So I'm always intrigued by those who have had a chance to meet her in person. But more more so, I want to just underscore how amazing I think the work that you're doing through the charity and through your trust is and, you know, providing opportunities to, you know, children and and and individuals to help them understand how great they are and how much capacity they have and how much more powerful they are than they're probably giving themselves credit for. I think you know just I want to really underscore that because I think that's tremendous and certainly congratulations to you and your life. Thanks, I appreciate it. Thank you. How can those listening get in touch with you? So I'm on Linkedin. So Michael Welsh and also reach out. Email me by all means, and Welsh at tie byecom. I'd looked to look to him from from from any pathy, you know? Is it like the Teddy Leehy knows. I mean just reach out. I called promise of Copaty and loan them. Knows, but maybe a marmalade sandwich at a Liverpool match. PA, didn't? You got it? There you go. on the dealer play with podcast. Thanks for having me to I'm Michael Cirillo and you've been listening to the dealer playbook podcast. If you haven't yet, please click the subscribe button wherever you're listening right now, leave a rating or review and share it with a colleague. Thanks for listening.

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