Pete Davis 0:01 It's basically cleaning up after ourselves, and we should have done it all off. And we'll have a little bit of a pill to swallow. Now let's transition to doing things a little bit smarter way and it'll be a little bit costly and time sensitive. But you know, you don't walk around your house, throwing litter wherever you go, you've got to clean up after yourself. So we just should have been doing this all along. And now we know better and we just got to kind of catch up. kevin edwards 0:24 You are listening to the real leaders podcast, your number one source for impact leaders harnessing capitalism to sustain the planet, people and profits. I'm your host, Kevin Edwards. And that message was from Pete Davis, the CEO and co founder of green print, and in today's episode, I asked Pete how companies with strong eco missions are retaining more employees and customers a few examples of organizations making forward looking decisions and if he thinks the green bits movement is here to stay. So without further ado, ladies and gentlemen Give it up for the real Pete Davis. Enjoy. Okay, here we go and 5432 and one and welcome everyone to the real leaders podcast. I'm your host, Kevin Edwards. Joining us today is Pete Davis, the co founder and CEO of greenprint. Pete, thanks for being with us today. Thanks for having me, Kevin. Happy to be here. Glad to have you on the show. And Pete, your organization greenprint awarded one of the really yours 100, top impact companies of 2020. So we just want to say really quick, congratulations on that. And I think that people want to know first, how does this story go? Pete Davis 1:43 Yeah, it's very question. Thank you, Kevin. I'm happy to be here and really honored to be one of the recipients of this award. I think, you know, unlike other awards that recognize most businesses for, you know, growth or employee satisfaction, profitability, etc. The real leader Impact Award recognizes us and others for, you know what they contributed their purpose and vision and what they're giving back to society, which we're thrilled about and would love to be recognized for that contribution. Green Print is a environmental technology company. We run turnkey sustainability programs for small, mid and large companies, helping them calculate their environmental impacts, whether its carbon emissions and water usage or energy usage, and then put in place steps to reduce that impact and then finally, maybe offset their emissions or that impact by investing in third party projects to sequester carbon or replenish water supplies, or investing in renewable energy sources, certified all and help them market consumers kind of tell their story. And so we've been in business for about six years, heavily focused on the fossil fuel industry and companies that kind of spend a lot on transportation whether they have trucks or the In the oil and gas industry kind of burning traditional fossil fuels. And last year, we offset emissions on about 1.4 billion gallons of fuel, whether it was gasoline or diesel, planted about 100,000 trees and offset about 5 million tons of carbon emissions. kevin edwards 3:18 And talk about impact. I mean, that's crazy. 1.4 billion gallons. So, why six years ago? Why did this company start? What's the story behind this process? Pete Davis 3:30 It's an interesting one. And it all happened in the grocery store. So I was actually asked, kevin edwards 3:37 said in grocery store, Pete Davis 3:38 I was in the grocery store and I was asked to swing by, you know, a lot of a lot of what we do a lot of companies today kind of are investing in sustainability because their shareholders and investors want it. It's you know, ESG is a big hot button today largely because companies want to and nations and governments you know, are investing Because large stakeholders are asking. And so if you think about a large fortune 500 company investing in a sustainability program, it's really because they want to, you know, appease shareholders Publish to publish a corporate report annually. We're more kind of grassroots consumer driven. And so, my Genesis story, I was asked to go by my wife to go pick up some groceries, and one of the items on the list was eggs. And I was standing in front of the dairy case, looking at all the different varieties of eggs, and the regular eggs on the bottom shelf for like $2 a dozen, and there were eggs from free range chickens, which are really the same eggs, but we had treated chickens humanely. And they were like $4 a dozen, and I purchased those. And I chose to pay 100% more in that case, and I got like a little warm and fuzzy and I was like, I just did something good with purpose and I bought eggs with purpose. And then I swung by the gas station on the way home and I was buying fuel. And at the time, I think it was A lot of stories about, you know, Elon Musk inventing a new vehicle in the future. But we were a long ways off from kind of realizing that new reality. And so I had the idea of, you know, cage free eggs for fuel. And it was let's start a program and this was the initial business model of greenprint was let's start a program that enables a gas station chain a fuel retailer to sell carbon neutral gasoline. So we started off with that, and our first client has four locations in Atlanta, which is where we're headquartered, and today we have about 4500 locations. And I already mentioned the gallon volume, but we've kind of grown significantly over the last six years. So Pete, do you think or do you believe at that time maybe, that the average consumer is willing to pay a couple dollars more than yet to have an environmental impact or a humane impact kevin edwards 5:58 for a for a product or service Pete Davis 6:00 Yeah, yeah, so, so I did with eggs and I think people do every day for various products in the grocery store and other services they buy. It doesn't cost a couple dollars for a gallon of fuel. It's more in, you know, fractions of pennies or pennies range. And so, you know, our philosophy and I think this is kind of echoed with when you look at consumer behavior is, you know, when, when given a choice, if it's easy to do the right thing, people do it. And so a good example, is recycling. When I was growing up, I grew up in Boston when I was growing up, we didn't recycle. It was really hard to do. And so you would have to, you know, wash out and rinse out stuff and then save it somewhere like in your garage or somewhere in pantry and then find a recycling depot, but your trunk drive to the recycling depot. And today, like 90% of consumers recycle. Because it's pretty easy to do. All you have to do is take a few extra steps to the blue bin. And so and I find myself every Every day, you know, I'm in my kitchen and the trash is right there in the recycling bins a little bit further away from me. And sometimes I throw things away. But most of the time, I'll take the extra five steps to the blue bin and I'll throw my recycling in a recycling bin. And then I get that same at one class, see, you know, I went out of my way a tiny bit, I did it. I think if we make it easy enough, consumers will adopt it and do it. And that's our goal is not making it too expensive, not make it hard. We're not suggesting that people, you know, stop driving when it's inconvenient and ride your bike. You shouldn't do that. But if it's hard and you got to get to work, you know, drive your car until an electric vehicle is available at a reasonable price that serves your needs, drive your car, and will offset the carbon emissions clients will do that. kevin edwards 7:46 So Pete What about from an I like this a lot. Okay, so let's take this more for like the stakeholder versus shareholder approach like the warm and fuzzy feeling and do shareholders want to feel a warm and fuzzy feeling or do they want more money? in their pockets, do you think Pete there's a trade off between implementing sustainable solutions in your organization? Or do you think it's a smart investment for the long term? Pete Davis 8:10 I think it's a smart investment. And I think there's been a shift recently and historically sustainability initiatives were very efficiency and cost focused. And today they become more value focused. And we're certainly one of the companies leading the charge on value. And consumers, you know, have known this for a while and we're helping to continue to kind of grab that message home but so we run a program. So a couple of our large clients that stop and shop as a large client of ours Circle K 711. When we run a program for them, it's soup to nuts. So we'll we'll run on the fuel side will run a carbon neutral, a reduced emission gasoline program that they offer to their customers at pump and you drive up to the gas station or the pump and you'll see signs So for Circle K, you'll see Circle K conserve is the branding and messaging, it'll say something like pump here, plant trees, every time you buy fuel from us, we'll invest in neutralizing your carbon emissions. And so we help with the consumer messaging, trying to make it easy incubated shoppers and consumers that you know this is a competitive differentiator and our clients are kind of going out of their way to kind of solve an unmet need for that product. kevin edwards 9:27 Interesting. So you're so you're again I just want to relay this message just so I have it right with like 711 gas stations at the sign the messaging the consumer messaging you're working on is Hey, people can feel good about getting gasoline. If I if I don't have a hybrid car and all EV vehicle, and I can't afford that, I don't have electricity outlet. I live in an apartment or condo, I can go to the 711 gas station and fill up my vehicle and you know, x percentage of my fill will go towards planting trees to offset right Pete Davis 10:00 Really, you're not paying any more. They're doing it because it's the right thing to do. So with 711, the program is called renew. We're in about 1000 locations today. And every gallon of fuel they sell, we're calculating the tailpipe emissions, offsetting emissions and investing to reduce carbon emissions on those. And I would say, you know, it's not a crutch not saying, and they're not saying, we don't all all have to reinvent transportation. We're saying until we get there and this is a bridge to that future. And we're going to do our part now. Until we're all driving you know, reducers to zero emission vehicles. kevin edwards 10:34 give us I like that we can coexist, build a bridge leaders build bridges. I like that. Okay. Okay. So what about like, okay, so I like this concept with gasoline and the example that comes to my mind Pete is BP, they come out and they say, we're gonna make this this marketing change to beyond petroleum up Like VP is gonna do that. It got a lot of backlash from the impact community a lot of backlash from just citizens in general because it was just a greenwashing ploy. How do you look at organizations? I guess, for you that organizations are coming to up? Are they coming to you for a marketing change? Or are they coming to you for an operational change? Pete Davis 11:22 I would say it's a little bit of both. That's a great question. I think large, you know, traditional fossil fuel companies now catch this energy companies, you know, are kind of forced to make that transition, otherwise, they're going to become irrelevant years. And so, you know, BP and others might be doing this for other reasons, where we focus and we have some clients that we work with purely on an operational basis to help with, you know, internal sustainability reporting for shareholders and other stakeholders, our kind of initial focus and our core competency is really doing it on the kind of consumer value side and we think that it should not be something done for efficiency purposes. should be done for value creation purposes, we help our clients not only market to consumers, but also measure the impact of the program. And so we're able to show you know, pre and post launch initiative with a client that brand loyalty goes up and net promoter score goes up significantly, and customers direct more of their purchasing behavior toward our clients and those products and they promote it to their friends kind of across the board, qualitative and quantitatively, were able to kind of measure a really positive ROI program. kevin edwards 12:32 Okay, interesting. So he said, you mentioned brand loyalty. It was the other one that you just cut out. I said brand loyalty and Pete Davis 12:39 net promoter score. Net Promoter was a measure of brand loyalty, it's, it's a consumers propensity to promote a brand, okay, their friends and family, stuff like that. kevin edwards 12:49 So by incorporating these environmentally conscious ideas, these value focused consumer messaging, you're finding, these companies are finding that they're retaining customers longer. You Exactly is that is that like a? Does that discriminate on any industry? I mean, is this just normal for, for nowadays for any company that implements something that's socially responsible, that on average, like their brand loyalty will go up? They will, in theory retain more employees because people will be driven to this company because of their Yeah, Pete Davis 13:21 yeah, I don't think it does. I think we know we've traditionally focused on the kind of hard harder to tackle industries. So gasoline is kind of an unlikely industry that supporting this sort of thing. So gasoline and fleet vehicles. We have 100,000 companies in the US, Canada, Mexico and Europe. most European countries were were receiving a data feed on their fleet trucks run a million trucks, we they send us a data feed telling us how many gallons or liters of diesel they're burning or gasoline every month and we're calculating offsetting the carbon emissions and so we're not only do it for the retail gasoline side of the industry, but also kind of wholesale and working with fleets kind of corporately, so companies can help bridge that transit transition to kind of a new economy if and when electric trucks become a kevin edwards 14:14 thing. That's so cool. Yeah, it's very difficult for a lot of organizations to measure their, their carbon footprint is actually worse. Okay, so we have carbon water, plastic and renewable energy. Those are the core focuses. Yeah. How do we measure you just mentioned the burning of diesels the gasoline, I'm sure, yeah. gasoline. Yeah. With fleets. What are some other ways that you measure your organization measures? Give me maybe give me give me an example of a company and like how you measure it or the measure the environmental water waste, plastic waste, renewable? Yeah. All that. Pete Davis 14:49 Yeah. Yeah. So you know, when you think of sustainability, there are other factors besides environmental or social impact and other things we kind of heavily focused on the environmental impact. And we've chosen to focus on energy, greenhouse gas emissions, water waste and plastic, because those are hot buttons and things that we feel passionate about it, we could have a solution to address them all. And so I think I gave you a couple of examples of, of carbon emissions, mostly in those examples related to transportation. Some examples of others are, we've got a consumer packaged solution that's we launched last year. It's relatively new for us and basically work we work with consumer packaged companies, you know, back to the grocery store, again, that sell their products, in grocery stores to consumers. And we help them we've got a database that we created that enables us to calculate the environmental impact of basically any products sold in a grocery store. And we can based on industry averages, calculate the water, energy and carbon footprint of a particular product. Most mid to small size consumer profit package companies don't have that information. So we can provide that information out of a pendant to their kind of details of their product, and then we can offset the emissions. So we do that carbon, as I mentioned, by investing in projects that sequester carbon, water, we work with folks like nature, certainty and a couple of other partners. cool project California, actually, that that installs underground drip irrigation in drought ridden areas to enable farmers to reduce their water usage by like 90%. That's all related to alfalfa farming. And so basically, we'll go fund a project like that and claim and measure the water reclamation being saved to have a client be water neutral, and then we have a neat plastic solution. So based on the kilograms, or the weight of a plastic container, most folks are trying to figure out how to reduce their packaging size. They use less plastic or Or use new materials that might be compostable or biodegradable. They really aren't fantastic solutions out there yet. So most people are still using plastic. And so we've got a solution that basically offset offsets plastic usage. So for every, we've got a client, prion yogurt. So for every yogurt container they sell, we work with partners globally to basically upcycle plastic. And so we basically pay people to go pick up plastic litter, put it into the recycling stream, before it gets into the oceans, and we do it proportionately on a weight basis. So for every unit they sell for one kilogram will go kilogram out of the environment, and recycle it kevin edwards 17:37 That is so cool. Pete I think that's fascinating. We we've talked to a lot of companies that are just trying to replace the entire system, like they're all about systems change. So yeah, like a grocery store, for example. You that's so cool. You can measure the water you should wear the paper bags, maybe that they have or that the paper, plastic, plastic in the Paper packaging, excuse me, the plastic package and you can measure those those, those metrics. So whereas they're trying to completely replace that, you're basically just saying, hey, look, grocery store, if you want to better brand loyalty, you're gonna have customers coming back. We can just offset this. We can do Pete Davis 18:18 just that. Yeah. Kevin, I think we, they're all important, right. So I think the work that they're doing in that example, to replace it and find an alternative is, that's the end solution. kevin edwards 18:28 Totally. Pete Davis 18:28 And you're saying, you know, let's start the discussion bridge, the bridge the first mile or last mile, right, so we can help you work or one, you know, tactic to take you know, not not necessarily endgame. So back to electric, you know, transportation, electric cars with the clean utility grid are probably that's the end game solution. We're one step to get there. Right and the way to start doing something now. kevin edwards 18:53 Exactly. The bridge, the bridge. Yeah. The bridge and it's it's it's coexisting to Though it's coexisting with, with nonprofits, now, a lot of people think, you know, those silos need to be separated, whereas the bridge between those is what you're doing with the Nature Conservancy in California. And I think an interesting point to make for audiences is if I'm going to buy carbon credits, or whatever, you know, half the carbon offset like with the 711, the carbon I'm going to be able to take out in America is the, it's the equivalent to the carbon to be able to take out in China because we all share the same earth. I mean, it's the same thing everywhere. So your impact in one place is going to be the same impact in another. So it really doesn't discriminate that way. Now, the question I have for you is, what are you seeing for organizations, strategies to choose a specific offset program or a specific program that tailors to their customer, for instance, I'm on a Men shave site yesterday, and they have a 1% back to men's health. So therefore, they're probably saying to the end user, hey, I'm a customer, hey, we're going to be supporting Men's Health. Whereas if I'm a plastic packaging company, or I'm at the grocery store, we're going to say, it'll be a lot of plastic, we're going to be like you said, taking that plastic before it gets into the ocean, what are you seeing from organizations and how they choose what type of program they want to implement? Pete Davis 20:28 Yeah, so I think sometimes organizations are all over the board, and and are not, that's sophisticated. And it might just be, you know, shop here and we're going to donate money to, you know, our owners favorite charity that they have an affinity to, and I think you see some that are smarter. And in my mind, it's all about, you know, a link and an affinity to the product that's being purchased or the consumer. And so, the reason why you're getting back and offsetting and tackling an issue is Because some stakeholder has an affinity toward that issue, and they're going to be happy that you're doing it. So we like to tie our services toward the product, it's being consumed. And so when you're, you know, driving a combustion engine vehicle or you're buying a gallon of fuel, you're by default going to go burn it and release carbon emissions. And so, you know, offsetting those emissions is is 100% applicable to everyone who's using that product. It's not like we're saying, buy this fuel, and we're going to give money to, you know, the Red Cross, which is a great organization, but it's not necessarily well off there. We'll see more of that. And so it's kind of like the one for one unit, buy a pair of TOMS shoes and a pair of shoes to someone. model. Okay, okay. No, I think that answered your question. kevin edwards 21:50 Yeah. No, it did. It did. Yeah, absolutely. Okay, so now I'm thinking like future trends in business, a lot of the organization And the the CEOs that come on the show, say, you know, I fear the organizations that haven't caught up yet or aren't catching up because consumer demand and, and the polarization now social media and the next generation in our generation, they're so adamant about climate change. Do you fear for organizations who haven't taken this next step or started the bridge to sustainability are going to be left behind? Pete Davis 22:27 I don't think so. I believe that there's a unique opportunity now, because most organizations that have been doing it haven't really communicated it well. And they publish an annual sustainability report, but they're not really talking about it to their key stakeholder to their consumers and customers. And so I think there's an opportunity to start fresh and start communicating it. Even some of the larger organizations that we work with, talk to you know, they've done a tremendous amount of things related to sustainability, investing in alternative energy. sources that reducing their impact, etc, etc. But no one knows about it. And so I think that now's a great time to start. I think a great, I think it's an old Chinese proverb. You know, the best time to plant a tree was 20 years ago. The second best time is today. And so let's get going. And it's not too late. kevin edwards 23:22 Interesting. Now, have you had the chance to visit any of these tree planting sites? Like how do you that these numbers Pete Davis 23:29 yeah, yeah, I would say it's been interesting, a great evolution for us as a tiny company six years ago. You know, our first year based on our volume and our clients, maybe we offset 50,000 tons of carbon, and we were really a buyer of carbon credits. They were third party projects. We didn't meet the project developers, we were just kind of buying them in a really arm's length. today. We offset about 5 million tonnes of carbon a year and we are We have an r&d fund, and we're kind of seeing projects and, you know, starting new ones that will take a few years to come to fruition and really large investors and other ones. And so, whereas we used to just kind of be buying a tradable instrument, today, we're doing a lot more cool, sexy things. We're creating projects from the ground up. I think. Last year, we had about 85, local tree planting events that we sponsored with our clients with folks like the Arbor Day Foundation, The Nature Conservancy, and they were in the cities where our clients operate, and they were volunteer events for our clients. So we had, you know, probably over those events, couple thousand volunteers show up and participate in the events. I've done a few myself and our team dissipates in most of them. In addition to that we plant trees in the National Forest and do a bunch of other things that are really tactical or hands on. kevin edwards 24:54 And that goes to show that I'm sure a lot of your employees are tied heavily to this initiative. Mental cause? Have you found that to be a trend? And are a lot of the people that are coming to your organization applying to these jobs in your organization? Do they have similar tendencies? Pete Davis 25:11 You know, that is an awesome question. And I would say, early on. Most of the folks that I interviewed that wanted to work here were environmentalist, and they didn't care about the business side. It was really philanthropic and wanted to get back and protect the Earth, etc, which is extremely important. And I think we found over time that a lot of the folks that work here are really they're pragmatist. And they love the fact that this is good business. And they love the fact that we can find a great intersection between, you know, philanthropy, philanthropy and commerce, and that there's, people don't, at least our clients don't do it because it's charity. They do it because it's good business and their customers like it and change their behavior because of it. And I think that's the way it's become so scalable. We're not asked out, we're not out asking for donations. We're adding saying, hey, do this good business is an ROI tied to it. And that's how we've been able to scale out justify increasing kind of our spending, getting back to the environment. And so, you know, maybe driven by the millennial generation, but, you know, being an environmentalist, it's just table stakes now, and not kind of a fringe kind of green movement. kevin edwards 26:30 So any generation wants to do better, any generation wants to give back it doesn't matter who you are. But there, there seems to be this consensus of millennials or Gen Z ears, or the Greta Thun, Berg said, the world who are adamant about this topic. But if you look at where we were 20 years ago, 30 years ago, it's never been a better time to live. And it just hasn't. So what do you have to say about to you, I guess, is this a trend that we're seeing right now? Everyone's very focused on using business as a market driven solution, or do you think this trend, this, this idea that, you know, market driven solutions can take on these problems like yourself can really have an impact and sustain throughout time? Yeah. Pete Davis 27:18 Yeah, I don't think it's a trend. I feel like this is here to stay. And it's just the smart thing to do. So driven by efficiency initially, and reducing costs, you know, being more sustainable, leaving less waste, just the right thing to do. It's basically cleaning up after ourselves. And we should have done it all along. And we'll have a little bit of a pill to swallow. And now let's transition to doing things a little bit of a smarter way and it'll be a little bit costly and time sensitive, but you know, you don't walk around your house, throwing litter wherever you go, you kind of clean up after yourself. And so we just should have been doing this all along. And now we know better and we just got to kind of catch up. kevin edwards 27:57 A lot of organizations, believing this This idea of a triple bottom line people planet and profit, you're measuring something beyond the balance sheet. Does your organization measure anything beyond the balance sheet? Pete Davis 28:10 Yeah, I mean, we measure our environmental impact, which is a byproduct of what we do. And so not only corporately for, you know, our small growing organization, but for all of our client programs, and I've put in some of the larger stats in terms of volunteer projects, trees planted, emissions reduce, but we are a B Corp. And so we have a fiduciary obligation to our shareholders and stakeholders to kind of have that triple bottom line and not only try to maximize profits, but also you know, have that kind of philanthropic social purpose. kevin edwards 28:43 Pete when you started this six years ago, did you ever think you'd be in this position today and maybe tell our audience the first story of the maybe the first sale or the first bit largest sale that you had had Pete Davis 29:00 Yeah, so I thought, you know, when you're entrepreneur and you put together a business plan and you start playing with Excel and dragging out kind of the numbers, I thought we'd be here in like year two. And I was obviously wrong. And it happened to me previously. But I really never expected that we would be kind of thriving after six years and have, you know, be doing over a billion and a half gallons, I think this year will probably be close to 2 billion gallons and have such an environmental impact. And so I'm thrilled with our traction and success to date. I think, you know, we had a story, and this is a this is funny, because they just announced they're going carbon neutral. Our first client that had four locations was a local station, Eleanor and Lana, that were BP sites. We ran a carbon neutral fuel program for them and the data was great and their volume was up customers loved it. And we, after about a year in market, we got a nasty letter from someone at corporate. He said, What are you doing? You know, it's our sites, our brand. And they and they kind of forced our hand and made us shut down the program, which I thought was kind of interesting and counter to, you know, what, how I thought they would react. And so that was that was our only client at the time and that was like a aha moment. And, uh, you know, there were four or five of us urbanization. That was not a fun week or weekend after receiving that letter and we kind of work through it persevered and launched a larger program with similar branded sites after getting their approval. So it's been a little bit of a roller coaster. That was an interesting moment, six months in a year and kevin edwards 30:50 from all the clients that you've been able to work with, to you when it comes down to it. Why do you think they choose greenprint? Pete Davis 31:00 You know, I think we we do what we do well, and we care. And you know, you can ask any of our clients or partners who work with, we do what we say we're going to do. And we're kind of buttoned up. So our goal is to make these programs easy for clients to implement. So we can build and launch program like branding website, all the certifications, etc, in like 45 days. And we can make it easy. So our clients don't have to even have one full time sustainability person, it can be kind of a part time person that joins a call every two weeks and we work like a sustainability agency. And so we have a large, top three accounting firm who tests all of our calculations and provides reporting to our clients and so they don't only have to take our word for it, but this large accounting firm, NY will do it and we also work with large reputable nonprofit organizations who also provide credibility attestation to our clients so we profit program with the Arbor Day Foundation support a project tree planting clients receive reporting from already foundation. So you know we take pride in what we do and we're above or you know, try to leave every situation kind of better than we found it kevin edwards 32:30 to be this has been an incredible conversation for me the the major theme I've been able to pick up it's just this coexistence in this bridge building concept and working with the nonprofit's and in the people who want to take that step to how it is also helping out with their brand loyalty and hopefully creating them more profits in the long term. It's it's, it's been really revealing today about the type of company that green printers and so to bring this full circle the last question I have for you today is we What is your definition of a real leader? Pete Davis 33:02 Well, I love that it's it's evolved over time. I think there are foundational pieces of leadership that are kind of table stakes that you need to have. And those are, you know, trust and fairness and respect in working hard in the trenches with your with your people and your employees. I think an overarching one that I've learned over the last six years is is purpose division. And so I think a real leader is someone who has all the foundational items, but also who has a sense of purpose and a vision that people can identify with and rally behind kevin edwards 33:48 a vision that people can identify with and rally behind. Well put Pete, appreciate you coming back on the real leaders podcast today for Pete Davidson, CEO of Greenbrier. I'm Kevin Edwards asking to go out there Always folks, keep it real. Next. Thanksgiving. Have a good one. You too, every year. All right, good people. And thank you for tuning into this episode of the real leaders podcast. I hope you enjoyed it as much as I did. 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