Hi Drew T. Jackson here with Drew T Jackson Coaching, Speaking and Training podcast,
where we bring small business owners and operators to you, where you can learn
from them. And so I'm so excited today to have Sunny Lowe with me. He is President
and CEO of Blue Jean Networks. Sunny, go ahead and say hi to everybody. Hey, good
afternoon everybody. This is Sunny Lowe from Blue Jean Networks in the downtown
amazing offices of Blue Jean Networks. Awesome. Awesome. Let me go ahead and give
just a short blurb on Blue Jean Networks real quick so everybody kind of has a
frame of reference and then we'll get right into some questions so we can
learn from you. Blue Jean Networks is committed to
remarkable IT service to small and midsize businesses. They not only build
great networks but they also give 10% of their profits to charitable
organizations and have sponsored the Fort Worth Turkey Trot for 4 years
now. They are on a fantastic growth curve due to the people and organizations
surrounding the company and I was looking at it Sunny, you were celebrating
ten years this year, right? Yeah. It'll be in May. That is so exciting, so cool. I
mean in 2016 you won the Small
Business of the Year Award. How cool is that? Companies from one to ten employees
at that time. Yeah so companies one to ten at that time and then this year
you are a finalist for the 2018 Fort Worth Inc Entrepreneur of Excellence
Awards. And it's actually, the award ceremony is gonna be on the day that
this interview is going out in the internet and so, super exciting
times there at Blue Jean Networks. But the first question I've got to ask you
is, where does the name come from, Blue Jean Networks? Where does that come
from? What does that mean? I have a great story about that. When I left my
former company that I was a partner in
I just never wanted to wear a suit again and I needed a name that was fairly high
in the alphabet. The internet was not that big of a deal at the time and so I
had to have a name that people could find in lists of names and
so I thought well blue jeans. I like blue jeans, we're blue jean
networks. But over time that became less of a reason and it became more of a
branding and a marketing thing. Think about everything that you like that's
comfortable. It's always about blue jeans. think about everybody that's hard
working for your company. Well they're almost always in blue jeans. If you think
about anybody that's ever built something or made something or done
something creative, they do it in blue jeans. People who do that are the people
that create the things and then maintain them as they go forward. There's a kind
of people that you want to shake hands with and then do a job with and that's
the values that we bring to the table with Blue Jean Networks.
Wow. That is awesome. I love your thought process with that.
That's so cool. Thanks for sharing that story. And I guess
another thought from that is when you have the opportunity to start your own
business, start your own business, right? I mean you decided hey I'm not really
interested in wearing a suit day in day out. I want to do something where I want
to go to work every day and create an environment where I love to work there.
And so what a great thought for a small business owner or someone going out and
thinking that they might want to start out their business. Just great
stuff. Okay so ten years, you started with, you know, you wanted to be comfortable.
You wanted to communicate that comfort to the people that you're serving. But
now you hit eight years and you're winning this award in
2016. Now you're ten years and you're you're one of a few finalists for
another entrepreneur award. How did you get from there to here? Tell us about the
journey and kind of what that looked like and what you felt along the way. I
think for everybody who's an entrepreneur there is a precipitating
event in life that puts them out on the path to
become an entrepreneur. Sometimes it's pleasant like, I bet I can do this
or some goal and vision on the horizon. Sometimes it's terrifying like you've
lost your job or you think you can do it better than your boss or you see your
company going underneath without you. In my case there was a
precipitating event in my former firm, a great group of people and they
encouraged me at some level that I needed to go out and do this on my own.
That the way I wanted to do it was different than the way they wanted to do
it. Well I stepped back from that and said
you know, they're right. I really can do it differently and I can do it better.
But I'm sure they felt that they really thought that I was a hundred percent of
a guy they probably would have wanted to kept me. You know and so I looked at
that and I said, well gee I know I can do this. I know I can do it better than
we're doing it now but I gotta respect what they're saying and really hear the
fact that I might not know everything. Okay? And so I learned from day one
that I wanted to be the kind of entrepreneur that had a coach. So I went
out and found a coaching company right off the bat when I started the company.
I worked with a coach who's now up in mid-city, actually he's up in
Grapevine now. A great guy and he had a franchise coaching company back
then called The Growth Coach. And they would take you through a once a
month thing of different things you needed to do in your company. One month
on culture. One month on invoicing. One month on different things. All the way
through that stuff, helping you get your goals in place and build a business plan
and get your structure in place and basically educating me a lot further
than I had been to that point before. In my former company I had gone
through Fast-Track. I don't know if you're aware of that organization but
Fast Track is something that the Kauffman Foundation puts together and is
run out of the Chamber of Commerce and out of the Small
Business Development Center here in Fort Worth. It's a place where in fifteen weeks
you can go through a master class on how to start a business. And they take
you in 13 of 15 weeks you go and they bring master entrepreneurs in each week
to talk to you. On the marketing week they bring a marketing expert in. On the
accounting week they bring an accounting expert in. And they teach you all these
basics that you have no idea that you don't know. Well that was my introduction
20 years ago and then this coach began doing it. About a year into that I came
across a company called Heartland Technology Groups which is a peer group.
And there's lots of different kinds of peer groups. If you think of peer groups
you think of EO or Vistage or there's several in town. One of them in town is
Valerie Riefenstahl's company, Virtual Board. But this
is one that's geared just for the IT business and it's 300 of the top IT
companies in the United States and now around the world, that get together every
quarter and spend two days with each other a quarter and basically share all
their financials, all their marketing, all their troubles, all the things they're
succeeding at and then work with each other to be a virtual board for each
other in doing this. And then they had some brilliant leaders who were leading
it who had done IT companies before who are pushing down books like Bob Burg's,
The Go-Giver, and Good to Great by Jim Collins and giving us great lists. And
then they're also tying in service companies from around the country like
Service Leadership in Dallas which benchmarks 80,000 IT companies on a
hundred different things in your chart of accounts and lets you know how you're
comparing against your competitors in your particular, specific branch of this
to help you get to know your numbers. And over a period of about eight years they
drilled culture and the numbers and moving the needle and taking risks and
when to take risks and when not to take risks and learning
how to budget and all this stuff at levels that are beyond a master class in
to us. Until, at that point we were just stunned at how much we'd learned and
from that became a very process-oriented company. About four or five years ago we
discovered the Entrepreneurial Operating System, EOSworldwide.com you know
never been there but read the books, Traction: Get a Grip [On Your Business]. Or they have a couple of
new books. One of them is called, Rocket Fuel, and they have a new one I don't
remember the name of it right off the back. That's Gino Wickman and his
team up there. I'll put those links in the thing below too. Yeah those are great people to
get and they got a lot of downloadable resources there. And then books by guys
like Verne Harnish of Gazelles, gazelles.com, who is a fast growth company leader
kind of a guy. Simon Sinek, Start With Why, and his great book on
leadership, Leaders Eat Last.
These kind of things were being pushed into us and I just was stupid enough
to think, well I ought to do all of this stuff and read it and implement it. And
I'm sort of a change junkie so i would come back from these meetings and kind
of blow my staff's hair back and they would just kind of get,
oh crap Sunny's coming after me. What's gonna change now? But over the years it
became a place that was just a warm, inviting, safe place where we were
growing our people and helping them buy houses and helping them become more than
they've ever been in their roles and jobs and giving them a chance to do
things they've never done before. And then watching them blossom into just
tremendous people and being able to move the needle in a lot of ways that I
would have never thought they could. So you would say personal growth
has been a major part of your entrepreneurial journey then. Oh yeah. I
don't remember who said this to me, I think it was Arlen Sorensen, but he said
a CEO has to be in his mind where the company is gonna be in two years.
Wow, that's good. What that means is your reading has
to be two years ahead of where you're going. Your company is gonna have five
more people in it in two years. You have to be the person today that leads those
five people that aren't here yet. But you also have to be the person today who's
absorbed the management levels that have to exist and the new teams that are
gonna have to be there and what education pieces are gonna have to be
there to build the leadership plan to develop your business plan. This is kind
of, I don't know if this is even a fair question, but where do you think you
would be? I mean you just lined out a waterfall of information on classes you
went through, trainings you went through over the last 20 years. That's over the
last eight. Oh so that's just over the last eight, what you were mentioning there.
Do you think you would have the same kind of success if you hadn't
dug in and decided to be a learner and kind of humble
yourself like you said and say I might not know everything. I need to figure
this out. I've always been a learner. That's kind of one of the, that's
probably the thing I do best that I do. I learn things and then can
teach them to other people and pass them on. But I think it was the gifts that
other people gave me. The learner isn't really the real magna carta in
those situations. The great people that are talking to you and the great wisdom
that you're getting, you can learn bad things. You know? The idea is to find
the geniuses and surround yourself with them. And in today's world with
podcasts and things like, How I Built This and Craig Groeschel's great
podcast on leadership and books that are available. We have a thing in
our company that I've implemented which is we have a Kindle account which
has got all the books, on electronic books, that I've learned about all the
time. And I share this account with everybody in the company on their phones.
I put my password and so they don't know my password, but they
know my account and my stuff and they download any of the books that we
already own as a team and read them or listen to the podcast on Audible because it's
all linked. And we're constantly feeding into them all these other geniuses that
are not Sunny Lowe but are these other people that have fed into me
and just change the way that I view business. Yeah. Well and something you said
the other day while we were at lunch you said that you actually
implemented what you learned. And it wasn't just, you know, because so often we
can go to a conference we can get jacked up, excited. You can read a book.
You're pumped up. And then you put it on the shelf. The binder, the book, it
collects dust. But you actually began implementing these things into your
organization and tell us how that brought about change when you
implemented it. If you think about it, this is another phrase from Arlen
Sorensen, he says inspiration without
execution is hallucination. Wow. And he put that over his door in his office and
I thought about putting it over the door in my office many times. Inspiration,
if you have an idea and you can't figure out a way to execute on it
you're basically deluding yourself. How are you gonna handle that? And so I
am not, I have to own this, I am not a follow through person. There's
nothing about me that's follow through. I'm ideas and I'm vision and I'm let's
get here and so many of the systems that we do, that we have around here as
systems in our company are to enable this terrible implementer to become a
better implementer. And so what I do is I hire people with tremendous
follow-through and then I sit down put them on my management team and I throw
up all over them and say I've got all these nine ideas which one do you ought
to think. And they look at me and say okay you get three ideas this quarter
that's all you get. And then they help me filter which ones we ought to do and
then we implement them. But it's kind of like the Hedgehog Principle in
Good to Great, where you start the wheel rolling
and it's not a lot of additional energy that you're putting into it each time
but over time the as you're making that big flywheel or big merry-go-round move
faster and faster and faster, you're not putting a ton into it but
it's gaining momentum just from each new little system that you add in until you
look up one day and you're a powerful organization. Wow
that is a great stuff. So many quotes in there. I'm gonna have to relisten
to this over and over again to get all this good stuff. I'm telling you
Sunny. This is really, really good, what you've learned and how you're able to share
this and your passion for wanting to build your people. I think that is so
huge. And any small business owner listening to the podcast, watching the
video on YouTube, build your people and they'll build a business. You know? And
Sunny is demonstrating that. And not only that, recognize the areas where
your strengths are, recognize where your weaknesses are and then higher your
weaknesses. And allow people to flow in their gifting and their strengths and
that's really what I'm hearing is that's been a major hallmark to your
leadership and your success with your business. It's definitely a teach and
release methodology. A friend of mine a long time ago said something that's
stuck in my head. I don't remember who this was but he said it's better to train a
person and have them leave then not train them and have them stay.
But now it's more about the the four plans that I've got in my
life. And anybody's who's been around me for a while thinks about the four plans
because I've talked about them before. But it's your legacy plan which is all the
things you want to accomplish with your life. Your life plan which is the part of
that you're executing this year. And then there's the business plan which is how
you fund your life plan. And then there's your leadership plan which is how you
execute your business plan. Will you say those again real quick? So legacy
plan which is where you want to end up, how to shut
down your life, your goal list, all the big rocks that you want to have done,
your bucket list, everything about how you want people to think about you in
the end. The things you want to try to accomplish in your life, your legacy plan.
Then your life plan. The piece of that that I'm executing this year. What
bucket list items am i doing this year? What investments am I making in friends
in the community and culture? Where am i moving the needle this year? Then your
business plan which this was an 'aha' for me. You don't need a business plan
bigger than your life plan. Because if your business plan can fund all of
the things you're doing in your life plan, you have a big enough business plan.
But another way of looking at that is if your business plan can effectively
build your life plan maybe you want to go and look at your life plan because
your life plan may not be big enough. And it isn't big enough because you haven't thought about
your legacy plan. So if you've really got a list of things you want to
accomplish it should be bigger than what you can actually accomplish. You
should be forced to prioritize in your life plan off the things you want to do
in your in your legacy plan. Then your business plan that requires it to be
bigger than anything you ever thought because it's gotta fund this incredible
life. And now your leadership plan is how you teach your
people to execute your business plan. So good. That is great. I'm gonna have to
type that up and we'll be posting that with this. That's
good. My goodness. Wow, we covered so much in that with personal growth and everything.
Let me ask you this. Was there a moment in this entrepreneurial, small business
owner journey where you thought to yourself, I think we got something going
here? I think I think we're gonna do pretty good. We kind of got our niche.
We're moving, a hedgehog thing, where it hit. Was there a moment where you
can, you kind of felt that? I think there are a lot of those little ones. I don't
have one that, I mean winning the Small Business of the
Year was bigger for me than it was for anybody else. Nobody else really cares.
But for me it was the community validating that I actually did something
that was useful. You know I got my grade and it was an 'A' you know? But there's
lots of little ones. There was the first time I pulled out and was a partner in
my own firm and was generating, was killing what I eat. That was a big one.
And we were profitable within three months when we started that company. And
then pulling out of that company and doing it on my own. I did have a partner
at the time but I bought him out after a year and I really appreciate him putting
up with me for a year and doing that. And that was an experience of killing what I
ate and we were profitable within three months at that point. But
profitable meant we were able to eat. You know it didn't mean that we
really made a lot of money. A few years after that I was talking to the guys at
Service Leadership and they pointed out to me that if you look at a particular
column of companies, like all the IT companies in town, fifty percent
of those companies are not profitable.
I mean they're making so little profits that they'll be lucky if they're
bringing forty to sixty thousand dollars home. With all their efforts and
trying and everything else. And it doesn't matter how big they are, they're just
making no profits. The next 50 percent, that first twenty five percent
above the fifty percent, we call the third quartile, that group is making
about nine percent off of all their efforts. And nine percent is pretty good
on an investment but it's not great on an entrepreneurial investment because
there's so much risk involved. You don't know whether you're gonna go out
of business. It's nine percent on a good year. It's one percent on a bad year. You
know, so the average is nowhere nine percent. It's just nine percent this year,
those third quarter companies. Then the next
quartile which starts about 17% and goes up to 30% are making between 17 and 30%
profit to the bottom line. And they're not doing that because they are charging
more higher, though they are. They're not doing it because they're more trained,
because they are. But that's not why. They're doing it because they had
instituted real process-driven business methodologies and have become a mature
process driven group. Service Leadership describes them in five levels of process. The first,
level one, is sort of we don't know how we got here, we don't know how we're
gonna get out. And there's two kinds of companies in level one in my opinion. One,
these really dysfunctional companies that never have any process or kind of
product driven toward, not necessarily like buying a printer, but product driven
in the sense that they're low margins and they do everything.
Everything is always a new thing every time they do it. They do
everything. It's kind of like one of those restaurants you go into that
has a nine-page menu and they try to be everything to everybody. Then
there's this second group which is beginning to realize that they need
processes. And they're starting to do some. And then you got group
three, which is right in the middle, which has got processes and does them most of the time.
Okay, I mean 80% of the time they're doing their processes. Now what you don't
know is the group three is twice as profitable as group one. On the same company.
Just from having processes. They're are a hundred percent more profitable.
And then you go up to group four and group four is a company that not only has its
processes, it always does its processes. If you don't you get fired. But it
only does one thing and if you want to do something outside their process they
don't do it. They reject you. And that's a group four. And then a group 5 is a
group that not only does their thing and does it perfectly but they've
got 50 other things mapped out that they also can do processes on if you need
those too. And they figured what the other things that need to be done are and
they've got that fully processed out too. And so slipping into
that thing is not a big deal for them because they've got a process for it.
Instead of just abandoning it they've over the time figured out which ones are
gonna be the ones that really make you money and they built the processes in
those and now they're really really powerful. I always tell owners there
are three things. Everybody wants to become more efficient and so what they
do is they go out and buy tools. They get Office 365 or they get dashboards or
they get a new printer or they get a big CNC milling machine. Something. They get a
tool and they put that expensive tool in place and they're still not
doing it. And so they're not more efficient and so they say what we need
is processes with our tools. And so they build processes around these tools and
they build them and they put them down there and say, go at it. And their people
don't follow the processes and they're still inefficient. And then they say you
know we got to get rid of these people that are not following the process. And
they go in there, they get a hiring process in there and they hire the
people that will follow the processes and now they've got people and processes
and tools and suddenly they become efficient. And it takes all three and
almost everybody goes through that progression. Wow that's great. I
mean that systems process. I'm almost speechless here Sunny because
that's, I mean that is last year. My last year, 2017, was defined by making that
systems mindset shift and recognizing it's not a personality thing
it's something that if I want to go to the next level I have to get this. I have
to, it has to do with execution, you know?
Like what you were talking about earlier, the quote earlier. You have to be
able to execute and put things in place and have that shift in that mindset of
processes, procedures and a way you do things so that you can get things
automated. So that you can bring people on and onboard them efficiently.
You don't always have to develop them internally. Sometimes you can buy them.
I mean you certainly don't have to develop an accounting department. You can
rent an accountant. You've got processes and tools and procedures to make you
efficient in that area. You can rent an IT department, like what we provide,
to bring a huge amount of process and procedure into your environment. You can
get a virtual operations officer or CFO and have them look at your processes
and say, well I've already got these processes. We can apply them in your
company in sort of a boilerplate. Sort of like what EOS does. Where it's a
shadowbox of processes that you plug your company into and you can use
their processes. And they have processes for how to build processes. Like the
simple three-step process builder and things like that, that allow you to
develop these processes more quickly. You're not stuck having to reinvent the
wheel. There's people out there that have already done it. Yeah that's so good.
Yeah look for the resources. Find someone. Find the source that you can, you
know, get those systems put in place. And find a mentor like you did.
We've had so much of your time. I just have a couple more questions.
What are you excited about right now with Blue Jean Networks? What's
going on in your world? What are you excited about? And tell us about that. I'm excited
this year that for the first time we have a professional salesforce.
And we have really quality sales people in our salesforce. People that
have been in the industry for thirty years and they're now working for me. And
it's funny, they've been selling this stuff for a long time
and they're coming into our environment and they're saying we have never seen
anything like this. They're saying we've been selling for years the promise and
never able to deliver. And this is the first time that we've ever gone out
knowing that we could deliver what we're selling. Wow. That feels good as a
salesperson to be able to know. You've got to have confidence.
There's two things that kill sales. One is being a bad salesperson. The other one is the salesperson doesn't
believe in his product. You know? And they believe in it for the first
time. And so having them out there in the marketplace telling the story and
developing the processes and sale.s I mean the biggest thing that I did not
know when I was a new entrepreneur was that just like the
technology that is the core of your business, whether it be Microsoft
technology or a machining technology or training technology, the
core of your business, that actually running a business is a technology too and
it can be learned. There is only so many ways to do accounting and knowing your
numbers. There's only so many ways to get marketing working right. There's only so
many ways to get salespeople doing right. And everybody's already done them. All
you have to do is find one and adopt it, bolt it on, try not to adopt it too much,
I mean to modify it too much because it's already best practices. Try to adopt
it and don't reinvent the wheel. Just try and do it that way for six months or a
year and see if it works and then modify it slightly to make it better and better
and better for you, optimizing it. It just makes things happen so much faster.
That's great. That's great. Well tell us the
services that Blue Jean Networks offers and how people can get a hold of you.
Sure Blue Jean Networks is a company that wants to be a fantastic
company, and that's what we've been talking about now, with caring capable
employees, to provide the best IT there is. And so to do that we provide
an environment that where we grow up our people, where there's no question
that my people have more certifications than any other company
probably in the North Texas. I mean every one of my guys certifies on a new technology
every 90 days. My goodness. Yes. So they're running out of
certifications to get. They've gotten all the industry certifications. Then we are
a company that goes into a small business and brings our standards. When
other IT companies come into a business what they do is they try to take your
business over as it is and maintain it. And because they're doing that one
business is a triangle and another business is a circle and another
business is a square and every network is different that they're maintaining.
And so you have to get your favorite guy at the company who knows your
network because if no one else knows your network you're dead in the water.
The guy that you know is out that day. It's just as bad as being stuck with a
single guy at your office that doesn't really know anything and he's out that day.
They've got you by a very unfortunate part of your body and they're holding
you there. And the point of that is that when we go in we have built not
one network that works good but we've designed a network that will run any
company good. And then we take that network and we take and we apply those
standards to every network that we bring into our environment to make them about
80% exactly the same as every other company in the world. I mean it's all
switches and printers and servers but it's also the way we set them up and the
settings and stuff like that. We set them up exactly the same way so they're all
circles and we're always looking at the same network. And then we document the
heck out of that 20% that's unique to that company. Their particular ERP or their
particular engineering machines or their particular testing thing or their
alarm system or their phones or whatever is unique and we document the heck out
of that so that all of our engineers know where that documentation is and do
it. And then when any of my engineers comes to your network they can instantly
tell whether it's right or wrong and they know what to do about that. And
on top of that any network that we find a problem in that is in that 80%, we
can then replicate that to all the other networks before it becomes a problem in
those networks, so that every network is constantly becoming
more and more stable and more and more reliable. With the result being when a
company typically comes in and starts working with us, they start out at about
two and a half hours per end points. If a company has 10 computers we're doing
about 25 hours per month of maintenance on them and after we've worked with them
for about six months they're down to 0.3 hours per end point in maintenance. In other
words that company has five hundred to a thousand percent less issues on their
network so that they can actually get their work done. And I can pull up charts
and graphs and show you in real time, we have the most amazing dashboards
you've ever seen, but in real time I can show you a company that's new and a
company that's been around with us for a while and the graph is just right
down to nothing. They just get more and more stable. They get more and more reliable. And
they love us more and more and more because of it. That's huge. That's huge
because so much of us, just the whole you say IT and we just you know. So that you
guys have a system that you put in place and your people are all trained and
they know the system and they can come in. And yeah not having to have, let me
talk to Joe, he knows how to do it. No let's not do that. Imagine that network in
that really great company with caring, capable employees who provide the best IT there
is. So my guys, we hire them all for their personality. All of them for their loving
care. And these guys are on the phone and the people on the other side they love
them. I mean we know the names of their dogs. We figured out who their kids
are. And we've just gotten to know them over the years to where we're just
as much part of their company as they are. That is great. That is so good. Well
I mean I think if some small business owner that is thinking about
starting an IT company, I think he's gonna listen this interview or she's gonna
listen to this interview and just want to join your your team you know? That's what we hope.
So well let me ask you just a few rapid-fire questions kinda make us all
laugh. This is the first thing that comes to your mind. I've got five or six of them here.
Here we go. If your five-year-old self suddenly found themselves inhabiting
your current body what would your five-year-old self do
first? Lose weight.
That's great. What would be the coolest animal to scale up to the size of a
horse? The coolest animal to scale up to the size of a horse? I don't know maybe a
meerkat. A meerkat. Ooh. That'd be pretty intense. Yeah. They wouldn't hang
out behind a little plexiglass at the... They'd be all in your business. Right? How about this one,
if you were arrested with no explanation what would your friends and family
assume you had done. Oh gee. Tried to explain business to the officer probably.
He was talking too much again. They just wanted to shut him up. There you go.
What is something that you just recently realized that you're embarrassed that
you didn't realize it earlier? Just recently realized... I'm drawing a blank on that
one. Anybody that knows me can tell me I'm
always going, oh that's how that worked. Oh that's how you say that word. That's my
problem. Like oh that's how you pronounce that. I'm more along the lines of,
no I don't think you pronounced that one right. So you're the one saying that
to me. My favorite thing when I was a kid was to read the Encyclopedia Britannica.
I would read that thing continuously and it's you know, it was nowhere near
what the Internet can give us today. But it's a kind of a broad spectrum of
information. You read that thing once or twice or three times and you know things
that no adult knows. Well that's perfect for my next question which was
what's the most ridiculous fact that you know? Ridiculous fact that I know. This
isn't ridiculous but this would blow a lot of people's minds. Do it. It is
estimated that either next year or the year after that Fort Worth will be the
12th largest city in the United States. Wow.
But only 20% of the jobs are in Fort Worth compared to 80% in Dallas.
Huh? Okay? So we have some real marketing
challenges and some real communication around the United States because we're
already bigger than Baltimore, Indianapolis, Boston. We're bigger than
Boston. And people don't know that. They think of Fort Worth as kind of an
appendage on Dallas. They come into DFW and the lady
always says, welcome to Dallas. And I say no this airport's half Fort Worth.
Wow that was a great fact. I think that's a great fact
to end on here Sunny. Thank you so much for being on here. I'll have links
to your website so people can find you, to your LinkedIn so people can find you and
it's just been a joy. I'm excited to hear the results of the Entrepreneurial
Excellence Award. Apparently there's no marketing for it because they've already made the decisions but
if it would help, vote for Blue Jean Networks.
Yes. Yes. Alright, thank you so much Sunny and it's been a pleasure.
Pleasure.
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