Episode #114 70% of Entrepreneurs Should QUIT (Here’s Why) ft. Ned Arick of Acquisition.com

Most entrepreneurs are being lied to.
They’re told it’s easy. Buy a course, follow 3 steps, and you’ll make 7 figures in 7 days.

The truth? The market doesn’t care about your story. It only rewards execution, focus, and solving real problems.

In this episode of Bridge the Gap, we sit down with Ned Arick (Acquisition.com) — the guy who works side-by-side with Alex & Leila Hormozi to scale companies beyond $1M+ in profit.

We dig into:
 • Why 70% of people should NOT be entrepreneurs
 • The brutal truth about “signal vs. noise” in your business
 • Why execution always beats strategy
 • How to pick the right vehicle for $1M, $10M, or $100M
 • The one underrated GTM role that will make or break your startup

If you’re serious about building, scaling, or even just surviving as a founder — this conversation is your wake-up call.

👉 Subscribe for more raw, unfiltered conversations with top revenue leaders.
👉 Share this with someone stuck chasing shiny objects.

Connect with Ned: https://www.linkedin.com/in/nedarick

PS - huge shout out to Sendoso for sponsoring our show.

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🎁 Lastly, we have a gift for you! We’re tired of seeing people getting critical GTM components wrong. Need help with your ICP, Buyer Persona, and Value Prop? Tired of the shitty “resources” people “give away” to gain followers?

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Transcript

This is Bridge the Gap powered by Revenue Reimagined, the podcast where we dive into all things revenue. Each episode, we bring you the top founders and go-to-market leaders to challenge how you think about growth and help you bridge your biggest go-to-market gaps. I'm Adam Jay. And I'm Dale Zwizinski. 

As always, thanks for hanging with us. There's a million ways you can be spending your time and we're grateful for you choosing to spend it with us. Be sure to check out our newsletter if you want the show notes and tactical advice on how to bridge your GTM Gaps. Let's get to it. 

Welcome back to another episode of the Bridge the Gap podcast powered by Revenue Reimagined. I am here to do the only good thing that I do, which is introduce our amazing guest who is Ned Arick, the director. Now, different title y'all, director of business strategy at the small little place called acquisition.com, where he works alongside Alex and Leila Hermosi to help founder scale. 

Here's the thing though. He's been the first sales hire, the first sales leader, an operator in the presence of startups and scale-ups. He's led go-to-market companies like Tania Matic, built growth team from scratch, and now is actually working with founders and port pros to advise them on what drives revenue. Big changes have happened since we spoke last. Ned, welcome back to the show, man, from my hometown. 

Yeah, thanks y'all for having me. I'm excited to be back. And yes, big changes from your hometown. 

Why are you not in a casino with 

all the dingy shit in the background? What more happened this episode? Like Ned should be taking this while he's playing. Excuse me, I have to decide by next hand at the Blackjack table. Yeah, little do you know I'm in a back room in the wind right now. 

Okay, perfect. And Ned just gave me my private office. Is this the back room because they kicked you out for coming cars? 

Yeah, I made too much money last night. 

Nice. Nice. Send some my way, please. It is so funny. 

Ned, thanks for joining again. And you've been like a first sales hire and now you're scaling in the strategies. So you've been both first sales hire, first sales leader, more than once. What keeps pulling you back into the early chaos? 

I was going to say, I will say, I've been very blessed in my career. And I've been given opportunities by people who probably shouldn't have given me the opportunities, but they saw something in me. 

And I really do love being able to see a business go from where it is to where it's meant to be. And I've been through a lot, right? You know, I started in tech. I was in consulting, started home services company, sold it, got put on. We've done everything across the gamut. I think the only thing I haven't done is e-commerce. 

And so at this point, it's... Only thing yet you haven't done. That is one thing I probably won't go into. But I think from my perspective, like getting pulled back in is just, you know, I see all of these individuals and entrepreneurship is booming. It has been booming. And it's a hard space. 

It's a lonely space. And for me, if I can go help one founder, you know, change the trajectory of their business, their life, their family, it just fires me up. So I think that's the simple thing. When you talk about gaining the trajectory of their life and their family, I think that's a side that... And listen, we're all founders or have been founders. I think that's a side that a lot of people don't talk about is the impact that being a founder has on your family. It's a whole different world. 

Like, and Dale and I have talked about this a bit. Like, I was petrified. Petrified to go out on my own. 

And like, this bull is like, oh dude, just do it. It'll be fine. Don't worry about it. Like, it's going to be great. 

Everything's wonderful. Like, it's a real impact, right? Like Saturday phone calls, Sunday phone calls. Like everything stops. Like, how do you, especially now in your role, like, how do you have that conversation with founders about like, this is what it really says to be successful? Yeah. 

I mean, it really is just being blunt. Like, because I think too often it is sugar coated, right? And not to say that, you know, Dale, you're sugar coated to Adam. 

You did a great job getting, you know, where you're now a co-founder. But I think too often it is sugar coated in the sense of like, we see the end result on social media. We see the cars and the planes and on the beach. 

The rent and cars and planes? 

Yeah. Did you know that there's actually like planes? Yeah. But yeah, that will like literally rent you just like the cockpit for the day. It's probably not the cockpit. 

Whatever they call it. Yeah. It's like in the studio. In the studio. 

In the studio, yeah. That's crazy. 

There's a big Section 8 guy who I won't mention by name who is so big and made so much money on Section 8 that he now is going to sell you his secret for $5,000, right? Because he wants everyone to be as rich as him. But all of his videos are like with Rolls Royces and Lamborghinis and big houses and everyone's like, all right, like show us the show us the paper to show that you will. And that's it. And you're not meant to have that stuff. I digress from size. 

Yeah, no, but that's the truth, right? Like the aspect of like, this is going to be easy. Hey, if you buy my course, it's going to be the easiest thing in the world. 

You're going to have three steps and you're going to make seven figures in seven days. It's just not the truth. And so I think like in a lot of cases, it really does just come down to like, hey, you have to be prepared for this work. And it's not for everyone. Like I do honestly think that there are 60 to 70% of people that are entrepreneurs probably should not be. I think the truth is there is like, you know, there's an entrepreneur in all of us. 

Right. But I think there is a piece of like, hey, some of you might not actually make it through the tough parts. And it doesn't matter if you have a deep why. It doesn't matter if like, oh man, like I started this company because you know, I got let go during COVID and all it's like, no, like your, your story doesn't matter. The, the, the market decides if you have value. 

Yeah. And sometimes the market decides that you don't have value and that doesn't mean you're not a valuable human being or that you're not going to go be an amazing COO or amazing VP somewhere. But it means that, hey, you might just not be an entrepreneur. And sometimes that's just the conversation that you have to have. And the cool part about here is like, we are working with founders that are, you know, a million dollars and up in profits. 

Right. And so those people you typically don't have to have that conversation with. It's typically, you know, the sales guy that just got let go from his lab sales job. It's now sales consultant that you have to be. 

No, come on. You're being way too generous. The sales guy who just got let go from his sales job, who is now the go to market expert, who's going to help you scale your startup, but the only title he's ever had is director of DVR. Exactly. 

Right. It's like, so I don't necessarily, I don't have to have those conversations here. God bless you. But yeah, I think there is a lot of just misinformation out there of what it looks like to be a founder and like, Hey, like you said, Saturday phone calls, Sunday phone calls, not going on vacation, really like actually putting focus into a thing and like understanding that you have to do more than you've ever done ever in your life because for most people you've gotten by by doing kind of just enough not to get fired and you're still going to make whatever your salary is. And if you're in sales, you're going to hit quota and you're going to live a decent life. If you don't do the work as a founder initially, you're just going to fail. Yeah. 

And the market's undefeated. So like it's always undefeated. Whether you think it's a good idea or a bad idea. And I know, you know, if you go back into Alex's career, like, you know, and not everything's a success, like I don't think like you're going to be successful in everything you do. Doesn't mean you stop doing what you love doing. Doesn't mean you're not an entrepreneur in particular. 

It just means that for that particular job section, product, service, the market doesn't see value in it. And so I do think overall you just need to be honest with yourself sometimes. Do the fine balance, right? Because when do you stop versus when do you keep going? Because if you stop too early, you may kick yourself later on. But if you keep going, you may kick yourself later on. 

So like what's your risk tolerance? Pivot principle, right? Yeah. Hey, do I keep pushing or do I pivot? And I think there's, you know, when you think about like push versus pivot is I look at kind of like signal versus noise, right? And it's like, what are the signals telling you? And, you know, and realistically everything else is noise. 

That's a Steve Jobs thing, right? Steve Jobs was the one that said like when you go in on a day, you're going to get pulled in a hundred different directions. But are they signal or are they noise? And if you just follow your signals, then you're going to actually execute properly. 

If you, if you, if you get pulled into the noise, like you're not going to hit the three things that you need to finish on that day to be successful. 

I mean, we talk about this a lot. I use similar but different verbants, like what I'm talking to, you know, reps or CS leaders or sales leaders, like whether it's customer complaints or rep complaints, like is this important or is this allowed? Like I could have one customer who is an extremely low ARR customer who is blowing up the entire org with the problem that's so important to them. But in the grand scheme of things, probably doesn't matter. Yet you have four CSMs, three reps, two C levels who are bringing this up to the product team. 

If this is something we have to fix right now for this one customer, whereas you have this giant customer who's having a major issue that impacts the whole, like many people and they're being so quiet, that's vocal from the important, not the loud, very similar thing that I think holds true across the board. Yeah. 

Yeah. And I think it's, it's the same thing in, you know, entrepreneurship when you're trying to figure out like, Hey, is this working versus not? And I think a lot of times, like, you know, Alex says there's unlimited ways to get to a million dollars as a company. 

Like unlimited. And so I think it really just comes down to like, what is your goal? Right? If you want to go be a trillionaire, right? And you like, yeah, that'd be cool, right? 

I'm in. How do I do that? You're not going to do it by being like a restaurant tour. 

Like, you know, it's just, it's probably just not going to happen, you know, but you're going to have to probably have some sort of really specialized AI type skill. If you want to go do a hundred million dollars. 

And if, especially if we're just talking valuation, you could go do that probably in the next three years in a couple of verticals and be pretty piss poor and make a couple of right decisions and you could probably do that. Right? And so it's like, it's just a real, it's a matter of the vehicle that you're in. And I think that too often what happens is that people actually like don't think inside the box enough. And what I mean by that is like, I started in HVAC company. Yeah. 

But yeah. So let's pause there for a second. And the way that you said that, everyone thinks, not everyone, but there is a large quantity of people who think that the only way to, and these are my words, not yours, get rich, are to go form some sexy software company. 

And I want to hear your thoughts specifically. Like I started in HVAC company, because let me tell you something. I was in a wedding in Chicago the other week with a plumber who probably makes more than all three of us put together. It don't have to be sexy, y'all. 

No, no. Yeah. I mean, it comes down to what is like, what is the upside? Like plain and simple. And when I look at a business, you know, it's like, I've been a Warren Buffett fan for a long time, but, you know, and I don't know if any of you guys know Andrew Wilkinson, but he's kind of like the Warren Buffett of like the, like this new era, he owns tiny capital. And it's always like, when you think about what you're going to go do, it's like, what's never going to go away. Right? It's like, what are people going to always need? And so I think there's, and the thing that also is, is I actually look for blood in the water. 

I actually don't want blue ocean, because blue ocean means that I've got to go educate the market on education. It's tough. It's super tough. I've been a part of three startups, two startups that we've had to go educate. And we got really lucky that it wasn't a ton of education, but like, it's a difficult first climb up that mountain when you're educating. 

And so I look for blood in the water. Like, I mean, we had tons of competition in Greensboro, North Carolina, chucking his truck. We've got freaking major HVAC companies all across the Southeast that are working there. I want that because if they screw up, Mary's going to Google, she's going to see us and we're getting that call. 

We're going to get to put that sticker on there and then you can start to build the brand. Right? And so I think that's the thing that most people really miss out on. 

Yeah. Do the thing that other people are doing and they're doing really well. It's like, you know, in the Western culture, we've really kind of focused on innovation, which is cool from the perspective of like, thank you, Apple. You know, thank you, Google. Thank you, chat, GVT, open AI. That's awesome. 10 out of 10. But that was really cool behind you, Adam. 

Yeah. Where the Gaylord Opryland and there are thousands, you know, Ned, you have one that's even cooler about 30 minutes from your house, right? Down in front of the Belogio, it'll make this look like your kids little, but it's like a playpen on the backyard. 

Yeah. Yeah, I do. I could probably like walk there from where I am right now. 

I just wanted to make Dale feel jealous with the background. 

Because we've got thousands. No, Joe. 

I'm home. I enjoy my house. Yeah, Dale's like, I'm in Florida. What are you guys doing? I'll go out my boat in a few minutes and take her right down to the beach. 

But yeah, I think like from a Western perspective, we focus so much on innovation. When in reality, I think like when you look at like Eastern business style, it's very like iteration. It's look at the business that's doing it at like 80% and you go the rest of the 20. 

Yeah, the last mile. Yeah, go that last mile because it's like, if someone's doing 100 million 

and the serviceable addressable market of billion dollars, like you can go get $100 million. You can go get $200 million. I think that's the thing that really differentiates the founders that I see be consistently successful than the ones that are like Sharon, who's the president here now, real estate. 

Like he was the president at real brokerage. Guess what's never going away? Homes. Whether we, you know, we can sit there all we want to be like, people aren't buying houses. 

Yeah, they are. Like, but also real estate companies are starting like rental pieces of their business and things like that. They're taking it that next mile and becoming also property managers and leasing agents and things of that nature. 

It's like, what are those things? That's where you're going to see the most success. And that's why coaches, consultants, things of that nature, they're always going to exist. That's why it's a great model if you do it the right way because a business is always going to need someone to come in and look at their strategy, come in and look at their marketing or their sales or whatever it may be. You know, they're go to market gap if you will. 

Nice. You know, it's like, those are the things that are always going to exist. That's where you double down on, you've got to find a competition. You've got to build a brand. 

Your brand is your mode. But if you're thinking about going and starting a business, it's like, stop looking at, you know, becoming some, you know, the next new innovative idea. 

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It's because it's so like, for a system of time, B2B tech and you start with Facebook and then you go into like the SaaS world and then you see all these companies and like it's, you don't realize it's like a portion of a percent that actually make it through that process to be successful. And so, you know, the blue collar type stuff is a big opportunity for people. That's why even college today, like, you know, yes, there is a need for a lot of college people in places. 

AI will take over a lot of these jobs or the mundane pieces of these jobs. The people that are super high level strategy, ensuring execution on the strategy because strategy is not enough anymore either. Like, yes, no, you can be a strategist, but you have to be a executable strategist and not just a strategist. 

Well, I think because the thing with strategy is no one's ever really defined it. Right. You know, the strategy is the allocation of resources. Right. It is a prioritization and allocation of resources. Well, what do you do once you prioritize and allocate those resources? 

Because I can look at, you know, oh, cool, we have, you know, let's just say it's like we have a demand constraint in the business. Right. We don't have enough people coming through the door. Okay. 

We've, like, we figured out what that constraint is, but if the company does a good job on social media and does webinars and does all these things and they've got a really good, like, marketing side of the business and they just got an inbound sales team that needs more leads, it's going to take 12 or 18 months for you to actually build out and successfully execute on a cold outbound team. 100%. Right. So the allocation and the prioritization of resources should not be go hire 20 SDRs. It should be go become better at the thing that you're already doing. 

Go do more and make that better. And I think that's where strategy really starts to become this like a more fist language is because like, oh, I'm a strategist, right? Like my, I'm the director of business strategy. Right. But the strategy, once you start to understand the strategy is about looking at the constraints, understanding the resources of where someone is, understanding where they are and what they're doing and then really giving the advice and executing on the advice of what that team can do and not saying, oh, just go hire 20 SDRs. Like that's where strategy becomes this very specific executable thing. Yeah. 

You get, you have to like, you said it, you said it perfectly. You can tell people what to do and they don't know how to go do it. But you have to actually hold their hand and help them go do the thing that you're suggesting that they could do to do. Because it's easy to talk about doing things. It's very difficult to actually do things. 

And I think that it might not be worth them even doing it. It might not even be worth holding their hand across. It just may be worth doing more of the thing that's working. 

How often do we run into that? Both of those. Number one, I would say 80% of our engagements come to us from failed prior engagements with other companies of strategists who couldn't deliver. And then number two, is what is being proposed, Ned, to your point worth doing or is this the total long idea? 

Like there's lots of stuff that I want to try every day. Yeah. Even the thing, because I think, when I was at close, we did go to market consulting. And the amount of people that came to us that said that they had a sales problem when in reality it was actually a customer success problem. 

We can tell you stories, my friend. Yeah. I'm sure you can tell us. Right? 

It's like, so I think a lot of times, and this is why, Adam, you said like the sales kid who now can become your go-to-market expert and grow your company. It's why you cannot be a strategist if you haven't seen everything. Because you have to be able to identify the single constraint of the business. What is the bottleneck? 

What is the thing that is stopping? And when you are in the business, and I can say even when we're running Beam and then Attics, there were times that I had to like go out to a 40,000 foot view and be like, oh crap, it actually isn't our sales. That's the problem. It's just the fact that we don't have to lead nurture specialists. So people aren't showing up to the call. So our close rate is actually really good when they show up to the call. It's just not really good when they're not showing up to the call. 

But that tends to hamper close rates. Right? Oh, it does, man. So it's like understanding that and being able to push back and say like this is actually the constraint that's bogging you down. 

And then let's figure out what are the resources you have? What is the team that you have? Now if the constraint is people, then it's like, OK, cool. Then what kind of person do you need? And then how do we go out and build a hiring funnel that's going to get you that person at the end of the day? Because oh, by the way, if this constraint is marketing and you need more leads and you don't have a marketer and you don't have someone that understands that, well, we've got to go interview 25 agencies or we've got to go interview 100 people. 

Which one do you want to do first? Right? And so it's like those are the kind of things that when you talk about strategy, it's a lot of understanding, seeing the forest from the trees and being able to actually understand what it looks like to prioritize and allocate and then execute and execute on the right things. 

Yeah, it's execute and beat ideas every single time. Like we could all sit and talk about all these great ideas and the great strategies. And I think that's what differentiates the best revenue leaders, forget revenue leaders, the best anything that we see every day. And I think that goes from CEOs, even to like a conversation I was having with my kid before I left the bull strip about like, so he's in the press in the advice pool and he has this project and like, it's all this. Well, I couldn't do something like we just have to pick something, we got to do it. We got to do it really, really, really well. So I agree with it. 

Well, I love that you actually brought up the project piece because this is super interesting. One thing that actually heard this from Sharon was when you get some like a task on your plate and it's like supposed to be, let's say you've got like a two week until it's due. 

Do the first like 20% the first day you have, do the first like 50% the first day you have it, just start the thing because it's like, and then eventually you just start doing like, you're like, oh, cool. 

It's like, I'm going to play this for my kid, Ned. So we hear it from someone other than me. 

Yeah, I mean, it's like just start because like, you know, I truly believe that it's like the speed of learning comes from the volume of doing, right? We have the like framework here. 

It's more better new. Like you have to do more of the thing that's working, then do some things that are better. And then if all else fails, then we can sit there and go to like, let's do this new thing. 

And I think a lot of times when we have these like expanded time horizons, it's like, oh, cool. Well, I'll figure that out later. I'm going to go prioritize these things. But then in the last, you know, 20% of time that you've got for it, you're like, oh, shit, I've got to go figure out how to get all this done in this short period of time. When in reality, it's like just start the thing. And even if starting the thing is just a brain dump, like anytime I see a new company, I just brain dump. And then by the time that I'm ready to go have that conversation, dude, I know that business because I've brain dumped, I've started to research. Then like I research. 

And then from there, I'm like, oh, cool. This is what I think. Oh, here's the industry. This is what's going on. And it's like, by the time I know it, 30 minutes in and it's like something that I expected to take me two hours took me, you know, 30 minutes just to get all of the knowledge I needed. So it's just a matter of like, when you've got that expanded time horizon, just start doing something. 

It doesn't have to be good. Yeah. People have procrastination because of fear. And fear is like a waste of emotion. So like until you go to a place of like, like you're saying just starting on something, because then you will complete it based on the things that you're doing versus like my procrastination of, oh, this might be hard. So you tell yourself and then your brain says, okay, well, you should go, you know, go get an ice cream. 

Like whatever it is. It's not me. You know, right? You do love ice cream though. 

I am. I am. Ice cream is good. It is. I like ice cream while I'm doing the thing. 

I like it. I tried to go for ice cream last time in Nashville, who's known for Jenny Splendid Ice Cream. And my wife was like, nope, we're not going for ice cream. Don't need it. It's like, damn you. 

Yeah. That's where you go for a midnight ice cream. 

Oh, I like that. So we only have a few minutes left. And before we go to rapid fire, I want to just touch on your recent moves. So like, big name place, right? Like everyone knows who acquisition.com is like, were you sitting in your living room thinking like, man, one day I want to go work with Alex? 

Like I want to go work for these people? Or was this more of like a natural thing that just happened to be? Or did you like will yourself to go work with Alex? 

I think it was perfect timing is what it was. So, you know, Attic actually about a couple of months ago finalized a merger with one of the largest solar installers in the country. Which is cool. 

Yeah. I didn't hate that. But it definitely, it was one of those things where during that whole experience, I was like, do I want to go do another three to five years and maybe take this thing public? It was like, not really. It didn't excite me too much. And so it was definitely a, you know, I think if Attic hadn't have been going through that, and we were, you know, continuing to scale on our own, there's probably like a good chance that this like the timing just wouldn't have matched. When this crossed my desk, it became like, I have to go do this. 

Absolutely. I've been following Alex, like for those people that know, I got my start in fitness tech. So like I was selling mobile apps to Jim's and he was like the Jim guy. I remember his first ad, it was like him in the hood, like selfie, like, yo, I got this stack of contracts and it's like, dude, it's like a gym in a house, you know? 

And it was like when he just, I don't even think it was Jim launch at the time. And so I've been following Alex. I mean, dude, I've got all the books. I literally have implemented, like he's got this like on time, on budget, like thing that home services, like framework for home service. We did it, you know, at Attic's and at being like, it's, I've been following him, have loved like everything when Layla started putting out content about like culture and like the importance of culture and just like, I ate that up. 

Like we implemented a lot of the things that she did. So as soon as this crossed my desk, you know, I was like, this just, I have to do this. And it's like, this is like the first time in my career that I'm like, I'm looking out 10 years at a company. Cause I mean, you guys are in tech, it's three to five. Right? 

Yeah. What are we going to do in the next three years? We're going to sell this baby. Yeah. 

You know, and then we're going to go do something else. Here it's like just a team that's here. I mean, I'm surrounded by absolute A players and like real A players, not like, you know, the, just like the really cushy thing. I mean, these are studs like McKinsey alumni, BCG, Bain, like guys that have worked at Zector and like all of these places. And then oh, by the way, just like their hiring process and the culture and the focus and just like, you know, they, they focus on competitive greatness. Like you have to be just like, no, you step into the ring and like we go be the best in the world. Like the end hard stop, like they focus on sincere candor, like tough conversations, but also being able to take those tough conversations and grow from those. 

And then like the other one is unimpeachable character, which I love, which is just like the piece of like, these are my values. This is what I stick to. And if you are against those, just like, we're not on the same team and that's okay. Like we don't have to be, but like we're just not on the same team and they stick by those. 

They hire by those principles, they hire by those principles, they promote by those principles. And it's just like, when I was just getting into it and since I've been here, I mean, it is, I look back at the companies that I've run and started and I'm like, dang, we suck. 

It's humbling, right? It's all, and it's so good. It's so humbling and it's like so good to be in it. You know, I'm just excited every single day. I mean, we have a hundred businesses that walk through the door every single day. The rate of learning is, you know, 10x. Everyone jokes that like a year here is 10 years anywhere else. Dude, I've been here since August 20, 25th. And like, so what, three weeks? And yeah, I totally agree. It feels like if a year is 10, three weeks is for sure a year. So I love that. 

I'm so incredibly happy for you. And I'd love to, you know, like, I would love to know we don't have time for it. Like, I could imagine what the interview process was like and the conversations and like, I'd imagine you don't just walk into acquisition.com and be like, hi, I'd like to work for you. Let's talk about one time. Like, give me an example of the time that you raved some revenue. I don't think it was like that, but it's going to be very exciting to see your journey, see acquisition.com's journey and how it is influenced by you joining. Before we wrap up, you know, we have to jump into some rapid fire because that's the way we roll. You've played this game before. What's the most underrated go-to-market role in an early-stage company today? 

Oh, underrated go-to-market role, customer success. Oh, love that. 

One sales trend that you're tired of hearing 

about, that AI is going to kill salespeople, like relax, calm down. 

All right. So I know you just started in your new role, but if you weren't in sales, you're not in strategy and you're not allowed to go back to fitness. What are you going to do? 

Oh, dang, dude. Bus driver? No. 

You got to start over tomorrow. Yeah, you can't go back. You can't go back. You can't be in sales, can't be in strategy. You got to start over tomorrow. I'd be honestly, dude, I'd be like a long-haul truck driver. 

You see the country, it's pretty dope, but you know, you get some alone time. You get to be on the road. Yeah, let's say that. I'm probably wrong, but let's say that. 

I'm going to throw Adam off. We're going to wrap this up, but I'm going to ask a different question that you usually ask. 

Wait a minute. You're not going to ask him his favorite vacations up 

the nation because we already know that answer? No, we asked him that. Well, now he's neptune beast because I don't live there anymore. 

So Alex always talks about never miss dessert. So what's your favorite dessert and why? 

Cured by cookies. It is a cookie company out of Orlando, Florida. They ship nationally. It is the best. I'm a cookie connoisseur and it is the best cookie I have ever had in my entire life. Really? 

Dead stop. Like every single person listening to this, you too. Both go order the September launch like 100% tell her Ned sent you and maybe I'll get a free cookie. I don't know. 

Give me the name of it one more time. I'm going to pull it up. 

Yeah, so the company is called cured by cookies. Cured by cookies. 

And the website is cured by cookies. 

Oh, next. Okay. And they ship. Okay. Amen. Yeah. Oh, I made sure of it. We weren't moving to Vegas unless they did. 

You know, that good. Nice. Yeah. All right. Amen. Amen. Amen. Ned, thanks for joining the show, man. Thanks for sharing the cookie tip. I love a good cookie. And we're excited to follow your journey. 

No, thanks guys for having me. Appreciate it. Thanks man. Appreciate it. 

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