Joshua Chin 6:15
Okay, so what you’re saying is, you’re not just looking for money, you’re looking for a partner that can help you scale and achieve your goals. Okay, well choose your partner, correct,right. Why, why why not? Why not just that when I look for a strategic partner? Or an individual, or, or private equity firm? Why VC specifically, is do you have in the background in that in that space or experience with VCs?
David Burchett 6:46
We do. So we work with cultivate advisors. And it’s just that they have the right connections there. Unfortunately, you know, it’s hard to get certain connections when it comes to Vc. It’s very, very difficult. And at the end of the day, you got to find the right partners, you got to find the right people to do business with. But I know what my goal is, I know my exit strategy, where I want to be. And I think that’s just the quickest route for us to go to get there.
Joshua Chin 7:12
That makes sense. What what is your timeline look like? What does when does that happen?
David Burchett 7:18
So I gave myself originally 10 years, we’re entering our fifth year. So I’m more so I’m right on track where I want to be. But I do think I can, you know, we just did an evaluation. Now I think we’re somewhere a little short of 8 million, which is fine for where we’re at right now. But I think by time we exit we could be north of 20-30 million.
Joshua Chin 7:40
Gotcha. As evaluation
David Burchett 7:41
is evaluation, correct?
Joshua Chin 7:44
Okay. What are you doing in prep? Because I know that you’re big on on SOPs, and, you know, training procedures and kind of duplicating a model that works, regardless of who runs it. Correct. So what are you doing in preparation of that exit? Because eventually, someone has to take your role as the owner and CEO.
David Burchett 8:06
Right? So when you talk about evaluation, we’ll talk about a multiplier, right? So they’re gonna look at your your annual revenue sales, and then you get a multiplier with that, you know, usually is two and a half times to six and a half times, right. On the lower end, that means you’re the person running everything. So like, we talked to both business owners, I asked two questions. Can your business function without you? And most time they say no, because they’re doing their the essential key piece of the business, right? And to move that multiplier to hire times, right, you know, is you have to be able to have processes in place, you have to have leadership in place. So that that business can function without you on a day to day basis. Can operations run without you do? Or are you the ones submitting all the purchase orders? Are you the one doing all the controversy wall comes payable? You know, cuz some people think, Well, I’m gonna make Well, I’m I’m making the shirts, I’m not doing the actual production. But are you doing all the administrative stuff? Are you doing the bookkeeping stuff? Or do you have people and processes in place, take care of it? That’s the fastest way to move your multiplier right. Now, the last part and also if you want to get above five, that 5% come second question. Alright, so the first one is getting your business function without you. The second second question is, can your business grow without you? Right, so like, that’s key, you want to get above a 5% You got to have certain processes and leadership in place that will steer your company in the right direction. You know, if it’s just all you, then that evaluation is gonna go down. So as you know, so I know, for me to be on point with my exit strategy. I have to keep implementing I have to stay on course. I have to make sure it’s bigger than me.
Joshua Chin 9:46
Yeah, that makes sense. Where is this ambition coming from? I’m curious about your your background, and growing like, take take us back five years back as when you’re planning out a tenure kind of time. horizon, right. So what was on your mind?
David Burchett 10:03
Yeah, I was an educator, I coached football coach wrestling, as well as taught special ed. In over in Illinois, basically. But my real background in business goes back earlier than that. When I was in college, I work in operational management, my first degree is in operational management. So I understand how to run a business, I understand about production, training and things like that. I was hired by browns, I was hired by Walgreens. And what I would do is I would go open up stores staff from training them. And then whether it be the manager or be a franchisee owner, I train them and then I move on to the next door. And I would just keep opening up stores today. So that’s how I knew how the business models should be look and what how it should function. But when I was teaching coaching, when I was in that space, we started producing, we on the side, me and one of my sister coaches decided we can make our own stuff. So we started screen printing. And we did that for a good about six, seven years. Then from there, when we decided, okay, we want to go into, you know, we want to scale this business bigger, we had to look at a bunch of different business models, right? You know, there’s a lot of different directions you can go. So key things when we mapped it out was, you know, number one thing when you start a business, like I said, you want to make sure you have an exit strategy. Alright, so once you’ve mapped that out and say, Okay, I gotta build something that has standardized procedures, standardized pricing, in our standardized training, things like that, map that out. The next thing we have to look at is what are our differentiators? What separates us from what everyone else is doing? What you know, because like most places, so like in our industry, with a custom apparel, it’s just mom and pop shops, right? Yeah, why would somebody buy that store, you know, when they can just go buy $20,000 worth of equipment, and just start grow. So there are differentiators where we separate out what gives us value. So that’s what we have to we had to create with sit down, we went through a bunch of stuff like that. And that’s why we decided to go in direction we went in, all our stores are print on demand, all our stores carry stock, our stores have contracts, which is unusual in this space. Because most places don’t have contracts, we block certain school districts in certain businesses into contracts. So all that creates value for each store. So but that’s what, when we, before we open, it probably took maybe a year of planning a year to make sure that, you know, I want to make sure that 10 years was right on point, wants to make sure I could exit and not just say here, I want 20 million, and nobody wants to pay for it. Right?
Joshua Chin 12:47
Yeah. Are you running the company alone? Or do you have partners involved in the business?
David Burchett 12:55
So, I do have for The Plug, I’m 100% owner for advanced, I do have a partner. Aisha Montgomery, who was an economist, a former senior VP for Northern Trust, brings a lot of business and accounting experience to the table.
Joshua Chin 13:13
You don’t want that. That’s really impressive for a couple of reasons. Now, one, most brick and mortar businesses struggle to venture online, let alone think about an exit. I’m curious about where where this is all where this all comes from? And where do you learn all of this?
David Burchett 13:33
Well, my, my first degree was in business management, operational management. So I have a lot experience in that aspect. I will say most business owners don’t plan. They do. They if they do, it’s very, very rudimentary. It’s, you know, you know, I think I want to do this, and I’m gonna do this and this and this. There is no strategic planning behind it. There is no, like, they don’t put forethought as far as like, what a university is going to be, you know, where your opportunities are grow, how, you know, not just what are your revenue streams, but how are you going to build out your different revenue streams? Things like that. What not only what is your marketing, but what is your marketing budget? What is your marketing strategy? You know, these are things that people fail to plan out. Now. I will say this though, like, when I first opened number one thing I did was I took online classes. I went to Moreno Valley to classes on with on there. I’m a big proponent of the city, you know, for I don’t know if your shirt no, like the city colleges are the junior colleges. Yeah. Yeah. I’ll tell you why. Like, I think they’re so great. You know, if I don’t need to go there to get a degree. I have three degrees, right. So I don’t even agree. What I need though, is I need help with advertising marketing. My first open, right? I knew kind of what my strategy was, but I needed help with implementation. But when you go to junior colleges, they’re not just taught by professors. You’re talking about working professionals. The market Everytime class, you’re gonna get somebody at night, that’s that throughout the day, that’s what they’re doing. They’re running the marketized agency. So I would take the classes and it cost like 300 bucks for semester. But not only did I get like the information in the class, but I got an advisor, basically, because they love to hear about, like what you’re doing. And you don’t tell him I care. This is what I’m trying to do. And I know like, you know, you build out your avatar, this is your target market. Awesome. Audience, right. They will help you build out my avatar, they would help me like now identify my target audience. How do I go ahead and go about achieving that? I will do that for a lot of things. bookkeeping, I would say classes, I would say classes on evaluation, things like the type of business course, by anytime I felt like I wanted to get in front of a working professional. That was the best way. Because if you pay for these people, I mean, you’re talking about 1000s of dollars to 10s of $1,000. For consulting
Joshua Chin 15:51
consultations, right? Yeah, that is so smart. That’s a good hack.
David Burchett 15:56
That’s such a great time, the people look down on junior college, they don’t realize that’s how you get an advisor for a good four or five months.
Joshua Chin 16:06
That’s true. That’s true. I get asked questions. And then, yeah,
David Burchett 16:12
those teachers love it.
Joshua Chin 16:14
Because you don’t get a lot of people in, you know, in these colleges or any college for that matter that who are actually running a business or doing
David Burchett 16:23
care. Most of them are taking the class to satisfy a credit. You know, when you when you get somebody in there who really want that information, they don’t care about the credit. They want the information. As for an educator, that’s scary. Yeah, yeah. They get pumped up behind. I’ve had some teachers that to this day, I still talked, you know, I call them for anything. But they are smart. They watch us grow, they watch how they see their impact on it. You know, it’s awesome.
Joshua Chin 16:48
Yeah. That is really, really smart. Out here in Singapore, we call an adjunct professors, people who are practitioners may not be a full time professor, but bring in the real world experience of running a business or doing what they do. Does it the best, because you kind of get to see how theories are being implemented in the real world. What, what else are you planning to do? In launching the 10 franchises in 2023. So you have a couple of states that I see here listed Texas, Kansas, Ohio and Tennessee. In my mind, alright, this is gonna this is gonna sound dumb, right. But in my mind that the hardest part is getting the playbook. Ready getting the playbook down. And it sounds like you have to playbook you have to send the SOPs, you have to train manuals, do you have the marketing plan? And basically, everything that you need to launch a franchise is there is it sounds like if you want, if you want us to launch, like 100 new franchises, it’s basically a copy and paste situation, what’s what’s stopping you from doing more than 10?
David Burchett 18:09
Well, it comes down to picking the right ownership, right? So obviously, in the beginning, those first 10 are important, because that’s what’s gonna you know, your success is dictated on those numbers. I can’t have any failures within there. So it’s better to slow down in the beginning. So once I get past these 10, I, we can ramp it up and we’ll get to 100. Like I said, within three to five years. But these first 10 have to be on point. All right. Are you talked about the SOP training manuals that everything? You know, all of that your bookkeeping, the one thing I tell people is, as you’re building out your business documented, that’s how you build this stuff out. That’s how you building training. So like, when I started off the first store, it was just me. So I’m making sure I’m an employee. So now I have to document what my expectation, how long does it take for me to make this type of shirt? How long does it take for me to do writing? So don’t worry. So now I know a level expectation to put on an employee, right? I can’t say, well, I need you to do this or in 10 minutes, and it’s not impossible. You know, say
Joshua Chin 19:10
what is that? What is that? Like? Is that a Google Doc is like a handwritten type of situation.
David Burchett 19:15
How I did it was I used? Yeah, I did Google Sheets. So I use the Google Drive because it’s free, right? When you google this, you got to find every free tool available. So what’s your Google account, you get the drive and on there is Google Sheets. So I would never I would just keep a spreadsheet. You know, this is what it looks like for the morning person. This is what looks like for a person closing. You know, obviously, as I started hiring employees, I move into the assistant manager role, right? So now I’m not doing everything. Now I’m assisting and I’m building out that as well. I’m documenting, this is what it says manager and then as I hired a system manager, I moved to the manager. You don’t say so I’m built I built on every single role, but I knew the importance of building up the role I need to document it. So this way, when somebody when a when a franchise owner in they know, this is a timeframe I need to hire my first employee. This is the amount of revenue I need this is because you want to keep your payroll on certain percentage. Right. So
Joshua Chin 20:11
this is this is really good I I’m curious about how you deal with if the issue of because we we have a very extensive training course that’s internal that contains SOPs, guides, and videos, I’m sure you have all of those as well over like so many years. The challenge that I face is that it gets outdated so quickly, that we now have, like 24 modules of information, each being two hours worth of information. So it’s going to take someone 48 hours to complete, which is impossible at will you end up working full time. How do you? How do you make sure that the the information in the playbook remains relevant and effective? As you scale your business?
David Burchett 21:05
Well, that’s the key, it’ll submit, you have to put the policy procedures in place and make them standard, this is it. So you know, I don’t really foresee like any of our training procedures, or our operating procedures become outdated. Now, we might have to make a few tweaks here and there, but not on a large scale. You know, so, but we make sure every employee is doing it the same way. And what we do is we do cooler reviews, so a hired employee, and then every quarter they get a review and they get a raise. But it’s basically going back and making sure they’re following our policies and procedures. That’s very, very important. Yeah, so I mean, I would say, you know, you got to make it standard, and you kind of got to stick to it. If you’re constantly revisiting everything, is something wrong there? You should have only tweak a few things here and there, if that
Joshua Chin 21:57
That makes sense. So one of the one of the workarounds that we’ve we’ve done a couple of learnings over over the years is that one, you kind of never want to have these SOPs and guides be too specific. Right? Especially with tasks that are not repetitive, for example, Mark thing, we kind of want to be comprehensive enough, but not specific, that add boxes up are clickable and specific steps because contexts change pretty quickly. So we want to, we want to incorporate that flexibility in it. So that’s that’s a big learning point. And then the second thing that we have learned is that as as we scale, the people running the processes should also have the authority and responsibility to update those processes, as they discover better ways of doing things. Right. So when it comes to closing document,
David Burchett 23:04
right, what are you talking about as ownership? And you have that person ownership? Because that the they’ll be they’ll take it and run with it, right? You don’t want a robot? You know, I mean, it’s just not part of me. It’s not with anybody, and people think they do want robots. Trust me, you don’t you need somebody that’s going to function a real time. It’d be able to analyze situations solve problems as they come up. Yeah. That is key.
Joshua Chin 23:30
Now, Dave, let’s, let’s take a quick segue here. events. So tell me, you mentioned this before we hit record. But tell tell listeners, what Avance stands for? And how do you end up in this business? Especially when it’s so different from your core business and The Plug? How do you make that that shift.
David Burchett 23:52
So for us, again, like we didn’t want it the vehicle for The Plug, you know, we didn’t want somebody else to be our supply chain. We want to know best way for us to control quality, control the product to make sure everything was consistent. And you know, obviously, when you control your own manufacturing, you control turnaround time. So for us, that was huge. Advance our major product is vital. So he trades. That’s our number one product. We also do screens and inks everything else. But the word that’s why our fans comes from we there’s an acronym saying all vinyl art, it means All Vinyl Are Not Created Equal. The reason for that is when we make we started manufacturing our products, we saw there was a very small price difference in just getting more higher quality product. So we went along and we said we’re going to get the higher quality product, but we’re going to offer at the same market standard price that’s out there. So and that’s why we want to make sure we live up to that name. We’re gonna have the best quality for the most standard price. We’re not gonna charge you a premium. And that’s what separates us again, we needed differentiators, right? That’s what someone’s done. As from everybody else.
Joshua Chin 25:02
That’s, that’s smart. And I presume that this also adds value adds to adds to the value of the business as well, because not every screen print shop has control over the supply chain and often relies on the third party. Whereas you do and you have that entire kind of vertical integration in place. What does the next five year, five years look like? So you have the you have the retail down pat, you have the supply chain, like right before that down pat, are you do do you plan on going even further down the supply chain? Or are you expanding horizontally?
David Burchett 25:41
No. So we’re going to move to a bigger platform in Avance, so we can create a more direct b2b service. So again, we’re looking to supply like almost every screen printer over here, every type of vinyl shop and things like that. So we’re gonna, we’re, you know, as I said, when we first started off, we were probably at 9%, brick and mortar. Now we’re 50%. But we expect that to keep going in that direction online. Obviously, this is still our largest reach, because we’re, you know, we just recently started servicing companies like Germany, Australia. So, you know, as we break into different markets, we expect our online presence to be bigger.
Joshua Chin 26:26
Interesting. Now, what do you foresee as some of the the hurdles, or key bottlenecks that you have, you would have to overcome in the in the next one year, in order for you to achieve your, your goals of 10 franchisees?
David Burchett 26:44
Well, the time is not an issue, we’ll have the time we got most of them already signed up. Okay, you created that the Colorado stores become like, we create that to be like our training ground. So that’s where everybody will come to train. Even though they’re in different states, you have to come here for three weeks, and five days a week for 40 hours a week training, preparing open your store. As far as like what our bottlenecks are going to be, we’re going to eventually we’re going to need warehouses. And that’s our next step for advance because even though on lines, you know, presence, you know, we have the one warehouse in Illinois, we’re going to need other strategic warehouses throughout the country. So we can pull that turnaround time, you know, if they’re coming from reopen on one in California, that’s got to come from Illinois. That’s a four day ship. So ideally, something on the west coast for a warehouse and then somewhere down south.
Joshua Chin 27:41
Gotcha. So you covering the entire country? What does that look like in terms of turnaround time? When when you have that all built up?
David Burchett 27:48
We should look at a day or two turnaround time.
Joshua Chin 27:50
Really? Yeah. Okay. Okay. So that’s that’s really quick because from from, from my understanding of what how to print on print on demand and demand industry, or it’s typically like a five to seven day turnaround time, that’s that’s pretty centered. So even four days seems pretty quick. How are you getting that? So done so
David Burchett 28:15
quickly? Store we could do it same day. Your one to two days we’re talking about is because of shipping? Right? I’ll tell you why our turnaround time is faster. It’s because everything’s done in house. We don’t outsource.
Joshua Chin 28:29
Okay.
David Burchett 28:31
Yep. Majority of companies, they’re dealing five, seven or two weeks turnaround time is outsourcing a lot of right, okay, or they have to order the apparel and they have to wait for the apparel to come in. That makes we manufacture. We have the apparel already on hand. We wait. We have the apparel, we have the screens, we have inks. If they need a certain color, they gotta go order it. Wait for that to come in. We have an hour. So it does happen, the manufacturing and the supplies all in house. And then let’s do it all production in house. That’s how you get to be that festival turnaround time.
Joshua Chin 29:07
Right? Do you think that serves as a moat for your business because not everybody can can do that as it sounds like it takes a lot of money.
David Burchett 29:15
We started we opened the first store with 20,000 and then self finance from there. But we for the first year we didn’t take any money out. Everything got reinvested in, we know what we were getting. So we know we know it takes money. When you get into supplies and get into products. That’s where the real money comes in for your inventory. But like our first run, when we did the inventory was like 10 grand, it wasn’t a lot. It was it was enough to get going. From there profits reinvested in inventory grows, you move into new SKU numbers, new product lines, you know, the key is for people, you just have to start somewhere. You don’t I never recommend anybody going out taking loans. Why need $100,000 That’s great. But what happens is, while you’re going through that growth process, while you’re going through that, you know, you know that initial phase, you’re learning a lot about, you know what to do what not to do, when you deal with a very little bit money, you’re going to be very fiscally responsible, because you only have a limited amount of money. This is all I got. So I know, I gotta make sure when you’re dealing with a lot of money, people just kind of just order whatever, and they don’t. Take those those learning lessons as hard, Are they those experiences that come they don’t really take them because you know, they’re dealing with a lot of money, it’s always best to start off small and build those building blocks. And then once you got it down, you can really ramp up because your your profits coming in are going to keep increasing and increasing increasing.
Joshua Chin 30:46
That makes sense. That makes sense. And I’m now what are some of the lessons that you’ve learned in the past five years, or maybe in the past one year, since things have changed so drastically? That you feel made the biggest impact in how you conduct your business today?
David Burchett 31:08
Networks, everybody should be looking for connectors and multipliers. Everybody next day, you know, when you join networks, when you join like Chamber of Commerce’s or you business network, something like that. You’re looking to connect with people. And then there’s certain people that will help you connect with other people, right? Those are connectors, right? So if I join a Chamber of Commerce, and I’m only printer in that Chamber of Commerce, I’m looking to connect with them, and I’m looking to be their printer. Right? Yeah. But now if I join the Chamber of Commerce, and I come across a bookkeeper, or somebody who does market advertising, so they do market advertise, they have their own list of clients, right. And those are called multipliers, because now they’re gonna say, like, here, I can say, Here, I’ll give you a commission 5% of every order, every client, you bring me, because they’re gonna go to your client saying, Well, if you need apparel, you need business cards, I got a guy for you, you can go for it. That’s a multiplier. So if you really want to grow really, really fast, and get off the bat, to get your clientele up, you want to join networks. And what you’re looking for is connectors and multipliers.
Joshua Chin 32:19
What are multipliers? How do they how do you define that
David Burchett 32:21
multiplier is a person that has her own list of clientele. So it’s not just me connecting, so if you, if you did marketing, advertising, and I connect with you, I’m not just looking for your order, I’m looking for you to introduce me to your clientele. So you, you have a clientele, you have a book of 100 people, and they do all various things, but they all need like pork, polos, and you can use it, I’m gonna I’m gonna get access to hopefully 50 to 100 of your clients that actually need business cards or neat polos or any some for printing. That’s a multiplier, somebody who has their own clientele their own book, and they’re willing to introduce you to them in some way or some form. You can use compensation models, you know, as far as like, you want to get a commission or you want give him a finder’s fee, or a little kickback or something like that. But um, yeah, that’s, that’s what a multiplier is
Joshua Chin 33:15
make sense? Makes sense. Sort of like a, like an affiliate, like a super affiliate? Super Affiliate? Yeah,
David Burchett 33:21
I would say definitely.
Joshua Chin 33:23
Okay. Now, let’s, let’s talk a little bit about the, the, the road ahead, and what your ambitions look like, once the five years are up, right. So there’s, there’s a 10 year process, you’re in the middle of it. And you’re on track, it seems it’s it sounds like you’re just gonna, you’re gonna reach your goal, right? It’s consistency you’re gonna get there. At that point, what do you see that’s beyond that? What What are your ambitions beyond selling the business?
David Burchett 34:00
For me, it’s probably getting back into coaching and giving back. So I have a long list of, obviously people I want to take care of, and things I want to do, I would love to see a youth wrestling training facility in Chicagoland area, you know, so I love to build that out. I think that’ll be the part of my life where I get to, like, really give back to people that helped me get get to this point. So, you know, I’m really appreciative of all the help and support that we achieved over the last five years and what will get in the next five years, but I think that’s my opportunity to get back into the sport of wrestling and sports in general.
Joshua Chin 34:38
Interesting, good. So and you’re not it sounds like you’re not waiting all the way till like five years from now. We haven’t talked about this, but I know that you have a program that’s pretty smart that supports local businesses at the same time, drives customers and loyalty into your business called Plug Bucks. Yep, Is that still implemented? And can you tell us more about that?
David Burchett 35:04
So, again, when we talk about building networks, what I wanted to do in like, you know, like communities at stores or in was, we feed off each other. So the whole idea of the Plug Bucks is, you know, the store, I would get small businesses that the cooperate in a will go into this Plug Bucks. So if they spent, like over $60, you will get five Plug Bucks. Okay, you can buy the Plug Bucks, but you could take these Plug Bucks in use them at any of the participating businesses. Now, what happens is, people take these Bucks and they go to say, down to Broncos, Mr. Greenwood, they go down the street, they use them there. They get them back. So what happens is it’s me sharing my clientele with that business. And if they purchased the Plug Bucks there at say, Broncos or diggy logs or guy real, they get to bring them back down to the plug. That’s them sharing their clientele with me. So right, you know, because be even though you’re in a small area, you’d be amazed when people just go to the business they want. And here’s a way for businesses to participate with each other, and share their clientele with each other.
Joshua Chin 36:12
That’s smart. So you kind of built a localized loyalty program, correct with multiple players involved? So you have that network effect that plays is this, is this implemented only at the location? Your your is a part of a franchise, playbook?
David Burchett 36:31
No. So we started mount Greenwood. While we’re doing it in Colorado, it’s got to be a part of everybody’s playbook. You know, obviously, what the store is open up. We’re heavily heavily involved with community. And so that’s what we promote. We’re trying to promote small businesses. We’re trying to promote us working together not against each other. We’re not competitors here. Right? Yeah, you know, there’s more than one of your bike around what we should be doing is sharing our clients Oh, each other, so everybody can succeed.
Joshua Chin 36:58
I love that, man. I you know what, while you’re explaining that I was thinking, if this is this could be converted to an online context, where you know, every brand has your loyalty programs, and their their cashback and whatnot. What if it was a loyalty program for a group of brands that are owned by different people, but share a very similar audience that could easily double triple for x your audience just by doing that? Yeah, that’s pretty smart.
David Burchett 37:34
That’s pretty sweet all the time. So like, if you see, again, we’re talking about networking, people undervalue that people feel like I got to do everything myself, I gotta go out there. I don’t want you know, or this person is my competition. If you look at our website, we have other businesses that are connected to our website. So if you go on to plug, you’ll see yas Inc. You’ll see glitzy bling where, so people can click on that and it goes directly to their website. But if you go on their website, you’ll see the plug, you’ll see events, people connect, and it goes directly to our website. You know, you have to like find those connectors, you know, and from there, that’s how you grow. Because it’s just opportunity to get in front of different people. I tell people always I tell people this all the time, but I say pour into someone who will pour into you. And I spell out for pour as p o u r. P for provide O for offer U uplift R rebuild. And that’s what we have. We have to pour into each other. But don’t pour into somebody who’s not gonna reciprocate. We got to each other I got to see you want to win. And I got to see me one way.
Joshua Chin 38:42
Or I love that dude, you’re the king of acronyms, man. Yeah, I love it. I love it. And it’s so easy. Remember. Thank you, and this is a good time to for people listening, wanting to get in touch with you maybe learn a little bit more about your franchising opportunities. And and what you do. Where can they connect with you?
David Burchett 39:06
They can go to Adancevinyl.com advancevinyl.com. Or they can go on to plugtshirtstore.com. Either one of those will have all the information. They’ll get the checkout about us and see everything we’re doing. Stay at the front perfect. Check us on
Joshua Chin 39:23
links are below. Links will be in the description below if you’re on Spotify go on Chronos.agency/podcast and you’ll see all the links over there. Sorry, go ahead.
David Burchett 39:33
Now let’s add in catches on shot on Facebook as well. For an Instagram for the Plug T-shirt Store in Advance Vital. We’re on TikTok is the original plug.
Joshua Chin 39:44
Perfect. Dave. It’s been a pleasure. You got so many hidden and really interesting gems that I’m personally going to try out myself. Thank you very much. And it’s been a it’s been a joy having you on the show.
David Burchett 39:57
Thank you for having me. Appreciate you
Outro 40:03
Thanks for listening to the eCommerce Profits Podcast. We’ll see you again next time and be sure to click Subscribe to get notified of future episodes.
