DON'T Sell to Your Customers. SERVE Them! ft. Angela Alea

With any startup, I feel like every day felt like a setback, right? It's like one step forward, three back. You know, it was just everywhere you turn—it's a wrong assumption, a wrong hire, a wrong something, right? And so, but I think what that does—I think to start your own business, as you two know, right? Like you ventured out and started your own thing and you're having great success, but it builds that resiliency muscle. And it is a muscle. The only way you become resilient is by falling and then getting back up. It just makes you stronger and stronger. It's like when you're working out, right? And you're tearing the muscle and then it builds back up stronger, right? But I think—

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Welcome back to another episode of the Revenue Reimagined Podcast. If I could stop coughing, it'll be a good show. We have Angela Ala. I hope I pronounce that right. I normally ask before, and I didn't. And no one does, but you got it right. Look at that, it's going to be a good show.

Angela is the president and CRO at Lasso, which, if you don't know, is the platform where event and entertainment companies work. What I find fascinating is Angela swore she would never do sales, yet you've spent the last 20 years in revenue-producing roles—everything from sales to sales training to sales ops to revenue leadership. When you're not redefining, and we're going to dig into that because I love that word, what sales is and more importantly, what it isn't.

You live in Atlanta, outside of Atlanta in Alpharetta, with your husband, two kids, two dogs, and hopefully you get some time to enjoy that. Alpharetta is beautiful. I've been there a few times. Thank you for joining the show, Angela.

Thanks for having me. I'm excited to be here.

Thanks for joining as well. Yeah, actually, I'll be down in Atlanta soon, couple weeks, so yeah, right when we're launching this. I think, so cool. We want to start out. We talked to a lot of founders and people that are running businesses, and we really want to understand the origin story. Like, why was it started? Like, why did you guys get going with Lasso? And like, what's that value that you saw? And you're like, I need that to push out to everybody else?

Yeah, so I found my way to Lasso through Lasso's founder because he used to be a client of mine in a previous life. And he owned and ran a midsize production company. So they design and produce live events. So if you've ever been to Dreamforce, those sorts of things—that's the kind of work they would do. And I will never forget him telling me things like, "Did you know the Super Bowl, the Oscars, the Grammys—it's all produced on a spreadsheet?" And I'm like, "There's no way. When I go to a concert or to a Falcons game, that all that's done on a spreadsheet." He's like, "Oh, yeah, it is. Our industry is so underserved." I'm like, "That's got to be just your company that operates that way, not the whole industry." He's like, "Nope, it's the whole industry. And I want to start a company, and I want you to come help me run it."

So my background was in workforce management, his was in event production, so we kind of combined our skill sets, and here we are ten years later, changing the industry. I'm really excited about it.

I love that. What's your favorite event that you guys have been able to help produce?

Oh my God, there's so many great ones. I mean, for me, the fun part is when me and my family go somewhere. Like, for example, my daughter—I've got two teenagers. She's totally into Charlie Brown, loves Charlie Brown. So, at least a few years ago, still loves my Charlie Brown, but she—we went there, and the people that were letting us in the door—it's just like a fun game I play. I'm like, "Hey, tell me how, who do you work for? How did you get this job?" And they're like, "Oh, see this Lasso mobile app? The company I work for, they use it." I'm like, "Very cool. I kind of know that company." So it's a fun game to play.

That's awesome. Do you get tickets? Do you get access to events, or is that not a fringe benefit?

Well, I'm channeling my husband right now. If he were here, he would say you should totally ask. You should totally ask. I don't ever ask. If I were to ask some of my customers, sure, I'm sure they would, but I don't ask that.

One part of our company though is the crew marketplace. Where if people run out of technical talent to help produce an event, they can hire them through us. So our employees are actually the ones also actually working the events too. So every now and then I get to pop in to kind of check on our team and kind of see some of the events. But no, I'm not attending. We're not scoring free Taylor Swift tickets.

Exactly. Taylor is Dale's favorite.

That's super cool. Only when she's getting escorted into the Chiefs games, right? I hear that. They put her in like a box.

Yeah, exactly. Sneaker in.

As someone who goes to a ton of concerts, a ton of Broadway shows, a decent amount of sporting events, you would never think that it's all run, to your point, like on a Google sheet. And it's mind-blowing, everything that has to be put together.

Yeah. So let's talk about assumptions a little bit, right?

Sure.

So in the early stages of startups, everyone—there are all these assumptions that we hear from other founders, VCs. "Do this, don't do that. Go hire 20 sales reps, and they're just going to help scale your company." Please don't do that. But lots of assumptions about how to be, how to grow, and how to scale. What are some of these like industry best practices or assumptions that you guys just chose to say, "F it, we're not going to do this. We're going to do it our way?"

Yeah, so I'm going to talk about it from the industry we serve through their lens, right? The industry we had zero best practices, right? And literally, there's nothing standard in the event entertainment industry. Nomenclatures are off. Every company does it a little bit differently. And so sometimes you have to come in and kind of challenge the norm and have the confidence and courage to do that.

So whether you're providing software for an industry or whether you're scaling a revenue team, if you are confident in what you see, then you just need to have the courage to act on that, right? Because no two—you know, I follow all the thought leaders and SaaS leaders, and sometimes in the early days I would beat myself up. I'm like, "Well, how are they doing that? And we need to, to your point, we need maybe we need to do that." And then it's like, "I don't know though. From my vantage point, I just see it differently, right?" And so I quickly understood that a lot of companies are different. There are different circumstances. So much of it has to do with the talent you have on your team. It's just not the headcount, right? Sometimes you could have an incredible leader that can do the work of three, right, in their sleep without any effort. And then you have others that might need more tools and resources. So I just—I'm not a big believer that there's only one way to skin the cat. I think you have to kind of trust your instincts and your gut and have the courage to kind of pursue that.

Yeah, I used to fall into that. Sorry, Dale, I know I cut you off. But like, Dale, I'll tell you, like I used to message him with LinkedIn screenshots and of like, "Oh, you know, people did this or someone's doing that." And I don't give Dale a lot of credit, but I think it took about three times of him to tell me—like, "Do you want to get offended if I swear?" Will you?"

No.

So he's like, "Who gives a—he's like, 'Let's focus on what we're building. It doesn't matter what they're building. Ignore the competition and let's do right by our customers and grow, and let them do whatever it is they do. Whether they get to a million or ten million, all it's going to do is distract us.'"

So I love that mindset. It's so true. I mean, a lot of times around here, we talk about our North Star. And look, it's human nature, especially when you have competition or you're trying to understand what the leading SaaS companies are doing out there to spend so much of your time looking left and right. But if you're so busy looking left and right, you're not focused on what's right ahead of you or your North Star because you're so busy. And then you get in your own head, "Well, they're doing that, maybe we should do that," versus just cut out the noise, folk. Do what you're hired to do, and you know, go be the best version of that.

So that leads really well into the next piece that we talk about a lot, which are setbacks. So share a moment in the journey. I mean, you guys have been journeying for a little bit here. And that didn't go as planned, but that setback actually set you up going forward.

Yeah, well, I think with any startup, I feel like every day felt like a setback, right? It's like one step forward, three back, you know? It was just everywhere you turn—it's a wrong assumption, a wrong hire, a wrong something, right? And so, but I think what that does—I think to start your own business, as you two know, right, like you ventured out and started your own thing and you're having great success—but it builds that resiliency muscle. And it is a muscle. The only way you become resilient is by falling and then getting back up. It just makes you stronger and stronger. It's like when you're working out, right, and you're tearing the muscle and then it builds back up stronger, right? But I think—

Resilience is one of those things—it's just a muscle that you learn, and you learn it the hard way. So I think it's not even startups, it's life in general today, right? It's just full of setbacks, whether it's personal, professional, whatever it is. I think it's a crazy world we live in, and I think the sooner you can learn to be resilient, not get in your own head, and just keep moving versus sitting in it—I think that's a really important thing that no matter what stage you are in your career, you've just got to learn how to do that. Especially now, right? Because I think one of the challenges, even with established companies—I think it's even harder for them. You have established companies or people that have been in jobs for a long time, and all of a sudden they're cut from their workforce or they hire too fast and they're trying to maneuver it. Then you don't have a job anymore, and you're like, where do I go? And then you're trying to build that resilience muscle when you're older. I don't think that's very easy. So I've done startups for so long I think I just am calloused. I hear David Goggins a lot in my head sometimes, and it's like you just gotta callous the mind to some of the challenges that you have.

So true. You know, it's funny though you say you talk about not getting stuck in your own head, and I think that's something that a lot of founders can't avoid, right? It's like, oh, this went wrong—it's the end of the world, it's the end of the world as we know it. That was the first time I ever sang on the show, and it was really bad. Please don't do it again.

Yeah, listen, I did radio. I didn't know you never know what's gonna happen on the show. You never know what's gonna happen.

His favorite artist is Pink. She is up there. I do like Pink.

Hey, don't. So I mean, we can totally sidetrack this and have a real conversation too. Pink was down here in Miami a couple months ago. I surprised my wife with tickets, and the concert was so good we bought tickets for the next night in Fort Lauderdale—phenomenal. She puts on one of the top five, probably one of the top three live shows I've ever seen. So Dale could knock her all he wants, she sells out every arena in the country she goes to.

Dale, on the other hand, him and his wife, they go to like Snoop and stuff. And like, because my 12-year-old listens to rap all day long, it's like the last thing I want to hear is rap music. And I'm looking at Dale and like, how neat and organized he is, and like I just can't picture him jamming out at a rap concert.

But I digress. So a lot of founders do get stuck in their head, and I certainly went through that. How do you like, what's your advice for a first-time founder, even a second-time founder, to not let that noise turn them down, to not let that noise be like, "Oh my God, we had a customer complaint and it's over, we're gonna die, the company's gonna end"?

Yeah, I think this is so understated, but I think—and you guys can each kind of attest to this—it's not just important. I think it's a make or break in who you start with. You have to have someone. Everyone talks about, oh, you know, running a small business, startup, it's so grueling, and it is. But you know who it's really grueling for? That lone entrepreneur who doesn't have a business partner, who doesn't have even a coach, somebody to settle you, right? So having a good person to do this with is, I think, so important.

So when I'm to your point like going off the deep end, my business partner is like, "It's all right, totally fine." And when he's having a moment, you know, it's kind of funny how it works that way, right? We both don't usually get dark on the same day. Thank God, because that could be really bad. But it's true. I mean, it happens, and I think it's really important to surround yourself with people who are not going to let you sit in it and are going to encourage you to keep moving.

I love that, because as leaders we have to do that for our teams too, right? Like, when I—my definition of a good day or bad day is totally dependent on the type of day that our team has had. If they're having a good day, I'm having a good day. When they're having a bad day, I feel that for them. So I think that as leaders we also have to kind of keep that in check and realize that they're looking to us too—to not stay dark, keep moving, right? Not just wallow in it.

Such a good point. I wish I had a business partner like that.

Oh wow, wow. Actually, it's funny because it is true. Like, I don't think we have dark days on the same day. Like, it'll be like I'll be down, I'll have something, or he will, and Adam will be like, "Okay, it's like this is what we're gonna do." So we do get that balance out, and we've talked with a lot of other people just as fractional leaders or people that are doing the same stuff. And I think it's very difficult if you're trying to do it on your own. Like, there's some trainers out there and people that have done it on their own. They try to bring people into the business, and everyone wants to just work with them, and then it gets really lonely. So it's tough. But even with the wrong partner, everyone just wants to work with me. So how do you balance that, man?

Narcissism does not run in your family, okay?

No, not at all. I'm very humble, Dale.

What's one critical decision or inflection point that you had in your business as a founder? You could give to other founders that are starting to run their business like that critical decision, inflection point that was like it kind of flipped the switch with the business for you guys.

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Oh gosh, there's so many. I would say there's two that kind of stand out. One is when COVID hit. Obviously, all businesses were affected for sure. The events industry was the very first to shut down and the very last to come back. It was very petrifying. All of our customers were 100% shut down overnight, which meant no money coming in. And you know, we were prepared to lose the majority of our business. We didn't know what to expect. But we decided, let's stop selling and let's instead focus on creating brand loyalty. So we paused payments for the majority of our customers indefinitely. Meanwhile, we still had to make payroll. We still had to do those things. And I think that was a pivotal moment for our company because we figured out very quickly who we were, what kind of company we were, even when it's hard to make those decisions. And at the end of the day, our revenues only ended up dropping like 14%. But that was a really scary thing, but it was the right thing to do, knowing what our customers were going through as well.

So there was that one. Then, I think, you know, other one—when you have to make changes within your team. Those are really, really hard to do because different people are suited for different phases of a business, right? It's horses for courses. And so I think that can be a really hard thing to do. But once you make the move and make that decision, it's amazing how the validation that you get, but I think those are pivotal decisions that happen too.

Yeah, I don't know if you've ever heard of or used EOS. It's "right person, right seat" is what they say. And that can evolve over time because you have to define what that right seat looks like for that moment.

Yeah, and I think in the long run it's probably better for everybody. But in that moment in time, it is very difficult.

It doesn't feel that way. You're right. Yeah, personnel decisions are amongst the hardest. You know, everyone has different philosophies, right? Hire slow, fire fast. Hire fast, fire fast. Hire fast, fire slow. And I think it depends on the people, but it's never easy to make a change. Like, unless someone lies, cheats, or steals—you know, then it's pretty cut and dry. That's right. But assuming positive intent, that even if someone's underperforming, they want to do a good job. But they might just be the wrong person.

Yeah. When we opened, we talked about...

Your view on sales and specifically used the word redefining what sales is and what sales isn't. Those were your words in your bio. So I want to come back to it. Talk to me about redefining sales because I think that sales has changed a ton over, God, I mean even the past 30 days, but certainly over the past 18 to 24 months.

What does redefining sales mean to you?

Well, it means the same thing it meant to me years ago. I remember in college all my professors said you're totally going to be in sales. I said, "You mark my words, I promise you I will never be in sales a day in my life." Take that dirty word back, right, because sales has a bad connotation. Even for our sales team when we're interviewing people, I tell our salespeople, "I'm not actually looking for a salesperson. I don't want somebody who is there to convince somebody why something makes sense, to get all you can out of them. That's just not the mentality." I've built my sales career on serving over selling. I feel like if you approach it that way, first of all, don't ever represent a product or a service that you are not literally in love with, that you do not believe in wholeheartedly, because you can't fake it.

Can we pause there for a second?

Sure.

So I agree with you, but there's so many people out there, the gurus who we all know, who will tell you it doesn't matter. Selling is selling, right? It doesn't matter what you sell. You can sell anything. I agree with you from a founder perspective to a seller, arguably to C-suite and everything in between. If you don't love what you're doing, if you're not passionate about the product, it's going to show. I have a friend who works for Office Depot, makes three-quarters of a million dollars a year selling paper clips.

I could not. I'd be bored out of my mind.

So I love that advice. I'm sorry to interrupt you, but I absolutely love that. Because if you're not passionate about it, you're not going to sell.

Keep the comment about interrupting to yourself. Little foreshadowing there.

Yeah, I just feel like the job of a quote-unquote salesperson is to help that other person process the value of what your product or service can do. Sometimes, let's just face it, it's not valuable to everybody. And that's okay, right? It's a matter of making sure you've got good judgment, good instincts, to know when you are sitting across from the right person and, more importantly, when you're not.

But I do not believe sales is all about getting somebody to talk somebody into doing something and getting as much as you can out of them. I always say I don't want something from my customers. I want something for them. And that's a very different mentality.

When you literally serve first, the sales just happen because they know you're not trying to convince them of something. You're making recommendations all throughout the sales process. You're doing the work before you're even hired to do it.

So I think anytime that you can add value, make recommendations, put yourself in their shoes, have empathy, and really serve them first and your paycheck second, your paycheck is going to pay in dividends. It just does. It happens naturally without that ickiness of selling.

It's not only from that beginning standpoint. It's like an evolution. Because even if you do get to sell your customer, they're not going to stay with you if you're trying to convince them of something. Going back to when you start defining your ideal customer profile and all these types of things, if you really hit your customer profile with the value proposition, they're going to stay around for a long period of time, right?

I find it super interesting that you talk about sales being icky, because I felt the same way as well when I first came out. I used to be a coder. I was like, "I'm never going to sell." So I had some of the same mentality as you did until I was working with customers and hearing why people didn't like sales. They said, "I never want to see my salesperson here ever again because all they want is their commission." And they lie to me and they tell me what I want to hear versus the truth.

It's the old car salesman, right? We're all used car salesmen.

Yeah, yeah. And so we talk about putting the professional back in sales professional.

That's right. It's funny because I remember working with a lot of founders, Dale. I don't know if you ever went through this, but we would very deliberately talk about don't use the word sales in your title. You're not a sales rep. You're not a sales professional because of the connotation. Like, no one wants to be sold, right?

No one wants to be sold. People want to be serviced. People want to be consulted. People want their needs met and their problems solved. And as revenue professionals, as sales professionals, if we can't solve that need, it's our responsibility to tell you that. Listen, Lasso, Revenue Imagine, whatever it is, isn't the right fit for you, and that's okay. And if you know someone who it is, yeah, great. But if not, we can part ways, best of friends. And there's nothing wrong with that. And that is how you build relationships.

I love your mindset there.

Growth is hard, right? You know, especially in today's economic climate. There's this kind of pursuit of rapid growth while, at the same time, this need to balance scale and sustainability, what we kind of call responsible growth. How are you guys managing that balance? And like, what are some of the tough choices you guys had to make? You talked about one of them with going and doing right by the customers. But how are you balancing this, man? We want to grow, probably want to raise, or have an event or you know whatever that happens to be, versus hold on, slow and steady wins the race these days.

Well, I think you can have both. I think first of all, it's clarifying what scale means. A lot of times people think scale means just adding people, right? "Oh, we're scaling. We're adding a ton of headcount." And I think you can have both if, number one, you've got the right team. That's really important. You know how to get the most out of your team. And also, you have the data that is going to tell you where you need to go.

I'll give you an example. So within Lasso, we're growing. We're bringing on a ton of companies. Our implementation, right? We could just add headcount, or we could look at how do we get smarter and give the customer a better experience? What tools do we have at our disposal? First, we have to dig in and understand our own numbers to know how we're going to know if we're scaling it right. You've got to figure out that benchmark first, and I think a lot of people lose sight of having the numbers there and using the data to make a decision versus just that gut instinct.

And understanding it's not just, "Well, one implementation specialist can onboard 30 people a month. Okay, let's just hope we can squeeze 35 a month out of them. So we need three more." Like, it's not that. It's really understanding the whole customer journey and how do you get efficient in every single component? So by the time it gets to implementation, they have a better experience. Sometimes maybe it's automation. Sometimes it's data. And sometimes it is having the right people. It's always about having the right people, but you have to have some of those things in place. But it is a balance, right? Because sometimes you hear, especially when raising capital, "Grow, grow, grow at all cost," and then it's "Be profitable," and then it's "Do both at the same time." And the reality is you just have to kind of, again, not look left and right, not let the market tell you about what is acceptable and right. You just have to figure out what is the best version of your company that you can create and do your best to accomplish both. But I don't think there's any kind of magic secret to it.

You know, I think as long as you've got the right team and you're digging in to figure out the metrics and understand that customer journey, there's so much there that people just sometimes forget where to look.

Data over gut, but then you probably have to divide, then you probably have to add gut back in. I always say data over gut is important, but yes, not by itself.

Yeah, yeah.

So at Revenue Imagine, we believe in giving more than receiving, and you've been very gracious to provide our audience with something. One of the things that I think CS teams struggle with is client engagement, right? It was the old age of the quarterly business review or I'm calling to check in. And I think a lot of times CS struggles with, "Hey, how can I add value?" What does the framework of a meaningful customer interaction look like, right? And I think sometimes a lot of great CS people, they wing it. Sometimes the relationship can get them.

Only so far, and I don't know about you all, but I've had plenty of customers who have said, "We love you. We love your team. We love the product. We love, love, love. We're happy with it." But right there's that "but" — yeah, we're not going to renew. Right? We made them happy, but not successful. And there's a big distinction there.

So I think just giving CS a framework for that. The framework we use is: with every engagement, if we're asking for the business owner's time, we need to make sure it's really valuable. So the framework is: I want to learn something about the organization. I want to come prepared, be curious, ask good questions. Don't ask questions of things you can find on their website, right? Like meaningful business acumen questions. So learn something before you teach something. And by "teach something," it's making recommendations. "Hey, I'm seeing this is how you're using it. Companies, what we have found is the best practice is this," or "Hey, did you know you're leaving this much money on the table by not doing this?" So teach them something, make a recommendation. And then the third one is prescribe something. Which is, "Hey, I'd like to recommend that you look at this," or "I'd like to suggest you do things differently, right?" So something that makes them better.

But just giving them that framework so we do less of checking in and more of having a framework for those meaningful conversations — how to layer in business acumen on top of that. So that would be something. If it's a session that is helpful to others, kind of walk through that framework and how it might apply to their team, that would be something I would be more than happy to do. I think it's super valuable.

I think there's a whole lot of showing up and reviewing in a QBR and giving information, and you know, just vomiting up information you could get off a dashboard. And to your point as a business owner, that's not valuable. You know, if I'm going to take my time with someone — I went through this the other day on a product that we use — it was after 15 minutes like, "Where's the value here? Because this is 15 minutes I'm never going to get back of my life." So I think that would be super valuable.

Angel, what's the vision for the future? Where's Lasso going the next two, three, five years? And like, what changes do you think y'all are going to need to adapt to? I know that's kind of a pie-in-the-sky question, whether it's technology, market. What's the plan for the future?

Yeah, I think so. We are what's called a vertical SaaS, so we only focus on one industry. Which again, all we want to do is just serve this industry and go deep with them. And so that's our plan. That is our long-term. That's our vision — is just to serve this industry like they've never been served before with great tools and resources. So it conveys all the way down to the consumers of these events so they have a better experience. So that's what our vision is — is to own the space and to give them a modern, easy way to do their work.

Because event professionals, I can, I mean, I could tell you so many horror stories of all the things that show up and have to happen to produce an event. You know, we're consumers. We show up, we have a great time at the Pink concert or Snoop, or Snoop, Pink, and Snoop together, 2024. That's right. We have a great time, but we have no idea the hundreds, sometimes thousands of people behind the scenes that it takes to make these things happen and all the logistical nightmares — making sure the right piece of equipment arrived from Phoenix in time and was put together the right way, and every cue happens, and every light flashes on time. It's like all of those things. There's so many different moving parts. So we want to give the industry, you know, a great way to do their jobs and make them look better.

Love that. Love that. Ready for some rapid-fire questions?

Well, I have a feeling ready, ready or not, here we go.

If you weren't in tech, what profession would you be in?

Something with dogs.

Oh, I love it. What kind of dogs do you have, Angela?

I have a boxer.

And I have a French Bulldog.

Oh, love it. We, uh, the mini golden doodle disaster is barking at the Amazon person right on time.

Right? Right on, right on cue.

What's the first app you check when you wake up in the morning?

My email.

What's one word to describe your startup journey so far?

There's so many that come to my mind right now. I'm gonna go with exhilarating.

Oh, I like that a lot. That's probably one of the better ones we've got.

What's the one gadget you can't live without, other than your phone?

I don't know. That's a really good one. I'm not a big gadget person, kind of old school. I don't know — my phone would definitely be it, but I don't know of any other gadgets I really use.

No Fitbits, Apple watches?

Nope. No, none of it. No, I never wear my Apple watch. My husband, he's tried to get me one twice, and I've just returned it each time. I'm like, "I'm just not ready for that."

Just not ready?

Plus, I think I was the last person to own a Blackberry. I can't.

No, I love my Blackberry. Come on now. Yeah, love my — I hold on to something until the very last minute. I'm like, "Fine, I'll upgrade." It's the learning curve. I don't have time for it. It works. Why would I try to do something different?

Exactly.

Last one: dream vacation destination?

I would say probably Bora Bora.

Okay, very nice. That's on my wife's list as well.

Do you travel a lot, Angela, for work?

I do. We try — with we try every year at Christmas to give our kids a trip as like we try, you know, have a memory every year. So that's what we give them for Christmas. And then this year we decided to put it into their hands. So all four of us had to come up with a PowerPoint. I gave the kids a budget so they could learn what it's like. Mom has been planning these trips for years, so they each got a budget, they pick anywhere. My poor daughter didn't spend near enough. God love for her — I appreciate that about her, but we did not choose her vacation. But we all had to present to the family which vacation we were going to take.

So we tried to be intentional about having that. Who won the vacation and where'd you go?

I won the vacation to the Bahamas.

Very cool. Yes, I love it. Angela, thank you so much for joining, for sharing your journey, Lasso's journey. Where can folks find you? Where can folks find and learn more about Lasso?

Yeah, I'm on LinkedIn under Angela Ala, and our website is lasso.io. L-A-S-S-O dot I-O.

Angela, thanks for joining. We appreciate it. It was a blast.

Thank you guys.