Intro: Coming to you live from the Business RadioX studio. It’s Franchise Marketing Radio.

Lee Kantor: Lee Kantor here. Another episode of Franchise Marketing Radio. And this is gonna be a good one. Today on the show we have Keith McBride, who is a franchisee with 1-800 Packouts. Welcome.

Keith McBride: Thank you.

Lee Kantor: Well, I’m excited to learn what you’re up to. Uh, for folks who aren’t familiar, can you talk a little bit about 1-800 Packouts? How you serving, folks?

Keith McBride: Sure. So 1-800 Packouts. We are in the restoration business. So if you have a fire or a flood in your house or a storm damage, what we do is, you know, you need to have, you know, the water taken out off the rug. You need to get the walls potentially cut and the furniture and the things in the house are typically in the way. So what our franchise does is we go and we take the stuff out of the house, we bring it back to our warehouse, we evaluate it, we clean it, we deodorize it, we store it. And then when construction is completed on the home or business, we bring everything back to the customer. Like, you know, like brand new. If there’s issues with any of the content, then we can work with the insurance company. We can create what they call non salvage lists and help the customer get what they should get based on their policies.

Lee Kantor: So what’s your backstory? How’d you get involved in this line of work?

Keith McBride: So I, I came from the corporate world. I worked for a cable manufacturer. So we were a supplier for cable companies and telcos, set top boxes, cable modems, fiber optics, things like that. I had been in the service organization for years, and the last about ten years. I was a senior director of business development and operations, and what that entailed was, was driving business. And in the last six years that I was there, we were able to drive business from 25 million to almost $200 million. This was a global organization, so we were servicing North America, South America, Europe, Africa, Asia and the Pacific Islands. And we grew that business. Really a lot of it was internal. A little bit was through acquisition, but most of it was through internal. So in that what I, what I learned, I learned how to basically drive and grow a business from that background.

Lee Kantor: So I’m assuming you left corporate and then you were kind of on your own.

Keith McBride: Yeah, I, I left I, I had been helping grow a global organization and helping folks across the globe. I really wanted to start focusing on a community where I grew up in Northeast Philadelphia. I went to school in Philadelphia. In fact, I think only two years of my life, I didn’t live in the Philadelphia region. I now live just outside of Philadelphia in Bucks County. I’d been there for 25 years, raised my family there, and I really wanted to start giving back to the community and helping the community and getting into this franchise allowed me to really help and support my neighbors, my kid’s friends, their neighbors, their parents, and and the other folks in the community that really helped me become who I am and allowed me to raise my kids here.

Lee Kantor: So let’s talk a little bit about the journey to this particular franchise. Were you looking at lots of options? Did you think, oh, I can be. Maybe I’ll just, you know, be a a consultant or I’ll, you know, keep doing what I’m doing in the industry but still be based here. Like, like what were you looking at as options prior to signing on with one 800 Paco?

Keith McBride: I took a little bit of a pause, so when I left that company, I’d been there almost 20 years. I left the company. I needed a break to kind of reevaluate what I wanted to do. So I took a summer off. I looked into, you know, potentially creating a it was a hobby that I have. I like to make beer. I actually started looking into potentially starting a brewery in the area. And I realized that the market really wasn’t wasn’t going to be in a good spot for me to do something like that. So then I started evaluating, well, do I want to get back to the corporate world? Um, do I want to stay in the industry, out of the industry? And I started working with a business coach, really kind of digging into, you know, I knew the cable world really well. But what did I really like about about what I did and what I like to, like growing and driving business. I like the challenge. You know, something was always coming up that was new. And that’s really the driver of what I liked. I looked at about ten franchises when I first started, and I very quickly got it down to three. So I really started looking at those three, you know, looking at the franchise agreements, talking with other franchisees in the area, visiting some folks, looking at, you know, different market conditions. What I would have to do in the local Philadelphia area to get, you know, did I need office space, did I need warehouse space, um, and things like that. And then I really narrowed it down to two. And then, uh, after about 2 or 3 more weeks of, you know, serious due diligence, I narrowed it down to to one 800 pack outs and move forward with them about two years ago.

Lee Kantor: Now, when you made that decision, um, what was kind of the the the thing that that kind of closed the deal for you? What was the the one 800 pack outs? Uh, you know, what kind of was the thing that said, okay, this is the one for me. Like just everything aligned or 80% aligned. Like, you know, these are big decisions. Obviously, your life would have been in a different direction if you chose the other one. Um, so what kind of made the difference?

Speaker4: Uh, yeah. So what I did was I, you know, there were there.

Keith McBride: Were certain check marks I was trying to hit. One was, you know, local. I’d been on, you know, on the global side for so long, uh, taking long flights, you know, sitting in board meetings, kind of growing, uh, large companies and providing support to them. I knew I wanted to support my community, so that was one of the things that was really important. And that’s one thing that I really like, about 100 pack outs is it allows me to help literally my neighbors, uh, when they’re when they’re in a time of need. Um, I also was really impressed with one 800 pack outs, the systems that they had in place, kind of a marriage of of systems and structure and then opportunity. Um, and what I mean by that is they have the tools, they have everything that you need to be successful, uh, from project tracking tools to financial tools and quoting, um, inventory tracking, you know, the things that you need to do your business. Uh, but there’s also a lot of opportunity in that. I could talk to the other owners. I visited a few of the other owners. Um, you know, there wasn’t anything that was hidden there. It was all all wide open. And I still continue to to use that owner infrastructure. Um, you know, a lot of owners have been in it a lot longer than me, so I’m able to kind of pick their brains and and find out some of those details. So I really like the culture, um, and the tool set and, you know, coming from the corporate side of things, you know, I was used to, you know, fairly structured, um, and, you know, they have those tools that that help you drive what you need. But there’s also like just a ton of opportunity out there. And I think the Philadelphia market, um, it’s not oversaturated with pack out companies or content companies. Um, so I thought it was a very good opportunity to be able to drive that, you know, right here in my hometown.

Lee Kantor: Now, you mentioned the importance of local. One of the, um, usually one of the drivers of business in local is you have to kind of go out and, uh, you know, be like a politician and shake some hands, right? You got to meet some people and build kind of that, uh, pipeline for business where they think of you. Um, was that something that you looked forward to doing, or is it do they have systems at one 800 pack outs? That makes that easy?

Keith McBride: I, um, so my prior job, part of what I did in the prior job was business development. So I was accustomed to having the introduction. So I, you know, we had a sales team and they would pull me in and I, you know, I would get introduced to the customer. I would go through the services of the things that we did. A lot of times it was after getting off a plane and staying in a hotel. Um, it’s actually exciting to do it in this local area. Um, I joined a whole ton of networking groups. I’ve, I’ve met a ton of people that way. And sometimes, you know, you find referral sources in the strangest of, of locations, things you would never think or people that you would never think could drive business toward you. Uh, you drive business toward you. Uh, one 800 pack outs provides a a lot of marketing support. Uh, they provide different campaigns. They provide content that I can provide when I go to these networking meetings. You know, I can shake hands. I obviously have the logo, um, and everything, and it’s hard to see, you know, the one 800 pack out logos. So all of that was there and in place for me. All of that marketing materials there in place. The expertise about, you know, in the past we had marketing departments that would do it in the corporate world. Now I had to do all that on my own. So, you know, the marketing team, you know, you do email campaigns, do you do mailing campaigns? Do you just, you know, shake hands and kiss babies? Um, and I think the answer to all that is all, you know, all of the above. And I do like doing a lot of that. I, you know, the networking meetings, the lunches, uh, and growing the local network, um, was definitely supported by 100 scouts. And it’s something that that I drive and I love doing.

Lee Kantor: Now, in your work, um, I’m sure people are contacting you when they’re in crisis because something bad has happened that they need you. Right? Um, are there referral sources, like, are you working with insurance companies? Do you have like, partnerships with, um, you know, kind of the first line people so that they, you know, where they don’t do the part you do, but you don’t do the part they do. So are there kind of referral partners for you in this model.

Keith McBride: And that’s a big part of. Building that trust. Um, so you think about I’ll stick with waters a little bit easier. I’ll stick with water. So buy a pipe bursts in your house. You’re not calling the content guy saying, hey, my couch might get wet. You’re calling the plumber. Plumber goes, stops the water. Plumber looks around and says, wow, there’s a lot of water in this living room. You need to have this taken care of. I have a, you know, water mitigation company. Now, the water mitigation company walks in and looks at it and says, wow, there’s a lot of stuff here. We need to get Keith. We need to get one 800 scouts out there. So yeah, you have to build the relationships with the water mitigation, um, also with the plumbers. And then, you know, it’s funny, the first job, it’s the first time you’re going to be talking to, uh, an insurance adjuster and an insurance agent. So I think it’s really important to have relationships with the insurance companies as well. I want to be known as a trusted source, someone that’s fair. Um, so building the insurance relationship, while they don’t always directly send you business, it’s good to get a reputation. Reputation from the insurance that, you know, I’m a good, reliable source. They can trust my pricing. Um, and that’s something that I have been growing, so. Yeah. Insurance adjusters, insurance agents, um, water mitigation, you know, fire, uh, you know, storm, um, people who support storm rebuilds, you know, all of that. You were driving. And as you grow like I’m less than two months in or two years in. So as I grow, I’m continuing to find new sources. And, yeah, you drive a lot of that, um, myself as the owner. And then, um, I have a business development person. He helps drive a lot of that activity as well.

Lee Kantor: But is that something that when you get the franchise, that one 800 Packhouse has relationships with certain insurance companies, so they kind of open the door for you? Or is this something that in every local market you got to kind of make your own friends?

Keith McBride: It’s a mix. So the Weidner Pack Outs has what they call third party administrators. So they have a lot of insurance companies will work through a third party to kind of mitigate all of the different vendors that they’re going to need to support different disasters that that they may get from a claim standpoint. So, one 800 Packhouse has a relationship with a lot of the third party administrators. They help us navigate. There’s a lot of paperwork. There’s a lot of things that you have to have in place insurance, certifications, things like that. They help us navigate all of that. Um, and then there’s different insurance companies that support different parts of the country. Um, so some of it is local. And then you have like State Farm and Allstate, some others are national so that there’s some relationship there. And then the local folks, that’s something that I would have to drive and I, I, I put together and put on the hat and run around and shake hands.

Lee Kantor: But they give you kind of what you need in order to give whatever that partner is, what they need. So they make it easy for you to to make friends.

Keith McBride: Yeah. And there’s also a lot of training. Like I didn’t have I didn’t work in, in this industry, you know, prior to two years ago, um, I didn’t know the insurance industry. I didn’t didn’t understand the restoration. So there was a lot of training that came involved to to get you up to speed. Like, I have the business side of it. I know how to run a business. I didn’t know a whole lot about restoration, and I didn’t know a whole lot about pack outs and insurance. So, um, they really helped kind of bridge that gap to get me to the point where I could become an expert in those areas and have the intelligent conversation with the water mitigation company and with the insurance, and know all the steps and what you need to do, what you can and what you can’t do in that space.

Lee Kantor: Right? Because you’re you’re your client is so vulnerable. I mean, they’re really looking at you to problem solve here in an area that they have no clue.

Keith McBride: Yeah. Empathy is really important. Uh, when working with the customer, um, they’re typically when I, when I see them the first time, they’re typically stressed out. They had, you know, their, their hot water heater burst or they had a, you know, a pipe up upstairs burst First in their whole entire, you know, first floor and basement or, uh, you know, dripping. Um, so they’re they’re fairly stressed out. Um, and that’s an understatement. So, you know, part of what I have to do is and they’re working with the plumber and they’re working with rebuild and insurance. And like, all these people are all kind of in the house. Um, so I think the important job for me at that point is to let the customer know that, you know, we have them taken care of. Uh, we verify the coverage, make sure everything is good, kind of keep them calm. I always let them know that you know the content. We’re going to make the content portion of this claim as easy as as possible. Um, you know, I work with the insurance. I do everything through that. A lot of times the customer doesn’t even need to see the bill. Um, if they don’t want to see it, I, you know, I deal with it directly. So, yeah, having that empathy for the customer, knowing where they’re coming from, uh, staying in touch with them after, like, you know, we’re taking their stuff and you think the rest of the house, they’re ripping up the rug, they’re ripping out the walls, and then they’re going to rebuild them.

Keith McBride: But their stuff, they wanted to come back the way it was before this, before this event happened. Um, so that’s that’s super, you know, and I’m not just throwing it out and then giving them new things. So, you know, that that’s really important. I have to build trust and rapport with the customer within, you know, 5 minutes or 10 minutes of meeting them, um, or I’m not going to get hired to do that. And, uh, when I did support quite a bit of training around that, how to do that, understanding the fact that, that, you know, everybody’s going to be stressed out, everybody’s home, um, is going to be different. Every little thing that they have is a treasure for them. Um, and it’s really important to understand, uh, that that part of the, um, that part of the process. And then the best thing and one of the things I love about the job is typically when we’re bringing those stuff back, they’re happy their house is back to normal, their stuff is coming back. Uh, they’re usually very, very happy when they get all their stuff back. So it’s it’s a very fulfilling portion of the job.

Lee Kantor: Yeah. Can you talk about maybe that first time that you went in there, got the stuff and then returned it? What was that like?

Keith McBride: Well, scary. I mean, when you when you first jump into something like this, you really don’t feel like you know what you’re doing. Um, because you don’t really know what you’re doing. So you’re driving to the estimate, and, you know, I’m calling, you know, my franchise coach and saying, I don’t know what I’m doing. Help me out here. Um, and they said, all right, you’ve had the training, you know, calm down a little bit. And they were right. You know, I was trained and I was ready. It’s just the first, you know, the first out. Um, but, yeah, meeting the customer. I think that the empathy, um, I was excited because it was very different from what I had done in the past. I was meeting, you know, a customer that had a multi-million dollar company, um, or, you know, they were part of a multi-million dollar company. And we were trying to to provide them services to, to do a new fiber build or something like that, where now we’re working with a customer who’s stressed out. They have, you know, wet basement and we’re trying to get all their stuff for them.

Keith McBride: So, you know, that I think the empathy part of it was fairly easy to bring on, um, because you’re there and you can see it and you can like, you know, depending on the water loss, you can smell it. You can see the issues and and letting them know that that you can you can help them is really good and it’s very fulfilling. Um, and then yeah, bringing it back is like I said, it’s the best part because they’re getting their stuff back. They’re super happy. They’re, you know, they’ve gone through this trial of, you know, a couple of weeks to a couple of months of their house being in turmoil and their stuff not being there. And now they’re getting it all back and they just feel really good. And that yeah, that first one felt like that. And and they all really feel like that. Most of them do feel really good as you’re bringing them back. Um, as we, you know, we do more and more and more of these.

Lee Kantor: Now, is your business primarily residential?

Keith McBride: A big part of it is residential right now. Um, I’m looking to expand into other areas. Property management. Um, where where, um, people own, you know, apartment complexes and things like that. We’re starting to get some work in there. Um, on the commercial side, there’s there’s definitely opportunity in the commercial space. It’s just very different on the commercial side. A lot of times, um, large offices have space to move a lot of that stuff, and we can help and we can support in that. Um, but it’s something that I haven’t started to branch into just yet.

Lee Kantor: Now, when you get the franchise, is it something that you have to have kind of warehouse space to, to put all this stuff and to, uh, you know, fix it up like there’s a, there’s some overhead component to this business.

Keith McBride: Yeah, there’s definitely a lot of overhead. Um, yeah, I had to get I have almost, uh, almost 10,000ft² of warehouse space. The good thing is I have good clear height. Um, so we we store everything in seven foot 7.5ft tall, uh, wooden vaults. And, you know, I want to be able to stack them. So luckily, I have I have room to stack two high. Um, so I got about slightly more than about 18 foot of clearance. I needed 15, so that helps a lot. Um, and then growth is, you know, it’s a challenge once you run out of the space, either you have too much space, you don’t have enough space. So, you know, as you start getting close, you have to start brainstorming on, you know, you have a lease for a certain amount of time. What do you do with the space? Do you partner with some other groups? Um, and that’s part of the problem solving. It’s part of what I, what I love about what I’m doing is just trying to figure out, um, you know, the growth strategy. And I think that’s, you know, it’s a good problem to have. It’s better than the warehouse being completely empty, which it is not.

Lee Kantor: Now, how often does something happen where your services are needed? Like, is this kind of a seasonal thing?

Keith McBride: A little, tiny bit. Um, it’s I had always assumed before starting that it would be, uh, storm related that everything is related to storms. And there’s a little bit of truth to that. Like we, you know, in the Philadelphia region, um, in the spring, early summer, we tend to get really bad thunderstorms and wind. Um, you get some tree damage. So, you know, we get a little bit of a spike not right after the storm. Usually about 5 or 6 days after the storm. Uh, where we’re helping people, where trees may have, you know, fallen, fallen and ruined an attic or something like that. Um, I haven’t seen really a whole lot. You get a little bit of frozen pipes in the winter. Um, but a lot of it is just, you know, in Philly, you’ll have old homes, and, you know, the sewer pipes are old and they may start falling apart.

Lee Kantor: So it’s just like random pipe breaking.

Keith McBride: A lot of it is random, but it’s also like this time of year for whatever. I guess it’s it’s the very end of the summer and kids are going back to school. It tends to be slow, and I haven’t quite figured out why. There’s like a three week period right around the start of school where it’s slow. Um, and then it picks up again in September in like July was a crazy July for us. So, um, yeah, some of it’s weather related. Some of it’s just random. Um.

Lee Kantor: But you don’t get you don’t get the stuff like in the, in California where they know they’re going to have wildfires every year and that’s going to affect and have smoke damage and things like that.

Keith McBride: Yeah. Not in this area. I mean, you get you get Fires. But not like that. Not where it’s, you know, this mass event. Um, I know that, you know, the folks that were out there were very busy at the beginning of the year, um, where they were doing five and six jobs a day, which is insane. Um, but yeah, in this area, you know, you might get a hurricane. The last big hurricane, um, that we had here. I know directly affected us was hurricane Sandy. That was 12 or 13 years ago. Um, so, you know, we don’t get a ton of that, but, yeah, the windstorms we’re starting to get tornados, believe it or not. This is not an area that’s prone for tornadoes, but we do get them every once in a while here. But it’s more around just, you know, the house and things breaking or backups, you know, sewer clogs or things like that. Um, you know, like I said, it’s a mixture of homes that, you know, could be 2 or 300 years old. Some of the homes here, um, a lot of Philadelphia expanded over the last hundred, 150 years. So there’s a there’s a lot of homes with some old, old plumbing, um, and then even some new stuff. We, I tend to see, like old homes that have issues and then brand new homes. You know, the fitting was was bad and it broke after a year or two. So we get we get things like that too. Um, a little bit of weather related.

Lee Kantor: So what’s it been? You said it’s been about two years. Is it what you imagined? Like? How’s it going?

Keith McBride: It’s good. Well, so one of the things I did in the past, and, you know, pat myself on the back, I was pretty good at forecasting. Uh, at the corporate level. Um, I it’s really hard to forecast your first year, which was last year, but this year I forecasted and I’m, I’m doing well. I’m looking to hit I’m either going to hit or slightly exceed what I had forecasted for this year. So that’s really good. Um, my costs are a little bit lower. My cost of goods sold is a little bit lower. So like ultimately the bottom line is probably a little bit better. And it’s projected to do better than I had projected in in November or December when I put my forecast together. So I’m very happy about that. Um, my growth in the last 2 or 3 months has been really, really good. So, you know, really excited about that and driving that and pushing that. Uh, I’ve gotten to the point where I have a team like, you know, when you first start, you don’t have enough work to really have a dedicated team. So I was going out and doing a lot of this work. Now I have a team that does that, which allows me to really focus on on driving the business, putting the relationships in place, um, to be strategic with some of our partners, some of our referral sources. Um, starting to look at, at how do we become more efficient. And then also growth growth, growth, growth is is where we’re at right now.

Lee Kantor: So now are you seeing kind of the fruits of your labor when it comes to the referral sources that now they’re starting to come in with some rhythm.

Keith McBride: Yes. Yeah, it rhythm is probably not. It’s a weird because because it’s um.

Lee Kantor: It’s sporadic. I mean, it’s hard like it happens when it happens.

Keith McBride: Yes, it happens when it happens. I have a calendar behind me that, you know, all the jobs that we have on there are kind of I have them listed on there and you may have like 1 or 2 jobs for next week. But if the calendar is full and you get a call, then you can’t respond to it. So a lot of what we do, it’s almost like being in the fire department where you’re sitting waiting for the fire, and then once the bell rings, everybody runs out and takes care of it. Um, but yeah, what what happens is we had, you know, you start with one referral source and then you may have 2 or 3. Um, in the last 3 or 4 months, we’ve more than doubled the number that we’ve had. And then it’s more opportunities to get that call. And that’s what we’re that’s what we’re driving and we’re expanding those relationships as well. Some of them are franchised locations, some of them aren’t. Um, and you know, our space, if they don’t do content, it’s real easy to have the conversation. Now, they may have another solution for it, but if we can get in and show them that our process can really help them help their customer, and we’re going to make them look better, then that’s typically, you know, if I can get a little bit of money, if I can make you look better and I can help your customer, why not try us? And then they try us and they like what we’re doing. And then word starts getting out. So I think we’re at that point where the word’s getting out. Uh, we’re obviously we’re driving a lot of that activity. Um, and we’re seeing that momentum.

Lee Kantor: Yeah. And you’re doing a good enough job where they’re saying, hey, I trust this guy. Let me. He’s my guy now.

Keith McBride: Yeah, exactly.

Lee Kantor: Now, did you get one territory or how does it work? You, when you were decided to pull the trigger with one 800 packhouse, was there something where you were like, should I get one, two, three? Like, are you doing this as this is my thing? Or is are you trying to build A18 hundred Packout empire?

Keith McBride: Uh, I’d love to have A18 hundred pack of Empire. I’m very methodical. I’m a little bit, um. I’m a little bit. I’m conservative for sure. Um, and how I. And how I build out things. So I want to make sure that we have everything that we need, uh, that it’s the right model, that we’re not going crazy on cost. You know, I could have bought a 50,000 square foot warehouse, but I’d probably be out of money right now. So, you know, you start out small, you make sure that it’s working, you get your processes all refined and then you start to grow. And that’s that’s where I’m at now. I have everything, I have everything set the way it needs to be. We have a really good product. We have a really good process. Um, everybody’s trained the way they need. And then now, as I’m starting to add people, we have a training process on how we do it. Um, we’re starting to add, you know, more referral sources. So we’re starting to get more of that. I bought one territory. Um, and I think this area is really good for for what I’m doing. And I think I probably will expand as, as demand requires is what I’ll definitely do.

Lee Kantor: Right. So you’re you’re just looking for organic growth.

Keith McBride: Yes. Yeah. At this point, organic. Like I haven’t hit everything that I need in my territory. It’s a pretty big territory. It’s two two counties and part of Northeast Philadelphia is my official, um, territory. And, you know, we’ve done a decent job. We’re probably 50%, um, uh, penetration into the territory. So we still have room to continue into the territory. Um, but then once that happens and we’re successfully providing the support and, and the work in those areas, then we’ll start to expand. And it’s probably sometime next year, I would guess is when we’ll start doing that.

Lee Kantor: So it sounds like kind of the metric that matters for you is just keep expanding those referral sources, just get more and more and just serve the heck out of them. And it seems like you’re unstoppable.

Keith McBride: Yep. That’s the goal.

Lee Kantor: And then you feel well taken care of by the one 800 Packhouse folks.

Keith McBride: Yes. Yeah, they’re very supportive. Um, I’ve had a few folks come here. I’ve had, uh, our brand president was here just a couple of months ago. Um, and and it’s funny, he was one of the ones that said, hey, you really need a salesperson. He was looking at, uh, what I had on my calendar. He could see there’s kind of a cyclical where, you know, it was really busy, and then I wasn’t busy, and then I’m busy. And he’s like, the reason that’s happening is because when you’re busy, you’re in the business instead of working on the business. So getting a salesperson and it’s kind of a guy that wears a whole lot of hats. He does sales, he does operations, does a whole lot of things for me, but it allows us to one of us is always pushing and driving and, you know, bringing the in the coffee and the donuts and, and bring, you know, talking to folks about referrals and then, you know, driving those networking meetings, you know, if I can’t make it, he goes, if he can’t make it, I go. Um, and that’s really helping drive kind of the steady, uh, referral sources growing and and the business and and. Yeah, that that helps a lot.

Lee Kantor: So was it hard to identify that right person and get them on board?

Keith McBride: I got lucky, I knew them. I had been working with them through, um, another channel. And, you know, things just happen to work out. And he decided to come over and, you know, I asked him to come over and he decided to come over. And so it’s working out really well. Um, I had prior to that been looking around and it it is difficult to find the right person and the right role. Um, but I got really lucky and, you know, very happy that that he came over and started helping me there.

Lee Kantor: And if somebody wants to learn more and connect with you and, uh, you know, maybe they’re either a referral source or somebody who needs your services. What’s the website? What’s the best way to connect?

Keith McBride: Yeah. One 800 pack out website. Um, if you go to if you click on Pennsylvania in there, I’m the only phone number on there, which is great. So you can click on that and get a hold of me. Um, yeah. It’s probably the easiest way.

Lee Kantor: Good stuff. Well, Keith, congratulations on all the success you’re doing. Important work. We appreciate you.

Keith McBride: Thank you. Lee.

Lee Kantor: All right, this Lee Kantor. We’ll see you all next time on Franchise Marketing Radio.