Welcome to Social Geek, the most popular franchise podcast!
What do brands really need from their partners and vendors?
And how can suppliers best manage those relationships?
It’s Episode 1200 of Social Geek! The Franchise Rock Stars are back on the most popular podcast in franchising: Kristen Pechacek, Ali Kraus, Derrick Ableman, and Danielle Wright.
We’re diving deep into the three-legged stool of Franchisors, Franchisees, and Suppliers to discuss:
*Monthly check-ins versus monthly challenge
*Using your suppliers and partners to get stronger and better
*Saying NO and making it okay to say no
*Are relationships in franchising getting better? Are they getting harder?
*What are CEOs of brands really looking for now?
*What are the signs of a client quietly quitting?
Thanks also to today’s sponsors: Citrin Cooperman, Northeast Color, Hughes, and Thunderly.
Transcript for Franchise Rock Stars: Franchisors + Suppliers
“AI was not used in the creation of this podcast. This is the Social Geek Radio Network.
Hello, geeks, and welcome to the Social Geek Podcast. I’m Jack Monson, your host and marketing concierge. Today, the Social Geek rock stars are back, Kristen Pechacek, Ali Kraus, Derrick Ableman, and Danielle Wright.
We’re talking franchisor and supplier relationships. What do brands need from their partners and vendors, and how should suppliers best manage those relationships? It’s episode 1200 of Social Geek.
All right, today’s show is brought to you by Northeast Color, Hughes, Citrin Cooperman, and Thunderly. Imagine starting 2026 with a refreshed Fran Dev website. Imagine converting 7% of your Fran Dev website traffic into leads.
That’s three times greater than the industry average. This fall, it’s time to electrify your franchise development marketing. Visit thunderlymarketing.com.
Social Geek Rockstars are back with us today. It’s Kristen Pechacek, Ali Kraus, Derrick Ableman, and Danielle Wright. Scott Greenberg could not join us today.
He’s probably flying overhead in a jet bound for some franchise conference right now. So Rockstars, how are you?”
“Doing good, Jack.
I did want to mention too, thanks to you guys for doing all of these, these Rockstar podcasts with us. And thanks to everybody out there for making this the most popular franchise podcast. Today celebrates the episode number 1200, so 1200 episodes down.
And who knows where we’ll stop. But it’s been it’s been a good 16 plus years and still going. So thanks to everybody for you.
You better not stop anytime soon, Jack.
Yeah. Well, talk to the bank that holds the mortgage on my house and they’ll say, no, you got about 30 more years to go, man. So.
Well, you can count down. You can count. Figure out how many you do in a year.
Look at 30 years. That’s how many podcasts.
Yeah. Yeah. OK.”
“So we’ve got 4,000 more to go. Let’s keep going. I really wanted to talk to you guys about this sort of niche conversation that we’ve all had individually.
And I know a lot of you have had with your teams about how franchising is sort of it’s the old three legged stool, right? It’s the franchise or the franchisees. And then the suppliers and Kristen, maybe you could give us a little background on on your chat.
But you came to my team’s annual conference, the Thunderly team, and you gave possibly the best keynote speech and conversation that I’ve ever seen in this industry. And I’m not kidding. Kristen talked to our entire team about what a CEO is looking for with their marketing agency.
And that kind of sparked the idea of I’d love to have a conversation today about how people can work with their suppliers better, their vendors better, how suppliers can work with the brands better and what that relationship really looks like. Maybe not so much in the past, but in the future. So anyway, KP, thank you for coming to the conference.”
“Everybody loved everything you shared with us. What was the spark that made you think, let’s talk about the CEO and agency relationship?
Yeah, you know, it’s funny. I had so much fun in Nashville with your team. And although the intent was for me to educate your team on what I was looking for, I actually ended up educating myself a little bit on what I needed to do to be a better partner and to reinforce what I was looking for.
So I found that when I was speaking to your team about things that I wanted in the relationship, I wasn’t doing my part in providing those things to you. And I think you probably saw that come to life a little bit. Like I’m like, man, we, this is what we should do, but why haven’t we done this?”
“Right? And some of those key points, when I started to think about how I was going to talk to your team, really had me thinking about all the relationships that I have in franchising. And as I was putting together the deck and Jack, you pointed this out, perhaps one of the most powerful points that I was making to your team was I don’t want a yes man partner.
I don’t want a monthly check in. I want a monthly challenge. I want a partner that isn’t going to act like an internal part of my team, which is crazy because I’ve always said, I want a partner that’s an extension of my team or that’s part of my team.
But the reality is if you’re part of my team, you may just say yes all the time because I’m the boss and you’re going to go with the flow. And so what I found myself asking your team is for you to say no to me and to tell me that I should do something differently. And it was a good reminder as to why I don’t just staff all of my marketing functions in house.”
“It’s because I want to get stronger and better and in order to do that, I need to hire people who are going to say no and who are going to challenge me. And so for me, again, it was just it was really refreshing not only to meet the team and spend the time, but for me to realize, man, I got to push harder and try harder with my partners in order to make sure that they know that this is a space that’s comfortable enough for them to challenge me.
Yeah, I think it was it was refreshing for my team to hear from someone that it’s okay to get that no, because I think there are so many agencies and whether it’s advertising or other types of suppliers, that they’re so afraid of the client being unhappy and saying no isn’t always indicative of your unhappiness. Right? I think you said something about if you’re not saying no, we’re not really trying hard enough, right?”
“We’re not coming with enough ideas or new ideas or pushing the envelope enough. Derrick, I know you work with a lot of different types of brands as well. Is this sort of vibing with how you’re working with some of your favorite clients right now as well, too?
Yeah, I mean, it’s funny that you bring this up, because this is exactly this. I had a meeting about this exact thing today, where we had to tell a client no, where the client wanted all of these different things, all of these different variations, and we had to stop them and say, listen, happily, we will do as you ask. But what you’re asking will cost a lot of money, won’t make a big difference.
No one will tell. No one will be able to tell. And it’s just going to be thousands of dollars you’re going to spend on these samples.”
“Instead, please allow us to help you save money, move you in the direction. We can experiment in these other directions, but I think that in my experience here and in other work, you owe your client that no. You owe them, they need that guidance.
They need to be told, stop. I’m not here to just rubber stamp everything that you want because you don’t know what you want. You’re not educated enough about my expertise, that’s why you’ve hired me, or you would make your own whatever it is.
I think at the end of the day, a really healthy supplier, franchisor relationship, it’s like any happy marriage. It thrives when each party is dedicated to this continuous discovery and development, and it’s not mired in complacency. Because that can build into a stack of disappointments that can curdle into grievances or with these little habits where you’re not listening to each other, you’re not really being present, you’re just sort of, mm-hmm, mm-hmm, well, okay, cool.”
“And we’re making business together. This is a live wire. Let’s be awake for it.
Let’s push, let’s find out, let’s say yes and no.
Yeah, for us, I would say again, it’s not the client side for us that we have to say no to. It’s the partner side. So to our franchisors and to our consultant networks, I think unfortunately we probably say no more than we’d like to.
But for example, something we have to say no to is going to every franchisor conference that we’re invited to. We outside of the franchisor conference world go to 50 to 60 events depending on the year, and we just don’t have the support and the infrastructure to do that. So we work with 600 plus different franchisor brands if we were to go to every conference and spread the love and be that supplier that they invited at all of them, we would have nobody ever taking calls and getting people funded.”
“So unfortunately, one of the things we have to say to no very often is franchisor conferences. As much as we love them and we want to be there, we just can’t do it.
Yeah, you could make a full-time job out of, actually you can make about five full-time jobs out of going to all of those shows, right?
Yeah, yeah. And they’re a good time. Don’t get me wrong.
And I’ve been on the franchisor side, so I understand the importance of having your vendors there to represent and your franchisees want to see your vendors. But until we have a team of another 15 traveling only people, it’s just not something we can make happen. And that’s always really hard because I understand the value.
I know the importance. We appreciate and love our partnerships, but it’s just it’s impossible to say yes to all the time.
What’s a good way for a CEO to say, you know, no, but?”
“That’s exactly what you have to say is just because it’s no doesn’t mean that that doesn’t spark another, you know, window to be open. You shut the door, you open a window, you figure out a different way out of the house. And I think that, you know, the foundation of being able to do that really comes down to having a personal relationship with your partners, just as strong as your professional relationship.
And I often say like, I don’t want to do business with you if I can’t have a cup of coffee or a beer with you. Like, I need to know who you are if I’m going to trust you to have my back in business. And if that trust is there, that relationship is there, then the no’s, they aren’t as hard, right?”
“It’s like, no, man, that’s silly, but let’s move on to this or let’s try this or, you know, that might not be right for right now, but maybe we put a pin in it and do something a little bit differently. And so the relationships that you build on the supplier and the client side have to be strong in order to have those tough conversations, just as they do with your employees, right?
Kristen, if I could just add something to the end of that, because I thought that was a really insightful point. The approach that I think is really healthy from a supplier to take is when you do get a no, is to try to find the note behind the no, right? Like you were saying no to this iteration, but what is it in service of?
What is the larger idea? What is, you don’t like this color? Okay, why?”
“Like it’s that follow up question. I think being told no and being redo it, you can get blunted and you can, no one likes to be judged, right? But honestly, like if we’re gonna make something better, we have to try to find out like, what is behind that?
And again, it comes to that, I think curiosity, interrogation, just like, tell me more. Let’s find, let’s follow this thread.
Danielle, I want to bring you into this sort of, from a whole new perspective. You work with franchisees and potential franchisees and franchisers and other suppliers and probably, you know, six other legs on that very big stool. How do you see things going in the franchise space right now?
Are these relationships getting better? Are they getting harder? Are they getting fuzzier?”
“What do you see going on out there these days?
Oh, that’s like the toughest question I think you have ever asked me. From all the different viewpoints, personally, there’s not a lot. I’m contradicting myself here in a minute, but there’s not a lot of competition.
Everybody’s doing the same thing. So to the point of this conversation, I would love anyone that is a supplier, anyone that you’re working with, be different, be bold and be okay with like you’re saying, say the no’s, give the reason why. Because all of the relationships that we have right now, everybody’s telling me the same things.
Like do something different, be inventive. I think we are all okay with it not being status quo. I mean, look at the world at large, nothing is status quo when we wake up in the morning.”
“So I think those that are willing to challenge are having a better success rate and long term partnership with whomever they’re partnering with, right? Like they want the direct, they don’t want it nasty. They also want the ability to adapt, to change quickly and those kind of things.
So I just, from all the vantage points I see, everybody’s still doing the same old thing. So why can’t we do something different? And I think you’re going to see your partnerships sustaining long term when you’re asking them to do something different when they’re working with you.
I think that quick change is something that a lot of brands and especially CEOs who are on top of their game really welcome right now. We moved, at my agency, we moved to sort of a new standard of taking that 12-month plan and the six-month strategy plan and just throwing it out the window. And I had to tell a client that yesterday, a client who’s been with our firm longer than I have by a decade.”
“And we said, you know what, we’re really not going to do that six-month strategy plan on this particular part of your communications because the channels where we’re working are going to be very different six months from now than they are today. And for us to spend, you know, a lot of your time going over this plan for next May and June, I mean, come on. I mean, who knows what things are going to look like six months from now when we’re talking about social media and search and SEO and GEO and things like that.
Like, everything’s changing so quickly. I don’t want to set someone up to feel like they’re, you know, this is exactly what we’re going to do six months from today. No, it’s not.
It’s changing constantly. So we’re kind of pulling that back and saying, instead of a six month plan or 12 month plan, we’re going to do a three month plan. But in about two and a half months, we’re going to get together again and do another three month plan.”
“And then another and another. So I think that’s going to cause two things. It’s going to allow us to be a lot more nimble and go with the flow of wherever the heck all of this technology is going.
But it’s also going to force the CEO of these brands to spend a little bit more time with us. And maybe they won’t like that, but I think it would be good for them, right? And I think it would be really good for us to, instead of having a twice a year meeting with the CEO, we’re going to meet four times a year, or maybe we’re going to meet once a month, or kind of depending upon what their schedule is, we’re really doubling up on maybe not the number of hours they’re spending with us over the course of a year, but the frequency of when we touch base with those folks and give them a little bit more of an update.
And I hope that’s well received.”
“I think that’s how you want to keep the partnership, right? The whole goal is to keep the relationship and continue to grow it. Like Kristen was saying, if I want to be able to have a beer with you, but I want to be able to have a beer with you a year from now, because you’re really happy with that relationship.
You’ve given extra attention to the service. Now I want to keep growing that and thank you for living in this moment with me instead of letting me be in this space by myself.
Ali, you work with a lot of franchisers and franchisees and suppliers. You work with a lot of brokers too, I think, right?
Yes, just about every network there is.
So how do you work with all of these people and how do you keep everything fresh and exciting and not getting stale and keeping those innovative ideas coming between you and all of these different types of groups?”
“Yeah. Well, there’s so many of them that it’s actually confusing oftentimes because the same way we have competitors, all of their organizations operate a lot differently too. So for us, before those leads even get to the sales team, it really lives in the marketing world.
It’s what you said in the word innovation, it’s all, creativity is the key for all of it. So I think the big shift we had over the last couple of years is that we don’t just check boxes or do what’s in the contract of the partnership. I think we’re constantly trying to look for new ways to show up, whether that’s unique sponsorship activations or fun campaigns or just bringing energy to something that’s been done the same way for years and years is kind of a powerful tool with our partners but also keeping at least our marketing team here entertained.
So I think it’s the best partnerships are the ones that are up for a challenge. And so they’re the ones that challenge the status quo and push both sides to try and do something fresh.”
“Challenge is an interesting idea. So you’re talking about not just your clients, but also you’ve got a lot of suppliers and vendors and everything that support you. How do you keep them excited about working with Benetrends?
Yeah, I think even more that than our clients. I don’t think that we are pushing boundaries with our clients. We have a product to sell and our job is to get clients funded.
I think being creative and pushing boundaries and challenging that status quo I was mentioning is exactly what we do with our partners. So most of our partners work with our competitors too. And so I think the question that keeps us energized and our partnerships fresh is, hey, this is the same contract I paid you X amount of dollars for every single year since we were partners, and so what are we changing this year?
Because I think one of the hardest things to recognize is that every year, the costs keep going up and up and up. Yeah. And the contract is changing.”
“And that’s okay. Costs need to rise for all of our companies to succeed. But I think that it’s just using creativity and not checking the boxes of, here’s your check again.
And we have two webinars a year and we have to send X amount of emails out to all of your consultants. And it’s just, that’s like, it’s so boring. So creativity is how we keep our partnerships fresh and alive.
And I think it’s in return what our partners want to work with, something fresh, something exciting, something new, something challenging, because like Jesse Itzler said, pressure is privilege. And so I think it’s that constant pressure and that challenge that I seek and I think our partners appreciate.
And just a quick note to everybody in franchising, if we could have Jesse Itzler speak at a few more franchise events, I’m all in on that. I could see that guy once a year. I’m not kidding, right?”
“I sat next to you actually when we first saw him. And I remember both of us taking notes, which I had never taken. Ever, ever, ever listening to a speaker.
It’s all going in my brain and stored there. But I was writing things in my phone that day.
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“Kristen, how do you deal with, let’s say, other types of vendors that maybe aren’t in the innovative world that Derrick is in, or maybe that your marketing agencies, and all of that fun stuff, right? And the Fran Dev people, and all of that stuff that is sort of, I mean, we all think it’s pretty cool. But maybe when you’re dealing with suppliers in areas like HR, and real estate, and finances, and accounting, and insurance, right?
Like, how do they stay sort of top of mind with you and keep pushing you forward, when maybe they don’t have, you know, big shiny objects to talk to you about every six months?
Yeah, exactly. If it’s more of a routine partner that, to your point, somebody isn’t bringing forward ideas, but rather just helping us get something done, you know, it’s really important to me that, regardless of their marketing, or if they’re, you know, more of a routine partner, that they understand what our business is trying to do. Because if they understand what we’re working towards, they buy into the strategy and the vision.”
“If they believe we can do it, then they’re going to work harder for us, and they’re going to make sure that their systems, their tools, their platforms, their whatever they’re giving us is top notch. So one of the things that we’ve started to do is doing like a every six month or so depending on the partner plan presentation where we at at the franchisor level are saying, hey, here are our goals over the next six months. Here are the initiatives that are going to drive those goals.
Here’s how we did the last six months. So people really have an idea of what we’re trying to do. And Danielle, you were talking about the directness that is demanded from both the client as well as the agency.”
“I think this is another really good point that I was trying to speak with Thunderly about was that a lot of the time, myself included, we don’t want to be super direct. Like we avoid that confrontation or that uncomfortable conversation, but in reality saying every three months, hey, how are we doing for you? Are there three things that we can improve on, three things that you think we’re doing really well?
And having kind of that performance appraisal approach to the relationship actually could save the relationship. We talked a lot about silently quitting and the signs that one of your clients may be silently quitting and the phrases they may say and the things that they may do, and how even if your client is starting to silently quit, you could have the opportunity to save that quit with a quick, hey, is there something that you’re looking for that we’re not providing you?”
“Give us a couple of those signs that you saw when people are quietly quitting. I know there was one that stood out to me anytime you hear the word circle back, right? Like look out.
Anything else on your hot list of things we should be on the lookout for?
If you can’t get me on a meeting, that’s not a good sign, right? If I’m like, oh, we’re going to cancel this meeting or I can’t do the call today. And of course, things come up.
I’m not talking about one cancel, two come. I’m talking about reoccurring themes. Danielle, you lit up about that one.
I’m sure you know of you.”
“Well, it’s just recently. It’s funny how stories happen. It just recently happened when I reach out to you and ask for a meeting because I haven’t heard from you and I’m reviewing the contract because I’ve just shelled out $22,000 to you in the last year and I’m not really sure what I got out of that.
We’re having a moment and I want to keep you, but you’re not showing me where this works. So, yeah, like they’re like, oh my God, she’s going to leave us. Yes, I can because there are 15 other of you somewhere else.
Guys, how is this not just exactly like dating? This is this is 100 percent. This is exactly like you’re ghosting me.
What have you done for me lately? Like, where’s the date night? Like you’ve got to permanent date night.
Like, you know, I’ve been with my wife for like 20 years. And so and still when I see her, I light up, light up. Like I look at her from across her broom and I’m like, it’s just there’s something that percolates.”
“And I feel like that is an important part of any kind of partnership, any kind of bond that you’re going to share with someone, something that’s going to span time. And again, I also think that like it’s okay that some of those end too, right? Like, you know, in everyone’s romantic history, there have been relationships that have run their course, that come and go and they got you to the next place.
And they meant what they meant when they did and you learned things from that. So like, I think it’s okay too to part ways. Like I think it’s okay to be like, oh, we’ve done as much as we can for each other.
We’ve helped each other evolve as cleanly as we can. Best of luck, right? Like it’s not everything, you don’t have to stay with everyone forever.”
“Yeah, there is a part of agency life that if we help someone sell enough franchises, maybe we’ll put ourselves out of work, right? If we help every one of our clients go sell, you know, a thousand more units in the next few years, we might be done here, right? So there is that too.
Have you ever had to break up with a client, Jack? I’m sure it goes both ways, right?
Yeah, I’ve done that a few times, maybe a few too many times. But you know, I’ll tell you the break up with a client that I will always be glad I did, and I’ve done it a couple of times, is when it turns into some sort of people issue with the team. You know, someone was just impossible to work with or abusive or something like that.
And it’s like, yeah, we’re just not doing that. We’re not doing that here. There are so many great brands out there that we could work with.”
“Life is too short to work with people who yell and scream at you. So, you know, we’re out of that game. So, but you feel like a big hero when you do that, but boy, at the end of the month, it hurts.
I got, like, I had to do the same with a friend, friend dev stuff, right? Like the creative shift side, we ended a relationship with Azor and they were, they’re at this tipping point of where they haven’t, they still had so much more room to grow. And part of me looks at it like, there’s a whole boatload more money to make, but the relationship went on for a lot longer than it should have, and they would have never broke up with me, so I had to do the breaking up.
And it’s so hard because you’ve created a really good rapport and then it takes forever to dismantle. Like, I broke up in January and we’re still, to Derrick’s terms, still dating until like now. So it’s hard to kind of separate those pieces when you do have that strong relationship, but there’s an end to everything.”
“And I would have stopped them from continuing to grow had I stayed in a place that wasn’t fulfilling for us as a team or for them.
I think that’s a really important point because money isn’t necessarily, this is what we’re doing, but it isn’t exactly the whole game, right? I think that the revenue is nice and good, but also it’s that mutual growth and how can we really help each other? What are we trying to accomplish?
I feel like we’ve let go of clients that we had no personal issues with. They were super nice people, but they just either weren’t ready for us or we weren’t ready for them or anything like that. As much as we’re drawn to each other, that it’s not going to be this other thing.
That’s cool. Best of luck. It’s time to part ways.
It’s respectful.”
“Derrick, have you ever had a client that you just didn’t get good results for or maybe the work just wasn’t what you really wanted it to be quality-wise, so it was maybe better if they worked with someone else. That’s tough.
Yeah, we did. I mean, it’s a funny add-on story to that. We had this one client and the work, the branding, all of that just wasn’t lighting us on fire.
We didn’t like making it. It just wasn’t our style. And not that we have a house style necessarily, but it wasn’t an engaging, fun thing to do.
People were lovely and I wished them all the best. We weren’t really growing with them in a certain way, so we parted ways. The person who worked for that company, who was our main point of contact, went on to, as happens in franchising, the door rotated and they got a different job somewhere else and they brought us in to their next brand.”
“And now we’re doing seven figures with them because they respected the degree to which we were able to have candor and grace with them and we were able to part ways and we respected each other, but it was just not the right thing. So yeah, we have had that. And I think the way that we were able to conduct ourselves was not only indicative of the respect we had for each other, but for ourselves, right?
And for their brand, ultimately.
Yeah, I think what I really like about that story, Derrick, is you built a relationship with that person, not with that brand. So when he or she left, they took that relationship with them. So often, I hear from my team that, oh, so-and-so is leaving XYZ company.
Oh, my gosh. Like, that’s terrible. And it’s like, yeah, but you didn’t build a relationship with that logo.
You built a relationship with that person. And the good thing about franchising is no one leaves, right? You’re all going to be here 10 years from now.”
“Sorry, but that’s the way it is. I will pull you back in and continue to build those relationships with the people, not with the logos and the name on the door and the brand, because those people are going to leave at some point. It’s just the way it is.
So Ali, you’ve got a relationship with lots of different types of companies in franchising franchisers and brokers and suppliers and all different types of people. Are you still seeing a lot of people moving around job-wise these days, leaving their jobs, maybe moving to other places, or has that slowed down a bit?
It has completely quieted.
Really?”
“Right now. Back in the spring, I had a sticky note that was permanently taped to the side of my desk so no one could see it on video calls. And I think at one point I had nine people who had personally reached out to me looking for jobs and that list is down to like one.
I think this summer quieted down a little, but right now it has slowed and there might be movement. I know we have some things up our sleeves here at Benetrends as it is budgeting season for a lot of us that operate on that January 1 annual time frame. And so I think looking into new hires is coming.
But right now in this quarter four that we’re entering right now, it is nowhere near the flurry we saw in early 2025.”
“Yeah, I’m seeing exactly the same thing. I don’t have a sticky note, but I do have a page in my notes in my phone where I keep track of what of my friends and colleagues are looking for a new challenge, as we say. And because I found myself so often where I’m at a conference or something and somebody is like, hey, do you know a good VP level marketing person?
And I’m like, yeah, I know of six of them and I can’t think of their names right now.
I know I need to switch to the phone method and get the 2025 Ali.
Yeah, but I’m the same way that page in my notes is a lot smaller than it was a year ago. And maybe there’s just been so much uncertainty that maybe that’s gonna change here in Q4 and definitely in Q1.”
“Yeah, we shall see. But call Ali and Jack if you want to be added to the video.
I didn’t know we were getting into the recruiting business, but here we are. As we begin to wrap up, does anybody have anything else they’re seeing with these relationships, maybe as we’re looking into next year? Anything that we haven’t talked about today that we should go to?
I don’t have any major updates as far as that goes, but this whole conversation is reminding me of this passage from this Milan Kundera book that I read called The Book of Laptor and Forgetting. I recommend it if you’re into Czech authors. But Milan Kundera describes love as a continuous process of interrogation.
I think that that applies to a lot of what we’ve been talking about here today, because at the heart of that interrogation is always that form of curiosity. It’s kind of an attitude of having your eyes open and seeing the relationship with the sense of potential, and that cuts both ways. I mean, it asks, are we right for each other?”
“How do I need to change for this to remain relevant, this relationship? How can it be mutually beneficial? I think most importantly, am I willing to make those changes or have we reached a point where our paths are going to diverge?
I think that when a partnership is truly built on mutual trust and respect, that interrogation, that curiosity, will be driving towards answering the question that is more than just, what can you do for me, but what can we do for each other?
Thanks again to the Rock Star panel, Kristen Pechacek, Ali Kraus, Derrick Abelman, and Danielle Wright. Thanks also to today’s sponsors, Hughes, Northeast Color, Citrin Cooperman, and Thunderly. And thank you for listening, telling a friend about us, and staying connected on the Social Geek Radio Network.”