Listen to your gut: Bo Patel

That college degree is just the start of your learning, says Bo Patel, principal at Axion US and a 1998 Harbert graduate. It’s an ongoing process in the business world. And that process won’t be “lollipops and unicorns” all the time, he says. There’ll be fear and failure along the way, but it’s important to keep that in perspective: “Fear is a great motivator. It can stop you, but it also can keep you going because you don’t want to fail.”

Transcript

Narrator:

Welcome to the Harbert College of Business podcast with your hosts, Sarah Gascon and Currie Dyess. Today's guest is Bo Patel, principal at Axion US, a business consulting and services firm in Marietta, Georgia. He is a 1998 Harbert graduate in Management Information Systems.

Currie Dyess:

Bo Patel, War Eagle, and welcome to the show.

Bo Patel:

War Eagle. Glad to be on the show.

Currie:

Yeah. We're so happy to have you. Thank you so much. Bo, a lot of students when they enter college don't really know what they want to do, which is understanding at 18 years old, how did you navigate those struggles and end up choosing your MIS degree?

Bo Patel:

Oh, well, I think you hit the nail in the head right from the beginning where you said they don't have a clue what they're doing when they come into college. I came into Auburn, even before coming into Auburn, not even being a freshman, I already had changed majors. You can tell how indecisive I was.

Hopefully as we go through this podcast, you'll see how continually dedicated I am to being indecisive in all my particular endeavors in life. We'll just go through it. But to circle back when I first applied to school, for me, I'm a couple years older than probably the students that are listening to this. But back in the day, Georgia was my backup school.

I grew up here in Marietta, Georgia, and everybody that I knew was going to go to Georgia. I got into Georgia, but something just wasn't right for me to go to Georgia. It's probably the best move for me both in my personal and my career to go down the route that I ended up going down. I was actually applying and got into Emory University and I was going to be a doctor.

I may look the part, but I probably am not ventured to be a doctor in life. Because of that, before I was actually enrolled to go in and I changed directions to go and say, "Hey, you know what? I need to try something else. I want to go into business, or just I don't want to be a doctor. Let's start with that."

Then I came down to Auburn and applied when I came through my own individual tour of Auburn. When I signed in and brought my transcripts and everything, I think it was around July timeframe and I believe Auburn was starting up in August. Lo and behold, last second change, colleges, of careers and everything started off before I even got to Auburn.

When I got to Auburn, I thought I was really gifted and I was going to be an architect. That lasted about a whole half a quarter when I realized my first intro to architecture that I had no God given ability to draw and/or understand columns and all the different types of columns. I said, "You know what? I'm going to have to figure something out or else I'm going to be homeless, and have grow a beard and might have to end up getting points thrown at me."

Because of that, I think I moved over to hospital administration and then after that, realizing I still don't want to do anything in the medical field, ended up in the business school. At the business school, I was a finance major for a hot minute. Then my wife now, who is also a finance major from Auburn, her and I studied both accounting and finance for one quarter. I've never gotten Ds in my entire life until I studied with my wife in the library and I got two Ds that quarter.

I studied so hard. I realized, you know what, I'm not an accountant and/or a finance guy. Let me give MIS a try because, you know what, I got to grasp for something now before I really do become homeless. I found my passion to be MIS, and I did all right. I understood it. It's something that I ended up. It was a good move for me at the time being, and it opened up a lot of doors. Then at the end of the day, other doors opened up through other skill sets. But MIS was the basis of my career out of Auburn.

Sarah Gascon:

After graduating, entering the workforce, a lot of graduates, they have similar struggles finding the right job and right fit for them. Now, whether it's working for a small business, Corporate America, or even starting their own company, how did you navigate that period of time?

Bo Patel:

Well, I mean, the beginning for me was when I graduated from Auburn, it was the heyday for an MIS grad. Graduating in 1998 from Auburn with an MIS major, companies were lining up wanting to give us opportunities because this was right before Y2K, right before all of this. Technology was really starting to boom. For me, the simple aspect for me was to just go ahead and use my degree to get a job.

That's where IBM came in and I was given my offer for IBM November of 1993. I had a few classes left to graduate in June of 1990 ... I'm sorry, 1997, November. Then I graduated in 1998 of June. I have a lot of fun at Auburn that couple quarters where I've had a little bit of classes but already a job lined up. But the navigation portion is you go ahead and put yourself out there.

A great thing that we've learned in college is the fact that we're able to meet people from different areas, meet people from different backgrounds, understand things that we're interested in. But by the time you're 21 years old or 20, 21, 22, you don't have your life defined by then. The first thing to do is just take that step outside. Get a career. See what it is. You know what? You don't have to necessarily stick to something that you're not in love with, but it's a starting point.

It's a great point also. When you are young, in my opinion, is to ... This is one of those old dad, because I'm old and gray now, is to start saving as much money as possible, because then if you're a business major, you learn about compound interest. Compound interest is a key in giving you the ability to do what you want to do later on in life.

It's that squirrel putting away the nut a little bit earlier, but it comes into fruition when you get to an older age where you don't necessarily see the benefit of doing it when you're doing it. But later on in life, man, it makes such a big difference. It also, because I was able to do that, it allowed me to have a lot more flexibility in my career.

Currie:

You graduated, you went to IBM and then Ernst and Young onto Oracle before buying and creating a few of your own companies, seems like the human element of business, networking, leading, managing teams that has served you really well in your career. How did you acquire these skills and did you know their value at the time you were developing them?

Bo Patel:

The short answer is I have no idea that it had value. When you're a kid and God gave me the gift of gab. I'm a social person. I want to be around people. If I was an introvert, I probably would've gone into, and no offense, I don't think there's so many engineers listening to this podcast. But I probably would've been an engineer. Put me in front of a computer and leave me alone, let me write my code and all that.

I'm not that. Even in MIS, there's computer science and there's coders and all this. I look at coding and I'm like, "I can't do this. It's too much in front of a computer." My natural track got me over to getting more on the sales side, getting more in front of the customer, getting more in front of people to talk to people and use my gift to gab.

That's about the only skill set the good Lord gave me is a gift to gab. I don't have the smarts to be a doctor. I don't have the smarts to be an engineer. All these folks are fantastically smart. But a lot of those careers and a lot of people, even in business in our own business school at Auburn, in most business schools, they lack the social aspect of how do you communicate with people.

I think with the way technology has come about, where you have Twitter, you have texting, you have email, you have everything except the fact that people don't pick up the phone and talk to somebody. Right now, we've had COVID, where Covid says, "You know what? Let's all stay home and work from home." Well guess what? You need to get out there and meet with people and getting in front of people in order to make a sell.

It's difficult to make a sell over just a quick little, what is it, emojis these days or memes or whatever. You can't really make a sale over that. You got to go there and show people what things are about.

Sarah:

Throughout your journey, how have your priorities changed?

Bo Patel:

Well, one, throughout anybody's journey, as you go through college and then you get married and have kids and all those things, the family aspect of it kicks in, too. When you decide to make any changes with respect to your business side, when you buy a company or you decide to sell a company, it's not just an individual decision anymore, it's a family decision.

When that happens, we have to go ahead and make, this is where that compound interest part kicks in. Earlier on in my career before we had kids is when I ended up starting my business or buying my business, which allowed me to be able to develop that business while my kids were still young, which allowed me to be able to sell my business when my kids were at a decent age and financially were okay. It allows me to go into a different area, which is where I am right now on the development side.

It's a critical factor and it's all about timing, especially getting out of school. If I was able to get back into a time machine and go back to my senior year at Auburn, I would say, "Hey, you know what? Go down the exact path you went down. Make the same mistakes you did. Because if you don't make those mistakes, if you don't get frustrated in the company here, if you don't fail over here, you won't know where you want to go after the fact. You've got to learn from your failures."

That's what happened throughout my career. There was a lot of failure. It wasn't lollipops and unicorn the whole way through. I mean, there's a lot of days where it's like, "Are you sure you know what you're doing? Are you sure we're doing the right thing? Are you sure you want to sell this? Are you sure you want to buy this?" Every day. But it's those decisions. Some of them have been good, some of them haven't been good, but that's what led me to where I am right now. I can say I'm content in my career.

Currie:

Whenever you bought and started your own business, you were, I believe, at Oracle for quite some time. As everybody knows Oracle is world famous. You could have easily had a great career there. What made you decide it was time to go and how did you determine where to put your money, what business to start?

Bo Patel:

Yeah. That's a great question. Oracle is a fantastic company. As of last week, I wouldn't have said that because Oracle just announced a huge layoff within their company. It's because of their cloud computing. That's right about the time when cloud computing came on to mainstream is when I left Oracle.

The decision for me has always been, and it comes back to my personality. I don't think I was a good person to work a 9:00 to 5:00 type of job, report to a manager, report to a senior manager, and all the way up. For some people that is a perfect fit. For me, it just didn't feel right and it wasn't a good fit in the long run for me. Did I do a good job at Oracle? I hope I did. I hadn't a job for a while. I guess they let me play with them for a while.

But at the end of the day, my gut was saying, I want to be my own boss. When we went down that road, I went with my brother-in-law and we became business partners. We ended up buying our medical supplies company. It was a mom and pop, small mom and pop out of Stuart, Florida. When you think of the AP news headlines, somebody buys a company and the company has worked, da, da, da, this is a mom and pop. This one even made the local news. It was so small.

We got a pickup truck or a U-haul rider type of truck, hauled all their supplies that they sold, put them in the back of a U-haul or a rider and drove it all the way up from Stuart, Florida, which is right next to Fort Lauderdale and drove it all the way up to Marietta, Georgia.

I'm the guy, the CEO/president driving a however many wheels it is and you've got to go ahead and pull over to a way station and get your truck way. I had fun running it for 8 of the 11 years, past 3 years I've been stagnant and I'm just not into it as much as I felt like my heart was into it. I want to get out of it and start something new. That's when I had a conversation with my brother-in-law who was my business partner.

I was like, "I got to get out. I can't do this anymore. It's not the fact that we're not financially doing well with the business. We were doing great, but my heart in my mind was like, I'm not happy doing this every single day. I want to do something completely different. Let's try it. This is a great opportunity to sell it and start over." We did that.

Now, as I told you guys last time, is I went into development, some small things that really a passionate thing for me and people are going to be like, "This guy's crazy." But yes, maybe a little bit of craziness is what makes success. But some things that really entertain me was the fact that I like the car wash model from about six or seven years ago.

That new car wash model is the one where a driver stays in the car, you pay unmanned pay station, you walk and stay in your car, get your car wash and you get free vacuum. I love that, because I think that was just such a cool little nuance to an existing market. From there, it was an idea, but then it took a lot of blood, sweat and tears again to figure out how to make that successful and how the heck to even learn that market.

It wasn't the fact that I knew what I was talking about. I had no clue about what to do. I started asking questions using, hopefully, my skill set about "I have no idea what I'm doing. Come teach me. I'm not the smartest guy. Show me." Once they were able to do that, I think we did okay in that market as well.

Sarah:

There's a lot to unpack with that answer. But it's unbelievable just listening to your journey and being an entrepreneur as well. My first question is how did you decide that you wanted your brother-in-law or was that a mutual relationship? You guys just come together at the same time?

Bo Patel:

A little background on my brother-in-law. This is my sister's husband. He is British, so you have to take that with a grain of salt. He likes tea versus coffee, you know how that goes. That was already a little crunch in the beginning. But he is one of those guys beyond intelligent. He went to Imperial College in London, which is when you compare Imperial College on the engineering side, it's equivalent to MIT.

He's an electrical engineer by trade, master's in engineering from Imperial, got his MBA here in these states. He is very black and white when it comes ... Engineers are black and white people. I'm going to break some news to you. I've worked with enough to say they're black, white. Where sales folks, like where I came from, it's more ingrained. The marriage was good in understanding he can handle the backend, the operations. He was the COO.

He handled all the operations side from the financial to the operations side. Where I handled, I was the face and the sales side. At the point when we were looking at a business or businesses for that matter, he was working as a consultant and I was also at Oracle at that point. We both were having the desire not to work for somebody.

As we started look for opportunities based on what he's done and research, he said, "Hey, listen, baby boomer generation is only getting older. Medical supplies is a great market to get into. It's one of those areas that's not going to go away. It's going to be risk averse in the sense of recession proof type of a business. You're still going to need medical supplies." That's how we ended up in the medical supplies business. I learned a lot from him from the parts that I was weak in.

My weakness, and I will say this from the beginning, has been more at the black and white side, more at sitting down and drilling down to the nitty-gritty of a number and doing the analysis down to the finite points. I would hope that he probably learned from me on how to handle the social aspect of winning a deal, going into meetings, knowing that you got the better product, knowing you've got a better price, but the person who's making the decision doesn't know you from Adam.

How do you gain their trust? How do you gain their ability? At the end of the day, how do you get them to say yes? That art, I believe that he learned from me. The part that I learned from him was how do you really look at something from a business standpoint? How do you really analyze something? How do you really look at numbers? I took accounting, I took finance, I took all those, and I got a D for a reason.

But at the end of the day, it did not make sense to me until it was my business and my dollars and cents that I was reading on paper. Then it makes a lot of sense, a lot quickly because then where your dollar and cent is going. That's how I learned. To this day, I'm still probably not the best with respect to balance sheets, doesn't make sense to me. But a financial sheet I can read to you tomorrow because that's where, for me, that's what I read to understand the quality of a business.

Then I'm still weak at that point. I've also learned throughout this whole endeavor in my career is I don't have to be a subject matter expert in anything, but I've got to have folks I trust in my businesses that can be subject matter experts in that particular field that I can go back to and say, "Hey, here's an opportunity that I feel good about. I want you to crunch the numbers. What do you think?"

They'll come back to me and I know when they come back to me, they're going to give me their honest opinion without having any underlying needs on their end. That's something I think is so critical in business is to have faith in somebody else and believing in people. But that takes time to create those relationships and bonds.

Currie:

What were some of the business practices that you learned at QPS or you developed at QPS that took first time entre entrepreneur, Bo Patel and his red coat brother-in-law to surviving one as a business, but then making it last for a decade and how did that carry over into your current venture?

Bo Patel:

I think it's a fantastic question. The way some of the weaknesses that I had before buying a business and coming from the consulting side versus going to owning my own business is when you're in the consulting side or any big corporation for that matter, typically the corporation could be 30,000 folks, 50,000 folks, and everybody has a specific job or a specific area that they focus in.

When you buy a business, you don't just have a specific job, you are entitled around the whole organization. For me, I really didn't know. Personally, I wasn't a big fan of doing the financial side or the accounting side and setting up all the accounting for a company. What's required? I understood payables. But when you see 90-day payables or 180-day payables, how does that work in your cash flow? Those are things that I never had to worry about in Oracle.

I mean, things were just ... People would take care of those things. Now, I've got to understand this because somebody, the people who have to take care of that cash flow are me and my brother-in-law because we're the partners in this. How do we continue to keep the lights on as well as grow the business, as well as make money at the end?

A lot of times when we sold some of our big deals, that was the lean time for our business, because in order to have a big deal being sold, you've got to put money into that business to support that big deal and you have to wait on those receivables to get paid. Those kind of things, you don't really learn when you're working for a bigger corporation. Because when you make a big deal, you get paid whatever it is, and the company's already set for the past 50 years.

You've got to be the one who has to turnaround and actually invest more into the company when you actually make a good deal. Now, you've got to eat rice and beans even longer because that deal will take months if not years to mature. After it's matured, sure, you get the bounty. But to get to that bounty it actually makes it a little bit even further if you make more sales, because you have to buy more supplies and you have to wait on receivables.

That stuff doesn't really calculate into my senses when I was head down, Let's sell, let's sell, let's sell, let's grow the company. I did do that and we did do that, but it also taught us a lesson as when we do make sales, it's going to take odd minute and learn in patience.

Sarah:

What would you say have been some of your most challenging moments in your career? The assumption is that it's obviously very different in Corporate America compared to small business or being an entrepreneur and starting your own venture.

Bo Patel:

Some of the things that I found challenging when I first left Corporate America and went to QPS where my wife at that time worked at Coca-Cola Corporate and I would tell her, I said, "Carolyn, the biggest difference between what you're doing and I'm doing right now is if you pick up the phone and you call somebody and you say, hey, I'm Carolyn Patel and I work for Coca-Cola" versus me picking up the same phone and calling that same person and say, "Hey, I'm Bo Patel working for QPS medicals," you will get a meeting with them before I do.

That's so frustrating when you were so used to getting a meeting or people when you worked for Oracle or Coca-Cola or Auburn or anybody of that matter, you get priority because you've already been vetted. I had to start vetting myself from day one when I own my own business. That was difficult. That's something that I had to learn is it's going to take a lot more iterations to get a phone answered because I don't work for Oracle and because I do work for QPS?

The other thing I learned is personalities. My red coat brother-in-law, being a British guy and an engineer and all these things, his personality and my personalities are very different. It was complimentary in the sense when you run a business because he has a good gift of organization and I had the good gift of the sales side, but then sometimes when we too have to work together, that was difficult in sometimes where I had to understand how he communicated and how he received my communications and he had to learn.

The same thing is sometimes British people maybe a little bit too quick to just point out stuff without putting a little bit of sweetness around the edges, even in front of our customers. You can't just go to them and say, "We need this or we're going to give you this and this is it. Sign on the dotted line." No. It's going to take a little bit more massaging than that. Personality differences and you get to learn people.

Sarah:

What would you say are some the most important habits you've created over time?

Bo Patel:

One of the biggest habits that I've learned over time is ... This is through trial and error, I think, is really listening to your gut on decision making. You can't really define it. It's not Xs, nos and ones and twos where you can see it on paper. But as you go through a career and you learn things, I believe that your mind processes things in different ways. I think that you hold onto some memories, good and bad.

I think one of the things that as I've gone through my career is if something doesn't feel right, even though the numbers are right, something's not right, and there's a hidden reason. Over time it may show itself, but in that moment of time where you have to make a decision, your gut's giving you that sour feeling or the feeling that, "Hey, I don't know about this. Maybe I need to step back and rethink it, sleep over before I go ahead and sign on the dotted line whether I want to buy something, whether it's a business deal or whatever the case may be."

The thing that I also have realized is fear is a great motivator. Fear can be something that can stop people from doing what they need to do, but fear can also be something that keeps you going because you don't want to fail on this particular endeavor. It can be a slippery slope because you may just keep trying to fix something that may not be able to be fixed and you have to learn to let go or cut the cord when you need to cut the cord and take your losses early.

Or in some situations you go with your gut and you say, "You know what? I think this has got legs. I'm going to give it more time. I'm going to give it more faith into this. I'm going to put more of my time, more of my effort in hopes that it turns around the way I need it to turn around." There's two ... Again, it always goes down to that gut feeling. If you feel good about it, but it's scary, go after it.

If you feel not so sure and something just doesn't feel right, but everything looks right on paper, don't go for it. Wait. Take your time. Re-evaluate. Once you sign on the dotted line, whether it's buying a business or buying real estate or developing something or whatever the case may be, once you sign on the dotted line, it's hard to get out. Feel good about it, feel great about it, but also feel a little scared. It's okay to be scared.

I mean, this isn't something that this is going to decide a few steps in your life, but it's not the end of your life either, and whatever opportunities you do-do as an entrepreneur.

Currie:

That's really great advice. I think on the subject of fear, this may be anecdotal. But as our economy becomes a little bit less stable, I see more and more "gurus" on social media pitching these passive income avenues. One them is owning a car wash. Being a car wash owner and expanding, and you have dreams for even more expansion, what advice would you give people that think that's just a money maker? You just get a check in the mail.

Bo Patel:

That my friend is a conversation I have on a daily basis with people. These gurus that are saying this, the one thing we learned in college and in business, there's no such thing as a free lunch. Everybody's in economics or wherever we've learned that. If it's too good to be true, it is too good to be true. The car wash industry is a great industry. I loved it and I still love it and I'm still pursuing it.

But to come in to say, "You just opened one up, you dropped one off anywhere. You open it up and you're going to make money and you're going to get money in the mailbox every month, you are out of your mind." That's not how it works. That's probably step 300. At step 300, you may get there, but there's a lot of steps in between there.

One of the fears that I do see in my market, in the car wash market being the one that I'll focus on here is I think too many people are coming in. It's not the fear of competition. I fear that people are putting in too many car washes in not so good locations. Car washes are very equipment heavy. From a cost perspective, you typically own the real estate and the building.

When people are putting car washes up, especially in today's economy and way interest rates are going up, the way the land prices tend to stay even higher than they should be right now, I don't think we've had a full correction on land prices. But people will go ahead and lock it in and sign and buy a piece of property and put a car wash in, good for them. But I know when we decide to put in our car washes, it takes us months, if not years to find a location.

The reason why it takes us this long to find location is one of the critical phases in real estate that if anybody's been in real estate is location, location, location. A lot of people are missing that step because they think that, "Hey, doesn't matter where I put this car wash. It's going to make an arm and a leg." I know that's not the case. Without doing your due diligence, without doing extreme amount of research and going with your gut at that point, that's where you may have success.

It takes a lot more. If something seems too good to be true, it's not true. I think wash industry is a perfect example. I think there's a lot of industries out there where people are like, "You know what? I can just be a passive investor. Without having to put the time or the effort or the mental stresses behind it, I will tell you based on experience, when you find that, please share it with me, because I'll be happy to invest in that if it's full proof."

But I haven't found anything of that in my career. People who have found it, I don't think they would be on Facebook being the gurus talking about it because they would probably keep it to themselves and making their own money.

Currie:

Yeah. I think you're absolutely right. As a quick follow-up, you have all these people entering the industry that don't know what they're doing and they're looking for some quick cash. Do you think that that leaves room for someone like you or maybe our listeners to have a car wash management consulting company?

Bo Patel:

Sure. I mean, there are car wash management consultant companies out there right now. There's always a cost to them, and that feeds into your bottom line. But at the end of the day, if you're wanting to do a car wash or if you want to do any business for that matter, one of the biggest pieces of advice that I can tell you is go out there instead of looking online and just YouTube videos or whatever you want to talk about and look at those, that's great.

But go out there in person, start talking to people, getting in front of people who are good at that business and understanding what they did. Because I will tell you, regardless of what industry is, whether it's car wash or something else, it's not as easy as it looks, any industry for that matter. Because if it was, it would be everybody in their mother would be in it.

Sarah:

Overall, what would you say is best piece of advice that we give our audience?

Bo Patel:

That's the million dollar question, I guess. The piece of advice that I would give to students at Auburn on the business side of the house would be enjoy your time at Auburn. Learn what the professors and your fellow students are teaching and grasp it, but don't go in to any opportunity thinking you're the subject matter expert. If you can always go in ... I mean, sometimes I use humor and humility to give myself the opportunity to learn from other people. That's what I love to do.

I want to learn. Don't ever stop learning even after you get that piece of paper with your degree on it, because that's just the start of your learning, I think. It gives you an opportunity to get your degree, will give you an opportunity to step foot into a door that was closed previously. But from there on, the reason I believe that Auburn students, from Auburn University have been successful, and they have.

That's something to note is our school does breed successful students, that become successful entrepreneurs, that become successful CEOs of big companies, that are successful in the military, you name it. We've had success. It has a lot to do with the way our school is imprinted into us and how we represent our school. But it also is a person's dedication to continue to learn and continue to be humble wherever you are.

We've had this conversation before. But humility does not necessarily mean that you're below somebody. In my car wash business, the part that I enjoy the most is actually going on site and talking to customers on site. Do I need to? Absolutely not. But is it something that I enjoy and I get to learn what's going on from the people that are actually contributing to my success? That's where I want to be, including the employees.

Those employees that work in the car wash are washing cars and taking care of anything to keep the equipment up and running, those are the people I want to hang out with, because those are the people that are critical to my business. The upper management, everybody else is fantastic and they're good people. I'm consistently learning from them. But I enjoy being on site. That's one of those things about humility.

I think if you have that skill set of just letting yourself say, "It doesn't matter where I learn something, as long as I'm learning something and taking something, failure is only a failure if you don't learn from it the first time." If you learn from your failure the first time, that is some of the best education you can have, because guess what? It's stung hard enough where that's imprinted in your memory and you've learned something from it.

Currie:

All right. Man, what's next for you and how can our listeners keep up with your journey and stay in contact with you?

Bo Patel:

Next for me is I do what makes me happy. Right now, I'm at a point in my career. We have that car wash in Auburn. I go down there once a week just because I get to come down to my alma mater. I get to have lunch in Auburn, and then come back home and feel I did something good and got to see our location and talk to the employees and tackle anything that may need to be addressed down there.

But my next steps are just continue to do stuff that I feel will be exciting for me. But also at the end of the day, that is profitable. I also want to do stuff that could help other people out. That's why I think this podcast is very important. Any students that want to reach out to me, you've got my contact information, both email and phone number. Feel free to please pass that along.

Sarah:

Bo, it's been an absolute pleasure speaking with you, learning from you.

Currie:

It's so great.

Bo Patel:

Well, I appreciate you two. I do. Thank you.

Sarah:

Yeah. Thank you so much.

Currie:

Thank you so much. War Eagle.

Sarah:

War Eagle.

Bo Patel:

War Eagle.

Narrator:

Harbert, inspiring business.