Micah Osborne: 0:01

So if you want to have a good culture in your company, you're going to be very careful with how you hire, because you're adding another opinion and voice to that and so you want to make sure that they fit. If they don't agree with those core values before they're part of your team, then they don't get part of your team.

Porter: 0:21

Alrighty, folks, welcome back to Transacting Value, where we're encouraging dialogue from different perspectives to unite over shared values. Our theme for season four is intrinsic values, so what your character is doing when you look yourself in the mirror. Now, if you're new to the podcast, welcome, and if you're a continuing listener, welcome back. Today we're talking our August core values of perseverance, reliability and vitality. And if you've been with the show so far this season, you'll also know that August is our third mini series called Incorporating Value. So, essentially, how corporations elevate values to the front of their culture, experience, their workplace, and of all the conversations we're showcasing this month, this particular one is with the CEO of Stratum Nutrition, micah Osborne. So, folks, without further ado, I'm Porter, I'm your host and this is Transacting Value. Micah, how are you doing? How's life?

Micah Osborne: 1:14

Good, it's good. It's been busy lately between handling young kids and then also being a CEO of a company. Yeah, but very rewarding and a good season of life.

Porter: 1:26

That's huge. I mean, there's, I'm sure, plenty of people that can jump on that and agree with you, but just to be able to feel like you know what I'm in a good place isn't really publicly stated often. So congratulations for that man. And as I understand it, you're on what? 20 years now.

Micah Osborne: 1:43

Yeah, so I've been with the company for 20 years and starting with it I never would have thought that I would have got this long in one job. And so now that I've gotten this far kind of thinking, maybe I can make a lifetime like a career just one job. That could be cool.

Porter: 1:58

Yeah, that'd be cool and, for clarity, let's start here in the beginning. So, for everybody who's new to the show, micah and I are on a video call and you guys are obviously only getting the audio, and so, micah, since they can't see you and, frankly, they likely don't know who you are, let's just start with some relatability. So, who are you? Where are you from? What kinds of things have shaped your perspective?

Micah Osborne: 2:18

I'm Micah Osborn. I'm the CEO of Strato-Mutrition. I live in Southwest Missouri, I have a wife and two kids that keep me running all over the place, and then, in addition to that, I run a growing business, and Strato-M is involved in the dietary supplement industry. We make ingredients that are used in joint health, ingredients using dietary supplements and all kinds of other ingredients for different uses.

Porter: 2:45

Now, when you say ingredients, I'm picturing like seven syllable words with a bunch of X's and Y's in places that they don't belong. Is that sort of what you're talking about, or what do you mean?

Micah Osborne: 2:54

Well, most of our ingredients are you can pronounce the words they are natural products for the most part. One example would be our main ingredient. It actually comes from the egg shell leftover egg shells. There are companies out there that break eggs and sell yolks in the whites and then the egg shells are thrown away. We take them, we take that membrane just on the inside and we use that to produce a very efficacious joint health product and then we use the hard part of the shell for calcium carbonate. So that's the main ingredient we have, and then we have a number of other natural products.

Porter: 3:31

So you're like the Willy Wonka supplements?

Micah Osborne: 3:35

One of them maybe.

Porter: 3:35

Okay, all right, yeah, fair. When you say the membrane inside the egg shell, you're talking like the really thin film inside the egg shell.

Micah Osborne: 3:44

Yeah, we developed equipment that'll peel that off Whenever you hard boil an egg. It can be pretty frustrating to get that off of your hard boiled egg, but we figured out how to do that in very large scale so that then we can provide that to dietary supplement manufacturers or brands. So I just think the brands that you see on the shelf at Walgreens are whole food.

Porter: 4:08

Nice. I can't even begin to imagine how you figured one day, when you were eating your egg salad sandwich, that this would be your career.

Micah Osborne: 4:15

But I'm happy for you, I never would have thought. So, my grandfather actually started it. He was actually an egg producer. I actually originally intended to not be involved in a family business and try to do other things.

Jonesy: 4:28

The yokes on you, huh.

Micah Osborne: 4:30

Yes, it is so. Then I ended up saying hey, you can have me for three years or so, and then, 20 years later, I'm still here. I couldn't imagine myself really doing anything else, so I hope not.

Porter: 4:42

You're running the show.

Micah Osborne: 4:43

And that's part of the attractiveness to it too is I just really like the idea of building something and not only building something for myself, but then also the you know we have about 45 employees that work with us and just being able to provide not just employment but a job that they also enjoy doing and enjoy going to work every day, it's very fulfilling.

Porter: 5:07

So I'm glad you brought that up. There's something that I heard I think it was on a podcast called work life and if it was, that host is Adam Grant, if you get to track it down. But he talked about a point where the majority of the success in any business is based on the values of the founder or the people who are carrying that line. Right, have you found in running a company that seems to be the case? The overall culture, the atmospheric, the vibe comes down to a value system in common.

Micah Osborne: 5:37

To be honest, I think it's critical for multiple times. I don't know who said it first, but that culture, Trump strategy and I definitely think that is. I think having a great culture at your company starts from core values. When I first started running the company and I had a mentor who started talking a lot about we got to nail down your core values. Got to nail down your core values. To be honest, at the time I was thinking, yes, but we need a somewhat product. But tell me how to do that first, Because ultimately I started seeing the value in it, not just the value in it, but how critical it is. So our company also uses a system called attraction or the entrepreneurs operating system to just kind of help run our business. There's a bunch in it that just helps us kind of figure out what. But it all starts with echo nailing down your core values and then making sure that the people that you're working with and your employees and your team and everything that we all have a similar core value structure. When we're hiring, you need to make sure that the new hires fit that core value structure. If they don't, then there's going to be discord and it's going to be difficult to get things done, Whereas I think, too, everything just becomes so much easier. Also, I found that making decisions in the moment without having decided first what's important can be difficult and you can end up making the wrong decisions or kind of being all over the place, Whereas if you have a guiding system of hey, these are what's important to us and you go back to that, it helps keep you grounded and keep you on track. It's very similar in my personal life. A lot of the core values I live by start from my Christian faith and so on. It's really interesting whenever we started sitting down as a company and putting together what's truly important to us and what are those core values that we're going to live by. It's very interesting how the values we chose. It's very hard to distinguish between my core values and those core values that they fit very well. It was very encouraging whenever my team and the rest of the employees all came up with the same set of core values and agreed that these are them and that we had a set of agreed.

Porter: 7:59

Oh yeah, it's got to be reaffirming it. You're obviously hiring along the right track, so that's cool.

Micah Osborne: 8:04

By identifying them, though it makes it that much easier.

Porter: 8:07

Yeah, let me bring in this actually fits perfectly In this segment of the show. Anyways, it's called.

Jonesy: 8:12

Developing.

Porter: 8:12

Character.

Micah Osborne: 8:13

Developing.

Porter: 8:14

Character. So, if anybody knew, this is two questions, totally up to Micah how he answers, but all about his personal values. So since we're there anyways, Micah, my first question what were some of your values growing up?

Micah Osborne: 8:27

I grew up in a Christian home with grandparents, parents that all had a very strong sense of who they are and what was important to them Treat people right, with integrity, do a good job and everything you do, work well as a team and care for people. I think also along the way, just learning how to kind of understand what other people are wanting, or how to walk in their shoes, how to figure out what their needs are, where they're coming from, so that when you're talking to them you can actually relate. We may not agree, but at least you understand, and those are all things that I think helped quite a lot in business. But the big thing is treating people with compassion and that being ahead of making a buck or getting ahead or what I found along the way too, is by treating people with integrity, compassion, caring and so on. First of all, it's very rewarding in the fact that you build good relationships with people, but then, secondly, it seems like things just go better too, because people want to work with people that are going to treat them well and business, especially our business, is very relational and people want to work with people they like people want to work with trust and so on. So I think it's critical to that.

Porter: 9:45

Yeah, we've got a very I guess you could call it transactional relationship in the military also, and it may not seem that way, but anybody that we partner with, anybody that we train and it might be the I guess you could consider the mid-level managers down to the newer, junior and listed guys, for example, and even up through the officer ranks everybody has to earn their keep. You have to showcase some semblance of leadership quality, sure respective to your rank and relative deposition, but you have to be able to communicate and treat people as people to a certain degree at least in the Marine Corps and understand that for us we have sort of two guiding principles I guess you could call them, within the Marine Corps, where one being mission accomplishment and two being troop welfare. So how do those things line up, where do they intersect and how can we compromise to ideally win on both? Ultimately, it comes down to how well we're communicating with and how well we're identifying the ways that whoever we're speaking with are willing to learn and listen, and I think that's invaluable. And so, mike, I got a second question for you, though. In the event, those values have changed. What are some of your values now, even those that you've carried into the company?

Micah Osborne: 10:57

I don't think they've changed really. I think they're very much the same when it comes to the company and how we've verbalized them. We maybe say it a little bit different, but to be honest, the basics or the foundation is the same, I would say. And so carrying it into the company. Then we talk about integrity. Not just integrity, but even what's hard. So times that you know what the right thing is, but it's not a popular thing or it's not going to get you ahead. So how do you make that decision and stick into the right thing? Quality in all. We do not just in having quality products, but just doing a good job, just everything you do, whether it's picking up after yourself or having a good quality meeting, not just going through the motions and then also make products. Team accountability and just like what you were saying with the military and so on. It's not just that you're accountable to your boss, you're accountable to the guy right next to you too. In some ways, that one's going to be the one that you feel the most responsible than the boss, and so if you can build that team accountability and stuff, they're going to make each other much better than it boss is going to be by screaming at them and trying to get them to do more, and in carrying, people want to do more when they know that they're valued and cared for. And then for us, for our company, then we have one more, which is science driven, and it's just the fact that we're going to actually use data and science to make good decisions and not just marketing or just we're going to make sure that we have grounding in the reasons why we do what we do. That's kind of the basics. But, to be honest, in all that I'm saying, that foundation is very similar to where I'm at with, I guess, my values and what I saw in my family, my grandparents, my parents and so on, and the way they chose to do things Not perfect, of course, or anyway, the themes are there and it was definitely reinforced for me growing up.

Porter: 12:57

All right, folks, stay tight. We'll be right back on Transacting Value. Alrighty folks, here at Transacting Value, we write and produce all the material for our podcast and house game perspective alongside you, our listeners, and exchange vulnerability and dialogue with our contributors every Monday morning. But for distribution, buzzsprout's a platform to use. You want to know how popular you are in Europe or how Apple is a preferred platform to stream your interviews? Buzzsprout can do that. You want to stream on multiple players through an RSS or custom feed, or even have references and resources to take your podcast's professionalism, authenticity and presence to a wider audience. Buzzsprout can do that too. Here's how Start with some gear that you already have in a quiet space. If you want to upgrade, buzzsprout has tons of guides to help you find the right equipment at the right price. Buzzsprout gets your show listed in every major podcast platform. You'll get a great looking podcast website, audio players that you can drop into other websites, detailed analytics to see how people are listening, tools to promote your episodes and more. Podcasting isn't hard when you have the right partners. The team at Buzzsprout is passionate about helping you succeed. Join over 100,000 podcasters already using Buzzsprout to get their message out to the world Plus following the link in the show notes lets Buzzsprout know we sent you gets you a $20 credit if you sign up for a paid plan and helps support our show. You want more value for your values. How can do that too.

Micah Osborne: 14:29

To be honest in all of that I'm saying that foundation is very similar to where I'm at with, I guess, my values and what I saw in my family, my grandparents, my parents and so on, the way they chose to do things Not perfect, of course, or anyway, the themes were there and it was definitely reinforced for me growing up.

Porter: 14:48

How do you take those things? It's one thing to say, for example, quality in your products, quality in your service, quality in your relationships, for example, as a particular point on quality, but any and all five of those things all really sound like it's things moving outward from stratum. What about the things coming into stratum? Not the employees, but the external forces, right? The suppliers that come in to meet with you guys, the distributors that come in to meet with you guys, the clients that come in to meet with you guys, like they're bringing in their perspectives and their issues and their problem sets. How do you guys take that or those philosophies and apply them towards what's being brought into the company?

Micah Osborne: 15:28

That's a really good question because, just like with hiring, if you want to have a good culture in your company, you're going to be very careful with how you hire because you're adding another opinion and voice to that. You want to make sure that they fit. If they don't agree with those core values before they're part of your team, then they don't get part of your team.

Jonesy: 15:49

That's a little easier to think about.

Micah Osborne: 15:51

But what's a little harder and I think a lot of companies don't, and we fall into this from time to time some of our biggest mistakes have come from deciding to work closely with companies who maybe didn't meet the core values that they are, or to decide to work on a project that maybe didn't fit the core values, and so on. I would say most of our problems, or most of our hardships a lot of them came from that sort of thing. So, sitting down and deciding who your supplier is going to be, what kind of customers do you want to have, are you just going to sell to anybody, or are you just going to buy it from anybody, or are you going to look for companies that also fit your same core values? That's extra hard to then do that. However, I've noticed that usually the issues that we deal with are when we're not aligned in that way.

Porter: 16:44

I think it's an interesting parallel here, because in these respective industries you're working in nutrition, essentially health and fitness industry, and I'm in media production and obviously podcasting, so there's some inherent differences to those industries. But to that point I don't have a product. So you're able to stand on your product in terms of identifying who you want to sell, to how you want to market, how you want to form and fashion your brand. Because you have products, you can stand by and say this is exactly what we're trying to promote. And for these reasons I don't have a product necessarily. I guess you could say in my media company they're the podcasts, but I look at it more as a service-based industry. I had somebody as a mentor last year that I was talking to and she said you've got to identify who your audience is before you can do anything else. And I said well, that's easy, it's people that listen to podcasts. And she said no, no, no, no, no, it's not that simple. I had somebody a couple of months ago and I don't believe they've met and I'm pretty confident they didn't listen to each other's conversations and she happened to say no, you need to identify the avatar of the person you're speaking to and then convey that message and I feel like that's a similarity that, despite our industrial differences, that we actually have in common, where you identify the qualities and the characteristics of the people you want to work with or bring into the company or collaborate on projects to work with. Is that sort of what you're saying?

Micah Osborne: 18:08

It is absolutely. And then also I totally agree with what they've said. You have to figure out the profile of who you're after and if you're talking values and stuff like that, that profile is going to fit those values. And the reason being is not every podcast listener is going to care about your values talking about. But if you can really identify who those are, they're the ones that are going to care, they're the ones that are going to tune in more than one, they're the ones that are going to tell their friend about it, or so on. But it's the same way with selling our products and so on Really understanding a niche of customers and what they want and then that aligns with your product and your values or so on, and then be able to provide that to them. Then you've got something that resonates to them and they'll get excited about it, versus all the others that there's just too much noise in the world to tune out. Everything else. You really pay attention when something hits on that thing that you care about.

Porter: 19:09

All right, folks stay tight and we'll be right back on Transacting Value. Did you know that children who do chores to earn their allowance have more respect for finance and more of a drive for financial independence? Did you know that families who complete tasks together have stronger bonds? Did you know that cognition, sense of self and anxiety all improve if people have regular interactions with nature? Imagine what instilling self-esteem, resilience, family teamwork and an authorized sense of self could do for the growth of each generation. No matter the temptation At Hoofen-Kluck or Farm, that's just another Tuesday. Want to learn how to homestead or just more effectively develop your character for an unknown future? Follow or direct message on Instagram at hoofen-kluck or farm. Watch it happen in real time. A wise man learns from the mistakes of others. A foolish man learns from his own.

Micah Osborne: 20:04

You really pay attention when something hits on that thing that you care about or that thing that's affecting you at the moment or that you're living at the moment. You've got to figure out who that is and directly see them. That's your audience and not everybody else. For us, if we try to go after every dietary supplement user, it's just too noisy. We have a joint health product, but even people who want a joint health product, that's pretty no good too. If instead we can find those who want to use a product that comes from a renewable source, who wants an ingredient that works in a short period of time or, more specifically, we have a subset of group where we did work with post-metapositive women. We showed that it can help them to exercise with less discomfort and so on. Then we can talk specifically to them and to narrow it way down, now we're speaking to them specifically and with things that they're interested in.

Porter: 21:04

You've got to balance that too, though, because if you get too narrow, then now you're talking to 10,000 instead of 100,000, or 100 people instead of 2,000, or whatever it is.

Micah Osborne: 21:15

That's correct. However, I would like to sell to 10,000 people and not be ignored by 2 million. Yes, if it gets too narrow. Get down to one person. That's just too small and I can't sustain a business off of that. It's figuring out. At what point have you narrowed it enough to get their attention, but you still have an audience that's large enough to sustain your business.

Porter: 21:39

Here's a question for you. Then you said you didn't start this business but you've obviously innovated and made changes over the last few decades. Are those still considerations that you've had to work with, or has your 20-year career been more focused on putting out the fires and just maintaining because you've had that stable of a foundation set already? Do you still play the entrepreneur game and dip, dive, duck, dodge and dodge or whatever it is?

Micah Osborne: 22:06

I feel like we're still on a 20-year startup. To be honest, you're always doing that and always trying to innovate and get to the next level and so on. I would say, though, we've hit a point in our business where now it's less firefighting and more setting up reproducible systems. As part of the earlier I said, we use an entrepreneur's operating system attraction it was right, gina Wickman. Anyways, it's just a really good step-by-step through this, through this, through this For setting up those systems and setting up those adences, of checking with your team, getting buy-in, continuing to be accountable on a quarterly basis and making sure that we all have decided this is the most important thing to get done this next quarter. And then, how well are we getting it done that quarter? What's important to us? How do we set our one-year, three-year, 10-year plans, and all of that. In my job now, I still do put out fires, of course, but I spend quite a bit more time setting up those systems, making sure that everybody has the I've got a very talented team and really it's just setting up making sure that the environment is ideal for them to be as successful as possible Then also thinking about okay, what's that next step, that next thing that we haven't, that we're really just not doing yet, that we need to add to this? We talked quite a bit about segmenting our messaging. We've been doing this for 20 years, but in reality, that's something that we are trying to do a lot better now. It's very basic, but yeah, but it makes a huge difference. It can. Yes, it's in. What strategies are we going to employ to move the products to the next level and get them in front of the right customers, and so on? We've spent quite a bit of time recently on those types of things.

Porter: 24:01

Okay. So let me clarify this real quick. I guess not necessarily that the position of CEO is stigmatized, but especially for, I don't know, people in their 20s, 30s, 40s, even maybe older that are just unfamiliar with what that actually means. You're like the chief strategy and vision guy. That's your primary role. Let's see so. So when you're talking about a strategy for anything, I think in terms of diet or dietary regulations and components and ingredients, or health and fitness and in more broad sense, or even joint supplements, or however you want to scale and attack this point, 20 years ago the medical industry wasn't anywhere near where it is today, let alone the fitness industry, let alone legislation. So how do you forecast and strategize for another 10, 20, 40, 50 years in an industry that's going to continually evolve as people grow through life and learn more?

Micah Osborne: 24:55

Yes, everything changes and you've got to adapt as you're moving along. It's part of the reason why in our process, we have a five-year target. It can be 10, but it's five, so it's very simple. It's more of like a number and a couple bullets.

Porter: 25:11

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Micah Osborne: 26:14

We have a five-year target. It can be 10, but it's five. So it's very simple. It's more like a number and a couple bullets, and then we have what's called a three-year picture. I guess it'd be kind of like if you're looking at a microscope and you first look at it it's pretty blurry and you start turning that knob and it gets a little more clear. But a three-year picture is a little more clear. There's a little bit more meat on the bones, a little bit more direction of specifically where we're going. And then we've got our one-year plan which is very clear as to we must accomplish these things this next year so that we can get to that three-year picture. And then we have our quarterly. Every quarter we decide okay, now what do we got to do this quarter to get to that one year? And by having this it's almost like that funnel or that focusing down each quarter we're making adjustments, but we're still looking at the same target Once a year. We may adjust that target and move it a bit, or we may adjust that three-year picture a bit and move it a bit, because things change. For sure I can tell you the plans we had 20 years ago are nowhere near the plans that we have today. I'll have my eyes the plans we had four or five years ago are not very close to the plans we had today. So, anyways, that's kind of the way we adjust and adapt. I think it's important, though, to do it in some sort of a system like that, because one of the things that a CEO can cause if you're not careful is this shiny object syndrome, where every new conversation you have with another CEO, or every new thing you read in an article or whatever, or new idea you have becomes this new shiny object. And because you've passed all the to-dos onto your team, you've got a little bit of time to think about these things. If you don't have the resources and the wherewithal to make them happen, or if you keep taking your resources and say, now we're focusing over here, in the next quarter, we're focusing over here, next quarter, we're going over here you're never going to gain any traction and you're going to frustrate your people. And that's the other. I mean going all the way back to core values. It all starts there and it kind of builds core values, five-year target, all of it should all line up. Once you've set them and you keep working towards them in a systematic process, everybody knows what's going on, they know where you're going. They know where you're heading, but it's very tempting for the CEO to hard right turn, and that can be extremely distracting.

Porter: 28:43

Yeah, I imagine I'm not a CEO of my media company that's not a role that I feel but because it is a startup, trying to figure out a direction and how to build this out and what to do about it and how to allocate resources and a lot of the similar points you just brought up. In my case, I don't have employees. I work with a team of freelancers, but getting all of those variables accounted for it's been a very jerky process and exactly like you just explained it, we'll go this direction one quarter, 90 degrees. Next quarter, 90 degrees, back the next quarter, and trying to figure out this sounds like a good idea. That sounds like a good idea. So I guess, really, for the sake of time, my last question I have for you is if you were to recommend anything that maybe would help gain some clarity manage, overwhelm, manage, stress, something to that effect. What's worked for you over 20 years? What do you recommend?

Micah Osborne: 29:34

First thing I would do before anything is find some people that have already been there. Find some mentors whether it's in your industry or even in other industries that can be helpful. But find a group of people two or three that have already gone down the road, made the mistakes, can point things out and say, hey, you need to think about this and to meet with them regularly and don't get defensive, listen to really think about what they say, and so on. I think that's huge, both in your professional life but then also in your personal life too. That's number one. Number two I agree with the corporate value side. List those values out and make sure that you can have that solid foundation that you're working off of and for me, my faith very much dictates that and helps with the grounding For business. Then one of the big things that helped me is just choosing a system to operate on and stick to it.

Porter: 30:34

All right, folks, stay tight and we'll be right back on Transacting Value.

Jonesy: 30:38

Righto Chimay Jonesy here, current host of Walk About, an occasional guest host of Transacting Value, the podcast. Driving down the road, I often think and talk to myself about life, family, education, communication, whatever. When I heard Survival Dead YT was looking for a host for their share of Walk About, I realised a change to my audience of steering wheel and dashboard would be nice. Thanks to Aline and my drive time and roadworthy insights to Survival Dead YT's passion for values based growth and character development, a YouTube shorts version of Walk About was born. Try to keep in mind that life is the learning experience. Right, everything will be okay in the end. So if it's not okay, then it's not the end. To learn a whole heap more road wisdom and a few different values each month. Check out Walk About by searching Survival Dead YT on YouTube.

Micah Osborne: 31:27

For business, then one of the big things that helped me is just choosing a system to operate on and stick to it. For us it was the traction system by Regina Wickman helped immensely. There's others out there. I think the big thing is just choosing this is how we're going to do things and then sticking to that and working through it consistently. Those overall really cut the chaos down. We had years in the beginning where there was quite a lot of chaos and quite a lot of bouncing back and forth into different Chinese objects and so on. By just pulling those few things together, it's made my job a lot easier and a lot of stressful. When things are hard I got some guys I can call hey, how did you deal with this? Sometimes I just vent, but then sometimes it's really just okay how have you guys dealt with this? What do you think? It's just very helpful.

Porter: 32:24

Yeah, I bet what I got on my window here in my office over my monitor, it's just an index card of people that some I can't call, like Howard Hughes. That's going to make it difficult, but there's some people that one day I'm going to figure out how to do it. I've got Oprah and Jay-Z up there. I figure when it comes to media production they're kind of the top. They figured out how to figure out stuff. I don't have their phone numbers but if the two of you ever hear this conversation, one figure out stratum nutrition, but two, send me an email.

Micah Osborne: 32:58

I would suggest finding some that you have their phone number and they expect you to call.

Porter: 33:02

Yeah, well, it's a 20-year plan. I've got to refine it and gain some focus, exactly. But, my guy, I appreciate this opportunity. I know you're busy and you're spending time with your family, but thanks for stopping in and talking a little bit about stratum, talking about your perspective and, frankly, the importance of values in the workplace, because it's underrated, it's undervalued and it certainly isn't publicized that heavily that values do still hold value. I appreciate the opportunity, man. Thanks a lot.

Micah Osborne: 33:29

Thanks for having me?

Porter: 33:30

Yeah, definitely. Now, saying that, if anybody wants to check out stratum, purchase products and I know you guys have a podcast ingredients for success maybe listen to the podcast, any of these things, or reach out to you. I don't know. Whatever your policy is on that, how do you recommend people look you guys up? How do they do it?

Micah Osborne: 33:47

The best way is stratumnutritioncom. We have all of our information up there. Also, if you go to the contact us section, we actually respond quickly. If you go there, send an email through there, it's going to get to the people that it needs to show that you can get responded to very quickly. Also, yeah, check out the podcast. That would be great.

Porter: 34:09

Quality is literally hanging on your wall. Yeah, anybody listening to this. I highly recommend you check them out Again. My guy, I appreciate it, and this opportunity man For everybody else who's been listening and tuning in to this conversation. Thank you for tuning in and listening to our August core values of perseverance, reliability and vitality, also for our mini series Incorporating Value. I hope you guys have enjoyed it. I want to thank you to Gina Wickman for coming up with that toolkit. You guys use them because, it's helped you a lot and it gave you some time to talk to us. So you know it worked out pretty well. All in all, to our show partners Keystone Farmers Market, Huff, Clucker Farms, obviously Buzzsprout for your distribution. But, folks, if you're interested in joining our conversation, checking out any merchandise, any of our members-only stuff, or just listening to our other conversations, check out our website transactingvaluepodcastcom. Follow along on social media where we continue to stream new interviews every Monday at 9 am that's Eastern Standard Time on all your favorite podcasting platforms. All of the links for Stratum will be in the show notes for this conversation Click See More, click Show More underneath the description for this, depending on your streaming platform, and it'll take you straight away to the website as well. But, folks, until next time. That was Transacting Value.