Mateo: 00:00 – Hey, it’s Mateo of Two-Brain Marketing. On this edition of the Two-Brain Marketing podcast, I’m talking with Dan Visentin of CrossFit 416. You’ll hear about his experience, how he’s had to switch locations for his gym twice and you’ll hear about his personal growth and becoming a Two-Brain Business mentor. You’ll also learn about his lead nurture and sales system and how over the last eight months he spent $10,000 on ads and generated $30,000 in front-end sales. So you don’t want to miss this. Make sure subscribe to Two-Brain Radio for more marketing tips and secrets each week.
Greg: 00:42 – Two-Brain Radio is brought to you by Two-Brain Business. We make gyms profitable. We’re going to bring you the very best tips, tactics, interviews in the business world each week. To find out how we can help you create your Perfect Day, book a free call with a mentor twobrainbusiness.com.
Chris: 01:05 – This episode is brought to you by Healthy Steps Nutrition. I first met Nicole over a year ago when one of my favorite CrossFit affiliates introduced me to her, because Nicole was helping them, Sam Brumenschenkel at CrossFit Port Orange, start a nutrition program in her box. And that conversation turned into something larger. A year later, Nicole has a fantastic bolt-on nutrition program that you can add to your box anywhere in the world. So if you’re thinking, “I need to start presenting better nutrition information to my clients” or “I need a new revenue stream,” or “I want to know more about nutrition, but I don’t know where to get started,” Healthy Steps has that. What they’re going to do is put you or one of your coaches, even better, through a course, get them qualified to start teaching nutrition. Then they’re going to add you to a private Facebook group. They’re going to give you a rollout so that you can do a nutrition challenge at your gym, which more than pays for the cost of enrolling them in the course, and then provide an ongoing mentorship program for your nutrition program so that you can continue to run things for your clients like a nutrition accountability plan every month like we do at Catalyst. Nicole is a fantastic person, and after launching Healthy Steps Nutrition online, she actually opened up her own box. She’s working with some massive clients, including some big, big school boards across the country now and she’s in a great position to actually change people’s lives with nutrition. You can be a conduit for that. Your clients need nutrition advice and counseling. Healthy Steps is the best possible solution to this. It’s bolt-on. You can take a coach who’s passionate about nutrition and give them the help they need to start a program overseen by a registered dietician, Nicole Marchand. Healthy Steps Nutrition is a proud sponsor of Two-Brain and I am so glad to have them. Nicole will be speaking at our Summit in Chicago, June 3rd and fourth this year. You do not want to miss her.
Mateo: 03:00 – Welcome to the Two-Brain Marketing podcast. I’m your host, Mateo Lopez. I’m one of the digital marketing mentors at Two-Brain Business. Thanks for joining us is your weekly dose of digital marketing magic. And in today’s episode we have special guest, Dan Visentin, owner of CrossFit 416. He’s also a business mentor for Two-Brain Business and he is on the marketing team as well. So you’ll learn about his experience and how over the last eight months he spent $10,000 on online ads and has generated close to $30,000 in front-end sales. So we’re gonna hear all about that in just a second here. Dan, how are ya?
Dan: 03:41 – Doing well man, thanks for having me on today.
Mateo: 03:45 – Of course. For those, just tuned in, for those who might not know, who are you, where are you from and tell us a little bit about your business.
Dan: 03:54 – Sure. So Dan Visentin. I’m located in Toronto, Ontario.
Mateo: 04:00 – Toronto, Toronto.
Dan: 04:01 – No second T there.
Mateo: 04:05 – It’s important.
Dan: 04:06 – I’ve had my gym, CrossFit 416, for almost eight years now. I started in a 1,200-square-foot facility and grew and moved twice over that eight-year period. We’ve been where we are currently for the last four years. And about a year into that newest location is when I actually joined on with Two-Brain. And you know, since then I have become a business mentor for Two-Brain, I’ve been on the marketing team actually longer than I have been a business mentor. And my newest addition to my resume is I get to be on the Two-Brain Marketing podcast.
Mateo: 04:48 – Amazing. And tell me a little bit about life in the early days. What was it like in that smaller space and what motivated the decision to move up?
Dan: 05:00 – Well, you know, it was very much just me. I am the sole owner and when I started, you know, I’d be at the gym, you know, same old story, 15 hours a day. But I really enjoyed it. Couldn’t wait to wake up in the morning and get to the gym and you know, just start working on the business and coming up with new ideas and you know, how to grow things. And you know, how to improve my service and get more clients and that sort of thing. And all of it grew organically enough that a year into that first location I needed to move. I just didn’t have enough space. I never put a lot of money into it. I started with less than $25,000. And, you know, just sort of bought equipment as I got clients and eventually we just ran out of room.
Mateo: 05:51 – And so what was that transition like into the bigger space?
Dan: 05:54 – It was very unplanned and it wasn’t a good idea.
Mateo: 05:59 – Why? Why do you say that?
Dan: 06:01 – Well, so I almost made the move out of panic. I didn’t have anyone to really lean on to help me make the decision or look at some things that I probably should have looked at in terms of like, you know, if I’m growing this fast now, how fast am I gonna grow in the future? And I rushed it because a unit came available in the same building complex that I was in, and it did have more space, but in terms of the best sort of utilization for CrossFit or even personal training, it wasn’t it. But I made the move anyways and I spent a little bit more money. And you know, obviously as I mentioned earlier, I had to move again because the space wasn’t ideal.
Mateo: 06:46 – What motivated the decision to start to look for some outside help and think about Two-Brain?
Dan: 06:53 – Yeah, it was mostly, you know, kind of hours work and you know, what I was doing versus what I was enjoying. And you know, my business was successful. At that time I actually had a lot of members. I probably had more members then than I do currently. But, you know, I was coaching a lot, I didn’t really have a plan in place. My passion for the whole thing was starting to fade. And so I knew it was time to kind of seek out some guidance. Seek out some help on I could one, like find a path for myself and two, build a vision, build a path for the actual business.
Mateo: 07:37 – So what was the final straw that kinda was like, “I gotta do this”?
Dan: 07:41 – Just reading Coop’s stuff. I think it was actually the holiday season and you know how things go in the holiday season in the gym business. So, you know, that kind of was the last straw and I was like, OK, you know what, I booked my free help call and I was an easy sell, so I think Dani Brown did my free help call and she didn’t really have to say much to me. I knew I wanted to join Two-Brain.
Mateo: 08:06 – What was the first thing that Dani had you implement where you started to see, “Oh wow. I didn’t think about it this way” or something that had a meaningful impact or a change for you guys.
Dan: 08:17 – So she wasn’t actually my mentor, but, my mentor at the time told me—the biggest thing that I got from him was creating a vision, trying to figure out where I wanted to go. And then secondary to that was staff. And how I needed to focus more on my staff based on where I saw myself in the business. Because like I said earlier, I was running out of gas and I just couldn’t
really—I didn’t want to coach that many classes anymore and I knew that, or my mentor knew that I needed to focus on developing staff in order to kind of take me out of that role a little bit.
Mateo: 08:55 – How many people do you have on staff right now?
Dan: 08:56 – All in all? 10, 11, something like that.
Mateo: 09:00 – And what was the team looking like back then?
Dan: 09:02 – Back then I think I had four or five coaches all part time. I was about to hire one of those part times full time.
Mateo: 09:15 – How did you develop and grow that team? I know for a lot of people who are getting to that burnout phase and who are, you know, wearing a lot of hats and coaching all the classes, hiring staff is critical for growth. But how were you able to do that and make that transition, double the size of your team and keep the wheels from falling off?
Dan: 09:37 – Yeah, well first of all, it was a lot of trial and error. And I think some of the people I had on my staff, you know, they just ultimately didn’t end up fitting into what I outlined as my vision. And what that was from a staffing standpoint was that people who use coaching as their vocation and wanted to be, you know, full-time coach or wanting to help people full time. And that sort of drove me to hire people that you know, wanted those things. I think the second piece to that was, you know, you can manage people. And I think a lot of people, or some people are good at managing people. I’m not good at managing people, but I think I became better at mentoring people. And you know, that’s one thing that I learned, especially in the Incubator process was, you know, and Coop talks about this all the time, too, is like you have to mentor your staff. It’s not just about managing them and getting them to do the roles and making sure they’re doing the roles and responsibilities and whole accountability piece. Mentoring them on things that may not even have to be about your business or about their career, it could be their personal life. And just getting an understanding of, OK, this is where this person wants to go. How can I help get them there? What can this business provide to them, what this can this community provide to them, what can I provide to them?
Mateo: 11:02 – So it’s goal-setting sessions for your staff?
Dan: 11:04 – It is, yes. One of the most effective tools we’ve used is sort of that career-o-matic formula plus asking the questions about, you know, what do they want their lifestyle to be during this upcoming year. You know, how much money do they want to make in the upcoming year? You know, what do they want? How do they want to improve in their job in the upcoming year? Where do they want to travel in the upcoming year? All of those things when you actually sit down and talk to your staff about it and get them to really think about it, it helps you really drive them and lead them into ensuring that they get to those goals.
Mateo: 11:46 – That’s something that was important for me coming up when I was working back in the gym as an employee. John and ask us like, I have this money set aside for continued education. What do you guys want to do? Do you guys want to do this cert? Do you guys want to go to this conference? Like what do you guys want to learn? And based on the feedback of the team, we went in that direction. So I think that’s really important, having those conversations with your staff, figure out where they want to go and how you can help them get there. Whether it’s helping them with continuing their education or if it’s like you said, maybe it’s not having to do with the business, just where do they want to be and how can you help?
Dan: 12:28 – Yeah. I think something that you also uncover and it might make you a little uncomfortable, but you might hear things like, well, I want to open my own gym or, you know, I want to have my own business or, you know, I want to move to Australia or something like that, when you think about it, OK, that might actually negatively affect my business at least in the short term when that happens. But you know, as a true leader and someone who wants to be known as someone who develops staff, you have to be able to handle those situations and you have to, in my opinion, be able to help your staff still reach those goals. And then they will always, you know, return that favor at some point. And I’m a firm believer in that.
Mateo: 13:11 – Yeah, you want to know about that trip to Australia before the week before it’s going to happen. So yeah, establishing in your staff culture that the lines of communication are open and that you’re open to those kinds of conversations I think is really important. And I want to ask you about this. I’ve seen you interact with your staff. I’ve seen you, you know, at the Two-Brain Summit and things like that. And you know, the word on the street is you are a great leader. So what is a level-five leader and what does that mean to you, and how do you strive to be that for people who have never read “Good to Great.”
Mateo: 13:53 – Yeah. I think for me it’s understanding what my strengths are as a leader. I’m not a micro-manager. I’m not even that great at holding people accountable. But I believe that, you know, the way that I carry myself, you know, kind of “follow me and I’ll take you where you want to go,” that’s sort of the way that I see myself as a leader. You know, I’ve kind of been in leadership positions my whole life, especially in sports. And you know, that was sort of how I always acted. It was like, you know, do as I do. That’s really how I see myself as a leader. I try to—once I figured out that I wasn’t good at managing people or even, you know, going through the whole accountability checklist on certain jobs and job roles and descriptions, I actually hired people to put in those positions. And then that made my leadership even a level higher because I was able to help them build on their leadership. And then filter it down throughout the whole business.
Mateo: 14:59 – You have a general manager who actually will do the managing for you. Which I think is, you know, it’s in the name, it’s in the title. And I think that’s what you’re saying. It’s like, yeah, if that’s not your strength, great, there’s a role for that and you hire for that and that really is your job as leaders and CEOs; make sure the right people are filling the right seats on the bus, you know?
Dan: 15:23 – Yeah. I also think that’s very important to a lot of people that are either in the Incubator or even in in Growth right now that actually still really love to coach. If you really love to coach, that doesn’t mean you don’t have to coach because that might not be the highest-value role. If you find that you’re a better coach than a manager, then you know, looking for someone with the qualities of a manager might be a better hire than another coach. So it’s something to consider, right?
Mateo: 15:52 – Definitely. Definitely. Yeah. Look at what needs—where the gaps are, and then strive to fill those. So you started to hire some people. What else did you see change in the business?
Dan: 16:04 – Well, it took a lot. So I didn’t hire everyone all at once. I still had some part-time employees that, you know, we kind of mutually agreed that we weren’t good fits anymore. You know, they wanted to focus on their other careers and I, as I said, you know, I wanted to have coaches in there who saw them being coaches as their own career. And so that was a slow process. But from there I just kind of started putting people in positions that I was doing before and you know, that was starting with programming, to then, you know, head coach and then coach who does evaluations. And sort of going up the chain like that and just started putting people in those places. And a lot of that was trial and error because you know, you need to ensure that that person is in the right seat. I knew that I had hired great people, but again, trying to find the right seat for them ended up being a bit of a process for me. And you know, Josh Price was my me
ntor for a while, and he always told me that, and I agree with him fully, that, you know, if you have someone who shares the same values as you do in your business, you will always find a place for them in your business. They might not be in the right role, but you can always find a place for them in your business because, you know, sharing values and having the same values is what it’s all about really from an employee standpoint.
Mateo: 17:38 – That’s a lesson I learned from reading that book, “Good to Great.” It’s like, yeah, you just hire for the person first and then you can figure out, you know, kind of where the best fit is and if it’s not where you’ve put them initially doesn’t mean they’re not going to still add value somewhere for you. And I just think finding the right person who meshes well with the mission and values that you value that’s ultimately the most important.
Dan: 18:05 – Yeah. And people that may be hesitant about hiring from within their community, I think that that really speaks to it because you end up, you know, finding a lot of great people as clients in this business. And if you can find the people that share the same values as you, do, you know, if they have any inkling that they want to get into coaching, want to get into the fitness industry, then that’s the first place that I would start.
Mateo: 18:31 – Yeah. I mean cause they are the ones, you know, your seed clients. They share your values because they’re the ones who’ve been there the longest, you know, they’re the ones buying in, literally buying in. So, yeah, I think that’s a really great point. As you’ve grown, what is it that you sell and how do you sell it?
Dan: 18:49 – Yeah, ultimately, you know, we don’t try to reinvent the wheel, so we sell personal training and we sell CrossFit, we sell nutrition. We have a little bit of physical therapy as well. But when you combine all of those things and you create a prescription for someone, we sell problem-solving of health and fitness, and you know, once that became clear to me, that was easier to relay as a message to our target market then maybe what thought we were relaying before. What we were relaying before and we thought we were saying before.
Mateo: 19:27 – Yeah. How long did it take for you to figure that out?
Dan: 19:29 – I’d say six years. I think in the last two years, well, two and a half, three years since joining Two-Brain and going through a lot of the exercises, even that I did in Incubator helped me really identify that because you know, everyone comes in with a different problem, and some of what a lot of the public feels, or lot of people feel that separates CrossFit and CrossFit boxes or you know, gyms like CrossFit boxes is the whole community aspect. And in my opinion, the community aspect is why people stay at your gym, not why they go to your gym or why they start at your gym. And so understanding that we’re here to solve—first, we’re here to solve a problem and then our service and community will help people stay is really what I came to understand after joining Two-Brain, really.
Mateo: 20:29 – Yeah. I couldn’t agree more with that. I mean that’s kind of the message John and I tried to spread when we first got kind of more involved with Two-Brain beyond just being clients. You know, people aren’t going to—if people are looking for a gym, most likely they’re not Googling “gym in Toronto with the community,” right? They’re Googling first, you know, personal training or they’re Googling weight loss. They’re Googling fitness, you know, they’re not looking for the community right out of the gate. And I think you’re totally right. Having that is gonna make people stay happy. Having that is gonna separate you and the customer experience from everything else that’s available to people, but they’re first going to enter your kind of sphere and seek you out for a solution to a problem. I mean, that’s the only reason why people buy anything is trying to, you know, fill a gap of something that they need or want or that they’re missing. And usually for us, they’re either trying to get stronger, get fitter, lose weight, feel happier through fitness. But it’s—they’re looking for that, going from point a to point B, right? I’m overweight, I want to be skinnier or I’m feeling down on myself so I want to feel the endorphin rush and be happier through fitness. It’s that transition that they’re looking for. And so talking a little bit more about that, can you walk me through your paid-advertising system, right. I mean, spending $10,000 on ads, that’s not a small chunk of change. And I’m sure a lot of people, that makes them nervous. So walk me through that system and the process.
Dan: 22:07 – OK. So I want to preface all this by saying that it wasn’t a hit from the start. But I stuck with it and part of the reason that it wasn’t a hit was because of myself not either putting everything into it on my own or not having a staff member in place to do it. And you can’t half-ass this. It’s something that is trial and error in itself, until you start figuring out trends and things that work for you in your particular area versus someone else’s particular area. Then you know, you don’t know whether or not you’re doing it well. But basically my system is what Two-Brain Marketing has taught me. We know that our ad copy and our images and our landing pages, we know they work because Two-Brain Marketing has tested them over, you know, the hundreds and thousands of gyms that we’ve worked with. The little tweaks that I make, you know, they’re on point with my brand, I feel. I’ve used some images of my members that have gone well, some images haven’t gone well. It’s funny because the old ad-girl picture that has worked for so many gyms did terribly for my gym, but some of the other images really worked. So I know that stuff in itself, when it’s in place, I know that that’ll drive traffic to my gym. And what became the biggest hurdle for me was the lead-nurture system. And then sales. And the reason that was a big hurdle for me because surrounding my gym, in about a three-block radius, there’s 25,000 people. So I have a huge reach when I put out ads, especially when I’m using postal codes or just drop up a pin and it goes a mile, I have a lot of leads that come in. So I probably get between 12 and 15 leads a day. And so they’re not all qualified. And so if I didn’t have a proper lead nurture system in place, then most of those would go by the wayside. And then that becomes a problem. Cause I’m spending a lot of money on ads, but I’m not following up with the thousands and hundreds of people that are clicking on the on or putting their information in as a lead. So that was my first hurdle. So I had to develop a lead nurture system that, number one, was cost effective for me. Number two was able to reach out to all of those leads that are coming through our funnel. It took about three or four months for me to really lock it down.
Dan: 24:48 – I tried different automations. I tried, you know, calling, I had my front desk calling, but they were only there in the evenings. So that, you know, wasn’t enough. You know, volume is important when it comes to reaching out to the leads. And really what it came down to was I settled on hiring one of my front desk ladies to a lead nurture role and she’s come in since, she’s combined automation with calling each lead three times a day and sort of playing with different tactics in how she calls, how she communicates to the leads if she’s able to talk to them on the phone. And she’s also kind of developed a sense of when a lead is probably dead and not to continue calling them, and put them into our long-term lead nurture. And since that point, I think our show rate for No Sweat-Intros and even our booking rate for No-Sweat Intros has increased. It’s probably doubled, maybe, maybe tripled.
Dan: 25:55 – And so what that does is that gives you a lot more people that you can try to sell your service to. And when you have a lot more people you can try and sell you service to, you get a lot more success in selling. And
so that’s sort of what we learned from a lead nurture standpoint. When it came to sales, that was very much the old, OK, we were once dealing with warm leads. Now we’re dealing with colder leads. You know, we have to really develop a system that is going to work in order to, you know, sell people on the fact that we can help them solve their problem and reach their goal. And that again was just time and trial and error and you know, it takes reps and so you know when Two-Bran and Sherman, especially, talk, you know, role-playing your sales? Like we’re not kidding, you know, that that actually works. Being in uncomfortable situations and you know, hearing those sales objections and learning what the proper rebuttals are to sales objections and linking everything back to the burning desire that the person has and whatever their goal is, that takes practice. And I’m not taking all the credit for that. My GM has stepped in and you know, she’s developed a real knack for selling and we’ve since been able to pass that down to our lead-nurture person. So now we’ve created more opportunity for her as well cause she gets to now sell our memberships and earn commission off of that. So ultimately that’s really what my system is down to now and it’s working really well. I’ve had the same two ads running. This is no joke, the same two ads running for five months. I haven’t touched them. And they’re still—the women’s ads are under $5 per lead and the men’s ads, I think, are at about $5.50, $5.60. And in my opinion that is totally cool and I’ll just continue going with it until it doesn’t work anymore.
Mateo: 28:01 – Yeah, I mean that’s great. And I think you’re totally right. Like especially what you were saying before, the trial and error. It’s an investment, like you are investing to learn and to test and to see what resonates best in your town. And then once you find it, once you find that vein like you just spoke about, you can ride it for a while and you can take advantage of that time to get in front of people and sell them. Let me ask you this, what is your front-end offer? What are you actually selling these people when they come in through the door?
Dan: 28:35 – Well, it’s prescriptive. What we advertise is a six-week challenge. Now that includes three the tiers, the three tiers are our on-ramp and group class. The second tier is on-ramp, group class and nutrition. And then the third tier is on-ramp, group class, and then nutrition and PT. But we work very much with the prescriptive model. And so, you know, we don’t force-feed people into those six-week challenges. You know, we sit down and we listen to what their needs are. And then we prescribe to them which service we believe that we offer is best gonna help them get to their goal. And we don’t sugar-coat things, you know, we don’t really have a very low barrier offer as it is. So I think the cheapest you’re coming in at my gym is 375 bucks for our on-ramp program. And that’s the bare bones. We very much want our clients to see the value in what we offer and you know, we charge what were worth.
Mateo: 29:42 – What’s your process for getting those people, when they’re getting close to the end of that six-week introductory period. What’s your process for getting people enrolled into your monthly membership?
Dan: 29:54 – -So goal-setting sessions. So what we do—during our on-ramp, we have a lot of high touch points, so you know they’re going to come in for a No-Sweat Intro, they’re going to sit down with our GM most likely or our lead-nurture sales person. And they’re going to talk about their goals. We’re going to take very detailed notes about those goals. We’ll try to match them up with a coach who can, relate to them best, I think. We will ask our coach for their opinion and advice on where they think this person will fit best.
Mateo: 30:30 Where’s all that stuff stored? How do you keep track of all that information?
Dan: 30:33 – So I would like a better process for this, but we do use UpLaunch, but we also use Slack. Before our GM will sit down with someone for a goal-setting session, they will contact their coach. The coach will give a detailed sort of paragraph on where they think this person should be and what service they think would be best for them. And then my coach is going to be able to relay that to them. We’ve also talked to our coaches about during their five-session on-ramp, you know, to start talking about the services that we offer and talk to them about—’cause they’re building a stronger relationship with them than my GM is, right, because they’re with them personally. They’re with them moving, they’re helping them, you know, if they can talk to them about our service, that trust that they built with them, that rapport that they’ve built, they’ll be able to kind of steer the person in the right direction and just get it in their head that yeah, maybe more personal training can be beneficial for me than just jumping into group class. But if someone is on the six-week program, and they do go into the group classes, as that’s what they purchased in the first place, we will sit down with them three times. So we sit down with them in the beginning, in the No-Sweat, sit down with them right after their on-ramp is complete, just to kind of check in, and then we sit down with them the week that they’re finishing the six-week program. And then from there we just do an assessment and again talk to the coach and figure out what’s the best path for that person.
Mateo: 32:10 – Awesome. So you’re having three touch points, three meetings with these people throughout their introductory program. And I guess you’re essentially re-prescribing, too, at the end saying, hey, you’ve come this far, these are the things you’ve accomplished. You’ve gotten this amount stronger. You’ve lost a little bit of weight or whatever it is. And then you’re like, hey, if you want to keep going on this path, I think jumping into group class is the best fit. Or hey, same with one-on-ones, hey, we can do this whole thing. It sounds like that’s the way you’re able to keep people on the path they’re supposed to be on.
Dan: 32:48 – Yeah. I think we also find that most people, 90% of people, self-identify where they’re actually at at that point. Right? They might come in and you know, be all confident about, I’m going to jump into group class and never leave it and don’t talk to me about personal training. But you know, once you actually get them moving and show them their deficiencies and then they get very eager to get better and you know, crush more goals, then you know, they see the value in one-on-one and maybe nutrition coaching and including it in their membership.
Mateo: 33:19 – That’s awesome. You’ve come a long way, man. You’ve been around for what, over, you said six years, eight years?
Dan: 33:27 – Eight years.
Mateo: 33:27 – Eight years. That that’s a feat in and of itself, man. Just surviving for eight years is pretty amazing. So you’ve been around for eight years, you know, you’ve doubled the size of your staff, you’ve doubled your space, you have a automated sales system that’s bringing in consistent new revenue as well as everything else you got going on. You’re a business mentor, you’re a marketing mentor. You just sound like the man. So what’s the key to your success?
Dan: 33:59 – Oh, I have no idea. Maybe it’s luck.
Mateo: 34:01 – No. No Way.
Dan: 34:04 – I always bring it back to people, man. You have to have the right people in place to really help you get where you want to go. Like, if I didn’t have the right people in place, then I wouldn’t be able to step out of the gym. You know, the systems and processes obviously are important, but there’s people behind those systems and processes to make sure that they are actually working. So being able to offer opportunity to people will give you, myself, more opportunity to do what I want to do. So that’s sort of been my focus and you know, sometimes I’m very effective at it. Sometimes I’m not, but that’s still my goal.
Mateo: 34:43 – If people want to t
alk to you more, where can they find you?
Dan: 34:47 – They can, you know, shoot me an email. Dan.email@example.com. Or you can follow my gym, @crossfit_416 on Instagram.
Mateo: 35:03 – Thanks for hopping on today, Dan.
Dan: 35:08 – No worries, man, thanks for having me.
Greg: 35:12 – As always, thank you so much for listening to this podcast. We greatly appreciate you and everyone that has subscribed to us. If you haven’t done that, please make sure you do. Drop a like to the episode, share with a friend, and if you haven’t already, please write us a review and rate us on how what you think. If you hated it, let us know. If you loved it, even better. See you guys later.