This week’s Market Dominance Guys’ podcast wraps up a terrific three-part conversation between our guys, Chris Beall and Corey Frank, and their guest, Henry Wojdyla, Founder and Principal of RealSource Group. Today, Corey asks Henry how he’s finetuned his business perspective and cold-calling technique since his recent immersion in Market Dominance Guys. “I copy and steal religiously,” Henry freely confesses. “I’ve wholesale stolen Chris’ approach.”
Henry has gone so far as to distill all he learned into a playbook, with links to related parts of Market Dominance Guys’ podcasts. He references the episode, “You’d Better Believe It,” with Matt Forbes, Head of Strategic Accounts at ConnectAndSell. “Listen to Matt Forbes,” Henry advises passionately, “to the tone he uses when he talks about belief.” Henry extolls the cold-calling virtues of Cherryl Turner, Chief Development Officer of ConnectAndSell’s new Flight School Division, in “The Secret of Her Success” episode, and the value he gained from her belief that she’s the equal of anyone she speaks to on the phone. Believe me — you’ll want to hear the complete conversation between Chris, Corey, and Henry to get the full value from this week’s Market Dominance Guys’ episode, “Borrowing from the Best.”
Henry Wojdyla is Founder and Principal of RealSource Group. RealSource Group is retained by institutional real estate investors, enhancing their speed and surety of execution through “off-market” acquisitions of medical office buildings and surgical centers.
Here is the full transcript from this episode:
Corey Frank (01:48):
So the initial cold calls you made, BC and AD, before Chris and after-
Henry Wojdyla (01:53):
Corey Frank (01:54):
So with the croc brain and now that knowledge afterwards, you were leading with in essence, again, talk about orange world, the cold cognitions, data-driven, assuming folks would subscribe to the intellectual attraction of a deal from the numbers, from the status of the firm. And then post, you led with what? How did you establish that trust out of the gate to have better results than before?
Henry Wojdyla (02:27):
Well, again, it wasn't really so much... Before Chris, BC, was not so much about, again, the firm, it wasn't about patting your chest about who we were, but it was just almost probably cramming facts down people's throats before they had the chance to finish the word hello. Now I have no shame in being honest about this. I've pretty much wholesale stolen Chris's approach, the 27 seconds, even the approach to frankly discovery meetings.
Henry Wojdyla (02:53):
It's really about, I think, getting the counterparty on the phone in a psychological condition. You can actually deliver something of value to them, but you can't get there without trust. So I've really become a disciple. And that's part of what drove frankly, a pretty big redraft. We have a playbook that I use heavily, but there was a lot of editing that went on to that when I really stumbled across this whole concept of leading with trust as opposed to value.
Chris Beall (03:20):
When you pulled up the Market Dominance Guys' part of that book and the other book when we were in Seattle, I will admit it, I shed a tear or two. Really, I was so touched. I didn't know that anybody was ever going to use this stuff. So you didn't just use it. You used it with precision and thoughtfulness and commitment. It was one of those moments that I thought, "Okay, what Corey and I have been up to all this time might actually be worthwhile," because you always looked for, "Is anybody going to get it?" Well, you went way beyond getting it.
Henry Wojdyla (04:00):
Well, it wasn't until I really came. Again, I really can't take any credit. I don't know if it's Oscar Wilde or Pablo Picasso or whoever I've heard various attributions to. But the idea of the best thing to do is frankly steal the best ideas. And I'm nakedly admitting that I've stolen the best ideas because they weren't my own, but it was immediately apparent upon doing that binge-listening. That was the disconnect.
Henry Wojdyla (04:26):
Don't get me wrong, the prior approach worked. It certainly worked, but it really wasn't a best practice. And again, I can hearken back to a few key operating principles for me. One is the constant accumulation of best practices and I'm totally agnostic to either where they came from or that they have any particular shelf life. If there's something better comes along, the prior one's gone. I don't care.
Corey Frank (04:50):
Absolutely. The concept of building trust. We've had a lot of episodes, probably more than half of our episodes I'd say, Chris, it comes up one form or another. And you referenced Warren and we had him on a few times talking about that certainly. And Chris has had many great episodes and riffs where we talked about tonality, and in the Sandler world, nurturing. And Matt Forbes is exceptional at that mark, here from ConnectAndSell. He's exceptional at that. Cherryl is, as you write, one of the masters of our craft at that.
Corey Frank (05:21):
Do you find that talking now, being aware because you can't unsee it, you can't unknow it now, is that when you're talking to other asset managers or property owners or investors, that the tonality, the pacing has changed as well as your approach and has that made an impact? And I'm asking this under the guise, Henry, of there's a lot of folks in our sales profession who say, "You can't cold call. It doesn't work." Chris and I, we love engaging in discussions with people like that. And for our competitors, you're right. It doesn't work, so don't use it. It's a waste of your time. But for those that are open, how much of what you do is this nurturing, tonality, pacing, and what difference have you seen by employing that more trust-based approach with your voice as well?
Henry Wojdyla (06:25):
It's an all the above answer. And speaking of feedback loops, here's another one maybe in the micro, in the framework of a 27-second cold call, hopefully maybe even less. It's the idea that if you... The other thing you guys have talked about by the way is belief, the power of belief. And I would say if the power of belief is there, it frankly takes care of the rest. And if you believe not just in the power of discovery meaning but the fact that you can offer something, ultimately a value, that the pathway is trust, it almost really takes care of the rest. And I don't mean that to be either a glib or partial answer to your question, but it all comes together, I think, in that essence.
Chris Beall (07:07):
I'll let you jump later. We've done the experiment. So we've done the experiment of having a group that we were in Corey's business at that time, a little bit side business of ours. And we were helping out a customer who really wanted to have somebody else call and set appointments for their people. So we had a very talented group. We got the message right. This all took about 24 hours to set up. And they went like this, fail, fail, fail for three consecutive days. So I did the statistical math and I said, "Well, okay, so now we have failed forever. I get it. We've succeeded in putting together a fail forever group."
Chris Beall (07:47):
And this was a pure skin in the game deal by the way. So we were going to get nothing unless we started succeeding. So I thought it was interesting. So I asked a question of the person running the group. I said, "Do these reps who are doing this calling truly believe in the potential value of the meeting that they're offering, even in a downside case for them as far as they're concerned or our customer, that no business ever comes out of it?" And I got the following back. So I thought, "Well, okay, your silence tells me the answer is no, they don't, because you would have said yes if they do.
Chris Beall (08:24):
Let's go find a person who attended one of those meetings who did not move forward and got value. Let them talk directly to the group about the value that they got, about what they learned." And they did that. Nothing else changed, no coaching on tonality, no change of script, no change of personnel. And we went from zero to 27 meetings the next day. So we've actually done the positive experiment which is introduce belief. In the absence of belief, we found out that technique was ineffective, and it was ineffective at a zero level. And I believe it's because of the value chain theory which is a missing link in a value chain gives you a non-value chain. It's not a chain. It's just not a chain.
Chris Beall (09:11):
And the anchor, I came to believe very quickly in the value chain around initiating relationships that can lead to exploring the possibility of solving problems. The anchor link on that chain is the rep's belief in the potential value of that meeting for the human being they're speaking with should no business ever happen. And I've told people this many, many times, if you were to change one thing about your team, change that. Not easy, but change that because as you just said Henry, if you take care of that, actually technique becomes almost a nice to have. It's better to have good technique than bad technique, but it's like if...
Chris Beall (09:58):
Here's a golf analogy. If you believe to make the ball go up in the air, you have to hit from below the ball and make it go up in the air, you're screwed for all time as a golfer. As in all cases, you can't make that happen consistently because there's this thing called the earth between you and the ball on that trajectory. And you're going to encounter it and find out that you can't actually make the earth counter rotate fast enough to not take energy away from your shot. That is when you dig in. You're not that guy. Who stopped the earth from spinning? Who was that? Corey, your Bible is better than mine.
Corey Frank (10:30):
Chris Beall (10:30):
Doesn't some guy... No, no, no. Someone biblical. Anyway, I thought I had you. I thought you were my man. That's one of those beliefs that when you change that belief in somebody as a golfer and they start hitting down on the ball believing that that makes the ball go up, magic starts to happen because they have a shot. Now, do you work on their technique? You bet. I'd rather have more club head speed than less. How do I get it? Doing something counterintuitive.
Chris Beall (11:03):
I have to hinge my wrist and not control and bunch of stuff that drives you crazy as a golfer. But when you learn it, it's fun. But I think that you just hit it, Henry. Belief, correct belief takes care of almost everything and will actually take care of enough to make you be in a market-dominant position. I actually believe you can get all the way to a market-dominant position by changing one thing.
Henry Wojdyla (11:30):
I couldn't agree more. And it's absolute Pareto principle all the way down. It's turtles all the way down. I would encourage your listeners, hopefully the folks that are listening to this, if they haven't been familiarized with the earlier episodes, go back and listen to Matt Forbes, or as Chris calls him, big Matt Forbes, because it's amazing to listen to those episodes. And those are some of the ones that I didn't put in my transcriptions that really took it home to me.
Henry Wojdyla (11:58):
And I would say even on the [finite 00:12:00], there's a feedback loop there. Listen to the tone in which Matt Forbes talks about the belief in the episode. My God, speaking of biblical references, it was like Saul to Paul, listening to him. Just going through the transformation. You would hear the sincerity in his voice in your episode. By the way, the versions that I keep, the actual live documents of the transcripts, I keep hyperlinked back to the actual recordings.
Henry Wojdyla (12:30):
And the reason I do that is I would actually want to go back and listen to the tonality of Matt Forbes describing that or whatever episode you might choose. But to your golf analogy, it was crazy, Chris, that you just referenced that because I was thinking the same exact thought of if you could hit down on the ball, it's at least a Pareto. You're at least 80% of the way there. Sure. Are you going to be on the PGA tour? Of course not. But have you taken away 80% of the burden? Probably. And I think belief is the rough equivalent of hitting down on the ball on the cold call.
Chris Beall (13:40):
Wow. That's a good one. I had no idea. We've never spoken about this golf thing. This is quite interesting to me. So I've taught a lot of people how to hit golf balls. And my point is I can teach you to hit a ball that's up in the air and get all the physics of the swing right. But until you believe that hitting down in the ball is not just a good idea but is the only idea, you're screwed because the earth is really big. It's 25,000 miles in diameter and weighs a lot and it's spinning. So it takes a whole 24 hours to go around. The surface of the earth is moving pretty quick and you're not going to be able to make it move as fast as a golf ball in the opposite direction. That's if you're, by the way, hitting toward the sun rather than away from the sun, but you know that Corey.
Henry Wojdyla (14:28):
And if you're at the equator, it's a little bit more burdensome than elsewhere. But in all seriousness, Chris, it is really amazing that you can take the most simple or what sounds like simple principles, be it on the golf course or in the context of a cold call and the weight that it carries, the disproportional weight that it carries is profound. And the belief, I think everything stems from it. Getting back, Corey, to your question more directly, the tonality and all those things, they do absolutely matter. But I think where you can let technique move from technique to frankly more just genuine communication, when the foundation is built upon trust and belief. Trust in the part of what you're trying to establish with the counterparty and belief in what you have on offer for them.
Corey Frank (15:17):
Absolutely. And I think you're a testament, Henry, that it's not just germane to a manager or director level, it's that you can communicate and connect that trust vector at the highest levels, the C-levels of the world here just from those same principles and they apply.
Henry Wojdyla (15:38):
Absolutely. And on this second year anniversary of Market Dominance Guys, I will also make another referral. Please go back and listen to the Cherryl Turner episodes. Cherryl talks about, and Chris will attest to that fact, you frequently mention that Cherryl is the world leader in feeling she's the equal of anyone that she speaks to on the phone. That's absolutely right. So getting back to your question, Corey, it's a belief in many ways. It's a belief about what you have on offer. It's about a belief in yourself.
Henry Wojdyla (16:08):
And again, easier said than done, but it's applicable all the entire range, up and down the corporate stack depending on the organization that the individual works for. This does not have to be purely the domain of the senior execs or the C-suite that can execute against this type of approach. And it's more than approach. Again, it's a belief system, and I think that's the most profound thing. So anyone from frankly the most junior person with at least some modicum of training all the way up, there's really no reason why this can't be applied throughout.
Corey Frank (16:43):
Chris Beall (16:44):
It's funny. Simon Sinek talks about start with why and the why of why is without the proper why, without the real why, without digging into the why, why, then your belief is fake. And fake belief is the worst kind of thing in the world. The one thing you don't want to fake is belief. And I hear a lot of stuff in business. I've heard this many, many times through my career that there's a fake-it-till-you-make-it thing. And it's always made me bristle. In fact, it's not personal, very few things other than raw broccoli make me want to throw up. I love cooked broccoli by the way, but I'm sensitive to the chemicals in raw broccoli.
Chris Beall (17:23):
It's a protein that's folded wrong for my system. That does. When somebody says fake it till you make it, I just think, "I just spent a little time understanding what's underneath this you don't have to fake it," because if you're in a business of having to fake it, you're a charlatan. That's the definition of a charlatan. Somebody who convinces others of value that is not there. That's it. So I hate fake it till you make it. If anybody watching this is a big fake-it-till-you-make-it fan, why don't you fake some sincerity and see if you can get me to buy your thesis? But it suggests some pre-work in the real world.
Chris Beall (18:03):
And I'll go back to being a fuller brush man. I used to knock on the door, and I think some people listening to this know this, I would say, "Hi, I'm Chris Beall. I'm your new fuller brush man. You probably don't know what a fuller brush is. I sure don't." And I'd stand there. Well, that was the absolute, God's honest truth. I didn't know. And then, inevitably, they would ask me, "What can I help you?" Well, that's a pretty good question to get as the very first utterance from a prospect. Can I help you? It's not bad. There's certainly stuff that's lower on the totem pole net.
Chris Beall (18:33):
But my point is when I got to the end of that week, because I had offered to go do some research and only come back if I found something that I thought would change their life, I did the research and I found one or two items that I thought would really change their life. That belief was what allowed me to come back, not, "Here's what I'm going to say about it. I've got this trick." So sometimes I think people look at the breakthrough script stuff that we do with ConnectAndSell and they go, "It's a trick." Well, it's a trick but when used as a trick, it doesn't work. It's like a trick that evaporates when you try to use it as a trick.
Chris Beall (19:13):
And I think that's the key to all of this. And I've always thought the beauty of sales is sales disciplines companies to offer value in the modern world, not the tragedy of the crossroads, in the modern world because it doesn't work as well when you don't sincerely believe in the value. So either the salesperson has to be a charlatan or a fool, or they have to be a sincere exponent of the potential value. Those are the only three positions you can take. And if you're watching this and you want to take one of those positions, some of you will want to be charlatans right there. There are a thousand books on sales that say, "Be a charlatan."
Chris Beall (19:52):
Many of them use the word persuade. Cause somebody to believe something that they don't believe for your convenience. That's the core idea around a lot of sales training. Some are fools. They're just happy fools and go through it. They get away with it. But actually, you as a salesperson are the selection and filtering mechanism for society to find out what's of value because you choose first what you're going to sell. And part of your job is choosing the good stuff. Henry's got good stuff. Corey? On occasion. Me? I don't know. Many people think I'm a charlatan. Cherryl certainly did when we first met. And then she thought I was a fool and then she moved on from there.
Corey Frank (20:39):
Was it funny that again, just to tie it back just briefly, Chris, to your point about the apple and going back to the office and this concept of going back to the office is that the belief system used to say, as we've talked about many times, is we need to be here physically to touch, to collaborate, to whiteboard, to eat lunch, to commute, to share the shared sacrifice of the accident on the one-on-one.
Corey Frank (21:07):
And we had to detour and that's why we're late. We had to have those shared experiences. And now for the last year or so, you're saying, "Wait a minute. That belief was wrong because my production actually went up, not down. And now you're telling me I've got to disavow that belief system that we've lived in this world for the last 18 months or so and go back to that old belief system." That's a little tough to put that genie back.
Chris Beall (21:36):
It is, it is. Well, it's going to be tough to put a lot of them back and they're not going back. The beauty of physics is it tells us what's going to happen. Physics is all about saying if you can give me a pretty rough setup of what the current situation is, I'll tell you what's going to happen. And we have a situation here where the physics of people and artifacts, mechanisms, systems, ideas, this thing called the internet which is still an underbet by the way, still an underbet. And here's the case where the internet was underbet because it wasn't properly bet on for its ability to deliver people to each other in business.
Chris Beall (22:22):
That was a huge underbet. That's probably the biggest value that we will get. It's not the ability to go on and buy something and have it show up at your house. That's really cool. But actually it's displacing something you could have done by going to Walmart. It's like a small displacement, not a big displacement. This is a big displacement. And also our circle of I'll call it trusted friends that we can do business with grows massively. And it doesn't mean we don't want to get together. Henry, what did we do after a few conversations? Let's get together.
Chris Beall (22:56):
But did we get together at your office? No. Did we get together at my office? Well, I don't have one so that would be difficult. We got together at a hotel that was nice enough. And we did that thing. But we don't do it every day. We also got together for brunch the other day in Denver, which was super delightful, brought a third party. And here's my first party right over there. And by the way, her assessment of you, Henry, is that I tell you, she would throw me over for you if you weren't married. I don't know how that would work out, but I'm just saying. She says otherwise but I could read it right there at the table. There're no difficulties picking that one out.
Henry Wojdyla (23:33):
It was an absolute pleasure getting to meet your fiancée. And Helen was just tremendous. But yes, I am a taken man. In fact, I have to credit my wife for introducing me to [inaudible 00:23:46]. If it wasn't for her, I would not know the PD goodness and the campfire in your mouth, deliciousness that is [inaudible 00:23:53]. But I do think Corey, again, just to bring some of these things back together, maybe the bigger picture in terms of the office work environment is that we've been historically getting around the wrong water coolers. It's about schlepping the work. All the agita that is getting to and from as opposed to...
Henry Wojdyla (24:14):
I think one of the most powerful things, honestly, is the ability to share my screen because I can share my screen with colleagues and we can collaborate in real time. And weirdly enough, some of the key team members of my group, Chris Howard, Chris you've had the chance to meet, we are most productive when we actually just get on zoom and screen share. We don't typically actually do video like what we're doing now with each other, but we screen-share. And it's imminently powerful because we can collaborate in real time. And I think that's the water cooler to get around. It's one. There're others as well. But I get it.
Henry Wojdyla (24:52):
On the one hand, part of me understands where Tim Cook's coming from and not because of the sunk cost bias or the hugely enormous Norman Foster-designed expensive campus. But what does become apparent is that there is something about culture for larger companies in particular, but it's not necessarily about the headaches of getting to and from work. That's not really what the culture should be built around. Like I've said earlier, I think the next year and a half to two years for a whole host of reasons, negotiating power, real estate leases coming up and due, it's going to be extremely interesting to watch how these market dynamics play out in terms of the top 20% and what their relationship is with their employers.
Chris Beall (25:39):
So you know that we had a whole episode with Tom Zheng. Where does Tom live? I'm not sure. I think it's Toronto moving to Ottawa. Where are Tom and I every single day for an hour of my time? The most precious hour of my workday every day is spent in the tender arms of my data concierge, letting my curiosity explore what might be true that I don't know about. And we've never met, but we have a very close relationship, as close as I think it's possible in a working relationship frankly, and it's all through screen-sharing. We keep the video on because we think it's a little earthy and it's fun.
Chris Beall (26:22):
And I'm often, I'll admit it, I'm sometimes still in my robe at that point. It's only 11:00 AM. If Hugh Hefner can do it, why not Chris Beall? But the idea of being able to do something as deep as that. Think about how deep that is. We're getting down into... We're taking 60, 70 million rows of data and finding truths in there that we didn't know were there. And we've never met but we do screen share about an hour a day.
Henry Wojdyla (26:53):
I would make a case that the screen share may be the most intimate business relationship I'm going to have in today's world, more so than the video.
Chris Beall (27:00):
Henry Wojdyla (27:01):
Because you're putting your work product up and forward.
Chris Beall (27:06):
Well, you know how I sell ConnectAndSell. It's pretty simple. I get on with somebody and I say, "Would you like to see how we manage our own company using ConnectAndSell?" And everybody says, "Yes." And I just do a screen share and I bring up live how we're doing. I've never looked at it by the way. I make a point of never knowing what's going to pop up on the screen because it's more fun. We can all be surprised together. They're surprised that anybody at all could be having a hundred, whatever conversations. In a day, it might be 40 or 50. My surprise is, "Gosh, I didn't know Rob was killing it today like this. He stuffed five meetings already and it's only nine o'clock," or whatever it is. So it is that, that screen share is so much more intimate than the video.
Chris Beall (27:51):
The video is nice and all, but it's a little unnerving for some people, but the screen share is true sharing. There it is. It's the screen. It's the work. It's the meaning of this thing. Now let's dig in. It invites faster, deeper, more honest digging in, I think, than any whiteboard. And I made this point on another comment on LinkedIn. I have a hard time keeping them straight because I do it very early in the morning when I'm not fully awake. It probably shows in the writing. But one of the points that Helen reminded me of the other day is when you're in the physical office, certain people physically dominate. That shouldn't surprise anybody that that's true, but it should shock anybody who thinks it's good. It's not good. It's not good.
Chris Beall (28:38):
If you're the person who can physically dominate a meeting and you learned those tricks on the playground as a kid because that's where you learn them. You learn physical dominance on the playground. And then you're applying that at work, you're robbing the group of value from the participation of those who are physically dominated. And Henry, you're not a small guy. I can practice physical dominance pretty well. Corey tends to keep a baseball bat behind him in his office just in case anybody doesn't know what he's all about. And we feel okay about the step up. Actually, it's not okay. It's not okay at all.
Chris Beall (29:20):
Somebody recounted today that somebody who is blind was using ConnectAndSell today using some screen technology, not using our mobile app by the way which actually is designed to be used in a car and by people who can't see or can't see as well, but had a great experience. What I thought about is, "Wow, this isn't happening in the office. If was in the office, I don't care what you say your values are. That person who can't see with their eyes to find their way around is at a fundamental cultural disadvantage that they have to overcome." And that is not true when we're even just talking to each other. And the screen share is a little tricky because something's got to... Maybe the screen-share doesn't work so well for a person who's blind, but I can tell you the physical office is nasty. It's just bad.
Henry Wojdyla (30:10):
Look, zoom fatigue is real, but I personally believe that zoom fatigue is largely when people have to put on these so-called zoom mullet of nice top, maybe if anything below, but that's of really no value. It's really what's on the screen. It's the work product. It's the honesty to show what you've been working on. And I think there's a real actually very beautiful distillation that goes on in the ability to actually collaborate, truly collaborate with people by sharing screens, sharing work product, sharing thinking because that's what really work product is.
Henry Wojdyla (30:41):
It's really your thinking around whatever is the problem you're trying to solve. Zoom, it doesn't really matter which platform. It's the idea that you could actually collaborate in real time. It doesn't matter that they're either on the other side of the cubicle, which actually in that case, they're going to probably bias to walking around and looking at your screen, which isn't really actually as productive. So I think there's a lot of really powerful dynamics are going to begin to unfold here over time. They're starting to happen now because we've been talking about them, but give it, again, 18 to 24 months, maybe less. And I think we're going to be in an entirely different environment in terms of how the top tier, that Pareto principle, 20% Chris that you talk about is really going to be defining the terms of engagement with employers.
Corey Frank (31:25):
Absolutely. Well, great. Well gentlemen, I think collectively we are out of scotch and tequila, and that means-
Henry Wojdyla (31:33):
I still have some more.
Corey Frank (31:34):
We have a little bit more.
Henry Wojdyla (31:34):
It's a fresh bottle.
Corey Frank (31:37):
You got a whole bottle. Fresh peat goodness there. Absolutely. So I'll tell you what, I don't think we've had any guests and I don't anticipate any guests that we're ever going to have on Market Dominance Guys where we have this hierarchy of IQs where I don't bring up the rear. And I think this is also no exception to this one, Henry. So I always tell Chris that I prodded him to nefariously start this program on the books so I can suck all these ideas and use them in my businesses. And today is no exception with another three or four pages of notes. So I get the front row seat.
Henry Wojdyla (32:13):
I'm doing the same thing. I'm doing the same thing, Corey. I copy and steal religiously.
Corey Frank (32:19):
It's wonderful. And it's great to have you part of the Market Dominance team for the markets. We sound like we're an English company now, markets dominant team. Maybe it's a little bit more European.
Chris Beall (32:27):
Markets, maths. Are we going to talk about maths?
Corey Frank (32:31):
Maybe your friend Jerry Hill, maybe he will have another one on the other side and we'll change the spelling of one of those words to make it more UK, Queen's English if you will. So Henry, thank you very much for the time. I am sure this is not the last time that you're going to be on the Market Dominance Guys. You have way too many great ideas rolling around there. And I just love the interchange between you and Chris and that's something for all of our market dominance listeners to look forward to. So until next time, this is Corey Frank with Chris Beall and Henry Wojdyla at the Market Dominance Guys.
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