This transcript is auto-generated and may contain spelling and grammatical errors.
Tyler Jorgenson (00:01.268)
Welcome out to Biz Ninja Entrepreneur Radio. I am your host, Tyler Jorgensen, and today we get to talk to Joe Chura, who is the founder of Go Brewing. And this is really fascinating because we have been recently interviewing a lot of people in the alcohol and Bev space, but they’re not all the same. And I love what makes each one of these brands unique. Their founders have their own stories. And so we’re gonna talk with Joe about
Joe Chura (00:06.537)
Thank you.
Tyler Jorgenson (00:28.778)
what he’s done in the past in business, about his marketing expertise. But what makes go brewing so unique is really gonna be a fun story for us to unpack together. So welcome out to the show, Joe. We’re glad you’re here.
Joe Chura (00:40.822)
Hey, thanks, Tyler, so much for having me.
Tyler Jorgenson (00:43.126)
All right, we’re gonna start in the middle and we’re gonna do some going back and some going forward and zoom all around and unpack this together. So right off the bat, what is Go Brewing and what makes it unique?
Joe Chura (00:49.914)
like it.
Joe Chura (00:54.138)
We are a non-alcoholic beer company, but we’re really taking a social beverage innovation platform approach, which we could dive into. So more than just non-alcoholic beer, but that’s currently all we make. That’s how we started. We never really made anything with alcohol in it. We make everything ourself. We have a direct consumer business. We sell on Amazon and we have retail distribution in about 20 states.
Tyler Jorgenson (01:18.836)
Okay, right off the bat, why do we need non-alcoholic beer? Now understand, I’m someone who grew up, I didn’t drink. So I didn’t understand why people would still drink beer if they weren’t going for the buzz.
Joe Chura (01:30.648)
Yeah.
Well, I mean, first off, what do you like to drink? Like what kind of anything?
Tyler Jorgenson (01:36.598)
Yeah, yeah, so I’m a lot more open on my palate nowadays, right? But people have always said, know, beer’s an acquired taste. So I always found it interesting, you know, if you’re acquiring it without the quote unquote benefit, right?
Joe Chura (01:51.854)
Yeah, I just think people like the taste of beer. That’s kind of what I was getting at is like you might like sports drinks. You might like Gatorade. You might like Coke, you know, whatever it is. Like beer is just, it is an acquired taste, but it’s the taste people love. like to explore different styles. There’s, there’s, you know, we make 14, 15 different styles of non-alcohol beer, but there is, there’s so many cool beer styles from tapas breweries to dark stouts to everything else. And it’s, it’s a pretty.
Tyler Jorgenson (01:54.943)
Yeah.
Tyler Jorgenson (02:09.399)
very cool.
Joe Chura (02:20.698)
rich history of how beer is made is actually made for food consumption, like way back in the day. So it wasn’t made to have heavy alcoholic content. So that was just like, it just happened to be an effect. And then as, as time went on, especially in the last 50 years, you know, the alcohol by volume started to increase, but you know, I think it’s not alcoholic beer for me is very personal in that I did drink too much. My
Tyler Jorgenson (02:25.717)
Right.
Tyler Jorgenson (02:38.292)
Right.
Joe Chura (02:45.306)
father died of alcoholism in 2006. My brother was having major issues. A lot of people around me ended up passing away or ended up in trying to get sober in a variety of ways. And I was heading down a similar path and I recognized it. I started to, I was really unhealthy. I was overweight, had a shape. I had a lot of anxiety. And finally, at the height of COVID, craziest of all times, my wife and I were like, let’s…
do this challenge called 75 Hard, which is 75 days away from alcohol and taking on all these other positive habits. And it changed my life. It was the first time that I had not been under the cloud of alcohol for decades. I started to feel more mentally clear, had less anxiety, and I still had these massive cravings. And the only thing that helped curb those cravings was non-alcoholic beer.
Tyler Jorgenson (03:33.504)
Fascinating. That is a really personal story and I appreciate you sharing that. You’ve been an entrepreneur for a while. When was the moment in your life where you first realized you were an entrepreneur?
Joe Chura (03:45.408)
interesting. Man, still, I still think about this moment when I had, I was approached, I’d been in the automobile industry for a long time, started at Ford of the Chicago assembly plant in 1998, spent 10 years at Ford. I was really had a passion for SEO and digital marketing. And I was approached by a friend of mine and he said, Hey, I
This other guy, I know has a traditional marketing agency, but wants to start a digital marketing company. And this was like 2010. Do you want to join us? And I immediately responded with no, but I would create my own thing. And that it wasn’t like a pre-planned thing. It was just more of like, I’m kind of sick of working for the machine, especially being in a big corporate infrastructure like Ford, great, amazing company. It gave me such a shot in life, but
I couldn’t really control anything. And I was like, man, to control my own destiny, I really need to have my own company.
Tyler Jorgenson (04:42.326)
Mm.
Tyler Jorgenson (04:47.818)
That makes sense. working in SEO and digital marketing is a very entrepreneurship thing, even if you’re working for someone else, right? You’re the act of creating and working through all the problem solving is very entrepreneurial in general. So you launch a digital marketing agency, you started working in that and you know, had you done any physical product stuff before you launched GoB…
Joe Chura (05:10.712)
No, not at all, man. Everything was pixels. I mean, I grew at digital marketing and then software company to 850 employees, well over a hundred million dollars of revenue. Ended up selling those companies in 2018. It wasn’t at that level when I sold them, but it was, it ended up growing to that level. in the next few years, I stayed on as the CEO of those companies.
Tyler Jorgenson (05:14.214)
Ha
Tyler Jorgenson (05:19.328)
Holy moly.
Joe Chura (05:33.976)
But, my, presentation, my first presentation ever was the keynote address. It was from pixels to pints. Like that’s what it was called because I had no, knowledge of making a physical product. It always intrigued me. I was always like looking at products like, man, that’s amazing. I don’t know how you do that, but had no experience whatsoever.
Tyler Jorgenson (05:47.115)
Yeah.
Tyler Jorgenson (05:54.39)
I like that. so you, you know, but you, you’ve used a lot of your past life and your marketing in launching this. How did you decide to actually manufacture your own product instead of co-packing or co-manufacturing?
Joe Chura (06:11.226)
I’m going to sound like a moron for saying this, but I’m, this is real. didn’t really know that there was an option. I didn’t, it wasn’t from, I wasn’t from the space. I observed other breweries and my, my inkling was like, okay, if we’re going to do this, we got to start brewing beer out of my garage. And then that then slowly grew into, okay, well, the beer started and it tastes good here. Let’s build a brewery.
Tyler Jorgenson (06:18.76)
Yeah, that’s fair.
Joe Chura (06:39.938)
never once did I even think about co-packing it, because I didn’t know that was an option. And it turns out it was the hardest decision, meaning like it’s, it is a lot of short-term pain, but the benefits we get from it are substantial is that we can be way quicker to market. We don’t have to rely on someone else for the fate of our business. If we fail, it’s on our own terms.
Tyler Jorgenson (06:44.374)
Yeah.
Tyler Jorgenson (06:54.457)
yeah.
Tyler Jorgenson (07:06.422)
Yep.
Joe Chura (07:06.778)
where we make our own product and it’s the quality and safety of what we do. Any beer is tricky. You have to be under this certain threshold of 0.49 % alcohol by volume. And because it has such low alcohol content, it needs to be safe on shelves for a long period of time. And to do that, you have to pasteurize it and do all these things with the beer. we didn’t, you know, like if that was done somewhere else and we didn’t observe that, it’d be tough, man. It’d be tough.
Tyler Jorgenson (07:23.253)
Yeah.
Tyler Jorgenson (07:34.932)
Yeah, yeah, that makes a lot of sense. So I love how many times an entrepreneur’s answer is, I didn’t know there was another choice. Right? was, so I did, I solved the problem with the information I had. And that’s, think what makes entrepreneurs so unique is that they don’t stop and wait for more information. They just keep moving and keep solving problems. What are some of the biggest challenges that you faced as you guys have been building and how’d you overcome them?
Joe Chura (08:02.938)
95 % of our issues and challenges have to do with the production side. And it’s, not necessarily the team. have an amazing team. is the machine, the equipment, the scaling, the risk of creating what I did was so great. And I was like naive to it in that with digital marketing, as you know, like you can, it scales well, you know, you can spin up a server on it and Amazon web services or
whatever, WP Engine and build a WordPress site Shopify is incredible. And it doesn’t cost a lot of money. Well, to build a brewery, you’re talking to millions of dollars. And then you launch with hopes that someone will buy your product either in retail or online. And you got to keep that going at really small margins. So it is, it was, it’s been quite the adventure to figure that out. And as we were realizing we were going to hit our capacity threshold.
Earlier this year, I needed to find a quicker solution. Well, when you have your own factory, there’s no quick solution. So I’d really think out of the box into how to scale the business, but still control the quality. And, we did that by, by finding another brewery that had a lot of access capacity. Like many breweries do today, just cause the craft beer industry is declining a bit. And instead of building our own facility, we’re like, well, why don’t we partner with another brewery?
Tyler Jorgenson (09:20.224)
Mm-hmm.
Joe Chura (09:28.856)
we form our own company together and that way we can always maintain the quality and control that we want. And that’s exactly what we did, but that has been a challenge. And now you’re going into someone else’s kind of house and you know, there’s a lot of maintenance to be done. Things are breaking when they shouldn’t be and you’re dealing with all that. So that’s been, that has been a lot of my pain, relatively speaking.
Tyler Jorgenson (09:43.597)
yeah.
Tyler Jorgenson (09:52.916)
That’s a lot. And understanding your background in digital marketing and in just working in that space, what were some of the big early wins where you applied that past and your history into Go Brewing?
Joe Chura (10:07.236)
So I would not have even started go brewing had it not been for the ability to sell the beer we make online. And if you think about that statement, historically speaking, just go back five years ago, like no one sold beer online. It wasn’t a thing. Like it’s not really a legal thing. Each state is very restrictive in selling alcohol online. Don’t ask me how wineries get away with it. It’s so much easier than breweries, but it’s just a reality of the space.
Tyler Jorgenson (10:35.83)
yeah. Still a lot of legacy laws from prohibition era. Still regulating a lot of this. Yeah.
Joe Chura (10:37.037)
because
Man, it’s so wild. even there are seven states that consider what we make to be alcoholic, even though it has less alcohol than orange juice, because it’s made with barley. It’s like bizarre, but it is what it is. it was one of those things where we launched online and we were able to sell our product, but not only sell it, we were able to test the market. We were able to test flavors.
Tyler Jorgenson (10:53.088)
fascinating.
Joe Chura (11:08.378)
What people were drawn to, we were able to ask zero party data questions when some purchased our product to understand what, what they wanted. Then once we started to build up that base, my acquisition costs went down because our repeat purchase rate was 55%. And we were able to continually grow and grow the business. And now, you know, we launched in 23 and now just, you know, not even two years later, we’ve sold over 60,000 customers online. We’ve built up a really nice database. cannot make a beer anymore in our current facility.
Tyler Jorgenson (11:21.366)
Mm-hmm.
Joe Chura (11:38.358)
in one or two batches because it sells out so quick to our existing customer base through one email, like literally one email and it’ll sell out just because it’s, you know, they are, we have such a great audience and they just want new flavors and styles and varieties. And we’re able to hit people from California to Texas. And we have two day shipping. So we make it very easy for them to try our product and we have a new one. get really excited about
Tyler Jorgenson (11:43.168)
Wow. Yeah.
Tyler Jorgenson (12:01.078)
60,000 customers in really your first under two years of business is insane, right? In any direct to consumer business, that’s impressive, let alone a business that has governing restrictions and challenges and roadblocks. So really, really amazing. And to hear that you got 55 % repeat customer rate, fascinating. You’re probably starting, I mean, you have no idea what the lifetime value of your customer is, right? Cause you’re still.
so early and people are still just buying.
Joe Chura (12:32.122)
I mean, I know generally speaking, it’s, it’s, so the average order rates, 43, $44 primarily because we have free shipping over 40. And, right now the LTV on most of our customers is, is 80 plus and rising. We have certain beers, like we have the only gluten free non-alcoholic beers. So that cohort of customers that LTV is actually a lot higher. It’s 110 plus just because it’s, it’s a very unique beer.
Tyler Jorgenson (12:41.56)
huh, yep.
Tyler Jorgenson (12:48.693)
Yeah.
Tyler Jorgenson (12:55.382)
It’s a good crossover. Yeah.
Tyler Jorgenson (13:02.346)
Yeah, that’s a big deal. So, you you guys are expanding, right? You’ve had, you now have created 14 styles of non-alcoholic beer. You know, you started, you’ve got direct to consumer, you got Amazon, you work with your distribution. If you could wave a magic wand today and land one major account or be in one more market or one major win, what would it be?
Joe Chura (13:24.228)
California, for sure. We haven’t tried California yet, to be honest, but California is a complicated state with distribution. And to put that in perspective, when I say distribution, that means working with a beer distribution partner. And typically we work with what I consider like tier one partners that they represent Miller or Coors. And why is that relevant to non-alcoholic beer? Cause you sit on the same shelf. So you’re going to work with that same buyer. So it’s really, really important for us to make that association with that buyer.
Tyler Jorgenson (13:28.277)
Yeah.
Joe Chura (13:53.068)
And to be with those partners. Well, just in Illinois, we have seven distribution partners. We just launched Wegmans on the East coast, which is a big chain out there to get that. had to get over 20 distribution partners over, over 10 States. It’s pretty complicated. So California alone is going to be, you know, 10 plus distributors. But the reason why I California is our number one direct to consumer customers from California.
Tyler Jorgenson (14:19.498)
Gotcha.
Joe Chura (14:20.12)
We just haven’t approached that yet. So waving a magic wand would be pretty incredible to be like, yep, we’re in California.
Tyler Jorgenson (14:26.046)
Yeah. I ran, I had a direct to consumer business for a while and our primary market was Canada. And I always thought it was fascinating because California had roughly the same number of people in it as all of Canada. It’s, know, so it’s like, it, it’s a huge state, a huge market. like you said, it represents several sub markets. we’re going to, stay in this vein of magic wands. If you had a magic wand and you could have one, celebrity or athletic,
Joe Chura (14:37.699)
Right.
Tyler Jorgenson (14:53.896)
or athlete, endorse the brand who it would be.
Joe Chura (14:56.75)
This is a good question. It’s something I struggle with because any beer spans the stands so many people that if I had to have like one person, that’s, that is, not as maybe polarizing, but I would.
I would say that I would say, you know, we have a relationship with rich role as an example, and that, does, but he’s a great guy. He was here at the, the inception of go. It’s, it’s hard for me not to kind of go back to that and just really feel grateful of that relationship and, and do more with him. Every time we’d show up on his podcast, we, you know, I know how many sales we’re going to get. It’s it. Created created this lock for us where we found employees that listen to the podcast.
Tyler Jorgenson (15:21.877)
He’s a great guy.
Tyler Jorgenson (15:26.851)
that’s good.
Joe Chura (15:45.7)
So doing more with rich and people like him, I think is where I would wanna be.
Tyler Jorgenson (15:51.67)
Yeah, I met Rich just through another client of mine, guy named Joe Lawrence that did a bunch of Iron Man triathlons and stuff. yeah, he’s got a real good impact and good heart. That’s a good person to have on your guys’ side. You’ve got a lot of great things that you’re building, right? Casting your vision a few years into the future. Where are you hoping to take the brand?
Joe Chura (16:18.842)
For sure, over across the 50 states with distribution, so far we have 20 in a little over a year when we started our distribution plan. Also creating sub brands. So we’re coming out with a, let’s call it a functional beer with Delta 9, hemp derived Delta 9 in it and CBD at some point in the future.
Tyler Jorgenson (16:43.392)
Gotcha.
Joe Chura (16:47.672)
So we’re really trying to stay away from alcohol, but be known for innovators and a social beverage platform. That’s what I’m saying. So just really expanding there. that’s from like doing stuff with like, that’s a functional beverages. Like right now we have one of the first beers that have ashwagandha and alfinin in them and just things that give you an effect beyond just the taste.
Tyler Jorgenson (17:12.874)
Yeah, that’s really great. I think that’s a smart crossover. People that still want to drink the beer have a little bit of a buzz, but without the alcohol and the hangovers and all the negative stuff. Really cool. Now, again, you’ve been an entrepreneur, you’ve been building this up. What’s your advice to other entrepreneurs that are wanting to get into direct consumer?
Joe Chura (17:36.868)
that want to get into direct to consumer do it. There was like such a weird entry to me to, you know, if you want to get in the beverage space, I’d say direct to consumer is probably one of the tougher businesses. And why is that? It’s fairly common sense. It’s a very heavy beverage to ship. It leaks and it happens. And the customer experience on the other end, just a story a customer received.
Tyler Jorgenson (17:38.889)
Yeah.
Tyler Jorgenson (17:50.027)
Yeah.
Tyler Jorgenson (17:55.722)
Mm-hmm.
Joe Chura (18:02.166)
a bag literally from us at one point in time with like cans in them. And it was a friend of mine and they messaged me and they’re like, Hey man, like just want to let you know, like, I think your packaging could be a little better. And I’m like, you really think I sent you that bag with like a can that was leaking in it. And the reality was like FedEx had damaged it. They threw it in a bag, put it the guy’s porch and that was the experience. it, it, beverages is tough, very possible. but there’s a lot of different things you could do and
And again, creating a Shopify website, throwing Klaviyo, some flows in there and, and build a product, man. It’s like, there’s no better time than today to be able to do something like that.
Tyler Jorgenson (18:35.941)
yeah.
Tyler Jorgenson (18:42.486)
Yeah, I totally agree. You know, the barrier of entry in direct consumer is really low. You don’t have to go spend millions of dollars to build a brewery, right? You can co-manufacture, you can private label, you can do all these other things. What about just branding? How important to you is the general story and brand around a business?
Joe Chura (19:06.99)
Is mission critical and it has to start with one thing, like how you want people to feel. Like, you know, when, when we built GOES, our kind of just do it. It was the, it was a, a way to say like, we all have agency in our life and sometimes we overthink things and mood follows action, which is what Rich says is like, just by going, you’re going to, you’re going to figure things out like luck. And it’s like creating your own luck too. Like luck doesn’t happen sitting on your couch. Luck happens when you.
Tyler Jorgenson (19:12.416)
Mm-hmm.
Joe Chura (19:35.812)
you’re out there, you’re doing things and you’re gonna get so much further in life just by trying various things within reason, obviously, versus not. And I think your brand needs to stand for something too. And it needs to be a little bit of your personality and like how you wanna show up in the world. And even for this new brand that we’re launching, which won’t be called Go, we’re really being intentional about that. What do we want someone to feel?
Tyler Jorgenson (19:42.791)
Yeah.
Tyler Jorgenson (19:54.038)
Yeah.
Joe Chura (20:03.916)
If we had to give grant someone permission, like you said, the magic wand and they get to our website. Like what, what is that feeling? And from, that’s where it starts. And then from there, all the other details kind of can fall into place, but if it doesn’t start there, then then I think you’re missing things. If you’re like, well, so-and-so is doing this or so-and-so is doing this. Like don’t chase other people. Like what, what can you do? What can you build that’s authentic to you that you can tell an authentic story?
Tyler Jorgenson (20:21.322)
Yeah.
Joe Chura (20:32.388)
but that also makes someone feel a certain way.
Tyler Jorgenson (20:35.978)
Yeah, absolutely. Now you went from running an agency, which can theoretically have very high margin, low cost of operations, right? It’s human capital. So it’s still a lot to manage, but into managing a brewery that is statistically very low margin, right? What was the biggest thing that you had to like shift or learn to be able to shift from those different business models?
Joe Chura (21:02.842)
Yeah, I’m learning so much, so much every day. And really it was funny. The first time I saw the financials, like I looked at our top line revenue, which we would stare at in my marketing and the software company. And, then, you know, underneath you’d have your, your operating expenses and whatever. And then you’d have your, your net margins at the bottom. Now here you have this thing called cost of goods.
Tyler Jorgenson (21:12.884)
Yeah.
Tyler Jorgenson (21:23.476)
Yep.
I’m afraid.
Joe Chura (21:27.138)
That sucks. And I, and I was like, my God, what is this line? And it was just like, obviously I knew what it was, but like that to me, was so tough and different. And how do you manage, conversion, cash conversion? How do you manage your inventory controls? You have all these assets and you don’t want to have them for too long, but you don’t want to have them. You want to have enough. How do you manage all these ingredients and the supply chain? It’s like.
Tyler Jorgenson (21:33.215)
Yeah, yeah, yeah.
Tyler Jorgenson (21:38.931)
Yeah.
Tyler Jorgenson (21:51.274)
Yeah.
Tyler Jorgenson (21:55.288)
yeah, there’s a whole other thing to manage.
Joe Chura (21:55.93)
sanity and the problem with what we had honestly is like we were on Shopify and we had QuickBooks and we had, you know, all these tools. Like we couldn’t even, there was no platform that existed at the time that we found it was within reason to even tell us how much beer we were making out of a certain style. So we had to build our own Shopify app to be able to quantify our brands. Like how much are we making of this specific IPA? we knew.
Tyler Jorgenson (22:14.689)
wow.
Tyler Jorgenson (22:19.349)
Yeah.
Joe Chura (22:22.628)
the supply and demand equation on it. And it was fascinating in itself.
Tyler Jorgenson (22:24.404)
Right.
I, I’m being currently attacked by my dog, which is just a real, a real treat. she’s, she just needs lots of attention. She just got fixed this week. it’s a Stafford shirt, bull terrier. She’s adorable, but just, not normally that needy in the middle of the day. yeah, I think managing cogs and supply chain and bull whip and all the things that happen when you start having to manage product and then shrinkage and
Joe Chura (22:30.944)
Joe Chura (22:39.02)
What kind of dog is that?
Joe Chura (22:43.389)
Rawr.
Tyler Jorgenson (22:55.892)
damage and loss, all those things. It’s so different than, and you’re still managing people, right? It’s not like you just flipped from managing people and human capital into, or, you know, human cost into just physical product costs. have bull. How, you know, what’s your management philosophy? How do you address, you know, leading a team?
Joe Chura (23:02.852)
Yeah.
Joe Chura (23:16.792)
Really, I mean, I was talking to someone yesterday, think managing a team, and this is easier said than done, but the goal is to manage it, have the team operate as if you’re not there. And every manager should really strive for that. Many times individual contributors become managers and they don’t know that. And that’s kind of what we’re going through right now is figuring that out. But also like, you know, the way I look at it is,
It’s better to give someone the destination of where you want to go and have them figure out the directions. Cause if you give them directions everywhere, then they don’t feel empowered. And if you lead them down a one way street and they shouldn’t be going on that street, it’s your fault versus, you know, I talking to my team today and this, we were working on a centrifuge, which is one of the, one of the things that, you know, create a quality and style and flavor of the beer.
Tyler Jorgenson (23:53.044)
Right.
Joe Chura (24:11.5)
And he was talking about the different turbidity of it and the variables within there. I’m like, once you have the lead seller men do that, like stop trying to tell them what to do, have him create it himself. So he feels empowered that he actually did something and he’s fully capable of it too. So that’s the thing. Oftentimes as an individual contributor, we try to take all that in because we have to, we’re prideful. And it’s actually the exact opposite of what you should be doing.
Tyler Jorgenson (24:38.1)
Yeah, I like that philosophy. The entire idea of really empowering them to make decisions and to create the, but also document and record the process, make it live without, beyond, it should be able to live beyond them as well, not just beyond you, right?
Joe Chura (24:53.592)
Yeah. And I, I often look to take away excuses and then it sounds worse than it is, but it’s, basically like, if you’re like, when we started our brewery, if I would have just been like, Hey, what do think we should get guys? And they would have came up with, you know, tanks for mentors, all that stuff that you need. We would have probably not had what we had when we started. said, no, like what is something that we, you’re, you’re going to look back in a year from now and say, we could have made better beer if we had this. And I got that.
Tyler Jorgenson (25:21.75)
Hmm.
Joe Chura (25:23.438)
Well, why was that important? Because a year later, I didn’t, you have one shot in this, in this world, like to make a product and a year later, I didn’t want to hear that. So it’s like compound that philosophy over, managing people and managing things. communicate, try to, try to, you know, get things off their plate. If you can help or delegate coordinate communication, like all of that stuff is critical. And it’s like, it’s like taming a garden too. Once you get part of it,
You know, groomed and manicured. There’s weeds popping up somewhere else constantly. And then you’ve got to go back to it. And that’s the analogy I used when I built the last company, because it was like, we’d have one team that was just rocking it. And then you step away for three days and then you go back and you’re like, what happened? And I was like, we just met.
Tyler Jorgenson (26:11.018)
Yeah, it’s insane how quickly things can unravel, or as you said, weeds grow. You built Go Brewing because of a personal philosophy and some life changes that you were making. And to me, business is only a fraction of what we do in this life. What is one item on your personal bucket list that you’re gonna accomplish in the next 12 months?
Joe Chura (26:33.05)
Ooh, I’m, I’ve been into the sport called high rocks and I plan to do every race this upcoming season. We’re also a national sponsor. It’s funny. I was listening to this come say hi to me. We’ll be there. And since I’m going to be there anyway, as a, as a sponsor, I’m like, I’m going to do every race. Like, why not? so that’s one thing, but I, one other thing is I’m a support runner for a double amputee, Afghan war vet. was an army ranger.
Tyler Jorgenson (26:38.07)
Mm-hmm.
Tyler Jorgenson (26:44.734)
cool.
Tyler Jorgenson (26:53.674)
Yeah, why not?
Joe Chura (27:02.276)
We’ve done four marathons together. He just got his PR in Chicago. We qualify for Tokyo and Boston. So I’ll be doing those races with him as well.
Tyler Jorgenson (27:08.874)
Wow.
That’s huge. That’s really cool. That’s neat stuff, man. I really appreciate that. I think what you guys are building is really neat. You gotta clearly have a really strong vision on what you’re creating. So thank you so much for coming out on the show and to all my business ninjas, wherever you’re tuning in, watching or listening, it’s your turn to go out and do something.
