Profit Margins, Exit Planning, and Hard Lessons with Brent Bardales of Rev Your Business

Anthony Codispoti (00:00)
Welcome to another edition of the inspired stories podcast where leaders share their experiences so we can learn from their successes and be inspired by how they’ve overcome adversity. As you listen today, let one idea shape what you do next. My name is Anthony Codispode. Today’s guest borrowed money at 23 years old to buy a struggling medical imaging company in an industry he had worked in for only 14 months. Then

grew at 30 % year over year until he sold it. While he was still negotiating that exit, he started a completely different company in digital marketing. Most people celebrate one successful business or exit in a career. Brent has had three. Each one sharpened the same question. Why do so many companies grow their revenue and still watch their profits go flat? That question eventually became the entire reason he stopped only building companies for himself.

Brent Vardalis is a serial entrepreneur and founder of Rev Your Business, a Miami-based growth strategy, efficiency, profitability, and exit planning consulting firm. He has built and exited companies across healthcare, digital marketing, and manufacturing, including one that delivered 237 % average year-over-year growth for three consecutive years.

Today he helps small and mid-sized business owners build enterprise value, reduce owner dependency, plan for an exit and stop leaking profit through his 90-day profit rev program.

If your business is working harder than your bank account suggests it should be, then this episode is for you. But before we get into all that good stuff, today’s episode is brought to you by my company, Adback Benefits Agency. Listen, if you run a business, you’re likely stuck in the cycle of rising insurance premiums. You’re paying more, but your team is getting less, and many people can’t afford coverage at all. We do things differently.

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Imagine being the advisor that becomes a hero by introducing this to your clients. See if they qualify today at addbackbenefits.com. All right, back to our guest today, the founder of Rev Your Business, Brent Bardalis. Thanks for making the time to share your story today.

Brent Bardales (02:45)
Absolutely. Thank you for having me.

Anthony Codispoti (02:46)
So Brent, take me back to 2014. You acquired Daedaline, MRI and CT. You had no background running a medical imaging center. What was the actual pitch that you made to yourself to justify doing a leverage buyout of a struggling company in an industry you didn’t know?

Brent Bardales (03:06)
Yeah. So, ⁓ at the time I was 23 years old. and quite honestly, I did it because, ⁓ I didn’t have much of a choice. It was actually the business, interestingly enough was, ⁓ was a family, ⁓ owned company. and my father actually started that company way back in, in, you know, the, ⁓ the early 2000s, late nineties and, and the company was not doing well.

So I moved down to Miami to help him out. Um, one thing led to another, he needed to be cashed out. So I, uh, we, we tried to go to the market and sell the company company was not doing well. And so that didn’t work out very well. Fast forward, um, a few months looking for buyers, didn’t work broker. We were talking to said, why don’t you try to take out a loan? And I’m like, I’m 23 years old with like $10,000 to my name and

like a good credit score, but not very strong. And so, ⁓ I went to a few banks, got denied, ⁓ by three or four of them. And he goes, I think I know a bank that will approve you. I went out, took out this loan, had no idea what I was getting into at all. ⁓ other than the fact that the company was not doing well and, ⁓ and my dad needed money. So this was my way of paying him back, ⁓ for all the things that he’s done in my life. So, so I went out, took out the loan.

got into this company and said, holy crap, this is lot more than I thought I was getting into. ⁓ And required a lot of work to turn it around, but as you said, ended up turning it around ⁓ and I’m sure we’ll get into a little bit more detail on that.

Anthony Codispoti (04:50)
So your dad needed some money, he needed to cash out. Are you comfortable saying more about all that?

Brent Bardales (04:57)
Yeah, sure. So so he ⁓ he had owned many of these these different imaging facilities and companies throughout South Florida. ⁓ And in 2008, when the market collapsed ⁓ at that same time, parents were going through a divorce and ⁓ and he sort of lost everything. And and so this is like the last man standing and. ⁓

Spending didn’t slow down. So he needed to, to get cashed out again, to, to, you know, keep going. And so he, ⁓ he made the choice of, let’s take this thing to market. said, what do I get? What do I, what am I going to do? I need to get some money here to figure out what I’m going to do next. And we made an agreement that I would, when we sold the company, I would take a thousand or hundred thousand dollars. The rest of it would go to taxes and, and, and I would keep the remainder. So did that, ⁓

Or we tried to do that, didn’t work out and I ended up buying the company and he actually was able to get cashed out and move on.

Anthony Codispoti (06:02)
So why do you think that last bank gave you a shot? 23 years old, didn’t know what you were doing. Company wasn’t doing well.

Brent Bardales (06:06)
⁓ I don’t know because I,

I wouldn’t have given myself the shot, but, but I guess, ⁓ God is good and, and, and had my back and had my dad’s back. And that was that. So they took a chance. Yeah. So I’ll rewind just a little bit. ⁓ so when I, when I moved down to, help with the company in 2014, my

Anthony Codispoti (06:21)
So what did that first nine days inside the business look like?

Brent Bardales (06:35)
purpose was to try and go find and acquire more, more business. And in the medical imaging business that comes through different ⁓ providers, know, healthcare providers, doctors, and, things that refer business to us in the form of patients. And when a patient needs an MRI or CT, they come to us and get that MRI CT. So that was my job, like business development. Originally when I came down, the guy that was managing the company ended up leaving like nine months in.

I took over the company. Um, and I’ll give you the real 90 days cause the real 90 days started at that point, which was I walk into a company, a company was doing just under $2 million in, in, in gross revenue. It wasn’t, wasn’t huge, um, at the time. And so I, I came in, walked into the office on a company that’s doing like 1.8, 1.9 in revenue. have over just about $500,000 in past due debt to vendors on like this

You know, uh, printed, uh, uh, piece of paper with, know, an Excel spreadsheet printed out of all the vendors we owe 80 or $90,000 to our, our, landlord and, and, uh, you know, $70,000 on electricity and all kinds of stuff. Right. So they’re threatened to put padlocks on the doors. walk in, I’m getting calls from collections agencies left and right, and just trying to keep everyone at bay putting, putting, figuring out what our free cashflow was and, and, you know,

putting together payment plans to sort of keep everyone settled and slowly pay everything down. And then, ⁓ and then after that, my next call was, Hey dad, what’s going on here? Like, how did it get to this point? But, but I just had a, I had no idea what I was walking into. Yeah. So

Anthony Codispoti (08:15)
So you really had no idea what you were walking into. Okay.

Okay, so how do you start to wrap your hands around this? What do you do?

Brent Bardales (08:26)
Yeah.

Good question. So, so the, like I said, the first thing I’m doing is figuring out what our, what our overhead is, how much money is coming in and what money do we have leftover? And, ⁓ and so that’s, that’s the first thing I do. Second thing I do is what are the most important vendors that we have that we can’t lose? Right. ⁓ one of them being our landlord, obviously. ⁓ one of them being our radiology group, the radio, the radiologists who read

the MRIs and CTs when they come in, right? Cause we don’t have a business that way and various other vendors. And so prioritizing those, figuring out how much we owe and then putting together some sort of a timeline that is acceptable for them and a budget that works for us and just start, you know, paying these things down. under the keyboard, had like a bunch of labels, know, those label makers that you, you type, ⁓ something in on the screen and it prints out the little label that you stick onto stuff.

So I had a bunch of these stacked under my, ⁓ under my keyboard at the desk. So when staff comes in, they can’t see it. And when you lift it up on the first of the month, see all the different vendors that I owe money to and how much we are paying them every single month. And, ⁓ and it just became a game of, of, you know, just managing, managing cashflow and figuring out how to be as profitable as we could possibly be, ⁓ moving forward. So when I, when I got the loan, by that point,

I had paid down about half the debt and when I got the loan I was able to get approved from a different for some additional capital and pay down all of the rest of the debt on the day that I closed on the loan. So starting from the day I got the loan.

Anthony Codispoti (10:03)
Sorry, was this a separate

loan that you used to buy the business or the same loan?

Brent Bardales (10:06)
No,

same loan. So I was able to take, get a loan for, the purchase of the company and some additional working capital, which I used to pay down all the debt. And, and so from that day, the company was debt free, but, ⁓ between, you know, that, that half of a little more than half a year of coming in and sort of understanding the business to the time that I bought it is when,

is when I was able to pay down about half that debt. So a lot of the money that was coming in was not being used to pay me or anyone else. It was just going to paying down debt so we can make this thing financeable.

Anthony Codispoti (10:44)
And so you were what at the six month

point when you said you were debt free at least to your vendors, but you still had the bank debt.

Brent Bardales (10:51)
No, no. So we pay down about half the vendor debt. We meaning I pay down about half the vendor debt between the time that I came in and started sort of managing the company up until the point that I bought it, which was probably, I want to say maybe like eight, nine months. ⁓ At that point is when I ended up buying the company. Then we were debt free. So I spent almost a year.

just paying a bunch of debt down just so the company was financeable and it worked out that way.

Anthony Codispoti (11:24)
And so how did you start to increase revenues?

Brent Bardales (11:27)
So, the first thing that I needed to figure out, if you’re familiar with the medical business, ⁓ you have to deal with insurance, right? So we have, we have, you know, cash pay out of, out of pocket patients. So we’ve got patients that, that are insurance and that could either be major medical Medicare or personal injury. they get in a car accident or something like that, they would come and then the, the auto insurance would pay if there’s a personal injury protection. Won’t get too into detail there. Point is.

Not every insurance pays the same amount of money, right? So we have insurance contracts with the different medical insurance companies, major medical, think like your Aetna’s and your Blue Cross, Blue Shields and all of them. We have negotiated rates and depending on the rates that we have negotiated, we get paid a percentage of Medicare allowable. So if Medicare pays $400 and we get 50%, we get $200 according to our contract.

So the first thing I need to figure out is what are our most valuable insurance contracts? Because we need to attract as many of those patients as we can. And so that’s the first thing that I did. Then it’s obviously building your…

Anthony Codispoti (12:32)
How do you go about

attracting more people that are using UnitedHealthcare, for example?

Brent Bardales (12:39)
Yeah, so that’s creating relationships with the doctors who are in network and service a lot of those patients. So we then need to do our homework and figure out, these are the doctors and in our radius that that service those kinds of patients, the patients that are, you know, are insured by United, like you said, or Blue Cross or Aetna or whatever it might be, and focus on creating those relationships.

Once you have those relationships and you build enough trust for them to say, yeah, I’ll send my patients to you for the MRI or the CT or what have you. Then we start getting a lot of those patients, but there’s, there’s a bit of a ⁓ life cycle to that and how long it takes to attract business and increase volume from different providers. So, ⁓ you know, at the end of the day, you’re, you’re regular. It’s very regulated in the medical industry. So you’ve got a number one, followed by the rules and number two, just.

really create the relationship and build trust. Like that’s what the business is and we were very good at that.

Anthony Codispoti (13:44)
Why were you good at that? Because it seems like there were all kinds of operational issues before you came in. What made you guys good at developing those relationships and building that trust?

Brent Bardales (13:54)
Sure. So there wasn’t, there weren’t many operational issues. The real issue was the fact that it was cash deprived, ⁓ because all the money was being taken out of the company. So we didn’t have the resources to reinvest into building relationships. And, and so the way, the way that I did that is number one, grow our, our boots on the ground marketing team, because that’s what this, that business was really, really heavy on.

So we have, you know, business development people out visiting doctors offices, introducing themselves, getting, you know, meetings with the doctors or whoever the decision maker is who refers, ⁓ their patients for an MRI. And then how do we attract them? Well, we had the, the. After like objectively the best radiologist, ⁓ and radiology group that was reading.

all of our scans. So that was a major leg up. Number two, we were in network and we had insurance or contracts with all the insurance major insurance carriers. ⁓ And number three, we were open. I kind of extended our, our, our hours and we had ⁓ essentially two shifts of, of staff. had the morning and the night. And so sometimes we were there scanning patients until midnight, one o’clock in the morning if they wanted to be on the schedule until that late. So,

Anthony Codispoti (15:19)
And so that was a big differentiator as well. You guys had all these insurance contracts. You had the second shift. So those people who are busy during the day, they can’t get there until late. Now they’ve got another option to go to.

Brent Bardales (15:30)
Yeah, and the strength of our reads from the radiologist and the fact that he’ll, if a doctor has a question about one of the ⁓ reports, they can get the radiologist on the phone at any time. Doesn’t matter the time of day, if the patient’s there and they need to talk to the radiologist, he’ll drop what he’s doing, pick up the phone, because that was the standard that I expected. And that’s sort of ⁓ what we promised the physicians.

Anthony Codispoti (15:56)
And I can tell

you from personal experience, that’s not the norm. I had an MRI that months later, there was a question about and the doctor was like, man, I hate having to call these guys. They’re not going to be happy about this. But you set a different standard there. Yeah. Okay. So how long did you hold this company before you were like, Okay, I’m ready to exit.

Brent Bardales (16:00)
No.

Yeah, yeah, it was the complete opposite. Yeah, yeah. So.

So I acquired it in April 2016 and then I ended up selling it in July 2019. So a little over three years.

Anthony Codispoti (16:34)
Okay, so just about three years,

grew at 30 % year over year, you got the deck cleaned up. And while you’re negotiating the sale of this business, what do you do? You start your digital marketing company. I mean, most people like they take a little time off like, man, got a little breather, I’m gonna take a vacation. You were like, no gap in between like, hey, I’ve got the next idea, I’m moving on to that already.

Brent Bardales (16:39)
Hmm? Hmm?

Yeah, the beauty ⁓ of being hungry in your twenties at the time. had no shortage of motivation, still have no shortage of motivation or energy. But at the time, ⁓ I identified the buyer and we got into due diligence, I was actually most nervous about the fact that ⁓ I didn’t want to just be sort of

sitting there doing nothing all day. That didn’t interest me. ⁓ So I just need to figure out what I was going to do next. ⁓ I think this conversation will go way too long if I start talking about my digital marketing background, but ⁓ I knew I was very good at that. And obviously I knew how to build a business. So why not start that up? So we found the buyer and then ⁓

we had to go through a lot of lawyering. took about nine months of maybe a little more than nine months of lawyering to finally get the deal done. And during that period in 2018, I want to say like June, 2018 or something like that. Well, it must’ve been after that late 2018, I ended up starting the digital marketing agency, which was called EarningWise Digital Marketing. And

It was purely out of like, just need to do something and I don’t know what this company is going to turn into, but I just don’t want to be doing nothing and I want to stay busy. So. ⁓

Anthony Codispoti (18:32)
And so what services specifically were

you providing like SEO, PPC? Okay. And so what was the trajectory of that company? What did you do for how long? Did you sell that or just wind it down?

Brent Bardales (18:37)
You got it. Yeah. ⁓

Yeah. So, so I ultimately ended up selling that company. We, so I, like I said, I started in 2018. Um, and, uh, and that company grew, grew pretty quickly. Um, ended up, ended up really honing in and focusing on, on web design, website design, uh, SEO and, and paid ads. Those were the three things that really grew the company. And the SEO was a really, really big piece.

ended up growing a team of SEO managers and content writers, web developers. And we ended up managing all kinds of different companies from like roofing companies, real estate, law offices, ⁓ insurance ⁓ brokers, all kinds of companies, medical billing. ⁓

And, and we managed all of their campaigns grew, grew really, really quickly. then, ⁓ got into the manufacturing business while doing that. And, ⁓ and then like three and a half years into it in January 22, I sold the, ⁓ the agency, the marketing agency.

Anthony Codispoti (20:02)
Why sell the marketing agency? Were you just that busy with the manufacturing? You wanted to focus?

Brent Bardales (20:08)
Yeah. it was, it was sort of a, ⁓ it was an inflection point of do I want to, how, how big do I want to go with this, this manufacturing business? And if I really wanted to go where I, where I thought it would go, ⁓ I’m, I’m just going to put all my focus into it and get rid of any distraction, which is what I did. And, ⁓ and so that manufacturing company has started in June.

June of 2021 and, uh, and then ultimately sold the, the marketing and in January 22, it was all like rubber and plastic goods. So miscellaneous, uh, uh, rubber and plastic goods. And most of the products were, were manufactured overseas, uh, in China. And, and so we had a, uh, we had lots of, of manufacturing oversight and quality control overseas.

Anthony Codispoti (20:41)
what were you manufacturing?

Brent Bardales (21:04)
And then we had to manage ⁓ the import process and ultimately warehousing and distribution here in the U.S.

Anthony Codispoti (21:13)
Okay, so you weren’t doing the manufacturing yourselves. You had contract manufacturers overseas. You were importing the products, selling them, e-commerce, Amazon. What were your distribution channels?

Brent Bardales (21:24)
Yeah,

so distributing to ⁓ wholesalers or other distributors. we also were not much e-com. It was mainly just selling wholesale distribution and.

That was sort of a North America, Canada, US based distribution network. ⁓ And all the manufacturing that was done, of course, contract manufacturing. we ⁓ had our boots on the ground staff overseas that would manage the manufacturing process and oversee quality control. ⁓ so that was like sort of the other side of the business.

Anthony Codispoti (22:08)
And so what kind of products were you selling? What kind of verticals we talking about?

Brent Bardales (22:12)
It was all sorts of miscellaneous rubber and plastic products. So you name it, we were making it. It was all sort of ⁓ market driven and whoever our customers being wholesalers, distributors, ⁓ what they needed, we would manufacture it and then manage the network here.

Anthony Codispoti (22:35)
So we’ve got a stat here that says for three consecutive years, the company was hitting an average of 230 % average growth, which when you start from zero or you know, you got $1 in sale to get 237 % growth, like that’s not a big deal, but to do that sort of compounded year over year for three years, talking about some pretty significant numbers, what were you guys doing so well that led to this?

Brent Bardales (22:57)
Mm.

Yeah. So, ⁓ big piece of that, well, number one is really, really good margins. ⁓ so we were, we were hyper focused on, on, you know, any products that we, that we manufacture and sell that we are able to achieve about a 70 % gross margin. ⁓ and if, if you’re familiar with, with wholesale distribution, that’s a pretty big margin. and

because of that we were able to, ⁓ we were able to grow pretty quickly. and you know, continue buying more and more product. ⁓ and obviously lenders like that as well. So we were able to, ⁓ to continue growing our inventory base. ⁓ so that was one piece of it. The other side of it is, I love the, the sales and business development marketing side of

of business. so a big thing for us, especially when you’re dealing with wholesale and distribution is managing relationships with all of the distributors that you work with in your network. So the first thing that I did was start building a business development team. And they’re just on the phone constantly all day ⁓ and building those relationships.

And that was a really big piece of, obviously you have to have the right data and all of that who you’re contacting, but that was a really big piece of ⁓ sort of the initial growth efforts. ⁓ We also used like a lot of direct mail and things like that, that worked really well. ⁓ And once we sort of established our base, ⁓ we then, you know, did all the traditional wholesale.

distribution stuff, like going to trade shows and doing all those things and having booths and whatever. and all those things combined sort of helped it in its trajectory. And then word of mouth sort of takes over from there. Once you have enough, enough clientele and that’s, that’s what happened. And it was just a matter of how, how much can we keep up with inventory? And that was sort of the only bottleneck is how much inventory do we have or how much capital would you have access to in order to continue building our inventory base?

So it was a unique challenge that I hadn’t dealt with before because everything else has been service-based.

Anthony Codispoti (25:33)
And if I’m lining up the timeline correctly, part of that bottleneck, I’m guessing is because of COVID, right? You started this in 2021 and it was sometimes tough to get the ships in the freighters, the containers cost a lot of money, that cost keep coming up. Am I understanding this right?

Brent Bardales (25:43)
Yeah.

kind of. So at the beginning there was, ⁓ we, ran into that problem and, and yeah, the, the shipping was incredibly expensive and it took a long time too. ⁓ so like our first container that we ever, we ever, ⁓ brought in, I believe the costs, not including any customs or anything like that for one 40 foot container was like, like 13 or $14,000.

which is incredibly expensive and it was supposed to take 35 days to get to us. It took 73. So you can imagine how upset initial clients were when we tell them, yeah, you’ll have it in a little over a month. And then two and a half months later they finally get it and they have their customers and whatnot that are expecting. So ⁓ we did run into a little bit of that at the beginning, but we were sort of on the back end of that given the fact that we

Our first container didn’t come until like September, 2020. Uh, what is it? 20 September, 2021 or 22, whatever the date was. And, um, and so that, that was one part of it. The, the, the other part of the other part of the challenge was simply just having access to enough capital, continue to grow. Um, because I had a lot of my money in it. Of course. Um, I had a partner as well.

But then when you’re growing, especially with inventory, it’s just a, it’s a cashflow management job. That’s pretty much my only job is figuring out how much money we have on the shelves, what our anticipated sales are, how much inventory we need in order to keep up with our growth and ordering that product. And as you grow, you need to build a bigger and bigger inventory base. And you have to have more money floating at any given time and manufacturing money on the water, meaning.

product that’s already manufactured but still in transit and then money on the shelves.

Anthony Codispoti (27:58)
Okay, so ⁓ let’s talk about the growth levers that you were pulling here. Rank them for me. If I had to guess, it was your business development people making those cold calls. It was then the direct mail and then after that it was the trade shows. How did I do? Yeah, in terms of what worked. Okay. So how long before you said, okay, I’m ready to sell this company to?

Brent Bardales (28:02)
Yeah

As far as business development, yeah, that would be about right. Yeah.

So, so that company had a unique ending. ⁓ so that, that one, I’m sure we’ll, we’ll talk about a few times throughout this, this conversation, but, ⁓ like I said, I had, I had a partner and, and that company grew to, to levels that I did not ever anticipate. and sort of when it hit that point, ⁓ unfortunately that business partner ended up moving to another country and took a few million dollars of,

of cash and products with him. ⁓ So unfortunately I didn’t end up selling that company ⁓ because my partner ended up selling it for himself basically. so that’s where I sort of pivoted and said, okay, ⁓ I have a unique opportunity right now and what am I going to do next? Which has led me to where I’m at now. So ⁓ that one, I would have loved to sell it because it would have been by far the biggest windfall, but I didn’t end up selling that company.

Anthony Codispoti (29:25)
Wow. Okay. Let’s talk a little bit more about this. What happened? When did you first see the writing on the wall looking back? What were the red flags?

Brent Bardales (29:26)
Yeah. Yeah.

Yeah, so

so good question. ⁓ There wasn’t much writing on the wall. ⁓ Everything was good until it wasn’t. ⁓ So when when I sort of figured it out, that was in in July of 2024 and ⁓ it all just kind of came to a screeching halt at one time. ⁓ So I guess he was planning it for a while, but nevertheless, it is what it is. It’s part of life and it was a great learning lesson. But ⁓

But it wasn’t the end of the world. It’s only money and you know, I’ve made a lot I’ve also you know seen some of it fly away with with you know that but it’s nothing that the the law and karma can’t fix so

Anthony Codispoti (30:16)
And so Brett, you

just wake up one day and the bank account’s empty?

Brent Bardales (30:21)
Yeah, literally. Yeah. was July 19 2024.

Anthony Codispoti (30:27)
What did you do? What are you going through? What’s going through your mind?

Brent Bardales (30:29)
⁓

well at first you’re pissed. It’s not, it’s not a fun experience. ⁓ and then you just have to figure it out. ⁓ so first thing I do is okay. ⁓ walk all the bank accounts cause that’s what you have to do and, ⁓ and, and make sure that that no more money can, can be gone. Second step was what do I do with my staff? Cause we had quite a few employees in a few different States. And so, ⁓

Need to make sure that they get paid. So I, ⁓ I, I immediately process payroll and make sure that they get their final paycheck and then have to call them and let them know what’s going on. Speak to the bank, speak to lenders, all that stuff. So it was, ⁓ it was, it was a lot of work, unanticipated work, but, a lot of work and, ⁓ just kind of have to take it one day at a time when something like that happens, it’s totally unexpected, but nevertheless.

really, really glad it did happen because it taught me a lot of great lessons.

Anthony Codispoti (31:33)
So did you just wind the business down? Did you end up ⁓ rolling it through bankruptcy?

Brent Bardales (31:35)
Yeah, yeah, I had I had to wind

the business down. Yeah, I had a wind it there. was no salvaging it just because they’re all the product was ⁓ was kind of held captive and and transferred to Canada without me knowing. And yeah, so it all everything.

Anthony Codispoti (31:53)
So no cash, no pro,

it wasn’t just that the bank account was empty, it was that the, somehow the inventory had all been locked up away from you as well.

Brent Bardales (32:01)
Yeah, all the inventory that was on the water ended up going to Canada and not to the US, which is where it was supposed to come. that was that. There was no way to recover it once it was in Canada.

Anthony Codispoti (32:14)
Wow. Okay. Did file any criminal charges?

Brent Bardales (32:15)
Yeah. ⁓

We could talk about that another time.

Anthony Codispoti (32:23)
Okay, fair enough. Let’s move on. So you made a comment

that was interesting. You’re like, I’m really glad this all happened because it taught me so many wonderful lessons. ⁓ Give us one. Give us one powerful lesson that you pulled away from this.

Brent Bardales (32:30)
Yeah. Yeah.

Sure. be slow to trust. ⁓ that, would be, that would be one I’m a very, probably to a fault, very trusting, ⁓ and you know, so, so doing, doing extensive due diligence on whoever you get into business is super, super important because it’s truly a marriage and you can’t get out of it or it’s very difficult to get out of once you’re in it. ⁓ and number two,

I had never actually been involved in and managed up until that point, ⁓ a company that was based on inventory. And ⁓ there were a lot of great experiences, especially growing such a successful company so fast ⁓ that I wouldn’t have had had I not been in that business. So although it was an expensive lesson, it was it was

invaluable information that I got and experience that I got and and and it without that experience I would not be as good at doing what I do now. ⁓ So I’m very very thankful for that experience because it’s it’s it it grew me as a as a operator and a manager of ⁓ a business.

Anthony Codispoti (33:54)
And Brett, you mentioned, you know, be slow to trust. ⁓ Thinking back to how that relationship with your business partner unfolded, what would you have done differently?

Brent Bardales (33:57)
Mm.

Yeah ⁓

I’m not 100 % sure with him ⁓ because I’m not sure that I could have figured it out or not. I would have dug a little bit deeper into who he’s done business with in the past, try to contact those people, get an understanding of what kind of person this person was ahead of time. That would probably be the biggest one. And if I had to give any advice to anybody,

If you’re going into business with somebody, a business partner, it would 100 % be do a lot of due diligence and interview them. Like you’re interviewing someone you’re about to marry. ⁓ and get to know them intimately, get to know their family, get to know people they’ve done business with, meet a few of their friends, talk to a few of their friends, get an understanding of what kind of person this is and who they surround themselves with, but definitely talk to people that they’ve done business with in the past, whether it’s

as a client or whatever, just kind of get an understanding of how they operate.

Anthony Codispoti (35:13)
So how did you make the decision to transition into consulting,

Brent Bardales (35:17)
Yeah. So, ⁓ I sat, I had a unique opportunity. Like I said, like this was, I, I no longer am, I’m not really doing anything at this point. I’ve wound down that, that company and I kind of spent five months just saying what I want to do next. And this may be the last time in my life that I have uninterrupted time to figure out what I want to do next. ⁓ or the only time in my life that I have uninterrupted time to.

to figure out what I want to do next. I’ve built companies, I’ve sold companies, ⁓ I’ve been successful in many, I’ve not succeeded in many. ⁓ And so how do I want to take this next decade and sort of write this next chapter? so…

I eventually came to the realization that I love building and scaling companies one, but number two, I like setting them up to be able to, to exit or sell and get that windfall and then go move into something else. Right. That’s what I love to do. So why not build a business around helping other people do exactly that grow, build scale. And if they want to sell at as much enterprise value as possible and sell, because I’ve done it multiple times. Why not pass that?

that information, that knowledge and experience onto other people so they can experience the same thing.

Anthony Codispoti (36:44)
And so that’s what Rev Your Business is all about.

Brent Bardales (36:46)
what my passion. Yeah, that’s what we do.

Anthony Codispoti (36:50)
And so you’ve got this profit rev program that, as I understand it, is built around a specific observation. Revenue goes up and oftentimes profits go flat. How widespread is this problem really?

Brent Bardales (36:53)
Yeah.

Well, I would say probably eight out of ten prospects for clients that I talked to Meaning basically any business owner they have this problem for example last week I was actually I was talking to a company they do about sixteen sixteen and a half million dollars in revenue Number one, they don’t know their numbers. They didn’t

They don’t know what their blended margins are. They don’t know how profitable they actually are. ⁓ But what they do know is they need to figure it out because they’re now have gotten to the point of putting their own money back into the company to keep it going. And company’s been around for like 20 years. So it’s an established company and all of a sudden they’re dealing with this problem. Right. And all the way up until this point, it’s just been a super successful company.

Why? ⁓ and really it’s the same story for most companies, whether young or established people just don’t understand, truly understand their, their, their financials and they truly don’t understand how profitable they are or not and what their operating expenses are and what their cost of goods are, their true cost of goods, what their margins are.

Anthony Codispoti (38:27)
So walk me through exactly what it is that you guys are doing. Are you getting them ready for exit? Are you like an operational assistant or consultant? Are you like a business development consultant for them? Where are you coming in and kind of plugging holes for folks?

Brent Bardales (38:44)
Cool. Yeah. Good question. So really it’s, we will come in in two circumstances. Number one, and we’re not a business development marketing sales consultant. That’s not what we do. what we do is imagine, imagine you’re talking to your friend who owns a business. ⁓ and they say, Hey, Anthony, I, you know, I figured I’d talk to you cause you, ⁓ you’re, super knowledgeable and

I’m having this problem right now. We got to this point, you know, we’re doing 5 million in revenue and I don’t know what to do next. Like I’m, I’m dealing with all these issues every day. I’m super involved. I don’t have any time. can’t even take my, my wife and kids on vacation. I can’t do anything. I’m just stuck in this business and I haven’t been able to break this $5 million number. What do I do? Right. We’ll help through that process, right? Whether that be, you know, reducing under dependency.

operational efficiency issues. ⁓ They’re not able to scale because they don’t know who to hire next or they don’t have the budget to hire next. ⁓ They don’t know how to grow past this $5 million mark for whatever reason, whether that be a constraint of their market size or the constraint of the local market they operate in or whatever. That’s one, right? Number two is

Hey, Anthony, ⁓ I know you know, lot of people, I want to sell my company. ⁓ I’m kind of getting burned out and I don’t know in two or three years, I want to sell the company. And then you ask them, okay, great. What have you done to plan for that? And they say nothing. And that’s when my job comes in and that’s to help them plan for an exit. So number one, it’s they’re dealing with some sort of a growth efficiency profitability issue. ⁓ and we could help fix that.

Or they’re super involved and and and they want to sort of step back from the business a little bit and they need to have the efficiencies in place to do that or to they just want to plan to sell and Maximize the you know the hard work they’ve they’ve put into the company up into that point

Anthony Codispoti (40:52)
So Brent, walk me through the discovery phase of ProfitREV. When you get inside a new client’s financials for the first time, what are the things that you almost always find that the owner had no idea?

Brent Bardales (40:56)
Sure.

Sure. So I think the number one thing is I’ll come to a business owner and they’ll tell me, I’ll ask them the question of, are your profit margins? Do you know what your profit margins are? Or do you know where you’re most profitable? They’re like, yeah, I make 45 % on everything. And that’s how we price things. We’re 45%. That’s our margin.

Okay, cool. So we’ll, uh, we’ll come in. Number one, the first thing we’ll do is just, you know, look at their P and L and what is your blended margin? Very, very simple math to do, right? What is your, what’s your gross profit divided by your total sales gives you your margin. Um, and all of a sudden that 45 is actually like a 36 or a 32 or 34 or whatever it is. And then you say, Mr. Business owner, you’re actually, you know, not as profitable as you thought.

We need to figure out what the problem is. Right. And that’s at the gross level. Then you look at net, how much they’re actually taking home. And then, you know, sometimes you’ll, you’ll see a negative net margin. Sometimes you’ll see, you know, they’re making 2 cents on the dollar, two and a half cents on the dollar. And that’s just a really, really expensive job. Right. So how do you, how do you add some, some, ⁓ a few points to the bottom line and, into their margin?

in order to make this job worthwhile and turn this thing into a business that you could continue to grow and scale. yeah, number one for sure, not knowing what their actual margins are.

Anthony Codispoti (42:43)
⁓ Let’s sidestep here. I want to understand what is radar higher?

Brent Bardales (42:46)
Yeah.

Okay, so that’s another one of my companies, my only other company, which is a offshore and nearshore staffing agency. So we work with companies, you know, they need to hire an executive assistant or admin assistant or remote sales positions or digital marketing positions, AI positions, and we’ll help staff them for, you know, 50 to 80 % less than hiring locally here in the US.

Anthony Codispoti (43:17)
And do these two businesses sort of support each other? You go in, you find a lot of operational inefficiencies. You’re like, Hey, I can add some staff in here for, you know, a pretty reasonable rate. Yeah. Not in your head. Okay. So going back to rev your business, one of your clients added $158,000 in profit on the very first project they closed after working with you. They said they didn’t need more sales. They just needed the right system.

Brent Bardales (43:20)
Yeah.

Yeah.

Yeah, that’s right.

Hmm?

Hmm.

Hmm?

Anthony Codispoti (43:47)
⁓ For business owner listening right now who has been told that their problem is a sales problem. What would you tell?

Brent Bardales (43:55)
Yeah. So that client ⁓ was in the ⁓ architecture business and ⁓ did a lot of commercial architecture work. like large projects and some larger than others, but this particular project happened to be the, after we finished the profit rev ⁓ program, this happened to be the first one that they had to send a quote out on. And

That in that business, the ⁓ the reason why it ended up being such a large number is because the way that this was a pricing strategy issue, it was very simple. They weren’t tracking utilization and understanding how much they were actually paying in labor. And they also weren’t factoring that labor into their costing method. So ⁓ with that, they were completely backwards on how they were. ⁓

They’re estimating jobs. One thing leads to another. At the beginning, they’re nervous. think we might price ourselves out of the market. Fast forward. They send the, the, the quote out. It gets the very next day it gets accepted. And had he not sent that estimate out, utilizing our new pricing method based on all of the information that we gathered throughout the pro for program.

he would have sent that quote out for $158,000 less. So that additional $158,000 wasn’t just profit in his pocket. It was also additional revenue, right? So revenue increases when it’s a pricing issue, revenue naturally increases as margins increase.

Anthony Codispoti (45:39)
And I know that pricing strategy is central to a lot of the work that you do, Brent. Is that the most common mistake that you see business owners make? They’re not accurately factoring in the cost of the labor?

Brent Bardales (45:52)
⁓ If it’s like a service-based factoring in or properly tracking utilization is a big part of it. ⁓ Pricing is half the time the culprit, the other half the time you’ve got an OpEx issue, operating expense issue or a cost of goods issue. ⁓ But when pricing is the issue, the…

The most important thing that you need to be aware of is not pricing yourself out of the market, right? So if, if, if I tell you, Hey, Anthony, you’re priced too low on whatever business, your next question is going to be, okay, do I raise prices by 5 % 10 % 20 %? How much do I raise prices by? And that’s a really dangerous thing to do because you’ve got various, every business has various different

profit centers, right? You’re, selling products or services, but it’s, it’s a menu of products or services. Some of your products you might be super, super profitable on some of your products or services you may not be, and those are dragging the rest of the company down. So we need to understand what your blended margins are at like a profit center category level. need to understand what your blended margins are on a line by line.

product or service level and then figure out where we’re losing money, where we’re making money and how to adjust pricing or adjust cost of goods, whether that’s controlling your labor and utilization or controlling vendor costs or whatever that might be in order to hit the blended margins that we need to hit. most of the time, pretty much any business you look at, there’s an opportunity for five, 10, 15 % additional profitability.

Anthony Codispoti (47:45)
Wow, that’s substantial. And Brent, I know in the things that you do with your clients and the teachings that you have out there, you make a big distinction between margin and markup, that you say a lot of business owners get wrong. Can you explain it the way that you would explain it to a client who has been running a business a long time and thinks that they get it?

Brent Bardales (47:46)
Yeah. Yeah.

Mm.

Yeah.

Yeah. So most important equation you could possibly know. So if you are listening, write this down right now, markup versus margin. that’s right. So what is markup and what is margin? Most people, if I ask you, okay, what’s your profit margin? You’ll tell me, ah, 50%. Okay, great.

Anthony Codispoti (48:15)
Pull over to the side of the road, folks, what Brent’s about to give you.

Brent Bardales (48:34)
How much are you buying that product for? How much does it cost to fulfill that service? $100. You bought this product, say it’s this pen, you bought this pen for 100 bucks. You then took this pen and you said, I’m going to make a 50 % margin. So I’m going to put $50 on top. I’m going to sell it for $150. Right? Well, the way that you calculate margin is

You’ve got your your gross profit, which is your however much you sold it for minus whatever your cost is. So in this case, 150 minus 150, right? And then you divide it by the, your sales price, your revenue, which was $150. So in reality, your actual margin was 33 % on this pen. Whereas markup is a similar equation, but different, right? So if you wanted a 50 % markup, then that

Information holds true. You bought it for a hundred you put a 50 markup on it fifty dollars you sell it for hundred and fifty So you have fifty dollars in profit, right? And the way that you do that calculation is very simply Whatever your profit is Well subtracted from your cost fifty dollars divided by your cost which was a hundred bucks, right? So ⁓ That’s where you get that fifty dollar markup from now if you’re competing against a competitor and

You think you have a 50 % margin, but you only have a 50 % markup. You’re actually got a 33.33 % margin. You’re making on this in this instance, you’re making $50 every time you make a sale. Every customer that comes in $50. Your competitor is actually operating on a 50 % gross profit margin for the same pen that they buy for $100. A 50 % margin on this is actually being sold for $200.

They have a hundred dollar profit on a $200 sale. That’s a 50 % margin. So your competitor, every time he gets, or she gets a sale, they’re making twice the amount of money as you. They’re making a hundred. You’re making 50. So you need to spend all this time and effort and money to attract 10 new customers and you’ll make $500 in profit. And your competitor finds five customers and they make the exact same amount of money. Who has the competitive advantage? It’s the person that’s making more margin.

So most companies don’t quite or business owners don’t quite understand the difference between the concept of markup and margin. And it’s so, so, so, so important. So ⁓ if you have your P and L in front of you, go, if you go on my website to rev your business.com and you click on the profit rev service there, you’ll see a little free calculator that you can use to.

Calculate what your actual margin and markup is and kind of understand the distinction between the two

Anthony Codispoti (51:35)
Super helpful, really great breakdown there. So tell our audience ⁓ who is a good fit for your two businesses, Rev Your Business and Radar Hire. What’s the size, the industry, the geography, any other qualifiers?

Brent Bardales (51:36)
Yeah.

Yeah, so fairly industry agnostic, we do a lot of work with medical practices, ⁓ home services, construction, ⁓ and companies like that. But we’ve got clients all across the board. ⁓ As far as size goes, ⁓ typically when they enter our world, ⁓ they’re under $25 million in revenue. So we’ve got clients that are

Doing, you know, 750 to a million in revenue. We’ve got clients that are doing 20, 25, 30 million in revenue and everything in between. So the sort of that, that market, that lower, lower middle market. Um, and, uh, and that’s on, that’s on the, uh, the rev your business side. Um, so if they’re looking to grow, uh, expand, remove themselves from the company, reduce owner efficiency, um, increase profitability, uh, or they just want to sell.

And they want to make sure they get the most money for their company. ⁓ Those are things that we help with. We just took ⁓ another architecture company ⁓ through ⁓ the exit planning process, added about a million dollars in enterprise value to their company in 11 months. ⁓ And they just went to market last month. So super excited about that. ⁓ But we sort of go through that process with quite a few companies.

Anthony Codispoti (53:18)
So for that architectural firm, sorry to overstep here, Brent, but in that architectural firm, what are the traditional sales multiples in that industry?

Brent Bardales (53:18)
And ⁓ yeah, sure.

Depends on the size, but he’s at about a three and a half. So

Anthony Codispoti (53:32)
So adding a million dollars is

gonna get their valuation up three and a half million. I connect the dots there correctly?

Brent Bardales (53:39)
No, we

added, added, we added, ⁓ we more than doubled their EBITDA over the course of the past year, which added about a million dollars in valuation. ⁓ It’s not a huge, huge company, ⁓ but made a huge impact on valuation. So ⁓ they’re super, super excited. But that was only 11 months of work. Had we had more time, ⁓ that number probably would have been greater.

Anthony Codispoti (53:43)
Ye-

Got it.

If you had had more time with that group, what else might you have done?

Brent Bardales (54:13)
⁓ continued the growth path. ⁓ they, ended up having the most profitable year, the highest revenue year. and, and the, and like I said, doubled their EBITDA over that 11 month period. With that being said, you look at three years of, of financials, 2025 was phenomenal. 24 and 23 didn’t have as much growth, obviously, as we did in 25.

⁓ so had we had this growth path for the next two years, so we have 25, six and seven, the value of the company would probably be three times what, what it went to market at. So yeah, but owners.

Anthony Codispoti (54:55)
Moral

of the story here is hire Bren as soon as possible.

Brent Bardales (55:00)
Plan early,

plan early. Yeah, I always say three to five years before, ⁓ minimum three years before is what you need to do to start planning.

Anthony Codispoti (55:09)
So when you work with founders and executives, and they’ve been running their companies for years, they’ve had a certain level of success. They’ve got habits, they’ve got mental models in place already that have gotten them to where they are. But at some point, what got you to where you are is not going to be what you need to get you to where you want to go. So when you run into folks where those current habits and mindsets are actually hurdles to getting them,

to where they need to be, how do you get them to open up to something new to a young bright guy like yourself without shutting down to the feedback that you’re giving them?

Brent Bardales (55:50)
⁓ well, I usually don’t get to the point of being in an engagement with a client unless they’ve come to the, the, the reality that they need some help. So they’re spending real money to, ⁓ to, you know, be talking to me. So they are not up until this point, I haven’t had the experience of someone just shutting down the eyes. Yeah, no, ⁓ they’re, they’re not in that state of mind.

Anthony Codispoti (56:14)
That’s not been an issue.

You’ve kind of weeded that out

in the vetting process where you and the client are both kind of interviewing each other.

Brent Bardales (56:25)
Yeah, I think it’s more of them interviewing me as long as they feel comfortable taking my advice. They take it. ⁓ and I, I’d imagine that any of the clients that, that did not end up or prospects that didn’t end up becoming a client, it was probably for the reason of they didn’t think they needed me for whatever reason, or they didn’t trust my, ⁓ my, my judgment for whatever reason, which is fine. I’m not, I don’t expect to, to earn everybody’s trust, but, ⁓ but you know, if they do make that decision, ⁓

You know, obviously I have a ⁓ duty to make the best decisions I possibly can for them and guide them the best I can. And I’m involved in pretty much every single decision and implementing all of these things that we work on together. So I’m not just telling them what to do. We’re going through the implementation process together.

Anthony Codispoti (57:19)
You know, and Brett, you yourself, you’ve built companies we’ve heard about, right? Healthcare, digital marketing, manufacturing, very different customer types, different cultures, operational strategies there. I’m curious from your viewpoint, what did moving between those industries teach yourself, teach you about yourself as a builder or as a leader that staying in one lane, you may not have discovered?

Brent Bardales (57:24)
Mm-hmm. Mm.

Yeah, ⁓ we touched on that a little bit before. ⁓ that is first was in medical services, right? ⁓ And then next I moved over to digital marketing again, a service business, and then moving over to the wholesale manufacturing distribution, all of that, which is inventory. And in the service, in the first business, medical, dealing with patients.

Um, having, know, a physical location where people come into digital marketing, a hundred percent virtual team, and then manufacturing distribution. That is a hybrid of virtual and on the ground teams. And then you’ve got, you’ve got warehouses on the other side of the country and then staff overseas. Yeah.

Anthony Codispoti (58:38)
Sorry, so that’s what it taught you about business. What did it teach you about yourself?

Brent Bardales (58:41)
Mm-hmm. ⁓

good question. Okay, so, ⁓ it taught me that, ⁓

If I want to figure something out, I can. And it also taught me that, that, you know, the only thing, the only thing that I’m really limited to is what I believe that I can accomplish. mean, I, listen, I’m, I’m certainly not the smartest person in the world. I’m not the most gifted person. I’m not a, a, a magical person that whenever he touches something, something is, is

You know turns into gold as you heard earlier. ⁓ things happen, right? But as long as I maintain some some level of of mental Clarity and fortitude I I can continue figuring things out no matter how good or how bad things get and As you move from industry to industry It’s it’s it becomes hyper you become hyper aware of the fact that

Everything that you’re doing or selling is just another widget, another product, another service. It doesn’t really matter what you’re selling. As long as you do something with, with integrity and you actually care about the people that you serve, ⁓ you will gain trust no matter the industry. And the, the, the more you, you spread that message, or at least help people understand that you’re there for, for a good purpose, you will gain trust. ⁓

So, so whatever widget or product or service that you sell, just maintain integrity and you’ll be successful in that industry.

Anthony Codispoti (1:00:33)
Brent, what’s the hardest thing that you’ve had to overcome personally?

Brent Bardales (1:00:38)
⁓ Well, there would be two. ⁓ Number one was dealing with this is in no particular order. Actually, number one is my number two most difficult thing that I dealt with. But what we talked about earlier was our crazy situation of partner running away millions of dollars product and all that stuff. But it was only a money problem. And

Money comes and goes and it’s it’s very it’s very easy to make it’s very easy to spend So just keep trucking along and make your money, right? more importantly, ⁓ you know life and family and and health and all of that, you know, you No amount of money could could help that so by far the most difficult thing that i’ve gone through was My father’s passing which he passed away next month. April will be seven seven years

Wow, it’ll be seven years now. ⁓ so he passed away when I was 20 I was 26, ⁓ he actually committed suicide and ⁓ and so with that, ⁓ it, ⁓ it taught me what actually matters in life and and, and you know, if, if, if I can go through that, I could literally do anything and ⁓ and, and,

That was by far the most difficult things that I’ve dealt with, but it was also a really good opportunity for me to understand what matters and sort of refocus and recalibrate my life on what is important. ⁓ And money is a byproduct of all the good things that you do in life, but family and health, you can’t get back.

Anthony Codispoti (1:02:32)
What did that healing process look like for you, Brent?

Brent Bardales (1:02:38)
Keep focused on the people that matter and keep working and don’t let that get in the way of success and ⁓ maintain relationships with good people. mean, it’s not once you go through it, I mean, it’s no different than losing anybody to anything. The circumstance or the reason it is what it is, it’s part of life.

Life life comes and life goes but just remember the good times. He was a great mentor to me ⁓ and a lot of the things that I do now is because of him and his teaching so ⁓ It was I would say the the healing process was fairly easy Because you just have to focus on the positive and and keep moving. It’s it’s it’s part of

Anthony Codispoti (1:03:38)
What advice would you have for others listening that have lost a loved one to similar circumstances?

Brent Bardales (1:03:43)
⁓ yeah, so I’ve got, ⁓ this is actually sitting on my desk, which I’ll put on the camera here, but, ⁓ he, my, my father growing up, every single email he ever sent on the bottom of it, said this too shall pass. And, ⁓ and on his, on his, his desk, he had this little wooden carve out, ⁓ which was on his desk ever since I knew him. Right. And, it said this too shall pass, which it now sits on my desk.

And the the obviously that’s a that’s a religious excerpt, but the purpose of that is to just remember that no matter what you’re going through, good, bad or indifferent, enjoy the good moments because it’ll be temporary, it’ll pass and ⁓ enjoy the time with your friends, family, whoever, because that moment will pass. It’s only temporary.

but especially the difficult times, whatever you’re going through, doesn’t matter what it is, just remember that it will pass. And whatever you might be going through a year from now, two years from now will just be a distant memory. And it’s never ever worth taking your life or harming yourself or harming other people. It’s only temporary.

Anthony Codispoti (1:05:06)
That’s a great message. Thank you for sharing all of that, Brent. I’ve just got one more question for you today. But before I ask it, I want to do three quick things for the audience. ⁓ First of all, anybody that wants to get in touch with Brent two great ways his website, revyourbusiness.com talked about earlier where he’s got that ⁓ margin markup calculator. So you can see the differences there. Revyourbusiness.com. He’s also very active on LinkedIn. So if you

Brent Bardales (1:05:07)
Yeah, sure, sure.

Anthony Codispoti (1:05:34)
look up his name Brent Bardalas, B-A-R-D-A-L-E-S, so looks like Bardales. Brent Bardalas, Brent Bardales, rev your business. On LinkedIn, you’ll find him. We’ll have that link in the show notes for folks too. And speaking of the show, if you’re listening today and you’re enjoying, please take a moment to subscribe wherever you’re listening. It sends a signal that helps others discover our show. So thank you for taking a quick moment to do that right now.

Brent Bardales (1:05:42)
Hehehehe

Anthony Codispoti (1:05:59)
And as a reminder, you can be the hero advisor that helps clients give their employees access to therapists, doctors, and prescription meds while paradoxically increasing their net profits. Real gains that can change how a business is valued. Contact us today at addbackbenefits.com. So last question for you, Brent. A year from today, what is one very specific thing that you hope to be celebrating?

Brent Bardales (1:06:24)
⁓ my first child that’s that’s the goal so god willing we will we’ll make that a reality

Anthony Codispoti (1:06:28)
Okay.

You have a partner, you’re married, what’s… Okay. All right. Well, that’s one that’s gonna be worth checking back in on. we’ll set our calendars for that. Brent Bardalis. Yeah. That’d be a great one. We can ask him or her their first interview questions too. Yeah. Well, Brent Bardales from Rev Your Business, I wanna be the first to thank you for sharing both your time and your story with us today.

Brent Bardales (1:06:33)
Married, yeah. Been married for five years this year.

For sure.

Yeah, I’ll have a little crying baby hanging out right here at the on our next conversation.

That’s right.

Anthony Codispoti (1:07:01)
really appreciate you being here.

Brent Bardales (1:07:03)
Sure, thank you. I appreciate you having me.

Anthony Codispoti (1:07:05)
Folks, that’s a wrap on another episode of the Inspired Stories podcast. Thanks for learning with us. And if one thing stood out, put that into action today.