Ultimate Work Flexibility: Hunter Sebresos’ Mission to Transform Temp Staffing | Staffing Series

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. My name is Anthony Codaspoti and today’s guest is Hunter Sabresos, CEO of BaconWork, Inc. based in Provo, Utah. They have developed a groundbreaking gig work app that connects businesses with local workers through shared ratings, reviews, and performance metrics.

Under Hunter’s leadership, the platform has been featured in Forbes and KSL News, gaining recognition for its innovative approach to on-demand staffing. He previously served as Senior Vice President of Product at Campio and founded Concept Hunter Design, drawing on a strong background in design and product development. Hunter also spent time at NASA’s Jet Propulsion Laboratory, focusing on public exhibition design.

With a passion for empowering people to find flexible opportunities, he believes in creating a fair and transparent gig economy that benefits both employers and workers. By eliminating rigid staffing contracts, Bacon offers a simpler way for companies to post shifts and for workers to build their own schedules. Now, before we get into all that good stuff, today’s episode is brought to you by my company, Ad Back Benefits Agency, where we offer very specific and unique employee benefits

that are both great for your team and fiscally optimized for your bottom line. One recent client was able to add over $900 per employee per year in extra cashflow by implementing one of our innovative programs. Results vary for each company and some organizations may not be eligible. To find out if your company qualifies, contact us today at addbackbenefits.com. All right, back to our guest today, CEO and founder of Bake and Work, Hunter Sabresos. Thanks for making the time to share your story today.

Hunter Sebresos (01:58)
Thanks for having me, Anthony. It’s great to be here.

Anthony Codispoti (02:00)
Now, one thing we didn’t mention in the intro, and I want to stop and thank you for, is your service. Eight years in the Marine Corps.

Hunter Sebresos (02:08)
That’s right. Yeah. And this is the 250th anniversary of the Marine Corps, actually. It’s a special year. I’ve decided to sort of honor that by running my first marathon. And the marathon I’ve picked is the Marine Corps Marathon out in Virginia. So I’ve been training for that, getting ready for it. Obviously, in my military career, I did a lot of running, but I’ve never done as much running as I’ve been doing to prepare for this race. But that’s been a lot of fun, lot of really enlivening and a good way for me to…

know, remember and honor that, that service of that wonderful institution.

Anthony Codispoti (02:42)
that’s really cool. What’s the farthest that you’ve run so far in your training?

Hunter Sebresos (02:47)
And Miles, I did that last Saturday. Yep. So.

Anthony Codispoti (02:50)
Okay. And

do you have a target time that you’re shooting for or just hitting the finish line is the goal?

Hunter Sebresos (02:55)
My goal is to be able to run the marathon in a way that makes me not want to hate doing it and never want to do it again. So I want to, I want to be able to, I’m, I’m running very slow. It’s all about endurance. It’s all about just enjoying the experience. run this great, beautiful nature path for my runs. And I love doing that because it makes it kind of a serene thing, actually good chance to kind of ponder things and.

you know, also gridded out, but also, you know, feel like I’m getting, you know, some restoration from it as well.

Anthony Codispoti (03:33)
when you pace yourself, it’s not all punishment. I like it.

Hunter Sebresos (03:36)
That’s right. That’s funny thing

about it is in the military, I was always having to go push myself, push myself. And I’ve learned just how much pacing at a nice, easy pace can make it much more enjoyable.

Anthony Codispoti (03:49)
So as you think about your time in the Marine Corps, and you were a sergeant there, what aspects of that experience do you think have directly influenced the culture that you’re building at Baconworks?

Hunter Sebresos (04:03)
I mean, before that, it directly influenced me as a person. You know, I grew up in a single fat single parent family was looking for guidance and direction as I got through those teenage years and I ran into some struggles here and there and thought I could use this experience. So I went into it, you know, maybe for this, I’m sure there’s a lot of people out there for these reasons, but for me, it was I need to build myself.

And so I learned things like discipline. tried to get as much leadership opportunity out of it as I could. I also learned that there are some difficult things about being in military and the institutional portion and things like that. All of that then fed into sort of the culture and other experiences that I’ve had. I’ve leaded in the culture that I’ve tried to build here at Bacon. One of the key things that I remember in the Marine Corps.

was they would always say improvise, adapt and overcome. Whenever we came to an obstacle, whenever we, you know, we’re in the obstacle course and came up to a wall and we had to get our whole group over it or whatever, they’d use that, improvise, adapt and overcome, Marines. That’s really stuck with me. I feel like one of my kind of superpowers is creativity and ingenuity that when we run into a challenge, I don’t back down. In fact, it gets me fired up.

And like it’s how do we get around this? How do we overcome it? And how can we find a way through this challenge? And I think that that’s part of our culture as this company as well.

Anthony Codispoti (05:38)
Yeah, you mentioned creativity and I’m looking at a very creative work background and very diverse. we’ve got Crispin Porter, know, a top creative agency, NASA, Marines, you know, and a number of other creative roles. Were you kind of just trying on a bunch of different hats to kind of see what fits? Like what was sort of the long-term thinking there?

Hunter Sebresos (05:50)
Mm-hmm. Yeah.

Heh

But my belief has been to make the best of whatever situation you’re in, take advantage of whatever opportunity you have, and as you nourish opportunities, more come. And then let life guide you, God guide you, whatever it is your belief is. Let the steps come as they come. And that’s what I’ve done. I never thought of entrepreneurship when I was young as a path for me, but it ended up becoming a path for me after I went through some of these experiences.

And just saw the various, various ways that, ⁓ business was run both creatively and, you know, maybe more administratively in certain settings. And, I started to say, I think to myself, you know, maybe I could help create something that could create a great organization and, you know, do it myself. And, ⁓ you know, eventually had some opportunities to do so.

of times before and then built this one. And I think all those experiences have been stepping stones for that growth that I’ve had to help learn how to do entrepreneurship the right way.

Anthony Codispoti (07:18)
Getting the sense very early in our conversation here ⁓ that you are a person that you’re obviously driven. You’ve got big ideas. ⁓ But ⁓ rather than a hard charge like grind it out, it’s more of a I’m going to kind of flow with the river. And as I’m going down the river, I’m going to see where the opportunities are and kind of float towards them. Does this sound like I’m painting an accurate picture?

Hunter Sebresos (07:48)
I think you are. mean, I think that, ⁓ that’s probably my macro approach, ⁓ is letting things, you know, sniffing out opportunities as they come and taking advantage of those. And I would say that once I see something though, I like to kind of hard charge toward it and take advantage of it and, ⁓ and go as quickly to a result as possible. think that that’s kind of evident in the founding of this business. You know, we went from.

I think it was four months before we had our first revenue. ⁓ And, you know, I remember our initial investors came back and when I told them I had some revenue in the door, their jaws dropped like four months. What are you doing? know, ⁓ not that they were upset, but that they were surprised. Like, how did you get there so fast?

Anthony Codispoti (08:40)
because they thought you were gonna be working on sort of the tech platform for quite a while.

Hunter Sebresos (08:42)
Yeah,

right. That’s right. And I believe first off the approaches, I believe all tech is built best first manually. So you build it manually first, you learn, you know, what are the pain points and things that you have, and that’s the new build solutions for that. And that’s why we had some manual revenue that came in from just manual shifts that we were running. And then shortly after that launched the platform and

Brand shifts through that as well for the Utah Valley Convention Center. That was our first client, still a client today. And then that was, you know, that was our start. And I like to get started fast once we see the opportunity and that it has some viable, you know, legs for growth.

Anthony Codispoti (09:31)
How is it that somebody with your background, Hunter, came up with the idea to start this platform? don’t, as I’m sort of scanning through your LinkedIn profile here, I don’t see a background in sort of the staffing space.

Hunter Sebresos (09:42)
Right. Well, I sometimes there’s, two types of entrepreneurs, right? There’s those that are experts in that space and they know what the problems are and all the, you know, flaws with the vendors in the industry and they build a solution. And then there’s those that are the outsiders that come in and try something new and that new approach is what gives them an edge. And I’m definitely that as it pertained to the staffing space. But I will say this, the founding of this company started long ago when I was a kid. And as I mentioned,

My mom was raising five kids going to school in the evenings, trying to work a full-time job in the daytime. ⁓ And what I observed from that was that she needed flexibility. You know, she actually went through this situation where she kind of worked herself into exhaustion. As a young kid, I was worried about her. You know, I remember being called into the school office and said, Hey, your mom’s in the hospital. And, you know, I thought, ⁓ like what’s going to happen.

flexibility is critical for someone in that type of situation. And so that kind of stuck with me. And then later on. Had a conversation with her after she had raised us all and you know, we all went to college and she had retired and she was saying, you know, I’ve been busy my whole life. I’d like to stay busy, but I don’t want to have a full-time job now. I just want to work sometimes. But at that time I was working with a company, as a product leader or.

you companies like the ones we serve now. And ⁓ they were all mentioning how difficult it was to find good talent. And I thought, you know, any one of these companies would take my mom for a day or two and she’s experienced, she’s educated. She has, you know, knows how to get exactly how they ever find someone like that. And I just thought let’s create a marketplace that would allow someone like that to find a job.

Anthony Codispoti (11:27)
But how would they ever find her and how would she find them?

Hunter Sebresos (11:37)
We’re as short as a single shift. That’s what bacon’s all about is ultimate flexibility of work. And that’s both sides, you know, Hey, I want to bring this person in for a day. I don’t want to have to go through long onboarding. I just need to get some stuff done. And that’s how we first started off. And so, yeah.

Anthony Codispoti (11:53)
Interesting. And so were there any

members of your founding team or sort of like the first couple of employees that had a background in staffing or you guys were coming at this completely as outsiders?

Hunter Sebresos (12:05)
The closest thing I would say is the company we were working for before was a tech company and it was doing employee engagement software. And so we were familiar with some of the HR related challenges that I would say, but we were obviously not providing any staffing. So staffing directly, no. Working with people as the primary service that we were providing, we were familiar with that. So we had a little bit of experience with that, but we were

pretty much outsiders and, you know, that that’s calls back that improvise adapt and overcome type thing. You know, we just got to find a creative way to solve that problem when there’s a market to solve.

Anthony Codispoti (12:47)
And so tell us how you got that very first customer, ⁓ the Utah Valley Convention Center.

Hunter Sebresos (12:53)
Yeah, they’re a great customer. ⁓ Turned out that one of their directors actually lives in my neighborhood and I didn’t know until years later. And so that was a fun thing to find out later on. One of the members of our team was going out to clients and visiting them and showing them the platform that we had built to that point. And trying to get an idea if this is something they would be interested in using and

The person said, not only am I interested, but I think I’d like to use it for an upcoming event. And we only had it in beta at that time, so it wasn’t live. And what I thought was it.

Anthony Codispoti (13:34)
And you didn’t have

any workers, employees like signed up yet or you did. Okay.

Hunter Sebresos (13:36)
Well, actually, we did. We did.

I did a little bit of growth hack stuff in the beginning. We actually had 6,000 people on the platform before we were launched. Yeah, I mean, so we did a variety of social media, email to friends and family, and then please pass this on. We did actually a little bit of paid advertising through some more low-end cost type opportunities. I we did everything.

Anthony Codispoti (13:45)
⁓ how did that happen?

Hunter Sebresos (14:06)
I know if I would promote this as a thing to do, but when you’re out there and a beginning entrepreneur, you just got to hustle. So this same employees name’s Matt, one of our founding team members. ⁓ We wanted to go to a career fair where people going in to try to find work, but we didn’t want to pay for the booth. So we just put a bunch of flyers on the cars in the parking lot and saw if anyone, you know, picked up a flyer and we obviously knew there was a target audience there. then

By the time he even got back to the office, someone had responded, signed it up and said, Hey, yeah, when are you guys going to have things posted? And we said, we’re in the pre-launch phase. We expect to have things, you know, some opportunities in the next month or so. And by that period of time, all that work we had built up 6,000 workers.

Anthony Codispoti (14:54)
And so by the time you’re having the conversation with the convention center and they’re saying, yeah, we’re, we’re interested. You had a stable of folks that, and they were all local. That growth hack was that. Okay.

Hunter Sebresos (15:05)
They’re all local. Yeah, it all just local,

all pushing it local and trying to build it local. you know, a lot of people say chicken or the egg when it comes to a two-sided marketplace. I actually don’t think that’s the way to think about it. And maybe it is actually, I think, more a way to think about it when you get your marketplace built in the future and you have to start gauging between hundreds of thousands of, you know, supply and maybe tens of thousands of demand and you got larger.

larger volume of units that you have to really start to balance. But I think in the beginning side, which you have to find out is what is the most important side of the marketplace. And usually that’s the paying side of the marketplace. And so you find out what that piece is and you find out what they want and what they’re willing to do and how much they’re going to pay and what is sort of a expectation that that side might have. And you go and get it.

I think people think of two-sided marketplaces and software as this mysterious, you know, not the same thing as a SaaS company or something like that. And I’m like, every business is a marketplace of some type. Actually, if you think about it, we got to figure out how many shoes to put on the shelf in the shoe store. And you got to figure out that by gauging your demand and you got to figure out, you know, how much food to put on the grocery store.

And you have to figure out that by what’s the population in the area. So it’s all just kind of a math equation. And in the beginning stages, I think it’s important to know which variables are the easy ones to get and which ones are the hard ones to get and which ones are going to be the paying ones and which ones are not going to be the paying ones. They’re to be the ones providing the service. anyway, that’s

Anthony Codispoti (16:51)
And so in your platform,

it’s the companies that are paying. ⁓ Okay. So from the time that the convention center said, yes, we’re interested. How long was it until you had your first worker showing up at site?

Hunter Sebresos (16:55)
Companies pay. They’re harder to get.

Well, even more fun than that was the day that we went to go do the final setup and the demo to get them on board. Our employee, Matt, his wife had a baby that day. So he’s like, Hunter, can you pick up the meeting? I’m like, certainly I can. Let’s go do it. went to the meeting, walked in and she’s like, I’m ready to post. Just show me how to do it. And that was for an event that weekend. I think it was Wednesday or something. And so it was Wednesday to Friday or something like that.

And I think the post initially was for like 10 people. And for that first shift, to be honest, was 50 % of it was like members of our friends and family or members, you know, people from us, our team. But as the week progressed, just so we could fulfill the space. Yes. And the other five though were others that were part of that initial 6,000. But by the end of the, know, however many days they had run, majority of it was people from.

Anthony Codispoti (17:51)
that signed up for this ship just so that you could fill the space and show them that it worked and okay.

Hunter Sebresos (18:07)
the pre signups. So, ⁓ you know, that’s how you get something off the ground. It’s like when you’re trying to start a fire, you got to get the kindling and you got to blow on it, you got to be really gentle. But once it gets going, then then you know, you just add add fuel to it and it keeps growing. So

Anthony Codispoti (18:26)
Was there a part of you that was shocked that it actually worked? I mean, you’re building this to do this thing, but there has to be a part of you that’s on the edge of your seat holding your breath. Is anybody actually going to commit and sign up?

Hunter Sebresos (18:32)
You

Sure. Sure.

I don’t know if I was shocked as much as I was like, okay, now we got work to do. Because something now that now that the pipes are fit together and the water’s running through it, now we got work to do. Okay. So, cause we had people that signed up before and we had run some manual shifts before. So we knew kind of the, the right steps to get ⁓ a job staffed. Right. We did it all with spreadsheets and things initially phone calls. So.

We knew it would work. We just didn’t know if it should work through our platform. And then once it worked through our platform, there’s a kind of funny learning. is a, a lesson for those that, you know, are doing lean startup type stuff. ⁓ But we launched it and it was originally sort of like an Uber approach where it’s like one driver and essentially one rider, right? Like one person to work a single shift. So this first user went in and she needed.

10 people over three days. So 30 people, 30 total shifts. And she went and made each one of those one at a time. 30 shifts, the same process 30 times. And I told that to my engineer, she went and did that 30 times. And he sat right there in our, he didn’t even leave the conference room and he rebuilt it so that she could mass post right then and there first day. Right. So.

Anyway, yes, exactly. Yep. Right. That was fun. I think the more fun that was, ⁓ when I had got out of that, when I finished that meeting, ⁓ I realized we had not launched the public site. It was still in beta. And so I called, I call up our engineer at that time and I was like, turn it on, like push it, push it. Why she’s walking back to her office right now.

Anthony Codispoti (20:14)
That’s adapting very quick on the fly. I love it.

We need it now.

Hunter Sebresos (20:42)
⁓ And he, you know, that was kind of a fun moment for us to kind of chuckle about afterward. And, you know, he got it there, launched it right away and she went back and didn’t know any different. You know, just started posting.

Anthony Codispoti (20:54)
So

how does it work on the employee side? Do they have to verify their identity somehow when they sign up?

Hunter Sebresos (21:02)
Yeah, yeah. So there’s a lot of the standard things that staffing agencies do. We have a background check that they go through. There’s some I9 type stuff that we do. There’s different things like that, depending on what service we’re providing. On the W2 side, obviously, there’s a lot more. On the 1099 side, a lot less.

Anthony Codispoti (21:21)
Okay, so that was gonna be my question.

Are these 1099 or W2s or like a mix? how does this work?

Hunter Sebresos (21:26)
Yeah.

Yeah. So, um, we have two services. Um, one is the 10 and the nine side, which is a lot more, it was a lot more gig economy, just open marketplace style. And then the W two side of our operation is much more of that standard staffing model. And, and yeah, those, those workers belong to our company and then are obviously subbed out to.

the companies that use them than the standard staffing model. We have both options.

Anthony Codispoti (22:00)
And so, what kinds of jobs are you actually filling? And do they tend to be different if they’re sort 1099 gig style versus W2?

Hunter Sebresos (22:12)
Yeah. They, we primarily work with the light industrial space. So warehouses, fulfillment, you know, third party fulfillment centers, any private label company that does its own warehouse and fulfillment in the back. Those are our bread and butter. We know how to do those exceptionally well. And, ⁓ have a lot of, you know, long standing clients that have used us.

Some of them have switched primarily to our platform. And then, you know, we also work with the hospitality side, so events and catering. And those are, of course, are more like, Hey, I need, you know, a hundred people this weekend. And then I’ll talk to you in a couple of weeks for my next event. So it’s a little bit different style where you got the warehouse. That’s every day. I need a minimum of X and I might ramp up during my busy season versus.

you know, single event style.

Anthony Codispoti (23:12)
And so is it your client that is choosing whether they want to go the 1099 or the W2 route or how is that determined?

Hunter Sebresos (23:20)
Yeah.

Well, certainly in certain environments, there’s no 1099 option available with regulatory type environments that we have. There’s a lot that’s going on there. I think in our, in our economy and our, you know, different, different governments and the States that we work in, and some are more supportive of sort of, would say the Uber model and more, and some are less supportive of it. ⁓ we actually think that there’s some benefits to both.

As I’ve kind of mentioned before, we believe that both are great tools. They are, as I mentioned, they’re sort of like a hammer or a screwdriver. Both can fasten things together. They’re used for different reasons. And what I think companies that choose to go more of a 10 in nine approach are those that have maybe less of a regular

posting, ⁓ less of the state, the same standard people that are going to be coming back. It’s really like, Hey, I need, you know, 50 people. And I kind of don’t care exactly who those people are. I just need them to show up and I didn’t do this job. I needed them to help me with this and we’ll be, we’ll be done. ⁓ some are much more maybe. Soft conscious, ⁓ think of mom and pop shops that are just trying to get someone in, you know, one or two people.

and try them out for a little while. If they like them, maybe they’ll bring them on full time. So those are other 1099 approaches that people might use. And it has a lot to do with, you know, how does the worker want to handle the situation? Do they want something that’s a lot more stable? Do they want to feel like they are part of this organization? Or do they want to have complete free reign over where and when they want to work?

which is the essence of a contractor, I think. ⁓ They get to choose when and where they wanna work and for what price they wanna pick and they don’t have to have the tools or whatever, they can kind of do that themselves. And that’s what the other 10 in nine approach does provide.

Anthony Codispoti (25:32)
And you’re saying there are some geographies that are less accepting of sort of the 1099, the gig economy approach. there other types of government or regulatory, I don’t know if you’re to call them hurdles or situations that you and your clients have to navigate?

Hunter Sebresos (25:54)
Yeah, I mean, there’s also environments that are more favorable, like Tennessee and Georgia have been more favorable to the gig economy. They find that that is a big boom to their economy for people being able to, you know, find work and stay out of ⁓ unemployment. Like I once had a conversation with, you know, some of the people here in Utah, including the governor, and said, I know that we’re concerned with unemployment. I can tell you I can get someone

to have money in their pocket faster than they can get through the unemployment application. So, you know, I know it’s not a long-term solution. There’s maybe not benefits for some of these guys, but they also just need money to feed their families. So that’s why I’m saying there’s a great tool there. Sometimes it’s the stepping stone for them to find the next thing that would get them those benefits and things like that. And if that’s what they need, then I say, well, we will get you in however many doors.

and let you prove yourself. And that will help you find a job with those things. The worst part is if they’re just at home, they’re not getting any answers back, you know, they’re filling out applications, they’re feeling down on themselves. And I really care about the confidence that people have from being able to bring income to provide some support for themselves and their families. That matters to me. And that’s why I think to say that the 1099 option is

bad or try to regulate against it is a little bit of a miss because it is an option to get someone out of that situation and then build the next step and build the next step and build the next step. I just, I

Anthony Codispoti (27:37)
You’re saying get them off

the couch, get them working, contributing a member of society, which is what they ultimately are seeking themselves. And that builds some confidence, that gets them some momentum, gets a little money in their pocket, they can start paying some of their bills. And then being out in sort of the workforce, the next opportunity can kind of present itself.

Hunter Sebresos (27:40)
Get them working.

Yep. That’s correct.

Mm-hmm.

That’s right. And not all environments are completely.

⁓ regulatory supportive of that. And the unfortunate part is I think that they’re only looking at the way to make money is to be a full-time employee for a company that provides you benefits. And not everyone is at that point. I watched it with my own eyes as a kid. Like I saw my mom trying to put stuff together with temp work and go to school now.

She later on became a great employee and she had a master’s degree and all like, but you got to get people a start sometimes. And, and I don’t think that that start has to be money out of the pocket of the government. I think that’s start can come from them. You know, figuring it out themselves, getting a start themselves, putting some money in their pocket themselves. And entrepreneurship is not an option. You got to give them another, another road and, and then build on that a step at a time, you know,

As I mentioned, opportunity, well-nourished yields more opportunity. That’s the key principle of which, you know, we follow is get them moving in the right direction and then build on it.

Anthony Codispoti (29:10)
So I’ve had the chance to

talk to a number of other, I’ll call them more traditional staffing agencies. And a couple of things that I hear from them that’s affecting their clients and therefore them as well, and they tend to be in similar industries like light industrial, ⁓ quick service hospitality, ⁓ is sort of the uncertainty around tariffs ⁓ and sort of all of the new regulations and movements around immigration.

Hunter Sebresos (29:33)
Yes.

Anthony Codispoti (29:41)
Are you seeing, does that stuff affect you guys at all or are you kind of immune to that? Because you’re set up a little different.

Hunter Sebresos (29:45)
It certainly

affects our clients. I will say that we have some clients that do a lot of importing from overseas. We have some clients that use a lot of, you know, immigrant workers and they are working a little bit out of fear right now. They’re, trying to adapt. I think some of them might even be supportive of the overall direction that the administration is going in, but are certainly trying to figure out how to make their business work.

under these constraints. so I think, you know, companies that are struggling with, you know, tariffs, struggling with, you know, potential immigration challenges with their worker base, there’s ways to solve that. And there’s ways to do that the right way and stay clear of that. And, you know, that’s something that we provide as a company. We are trying to help.

A lot of our existing clients navigate that and make some adaptations and changes. But I’ll say the one thing is this. best school you can have when you have uncertainty is flexibility. Like as a company, you have to be able to flex and you ought to be able to figure out how to make those moves fast. And if you don’t make, if you’re not making them, your competition might be making them and getting ahead of you in that area.

So being flexible and our clients that have relied heavily on a base of on-demand flexible staff have been able to do that in some of these uncertain times. Just think about it. ⁓ Tariffs are at a certain rate one day and the next day they are different. And so that impacts your margins and you need to determine how to adapt to that. And if you have a large staff that is full-time,

You’re looking at potential, you know, layoffs as an option, or in the case that it’s the opposite way, which, you know, are the, are the high times. Something goes the opposite way and your business is booming. And now you’re looking at a long period of time, potentially to try to get people in the door to allow you to take advantage of that. That boom. ⁓ it’s certainly hard.

Anthony Codispoti (32:04)
It’s hard to staff up and staff back down.

When, when you’ve got sort of that, what’s the word I’m looking for? that consistency in terms of, know, you know what to expect, right? And with the rates, the tariff rates going up and down, you know, I’ve heard lots of companies, they’ve got orders that they told, you know, their factories overseas to just, you know, sit in their warehouse or to stop production or, okay. Now the tariffs are lower. Like.

Hunter Sebresos (32:26)
Just sit there, right, right.

Anthony Codispoti (32:32)
ship everything as quickly as you can. Now nobody can find a container to send over. Yeah, it has a cascading effect.

Hunter Sebresos (32:32)
Now wrap it, get it, exactly.

Right, exactly.

Exactly. And so you’ve got to be able to be nimble and you got to be fast. And unfortunately, when, when uncertainty settles in, oftentimes what the human instinct to do is nothing. Like just wait, right now, let’s just wait. ⁓ And I certainly don’t recommend the opposite, which is like run down a path and expect that that’s what it’s going to be all the time. you know,

set the ship in a certain direction and let it roll at full speed. That’s not the way to go. But just like when you’re going through an obstacle course, you have to move nimbly through it in order to get it done. And you gotta take every obstacle for what it is and figure out how to get over it. And sitting there and waiting for potentially the obstacle to move is probably not the best strategy.

Anthony Codispoti (33:35)
Hunter, you mentioned that you guys are able to kind of help your clients navigate some of these uncertainties around tariffs and immigration. What does that look like? What are you guys able to offer them from a practical standpoint?

Hunter Sebresos (33:48)
Well, like you mentioned, when shipping goes down low or increases rapidly, our ability to staff up and stuff down is, I think, the fastest solution out there. Even faster than the traditional temp agency model because of the marketplace effect.

You don’t have access to a temp agency’s maybe 200 person roster or 500 person. You have access to hundreds of thousands of people and tens of thousands that might be downloading it at any one month. Right. And it’s fresh. It’s always fresh. Um, and so, you know, one day you’re saying, I don’t, you know, hold off. can’t, we can’t, uh, have this many people working today, uh, because our

You know, shipments stuck in port, right? You have a very flexible staff. Those people are not going to never come back. They like working for you. Just keep them on your favorites list, deep in your group and just tell them, you know, we’re not needed today. And guess what? They’ll go find work on a different place on our marketplace. That’s the advantage to them. You’re not leaving them without an opportunity.

because you’ve let them go or something along those lines. And now they got to start over from scratch. There’s a full marketplace of opportunity for them to go find the paycheck that they need. And then when the shipment comes back in, guess what? They’ll be the first ones to come back. You send out those personal invites through our platform and the people who’ve worked for you before are like 90 % more likely to work for you. so again, and once they worked for you about five shifts,

That person’s almost guaranteed. Anytime you invite them, they’ll come. They know your system. They know, you know, how to get started. That’s yeah, exactly. Yeah. That’s right. And so a lot of times they’re like, well, I just want someone here and I want them to be here forever. And it’s like, I’m sorry, but the retention days are over. Like the days, maybe for your full-time staff, but for these type of hourly roles, people will switch for as short, you know, small as

Anthony Codispoti (35:40)
That’s kind of the crossover point, that five shifts. Now they’re familiar, they’re comfortable, they’re gonna come back.

Hunter Sebresos (36:03)
50 cents on the dollar more an hour. And so, and for, and for, know, their family’s sick or they moving on to something, they’ll switch for any reason. A full-time person in inevitably is a turned over person. So the way to think about it is not retention. It’s talent flow. Build a roster of individuals that can come in and keep your business moving along with the push of a button. And that’s what we allow them to do.

And then on the regulatory side, I’ll just answer quickly here. We have both options. So if they’re like, Hey, I’m a little bit more concerned about, you know, making sure we have, you know, e-verified workers and, you know, one thing or another, ⁓ you have options, you know, we have different staffing options to fit those needs. And so we know a lot about that. And we know a lot about that in almost every state because we are constantly.

looking at those things.

Anthony Codispoti (37:02)
I was going to ask what geographies are you guys available?

Hunter Sebresos (37:05)
Yeah, have done things and we obviously a lot in Utah, Las Vegas and Dallas Fort Worth area of Texas, some in Houston. We have some things in Miami, we have some things in Virginia, have shifts in various states across the United States.

Anthony Codispoti (37:24)
And as you sort of think about

new markets and that chicken egg problem, I’m going to guess it’s when you find the paying client who says, hey, can you guys help us here? Then you guys have some system on the back end where you know how to go and find the types of folks that are looking for these opportunities to work there. And you say, OK, now we can sort of put you guys together.

Hunter Sebresos (37:47)
Right.

And one thing to think about is the 10th, I’ll just let you know, like the 1099 model is faster to spin up. Just like that very first experience with the convention center. told you, like we had certain amount of people signed up already that were just waiting for when the opportunities came. and when they did come, because it was more gig focused, it wasn’t like I’m, I’m relying on this as my primary bread and butter income.

It’s, I’m just ready to make some money here and there. So they’re waiting. And as soon as that opportunity posts, boom, we can fill it as long as it’s at a certain volume. ⁓ and so if you’re looking at like a small client that’s doing like 10 to 20 a day, we can do that in almost any market from the ground up and matter of weeks, we’ll be ready to go, ⁓ at a very low cost to start. And yeah.

Anthony Codispoti (38:41)
And that would sort of be like the minimum threshold, like 10

shifts per day.

Hunter Sebresos (38:46)
Yep. Yeah. And I mean, they can start smaller than that, but it’s going to take, you know, a little bit longer commitment to know that they’re going to regularly have things going for us to want to, there’s some costs. Right. Right. ⁓ So, but then once you get to a point where you’re doing more volume in a market per, you know, per month, and you have clients that want to say, Hey, I want to really, you know, have the same people back. I want to be able to tell them.

Anthony Codispoti (38:55)
Because you guys have some costs involved in getting spun up in a new market.

Hunter Sebresos (39:15)
you know, little bit, treat them a little bit more like an employee. Then we’ll maybe switch them over to a W2 model and let them kind of do it that way and say, let’s get some regular people in there rather than sort of just an open marketplace.

Anthony Codispoti (39:27)
So W2,

when you go that model, that tends to be folks that ⁓ are working there a bit more regularly, got sort of a steady presence.

Hunter Sebresos (39:35)
That’s correct. Yeah. And they can do that on

the 1099 side, but it’s not, there’s nothing on our platform that says you have to go anywhere or do anything. It’s all. Soice, know, accountability and flexibility on the W2 side, obviously it’s a little bit more of a commitment and, uh, you know, assignment to go work for a place for a certain amount of time.

Anthony Codispoti (40:02)
What’s the biggest resistance you get when talking to potential new customers? What is it that you have to, what’s the fear or concern that you have to overcome?

Hunter Sebresos (40:11)
⁓ I’d say that the biggest one, honestly, is I’ve worked with a lot of staffing agencies and my experience has been horrible. And I hate to say that, but you know, and I’m not saying that every one of our shifts is perfect and it’s going to be rays of sunshine, but we have certain things that regulate that. ⁓ I’ll give you an example. A lot of times someone picks up someone from a temp agency and they don’t like them.

They might say, I don’t like that person. I don’t want them to have them come back, but do realize that that staffing agency is going to send them somewhere else because they have, they’ve got, they’ve taken the time to onboard this person. Um, we have, you know, a thing that allows us to monitor that and hold people accountable. they’re, all the workers are rated and reviewed. You know, at the end of the shifts by the, by the supervisors, uh, we have a thing.

Anthony Codispoti (41:08)
And those ratings can

be seen by other prospective employers.

Hunter Sebresos (41:11)
That’s correct. Yeah. Just like an Uber driver, like you can see, it’s just a person of, you know, five star. How many reviews do they have? They 255 stars. That looks great. And then we have a thing called a bacon score, which takes attendance factors and performance factors and think of it like a credit score. It kind of puts those together on a scale of one to, uh, 800. Um, and you know, if they’re in that, you know, six to 800 range, you’re looking at a really great.

person and they have a history of showing up on time and working the whole duration of the shift. They have a history of getting good star ratings over those shifts. And those would be indicators that this is person that both knows how to show up, work hard and, you know, work well with others.

Anthony Codispoti (42:03)
What’s behind the name, Bacon.

Hunter Sebresos (42:05)
Well, I did, as you mentioned, I did work previously in some creative fields and that was in the advertising and marketing space for a good portion of my career initially, Chris Porter, as you mentioned. And as I came into this, I was like, I don’t want to have ⁓ the same name. I don’t want to be confused with anybody else, people this or gig that. And I just wanted to have something unique. One day my son, he was 10 at the time and he had a notebook.

notepad and he had changed the name of the notebook from whatever it was. I used a Sharpie, wrote over the top of it and made it say bacon. And it made me laugh. I thought, okay, that’s good. I want when they think of us, I don’t want them to think of boring staffing. I want them to be thinking of something fun. But I thought of bring home the bacon, which is what we want to help our workers do and say your bacon, which is what we want to help our companies do when they have a staffing need. And

I thought we’re going to call it Bacon. I can remember the teams when we first told them that we’re going to name the company that none of them believed me. And I said, no, I’m absolutely serious. And I think they all started to believe that it was a good name when we started to get calls. You know, ⁓ we do calls and they’d say, you know, I’d say, I’m the CEO of Bacon. I’d love to talk with you. And they’d say, wait, what did you say? Let’s talk. Exactly. That’s right.

Anthony Codispoti (43:27)
That’s what you want. That’s what you want. I love it. I’ve

started a number of companies and different brands in my past and I’ve done some of the sort of the old traditional boring names. ⁓ And then I’ve done some of you know what you’re describing kind of the more like unusual like fun names and I think that path is so much better for all the reasons that you just mentioned.

Hunter Sebresos (43:49)
good.

Yeah

Anthony Codispoti (43:52)
So I want to check myself on a stat I’ve got here. I see that you recently raised 16 and a half million in seed funding from some notable investors like Greyhawk Capital. Is that right?

Hunter Sebresos (44:07)
Yeah, I mean, that’s over time we’ve done and we’ve done, we’ve done a little bit more than that over time, but yeah, that’s about that range that we’ve raised. And Ray Hawk’s one of the noteworthy ones. They’re a great support to us. ⁓ We’ve been able to do some fundraising over the years and get support for our build.

Anthony Codispoti (44:08)
Okay.

And so how are you putting those funds to use? this mostly in engineering talent? You know, is there a lot of sort of ⁓ human customer service that’s there?

Hunter Sebresos (44:36)
Yeah, certainly engineering and product. We always want to put some into being successful at that, but a lot of that has been our growth into new markets and growing over the years. And, you know, taking those and putting into marketing dollars and into, you know, sales team members to get us out there and help us grow and expand and help expand the business.

Anthony Codispoti (44:59)
What’s probably the biggest growth lever that you are able to pull? it like you’re running, I I guess I’m thinking about this from two different aspects. Let’s talk first about how do you find the clients? Is that like a lot of cold calling? Are you, I don’t know, running LinkedIn ads to the folks? What’s that look like?

Hunter Sebresos (45:12)
and

Yeah.

So we actually have a pretty strong outside sales team that go out there and meet with warehouse managers and, you know, staffing managers, things like that. And they just ask them, are you using temp labor? And if so, how’s it going? and usually the answer is we are, and it’s going, okay. And we say, well, you got good news. You know, we’re, we do solve that staffing problem, but we’re not a traditional staffing agency where we’re an app and we do it this way.

maybe should give it a shot. And that’s kind of the approach they take. That’s been our primary driver, but even in more recent years, as the market has kind of changed and shifted, we actually have a lot of inbound work that comes from word of mouth or from online advertising that people see the need for staffing. I think that there’s two things there. ⁓ One, think that those warehouse managers

are younger folks who are used to finding things through their phone. I’ll just be honest, they’ll click around and, you know, it used to maybe not be that type of person, but now it is more and more a younger person that is trying to find a staffing solution. And they’ve grown up with social media, Uber and Lyft and DoorDash, and they’re looking for something new. And, ⁓ you know, maybe the second reason is we’re becoming more popular. There’s a lot of services out there.

a lot more than when we first started this company and maybe people know a little about them and they want to try them out. So the inbound has been stronger in more recent years.

Anthony Codispoti (46:53)
Is there any thought about growing through acquisition? it make any sense for you guys to consider acquiring, you know, local shops that have a big presence there and kind of putting your tech in place over top of that?

Hunter Sebresos (47:07)
I’m really glad you asked that because it makes a lot of sense to do that. We’ve actually looked at some of those opportunities and this is one of the differences that I think we have found as we have looked at those opportunities. There’s been some challenges because some of these people, this is their livelihood and they’re not really interested in getting out of it anytime soon. And so they might be interested in acquisition, but they might be saying not right now, maybe in another five years, 10 years, something like that, when they’re ready to retire. But there’s a lot of people retiring right now.

You know, silver tsunami is they kind of refer to it industry term of people that have built great successful businesses, have little to no technology implemented could really benefit from that. And we’re interested in meeting with them. But I’ll tell you one thing that we learned as we went through and met some of these. power of the technology is that it helps the core margins improve.

Staffing historically is a pretty slim margin business. As much as companies, you know, either like, man, you’re charging me a ton to bring these people in, but there’s lots because of a lot that you have to do. You got to cover all those finding and, you know, ⁓ processing and all these types of things in order to get that person to be able to work successfully for you on short notice. But what we have found is that our margins are

usually about double or shift what us traditional staffing agencies doing.

Anthony Codispoti (48:40)
How

is that possible?

Hunter Sebresos (48:42)
Well, we can service more shifts with less people because of our technology. We can get shifts to happen more automatedly. We have a thing in our platform called a backup algorithm that if someone is about to know, we know kind of the percentages as they play out for no shows. And so we plan for that in advance and we are going to send backup workers based on that algorithm. And if you don’t need them, if we have the

you know, situation where someone, where, know, some, shows up and you got to have a backup worker. You can send them away and we pay them for just showing up. We pay them a, an amount for being, being there. Just being on standby. Yep. Yeah.

Anthony Codispoti (49:25)
just being on standby basically. And they could show up

and say, hey, we’ve got enough folks, you can go home, but here’s your fixed payment amount that we agreed to.

Hunter Sebresos (49:34)
That’s right. And, ⁓ and we do that. Our company does that. So we, ⁓ you know, that’s pretty finely tuned after, you know, hundreds of thousands of shifts to know how many are likely to, you know, no show. And by the way, that kind of, it’s built off of our bacon score. So we can look at the configuration of workers and say, what’s the likelihood we’re going to need a backup in this situation. So with all that.

You don’t have to have someone in the recruiting seat, calling people every day and determining if they’re going to be there and making, if someone knows shows, how am going to rapidly fill that? The app just does it automatically. And so we can do things with a lot less. Soft and our margin per shift is what we’re shooting for. We want to be the best. so what ends up happening is you can say to a staffing agency, this is how you’re currently running it.

And if you’re running it in much more of a manual way, we might be able to convert that to our way and have you make double the amount per shift that you work.

Anthony Codispoti (50:43)
So would you think about just licensing the tech to other staffing firms?

Hunter Sebresos (50:49)
We’ve thought about it. I think for now we’re focused on continuing to do what we’re doing and building and growing. But we have thought about that. That’s more of like a business model thing. Like, does the business model outpace the business model we currently have? And I think markets shift and change. we actually have had staffing agencies come to us when they’ve got sort of an over supply.

or an over too much demand, know, too many op, too many shifts to fill and they aren’t ready to staff up that fast. And they’ll come to us and say, Hey, can you guys fill these 10 for us? And we’ll just rev rev share it. And we’re happy to do that. But staffing agencies, we don’t, we don’t feel like we have to compete. We’ve like, we can compete alongside them. There’s plenty of business for everybody.

Anthony Codispoti (51:34)
interesting.

What’s a serious challenge that you’ve overcome, whether it’s personal or professional? What did you learn? How did you get through it?

Hunter Sebresos (51:51)
I’ll talk with some professional ones. I’ll talk with professional ones first. So one of them is that margin game. And it’s taken us about

two years to dial that in and adjust things and figure out how to make the platform do the most and figure out what the right staff is to allow us to grow and scale. that was, you know, it’s kind of the boring stuff. It’s not the, I’m starting something up and I’m making t-shirts and, know, it’s the stuff that when you really dig in as a CEO, you have to push the organization and say, we are striving to be the best at this.

It takes lots and lots of small changes. And so that’s been a really learning, you know, big challenge for us to make that adaptation from just rapid growth as fast as we could, to also profitable growth. And so that’s been an interesting change. COVID was a different challenge for us. You know, we went from being a primarily hospitality focused business to a much more light industrial. Now we’re majority light industrial.

That shift took some courage on our end and some, you know, just it was gone. I mean, it was shut down all the way. No events. Yeah. I mean, in one day, I remember one day I can remember at Utah Jazz games, one of our, one of our players popped for COVID and, ⁓ you know, that the whole NBA shut down. And then the very next day everyone said no events, like just shutting down.

Anthony Codispoti (53:07)
the hospitality industry mostly shut down. So your business pretty quickly you drop down.

Hunter Sebresos (53:30)
And, ⁓ yeah, we had thousands of shifts in the hopper and they went to essentially zero over two days. And so we had to shift quickly and luckily we had some warehouses that would just become new clients and we’re liking the shape of that and decided to ramp that up. And we offered, you know, some, some promotions. You’re good.

Anthony Codispoti (53:50)
And if those were sorry to interrupt Hunter if those were

just kind of paint the picture for folks if those warehouses are doing e-commerce fulfillment that’s something that went through the roof. Nobody’s going to the stores everybody’s buying stuff online.

Hunter Sebresos (53:56)
Yes. Absolutely.

That’s correct. Yeah. It went rapid and they could not adapt fast enough. And everyone’s thinking, I’ll stay at home. So they were not only getting more demand than they ever had, but they’re dealing with a mindset of the average worker, which was, I’m not supposed to, I’m supposed to be at home. And they’re saying, well, then people won’t have things. So we actually looked at it as a way to help the economy. And we said, Hey, you come work with us. We’re just, we’re not even going to charge you fees.

for the first 60 days. We just want you to get people to work and let those people work so they can put money in their pockets and keep your business moving along. And that earned us a handful of really great clients coming out of that. And then some momentum, a little bit of a gamble, but a bigger gamble was, as I mentioned, sitting there wondering what to do in the midst of COVID.

Anthony Codispoti (54:46)
It’s a bit of a gamble on your part.

What do you consider to be your superpower hunter?

Hunter Sebresos (54:57)
And then,

yeah, I, a couple of things I would say that creativity is definitely something I’ve built on, um, you know, in the early days, was. Advertisements, creative advertisements, maybe design related things and just being a really creative person through visual expression and, you know, fun communication. But then learning to adapt that in a different way, different solutions.

to sell business challenges or challenges for people in general. That’s one of my strengths. ⁓ and I’ve really come to appreciate and learn how to take those creative ideas and then turn them into strategy and game plan and, know, something that fits a business model. So I think that that’s a real strength. I think the other strength that I have is just being able to really get the best out of people. ⁓

One of the challenges I do have is I find I do that much better on an individual basis. And so it really usually impacts the people that directly report to me or that I have close work with. And I feel like I’m currently learning how to expand that further in this role. But seeing what moves people, a good sense for that.

done lots of different things and met with lots of different people and worked alongside lots of different people, I think is where that comes from. Even my family culture, my dad was Filipino, my mom was from here in the United States, mixed culture family. You know, it’s like any place, any people, any person, I feel like I can get along with you, connect with you and figure out what’s gonna get you excited and motivated and help you build a path toward it.

And I really like to do that with the people I work with.

Anthony Codispoti (56:53)
What are some strategies

you’ve found that have been helpful in doing this?

Hunter Sebresos (56:59)
I mean, it sounds really basic, but you got to really listen and you can’t just listen with your ears. You got to listen with like your eyes with your heart. What are they? You know, what does your heart tell you that they are feeling right now to think that people are just working machines is the wrong way to approach it. And part of my experience in the military actually, you know, like it was a very thoughtful, contemplative.

Marine, but also very disciplined and hardworking. ⁓ and I learned that sometimes barking orders is not the best way to go. Right. So you’ve got to earn people’s hearts and minds, not just expect them to go in a direction at all times, because people will do something, you know, if forced to, they’ll do it, but they won’t do it willingly and with effort and with commitment.

And as soon as something breaks down, they’ll just wait for the next order instead of figuring it out themselves and pushing through it and coming back with the result. And ultimately what I want is a result. I don’t just want compliance. I want a result. And so I’m looking for not just earning their compliance. I’m looking to earn their hearts when I’m working with them.

Anthony Codispoti (58:27)
That’s powerful, I like that a lot. Anything in terms of daily practices or habits that either help you start your day, Hunter, or kind of keep you centered and on track as you go through it?

Hunter Sebresos (58:39)
part a new one recently. So on the days when I’m not running, I just make sure to go for a walk to do my planning while I’m walking. I find that my planning while I’m walking is actually more productive than sitting at a desk because sometimes I’ll want to open up my phone or open up, you know, check an email or something like that. And I get distracted really quickly and a walk doesn’t allow me to do that. I got to be moving along and I got to be thinking of each one of those roles that I have. You know, whether it’s being a father, you know,

a member of my church, whether it’s being a CEO, like I’m looking through those roles and saying, what do I need to do? And what is the most critical thing to do that I could say to myself, if I only got that one thing done today, I could check it off and say, I did the right thing today. So that to me is really, really critical.

Anthony Codispoti (59:25)
Do you like to do that in silence

or do you listen to music on your walks?

Hunter Sebresos (59:31)
⁓ I’ve tried both. I think the silence is better for me. You get little thoughts and promptings and stuff you can get a little deeper. And I imagine for some people that’s not the same, but for me that’s what works best.

Anthony Codispoti (59:47)
For me, there usually, not always, but usually has to be some kind of noise. ⁓ So sometimes it’s like upbeat music. Sometimes it’s slower tempo music, just sort of what my body needs. And then ⁓ no affiliation, but brain.fm has these sort of, ⁓ these, ⁓ what do they call these tracks? Help me out here.

Hunter Sebresos (59:52)
Right.

yes.

Right. Yeah,

there’s like white noise tracks or different tracks to help you get your mind in a certain mode. Yes, that’s it. Binaural beats, yep.

Anthony Codispoti (1:00:17)
Binaural beats, think is, yes. ⁓

And there’s something about that that man really puts me in the zone. ⁓ yeah, oftentimes for me the quiet is sort of deafening, but yeah, like you said, of to each their own, everybody has their own preference. Hunter, I’ve just got one more question, but before I ask it, I wanna do two things. First, I’m gonna invite all listeners to just pause for a second, go ahead and hit the follow button on your favorite podcast app.

Hunter Sebresos (1:00:25)
That’s awesome.

Anthony Codispoti (1:00:45)
We’ve had a really interesting conversation today with Hunter from Baconwork, and I want you to continue to get more great stories like this. Hunter, I also want to let people know the best way to get in touch with you before I ask that last question. What is that?

Hunter Sebresos (1:00:59)
And then go to baconwork.com if they’re interested. That’s probably the best way to do it. You can also go to the app store if you’re a worker and you want to find opportunities. Store a Google Play store, download it there, search bacon work, and it’ll be one of the first things that pops up. Download it and create your account. Those are ways to do that as well. And all through your phone.

Anthony Codispoti (1:01:17)
you can do it all right through your phone.

Excellent. So last question for you, Hunter. You and I reconnect a year from now and you’re celebrating something. What is that thing that you’re celebrating one year from now?

Hunter Sebresos (1:01:31)
I would like to see this W2 side of our business surpass our 1099 side of our business. And what that would mean is we’ve expanded the, the, into more markets and the larger clients and maybe provided yet another opportunity for people. One thing I didn’t mention before too, is we actually have a direct hire solution so they can do temp. They can do W2 and they can just go direct hire through our platform. They want to do that. So we’re trying to provide.

Anthony Codispoti (1:01:57)
interesting.

Hunter Sebresos (1:02:01)
basically any way for someone to get to work. Because when people work, they have confidence. And when people have confidence, it builds more confidence and they get more opportunities to work. And so we’ve opened up all those doors and some of them were recent than others. And I’d love to see all of those doors have lots of people passing through them a year from now when we talk again.

Anthony Codispoti (1:02:23)
From a marketing and operational standpoint, what does it look like to try to really beef up that W2 side of the business?

Hunter Sebresos (1:02:32)
⁓ you know, we got to get our sales team to learn how to sell it better. We got to learn how to get the marketing dialed in better than we have it now. It’s mainly optimization is what I would say, because we’ve done these shifts before. We know how to do them. ⁓ but now we got to build the right marketing and sales channels, go to market solution in order to scale it at a more rapid pace. And the same thing goes for our direct hire platform.

Anthony Codispoti (1:03:00)
Excellent. Well, Hunter Sopresos from Bacon Work, I’m to be the first to thank you for sharing both your time and your story with us today. I really appreciate it.

Hunter Sebresos (1:03:08)
Anthony, appreciate your time and I appreciate you having me on the show.

Anthony Codispoti (1:03:12)
Folks, that’s a wrap on another episode of the Inspired Stories Podcast. Thanks for learning with us today.