Alex Pasternack, Executive Vice President of Binske
Alex Pasternack, the executive vice president of Binske, was born and raised in Miami, FL. After graduating Gulliver High School, Alex attended The University of Colorado in Boulder. Alex studied civil and environmental engineering, with an emphasis on project management. While there, Alex created Wear The Party, an interactive clothing line in the wearable tech space. After graduating, Alex worked in medical sales in Miami for several years. Alex joined Binske as Head of Sales in March of 2017. Since then, Alex has been promoted to EVP, where he focuses on sourcing licensing deals, coordinating and managing strategic partnerships, while also staying busy with general marketing, packaging, and keeping his the finger on the Instagram trigger!
[00:00:01] You're listening to Thinking Outside the Bud where we speak with entrepreneurs investors thought leaders researchers advocates and policymakers who are finding new and exciting ways for cannabis to positively impact business society and culture. And now here is your host Business Coach Bruce Eckfeldt.
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[00:01:06] Welcome, everyone. This is Thinking Outside the Bud. I'm Bruce Eckfeldt, I'm your host. And our guest today is Alex Pasternack. He is executive vice president at Binske. And we're gonna talk a little bit about the company, the history, their take on the cannabis market. Obviously, a pretty incredible brand at this point has made some pretty interesting moves. Curious to find out about how things have been going about the history. I'm learning a little bit more about the products, a little bit more about the brand, but the model they've developed and how things are going with that. Alex, welcome to the program. Thank you, Bruce.
[00:01:38] Really appreciate you. You haven't made it excited to talk cannabis with you.
[00:01:43] Yeah. So let's find out a little bit more about you first and then we can talk about how you got into the space and we can talk about Binskin kind of the ride you as have been on and kind of where you're at and where the future holds. But let's learn about Alex a little bit more. Tell us about your background and how this all came about. Absolutely.
[00:02:02] So born and raised in Miami, Florida, ended up deciding to go to college, actually, in Colorado, in Boulder. I was a civil and environmental engineering major in Boulder. And after graduation, I ended up moving to Los Angeles, where my brother Jake was living. Jake was really interested in the cannabis space, was looking first and foremost to make an investment in the cannabis space. But he couldn't really find something that he thought was worth investing in. And basically, I quickly realized that there wasn't a brand, which is what his focus was interested. His interests were in terms of an investment. There wasn't a brand that was often operating at the highest quality all the way around. Yeah. And so it was truly my brother, who's the CEO and the founder of Ben's COO, set forth to head back to Colorado, get some licenses and to build an operating company there. And so at that time, I actually moved back to Miami.
[00:03:00] So I got into medical sales in Miami and was doing medical sales for roughly the two years that Jake was living in Colorado and decided to buy a piece of land and build it, grow and acquire hab and do basically all the heavy lifting to get to the point of being operational and ready to start producing products. I then partnered with my brother basically upon inception of the brand, and together we launched Binse about three and a half years ago now. And the name Binse, funny enough, came from the evolution of the word Duby. So in in high school we we often heard Duby and over time we turn that into Dubinsky and S we actually chopped up to do and we chopped up ski in a Binse was our word in a school to to go outside and to smoke a doobie without anyone really know it.
[00:03:56] So as code this was your code word.
[00:03:59] Exactly. It was 100 percent our code word that all of our friends started to use, which directly just meant a joint. And we we used it pretty heavily. So to see benoist as one of the top cannabis brands in the world. It means so much to us.
[00:04:13] Yeah. Know there's a personal story attached to it. I love it. I love it. And to win it. So when did you found out? How long ago was this at this point?
[00:04:20] This was 20, basically nose towards the end of 2016.
[00:04:25] So but, you know, Jake had moved to Colorado early twenty, fifteen, maybe late 2014. And then the brand really launched basically January of 2017.
[00:04:37] And I guess tell me a little bit about the original brand intentions. I mean, I get the idea that, you know, quality wasn't wasn't there or quality wasn't to the level that you wanted. But give us more details in terms of really what you were trying to achieve by launching the brand, what the brand was representing. What did that mean in terms of products and you know, how you kind of designed the original company? And what was it like in the beginning in terms of your intentions?
[00:05:00] So Jake and I have been pretty passionate about the plant for some time now. And when we know what good products in, you know, the difference between good products and bad products are. And so we knew from the very beginning we wanted to become the four seasons of candidates. We wanted to operate at the highest possible quality standards all the way across the boards. Keep in mind, when we launched, we were not that we were somewhat late to the game in the sense of we went to Colorado to launch this brand in most. Sure. Cannabis market are out now, and that was done on purpose because we thought if we could prove the you know, the the concept in a mature market like Colorado, then we can figure out a way to get the brand into these other territories. So we launched with the idea in mind of what's differentiate our brand. So in a land of milk chocolate, we decided to do dark chocolate in the land of Dungy's. We decided to do fruit leathers. And one of the other edible SKUs we launched with the very beginning was extra virgin olive oil.
[00:06:02] Additionally, we had a line of honey. So we came out on the edible side with a differentiated line of products curated by products in particular lived to tell you one quick story about chocolate. It was about eight years ago. Now, in No Reservations, Anthony Bourdain and his team went down to Peru. And while there, they basically rediscovered the Peruvian nasional cow in English. That's just the Peruvian National Park cow. If you check out this episode, you will see that the pods from the cow are actually really white. In a rare type of cow. And so it was thought to be extinct for over a hundred years. They basically found a clone, did hybridized it, started mass producing it again. Binna has exclusivity of the Peruvian nasional cow in the cannabis space. So fascinate engine. Yeah, pretty, pretty incredible. So not to mention any names of competitors of ours. But you got to think back now a couple of years, most of the competitors of ours in Colorado were using their edibles really as a delivery mechanism just to deliver the high consumer.
[00:07:08] There's a cracker for the peanut butter.
[00:07:10] Exactly. The whole point was just let's deliver these milligrams to the consumer where beans, in my opinion, really was the first brand and company that started sourcing some of the finest wrong gradients in the world that just and happened to be infused with cannabis. And so what we were now delivering to the consumers was a bean to bar, farm to table, artisanal World-Class ingredient based edible line. And so the chocolates in particular, ranging from forty seven to seventy five percent to cow, it was a real difference, a true differentiator in the space of just being the first brand to actually focus on trying to produce some of the finest total edibles, including the wrong gradients, the packaging and of course the consistent cannabis oil in the space.
[00:07:59] Yeah. Tell me about from a cult of our point of view. Any any particular focus or how did you choose? You know, basically what products, what what raw material to use and some of your products. How did that play out?
[00:08:11] Yeah. So my brother Jake has been a flour snob most of his life and a really good way that nothing but love.
[00:08:20] So he was really the one that went on the quest to to search for the best genetics for us from all over. And so we now have a vast portfolio of genetics, roughly 58 strains in each of the territories that we're in. And they range from the fruit is to the oji is to the hays is an unbelievable crosses between all of them. And so our model is based on what I call really from soil to oil. And when I say soil to oil, what I'm saying is that we were actually growing these genetics, our plants. No one else is growing these exact genetics. Now, we then are extracting these into oil and we're producing our downstream products from our our actual cultivars as well. And that bottle and you don't see as as consistent across the board. A lot of people are buying biomass in the marketplace and they're not as focused on the cultivars and the genetics that make up the downstream products. And while some of our products are way more predicated on those quality genetics than others, we have basically built what's called a vertical integration in the sense that all of our products right now are being produced from our own cultivars. We occasionally buy some wholesale, distill it in the marketplace and pools occasionally buy some excess material.
[00:09:39] For one, we're in a pinch or need to produce way more products. But for the most part, we are as vertical as humanly possible right now.
[00:09:47] Yeah. Now. And how is that, I guess how is that played into the branding and of the price points and to, you know, the sort of product product development, product selection. And I mean give me give me some insights into into that time.
[00:10:00] Yeah. Our lane that we play in is primarily I would say the top 10 percent price point. We we basically wanted to be the brand at the highest quality, but not to out price ourselves. So we're usually just try to be like a dollar or two more than the average of that SKU in mind that all these markets are so different. And so the Colorado market is turning a little bit into like the Oregon and Washington markets. I hate to use this term. A little bit of a race to the bottom. And so, Ross, we we understand that each of these markets will be a little bit different and our prices are somewhat varied across the board because of that. The end of the day, the the terms, quality and premium are being thrown around by basically every cannabis brand in the space right now, even if they don't use those kind of standards. And so we we have to demonstrate our quality based on our actual methods. And so the cultivar is is really the first part of it all. The next part of it all is the extraction methods that are being used. And so we we use a extraction method that's called hydrocarbon extraction, that uses a combo of butane and propane. And that's what we use to get live resin. And so without boring you, too many details. Most competitors out there for the vaped formulas are extracting a dry trim material.
[00:11:24] So the trimet, the excess material that that falls off when when doing your trimmings of the buds and they then wait a little bit and they they extract this dried out trim material. And at Bienstock we are freezing basically 90 to 95 percent of what we grow the entire plant and we actually extract a material that we call fresh frozen live resin. And so within about 30 seconds of the entire plant being taken out of the soil, it's it's flash frozen at negative net, 90 degrees. And that allows for the flavor, the aroma, the teens, everything that's in that plant to stay in that plant and not to evaporate at all. And that produces a much higher quality product called live resin. And so we produce in all of our vapes currently to date in the states that we're in, it's only live resin extraction that goes in there. And so not sure if you or the others on that are listening to this and had the chance to try. But it is a an absolute night and day different product than most of the dayparts parts that are out there today. So now understanding again back from Cultivar as to the extraction to the downstream execution of the edibles and the topicals and whatnot. And with all those wrong gradients and the packaging that we've done, that's really the boat that we've tied together and called Bensky.
[00:12:44] Yeah, that's great. So while a couple of questions on us, this is tell me about the extraction process. I mean, is this something that you developed on your own or is this in collaboration with people that make the equipment or.
[00:12:56] Hi, I guess, how did how did you develop this? How did you research it? How have you improved it? Because it sounds pretty complicated, you know, going from soil to minus 90 degrees. And, you know, within that time period, how did how did this come about? How did you pull this off?
[00:13:12] Yeah. So we are not the only ones to be doing this right now. And we did not create this technology by any means. The reality is that there are a ton of different extraction methods that are used today. Ethanol, CO2, butane, propane, there's even a world of solvent less extraction. So there's people that aren't even using solvents like solvents. I just mentioned they each have pros and cons to them. Now, the ones that you see most often across the country right now and really across the world is CO2 extraction and ethanol extraction. And those two are seen most often because they're pretty much the easiest to run with the highest yields. So again, yield you put in your your input material, you put in your flour and the oil that comes out on the back end is your yield. And so understanding how to increase your yields is something that is directly tied to overall revenue of an operating company. And so CO2 has been the one that's again, most most readily available in the form of a base. And we just think that the butane propane extraction method, even though it has a lower yield. So we weren't going to get the total same amount of X of oil on the back end of the extraction. We believe it's a much cleaner product and we believe it's a higher quality product now.
[00:14:31] And so those are some of the things that we've had to decide to do at Binstock, which is do we do we follow the rest of the herd and do what is going to make us maybe a little bit more money right now? Or do we want to stick to our guns and stick to the brand ethos? And so understanding things like that directly demonstrate our commitment to quality across the board. Furthermore, one of the things that jump in there is we could move away from the different types of cultivars and soil in the way that you run. Your cultivation is in large part predicated about the nutrient lists that you're using. Are you using synthetic nutrients? You want to use organic nutrients and how close to it being as organic of a grow as possible. And so we we've had the opportunity we still do to run more of a synthetic grow, to spike our THC count and start to produce things that would probably generate us more revenue. At the same time, we again. Or our commitment to quality has not changed and we want to continue to provide our customers the highest quality product. Even if the THC count might not be as spiked as other brands, we believe running more of an organic based nutrient list for our cultivation is another another way that we demonstrate that.
[00:15:48] Now and now as as being a multi-state operator now. You know, you can't you can't have a centralized facility in one state and manage the production and distribute it.
[00:15:58] How are you making sure that your your processes, your standards, your checks and balances are really happening on a state to state level or or meeting your standards and are both consistent with your expectations, as well as when a state sort of regulations and restrictions on things that they know. That's sort of the variances that happened because of the state laws. Tell me a little bit about that.
[00:16:19] Yeah, it's a great question, Bruce. So basically, first and foremost, the first part of your question, you nailed it right on that. Cannabis can't cross state lines. And that's because we all know it's still not federally legal. But what can cross state lines is packaging wrong ingredients in all of the IP, the intellectual property of how to produce these products. And so we've been called the HBO of cannabis in a recent publication. And that's because of the licensing model that we're actually going down. And so in Colorado, Bin's has its own grow, its own lab, its own kitchen. And I hinted at earlier our vertical now. And so we produce all of our own products there. And I really describe our first 18 months of existence as as mostly an IP hub. And we're just building out all of the IP for flour products, edible products, topical products, concentrate products in hopes of having some demand for this brand across state lines to go execute. And so we have now signed a very similar licensing deal into 10 other territories. And so, again, those 10 territories that are now signed for the Binns brand, we don't have operations there.
[00:17:33] We're not growing. We're not extracting we're not producing the downstream products. We've identified a partner in each of these territories and have never signed off exclusive rights to our brand in that territory. And so because of the difficulties of crossing state borders right now, we've decided that let's get production up and running in each of these territories. But let's not own these hard assets ourselves. And the logic, again, goes back to this notion of if federal legalization is going to occur in the next year or two or three, which I think most of us in this space do believe, then what good is it for us to have 10 commercial kitchens in 10 growers and labs? Now when we will at some point be able to cross state lines. So we basically have used the Colorado operation to be able to generate these other deals and all of the opportunities to get the brand into other states while not having to fork over a big initial capital, a big cap ex to get those projects up and running in each of the territories.
[00:18:37] Yeah, I see that a lot. I mean, I work with a lot of cannabis companies where we're doing the strategic planning, just kind of looking at, well, how is how is going legal federally and or D schedule or whatever it ends up doing federally.
[00:18:49] How was I going to change our market? Yeah, I mean, some of these some of these growers are going to get clobbered in an open market. And I think a smart I mean, using kind of a licensing strategy to speed up the growth process, you don't need the capital expenditures. You don't need to put people in place. You can leverage it. And then also sort of de-risk yourself when it comes to federal a federal legalization. I think the downside on some of that were the risk. The risk that you take on is maintaining quality control over these things, making sure that your brand is going to be consistent from state to say it. I mean, talk to me about how how are you making sure that the people that you're partnering with in the different states that you're operating or that the brand is is operating? How do you make sure that the brand is there, that the process is there? What controls have you put in place?
[00:19:32] Yes, that's another great question. We know.
[00:19:35] My brother started to throw around this term earlier, a couple of years ago. That just stuck with me. And that is that partner selection is really everything. And it couldn't be more spot on because first and foremost, finding the partner, identifying the partner and understanding, is this someone that I'm going to be able to work with and get in bed with? Is this someone that is going to be able to produce my brand without cutting corners? I mean, that is a huge, huge, huge question. The royalty rates and the weight of the construct of the deal is that we have the brand. We don't make our money until the partner makes their money. And so if you think about that, it's truly a marriage, because, again, if they don't succeed, we won't succeed. So we need them to succeed. So not only is the who which group over here might make sense to produce our brand, it's we must believe in that because we don't think that they're going to. Successful, and we don't think that they're going to execute properly, then we can't sign a licensing deal with them. And so understanding the the of the deal is a big chunk of it.
[00:20:38] But you're absolutely right that once the deal is signed is really when our job starts, because at that point now we need to manage. Q8 You see quality assurance, quality control to the highest possible standards again. And so making sure that the THC percentage in our SKUs remains consistent, making sure the cultivation in our genetics are being grown properly in each of these territories, making sure that our hazelnut chocolate bar has the correct amount of hazelnuts on that bar. We recently put on the legally edible of the year sticker on to all of our edibles. So now we need to get that sticker across the board to all of these states and get them to implement that sticker at the same time. You don't want the sticker to be on some of your edible products in some states and the others other. So a lot of the Q A QC stuff that's happening is more aesthetically pleasing in the sense of it's small touch. Is that a true customer in one state may not realize because they are not comparing these products to other products in other states at the same time.
[00:21:41] That is a big part of me and my brother in terms of our job description of what we do. We're actively in these production facilities watching them produce the products and making sure that a lot of this is being done the way that we set it up to be done.
[00:21:56] Yeah. But again, just to close the loop on that. There have been other cannabis brands that have tried to license their brand across state lines and a few of them have had issues with this, whether it's the partner cutting corners, issues getting paid to, issues getting shut down because of production issues in these other territories. I mean, it would be silly for us to think that we could just sign licensing deals and everything else would fall into place because we understand that we have our work cut out to make sure that these guys are operating and executing the brand to the highest level. One last thing that I love to throw in there is that we have now signed these licensing deals mostly with publicly traded entities. And so we recently signed a seven state licensing deal with Mary Medd. We're signed with true leave in Florida. The other two deals that we have are not public. I see. But my point is, is that they are operating at what we believe to be an insanely high quality. And we we think that their access to capital, their ability to continue to build infrastructure in their their size and scale and overall automation that they have on the production level is better suited to produce our brand than having to get into that space and having to compete with that. And so the licensing model of being able to tap into our partners operations instead of having to compete with them is is pretty beneficial and powerful.
[00:23:26] It's interesting. Your approach is really, you know, tackling some of the big strategic issues. And in terms of building cannabis businesses right now, in terms of the multi-state operator side, I mean, you're here.
[00:23:36] You don't have to deal with the a lot of the intricacies of state-by-state variations in terms of laws and regulators. You kind of put that back on to the license holder, the capital capitalization side.
[00:23:47] So, I mean, I think a lot of companies.
[00:23:50] I mean, it's changing to some extent, but a lot of companies are solving problems, finding enough capital to to handle the growth on the scale that they want to achieve.
[00:23:58] I think that's right. And then just the risk of long term changing in the market, you know, as as this market changes, you know, that you've you've position yourself fairly well to be able to navigate that without or giving yourself lots of options as as that comes down the pike. It's funny. I have this vision of I don't know if you've seen the McDonald's movie about this, this vision of a, you know, the first McDonald's and getting everything perfect and how much time to turn the hamburger and how many onions to put on and all this and really just nailing the process. And, you know, obviously we're dealing with a much higher end brand, but just that dedication and that really focus on how does the process work? How do we how do we get a highly repeatable product from location to location? But at the same time, dealing with all the different variations that are happening on a state by state level because of these different markets and the different regulations. So smart strategy would have been some of the challenges.
[00:24:48] I mean, when you look at the last couple years in terms of building this, where where have things been difficult or where have you had to really kind of navigate problems or concerns as as you've gone to market these different states, Yelp offers?
[00:25:01] Just go back to your example. I have that same vision in my head of that documentary, the founder of McDonald's getting that set up. I can appreciate that comment. And then I actually feel that exact same way in terms of dialing in these S.O.P. And so in this industry, the S.O.P. Is really everything that the standard operating procedures. And so developing S.O.P. Is for each and every one of the facets of what we're doing is exactly that in terms of some of the difficulties. I would say just give you a few couple examples, a few examples here in Colorado, one of the other differentiated products that we launched, which was called the paté if we which is a fruit paté. Uh-Huh. And we decided again, we didn't want to come out with a traditional gummy. Like everybody else. And we had to differentiate ourselves. And so we launched a paté. We didn't really realize that producing a paté, we which which is a candy with a little moisture, a little bit more moist on the inside than a true generic gummy producing a PETTITE.
[00:26:02] If we add 80, 300 feet in Elevation Creek where we're out. Then try to replicate it. Sea level was going to cause some issues. So the type of things that, you know, as an executive for a multi-state brand that I wouldn't even have ever thought about. And so as you go to replicate your S.O.P. Is in each of the territories. There are things that you haven't accounted for. And so it's not as easy as just saying, I'm going to buy my ingredients, buy my equipment and everything will be the exact same. Because, again, the way that the plants are grown, the way that the extraction is done, the yield that everything is going to be a little bit different in each of the territories.
[00:26:43] So I would just say the reality is, is that this plant is so unique and there are so many strains and you just don't know exactly what's going to be produced every single time in the sense of each and every one of the territories is going to be at a different location and is dialing that in is quite difficult. Additionally, I would say one of the biggest issues that we've had up until recently is just the ability to raise capital. So keep in mind, one and a half years ago, five years ago, when this was originally being put together, this was an insanely risky idea. And the ability to go secure capital with at least a decent deal for that capital was very difficult to do. And so seeing these Canadian operators pop up and have that access to capital and being able to have incredibly low interest rates on some of these loans, we just we weren't able to tap into that, especially when we did it years ago. And so happy to say that it's great to see it start to even out as these investors start to feel more secure with this investment and the risk factor starting to alleviate a little bit. But that would definitely be something that I would need to mention is just that difficult. The risky nature of a business like this, when we actually decided to go do this now.
[00:28:01] Yeah, it's funny. You mentioned the processing and then the different locations. I mean, I can remember who it was talking to a edibles manufacturer and high end chocolates. And they're talking about also trying to produce this in a place that had like a 90 degree relative humidity going on.
[00:28:16] And it was like all of a sudden, all the all the times change and some of the processes weren't working. Right. But just dealing with all the different variables. Typically, when you're dealing with at that level a product and you're you're dealing with obviously the the the agricultural aspect. Now you're dealing with the culinary aspect, packaging, you know, all the machines, you start to increasing volumes and all this and things don't work quite the same way.
[00:28:37] I'm trying to figure that out is huge. And I could see the challenge of being able to go state by state and not only s process, right. But I maintain it over time and and then manage growth. I'm curious, like as as you've kind of look at this market, I know that, you know, everyone in the states here is is very focused on kind of what's happening between each state. What's gonna happen federally? What are you seeing internationally? Is there any do you see activity? Are you looking internationally as you look at the brand? I mean, I know Canada, as you know, sort of developing. And I mean, they're talking about Mexico passing some legislation soon. And then there's, you know, several other countries on an international basis. Is this is the U.S. enough for you right now? Are you starting to look at some of the international factors here?
[00:29:17] I don't want to sound greedy, but I would say that the U.S. is not enough for us.
[00:29:21] So in terms of the U.S. right now explained earlier, Colorado, we have and then we have now 10, 10 other states that have come on board for licensing deals for 11 total. Some of the other states, first and foremost, before I go to the international that we're we're talking to figuring out opportunities with Hawaii, I'll be in Hawaii in two weeks, Shanghai and meeting with some operators and then Arizona, Michigan, Maine, there's you know, there's still a big chunk of territories that we're not in in the U.S. looking at some of these markets like Oregon and Washington. We've been scratching our heads a little, just wondering and having internal discussions of do we really want to enter these markets is our third time to enter these markets. And at some point you have some of these states that you then wonder, well, would it make more sense to look at a country like Colombia instead of a state like Washington or Oregon? And so, yes, we are having a ton of conversations with groups not only in Europe, but also in South America primarily. And so we actually have an ally in place right now or the letter of intent in place with a group that's in Colombia, Uruguay and Peru. So it would be a three country licensing deal to get the. Brand into South and Central America, which we.
[00:30:32] Excuse me, that's all South American, North Central. We'd love to be able to go do. We are also talking to a group out of Italy right now. We've had some discussions with some groups in Spain and Amsterdam. Keep in mind that nowhere in England I'm sorry. Nowhere in Europe right now is federally legal now. So even though Barcelona and Amsterdam have the coffee shops set up, the way that they do, it is still federally illegal in both the Netherlands and Spain. So, again, going back to navigating these kind of difficult waters and how do we do something over there if it's federally illegal? Still, our conversations that we're speaking with counsel and trying to find the right answer to. But we believe that Binse is currently one of the top brands in the US and we will look to continue to expand that footprint to make Benteke one of the top brands in the world. We have a deal in place with a group in Canada. And so we are trying to finalize the last of that deal and plan on making an announcement, which would be the first country outside of the US. The bensky brand would be available. And so we we will continue to try to make Binskin an international brand over the next few months and next few years now, and I think at all.
[00:31:49] It all started with a code word for getting out of classen and smoking a little bit. Dagley. Alex, this has been a pleasure. If you will want to find out more about bandoske about you. What's the best way to get that information?
[00:32:02] So in terms of the brand, I would say the best way to stay on point with what we're doing is probably the Instagram page. And so that's just Binske B I N S KE E our website is being redone right now, but you can still go on there and check out the old one until the new one's done. And that again has just binske.com. My direct email is firstname.lastname@example.org. I'm happy to field any questions and talk to whoever is interested in having a conversation.
[00:32:31] Now thanks. I'll make sure that those are on the thrown out so people can get those. Alex, a pleasure. Really exciting to have you on.
[00:32:37] Really excited about what pinsker is doing and I'm excited to see it play out. I think there's a lot of interesting so interesting things are gonna be on the space next couple years.
[00:32:45] I think you're well positioned. Think you have a really innovative approach to running the business, developing a brand. So I'm I'm excited to see where it goes. Thank you so much for taking the time today.
[00:32:54] Yeah. Thank you, Bruce, for having me. Can't wait for New York to become legal as well. So I can get you some Binse products in New York. We're going to look for exactly work in progress. But again, really appreciate you having me on today and look forward to staying in touch and continuing to update you guys on the bench press. Awesome.
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