This week we talk to Russ Harrison, the Group Managing Director of Spartans Boxing Club, a community focused boxing club expanding rapidly across the Asia Pacific and Middle East.
In the episode Russ takes us on a journey from opening his first location in Singapore to building a franchise fitness business that is set to take him to 5 locations and beyond this year.
This is a must-listen for anyone thinking of growing their studio into a franchise.
Kevin: How is it going everyone? Welcome to the Fitness Founders Podcast. I’m Kevin Mannion, VP Marketing here at Glofox. This week we talk to Russ Harrison, the co-Founder of Spartans Boxing Club, a community focused boxing club that is expanding rapidly across Asia, Australia, and Middle East. In this episode, Russ takes us on a journey from opening his first location in Singapore to building a fitness franchise business that has taken into 5 locations and beyond. This is a must lesson for anyone thinking of growing their first gym into a successful franchise. Let’s get started.
Russ Harrison, welcome to the show.
Russ: Thanks for having me.
Kevin: Great to have you on all the way from Singapore there and you’ve started a really exciting franchise business. Yeah, let’s kick off by telling me a little bit about yourself.
Russ: You’re absolutely right, so I’m in Singapore. I’ve been here for about 10 years now. I’m an Aussie born and bred so I’m from Melbourne. I came over here 10 years ago for my day job then. I was involved in sort of boxing and martial arts all of my life since I was a kid, and back in 2015 was lucky enough to get involved with Spartan Boxing Club which is when we started our first gym. Fast forward to now, the sort of the side gig has become the day job. I’m still here but now doing my passion as a full-time thing now.
Kevin: I’m starting to feel like half the people we have on the podcast here are from Australia or New Zealand but sitting somewhere else.
Russ: Yeah, don’t get a sense of the reasons why we left Australia. I mean Australia is lovely. It is very, very far away from everywhere else.
Kevin: Tell us a little bit about Spartan. I know you and your co-founder have interesting stories and its interesting concepts. Tell us a little bit about the business.
Russ: Spartans Boxing Club very simply put it is a community focused boxing club. We’ve got the mantra of ‘boxing without bruises’. We are basically building community based boxing gyms that are accessible for everyone, inclusive environments for the 99% of the people that want to step into a boxing gym they want to experience boxing martial arts for a sense of community and fitness but they don’t necessarily want to get punched in the face. That’s kind of the concept of the gym. We do class based boxing, running a number of different levels of boxing classes from everybody from absolute beginner to people who are more experienced and do want to pursue, so it is authentic boxing at the same time. We’ve been in Singapore, here we started… It is our 5th birthday next month, so happy birthday to us.
Kevin: Yeah, happy birthday.
Russ: Look, I mean, the story of how Spartans came about the story is really interesting. As I said a minute ago, my background has been martial arts and boxing since I was a little kid. My parents put me into it and I’m fortunate it stayed with me forever. I’ve competed in a number of different martial arts all throughout my life. I guess the most recent of those is I’ve been a professional boxer so I’ve had a small number of professional boxing fights. I’ve also fought in the amateur ranks. That’s always sort of been in my DNA. As I said before, I was never looking to pursue that as a living or as a business. But it is just really funny how the world works and it is incredible how health, and wellness, and fitness now is really booming. And so just doing something that you’re authentic about and that you’re passionate about. For me I’ve been really fortunate that has now turned into something that’s turning into a really feasible and exciting business.
My business who founded the business back in 2015, his story is probably little bit more dramatic than mine and we love telling it. He is a serial entrepreneur. He’s been really successful running businesses in various countries, in the UK, in Middle East, Australia, and Singapore. But he was doing what a lot of us do in that corporate world and he was living the life way back when doing all the things that you do, living fast. He was diagnosed with diabetes. I think if I’m not wrong this is probably 12 or 15 years ago now. He was told very simply from his doctors, “You either get fit or you’re going to have to really reassess your life.” He wasn’t really a sporty guy then and he got introduced to boxing, and fell in love with it. If you are asking, his name is Naz. If you ask Naz he will tell you very simply that boxing saved his life.
The two guys that are responsible of this business, one of them will tell you that boxing has saved his life. The other one will tell you that boxing has been part of this life forever. And so we wanted to create boxing gyms that spoke to both of us. We wanted it to be authentic boxing number one. But number one, we wanted it to be an inclusive environment. We want it for people who were facing the same predicament as Naz, “I want to get fit”, “I want to lose some weight”, or “I just want to get in and fall in love with the sport”, and we want that to be inclusive. Because what we’ve found across boxing gyms across the world, so from where I was in Melbourne, in Australia, and from where Naz was in the UK and various other countries, boxing gyms were traditionally spit and saw dust. You walk in, the smell is the first thing that hits you, and then sort of everybody stares at you and sizes you up and down. We wanted to remove all of that stuff and we wanted to remove all those barriers that we’d usually see in a boxing gym and make it really inclusive community based. And that’s what we’ve got now.
Kevin: Nice. The topic for today is going from one location to five and beyond. Tell us first about the early days. Tell us about opening the first location and some of things you’ve learned doing that.
Russ: Probably, for me, I think the most exciting, interesting thing for us with this business is when we started we had no ambition to be anything other than one great community boxing gym that was doing all the things that we want to do in the community. For us, we talked the community, we’ve got a tiered approach to how we build that. But in short it is about, number one, making Spartans’ members feels like they’ve got a place which is like home. Number two, is making sure that we’re immersed in the local business community and number three is making sure that we are tapping into all of the sort of grassroots avenue so like youth outreach program and the local boxing scene and all that sort of thing. Those are the things that we wanted to do with the first gym.
We opened the first gym and very early on we sort of made a bit of a name for our self in Singapore for having a gym that was doing all of that. The part where it got really interesting was when we started to look at the numbers and the business model. We realized very early on that what we were unto with regards to the business model was really something. When Naz founded the first gym, so it was in October of 2015, the sort of deal that he and his wife had was it wasn’t a passion play. It wasn’t something that I was just going to open up a boxing gym and do great things for the community but [unclear – 7:40] into it. The business had to make sense. The numbers that we are really impressive that sort of made us want to do something about this was set the first gym up, after the third month of operation it was cash flow positive. It was washing its own face. We got to the end of the first year. It was profitable. If you’ve hear startup especially gym or boxing business to see those sort of numbers and also doing the stuff that we stood for so the purpose of the business. We are like, alright, there is something to it. Let’s do something with it.
Kevin: Obviously cash flow is the best number that can be in good shape. In those early days what was it that was making that so healthy? Was it people were sticking around and buying longer term memberships or what was it that was driving that success?
Russ: Awesome question. It really led up to what we’ve built the business on moving forward. Number one, you’re right, so we were doing subscription based memberships so 3, 6, and 12 months, so making sure that we had members who are locked in. Now for boxing gyms, not necessarily in Singapore, but for boxing gyms around the world that is something relatively unique. The gym that I used to boxed at when I was a kid, you’d walk in and [unclear – 8:56] and a jar at the front door. It was subscription based memberships so that was the one thing. Really the thing for us was and if you are talking about a city like Singapore where real estate comes at an absolute premium, we weren’t looking for… Our first gym in Singapore, it wasn’t in the CBD. It was kind of on the outskirts maybe sort of 15 minutes or so outside the CBD. Singapore is not a huge place but it was sort of outside of town.
So really the fundamentals that made it work was our overheads were really low, our startup cost was really low, our ongoing apex was quite low. And so we sort of formulated that into what the business model should look like moving forward and so our gyms were unapologetically and still so. There is not much bells and whistles. If you walk into a Spartans boxing gym it’s floors, lights, ring, some punching bags hanging up, some mirrors, and some very, very basic essence equipment. But the key for us was it was clean. It smelled good, and we had aircon which in Singapore is especially relevant. We took a really bare bone, basic concept. We really made sure that we were really managing the cost really tightly and that’s what made it successful early on.
Kevin: Got it. Now, your successful day in your first location and you are looking to go from two, to three, to four, to five. How did you approach this? How did you that?
Russ: At that stage, I mean, our first one wasn’t easy. I’ve got involved in the gym about a month after it had opened up so Naz and I had a mutual friend. I came in. I was still doing my day job so we had some staff there but I was essentially kind of watching it from afar. Naz at that stage had moved down to Sydney in Australia. He took on a role as a CEO of a company there. And so here’s me doing my day job, here’s Naz down in Sydney, and we had a small team who were there trying to sort of kick things along. But still we believed in the business model. The thing for us was when we said we wanted to expand we were also pretty cognizant of the fact that we didn’t know exactly how we wanted to do that. I think that was a really important point. It was a learning point for me especially. Naz and I were talking and I said, “I’ve got no idea how we should expand this thing.” And he said, “Well, let’s talk to some consultants who probably know a little bit more than us.” For small business that was a bit of an aha moment but it really tapped I guess into Naz’s entrepreneurial flare and understanding how to build and scale businesses.
The story is we brought in some consultants who were experts in franchising, a local based company here in Singapore. They sort of did an analysis on our business model. After they did the analysis on the business model, they gave us two pieces of research. One was if you were to go out and expand it on your own this is the capital that you would need and this is where you might get. And the second piece of information was if you invest in building the franchise model and start really early on here is where you can go when it is ready to replicate and scale and so we were pretty convinced on the latter of course. We’ve worked really closely with those consultants over the past few years.
Singapore’s government has been fantastic as well. Running a business in Singapore is great. If you are a local entity which Spartans Boxing Club is, so we are Singapore born and bred business. There is a number of government grants that you can get here to help you build and expand your business. We’ve been fortunate enough to tap into those grants on a few occasion. All of the external help that we’ve had from government, from consultants has really allowed us to build that franchise model out.
Kevin: Those people who helped you, those consultants who helped you would they have been had a lot of fitness experience? Or are they thinking about this purely from a business franchise perspective.
Russ: Great question. That was one of our assessment criteria when we are trying to decide who we’d work with. We were looking at what have these consultants done. The guys that we chose in the end, they were franchising experts and they did not have much fitness business experience at all. For us that was kind of okay because I think for me what we’ve always spoke about and one of the things that we do really well in Spartans is we are really customer centric business. If you walk into a Spartans gym, as soon as you walk through the front door, you will be greeted with a handshake and a smile. We always prided ourselves on that because it differentiates you from other boxing gyms. We’ve always had that customer service ethos.
So when we were looking at the consultants and the consultants were telling us that they’ve done a whole heap of work with x F&B chain or x sort of really customer focused businesses. We are like, yeah, actually we’re really interested in that part. They had a really great digital franchise management system that we were interested in and they just really knew how to build the backend of the business.
Kevin: Got it. Okay, cool. That almost outside perspective that didn’t have a ton of assumptions around fitness was something you think helped?
Russ: Yeah, absolutely.
Kevin: Cook. Okay, let’s move on to opening the doors in number two and what were the lessons, or maybe number three, what were the lessons that you learned when you got there?
Russ: I guess our growth has been kind of interesting. We opened our first franchise was in August 2018. And if I’m honest; so that’s two years ago almost last month, probably two years ago last month, the model that we implemented in that first franchise it was really a rough cut version of where we are today. Of course as a business you want to know that you are evolving every time. And so the guys who got involved with that first franchise were very cognizant of the fact that that was kind of our prototype so that was our first franchise to make sure that it was doing everything that we said that it would do. It was a lot less systems driven then. We had all of the SOPs, and we had all the expertise and the knowledge, and all the rest of it. But how we deliver that to the franchisee was a lot different to how we do it now.
The first one was we’re fortunate we had a great partner. They knew what they were getting into and it did everything that we said that it would do. The second franchise opens up. There was cash flow positive by month three. It was profitable year one. It’s been making money for the last two years. Again, we’d sort of proven the concept then what we did was last year so 2019 and it was probably a little bit slower than I would have liked. We really sat down with the consultants and we said, “Guys, we think that there is something in this. We really think that we can replicate and scale this business. We want the system to be even further refined.” And so we spent again a fair chunk of time doing that last year 2019. So it is October 2019 when I quit my day job and said, “Right, now, this thing is really ready to go”, and we pulled the trigger on it. And so we opened number three and number four early this year so January and February 2020.
We’ve gotten better every time. I’m really pleased to say. The first 2 were cash flow positive by month three. The third one was cash flow positive pre-launch and so was the fourth. Each time we’ve improved and we love that story. We opened obviously the third and fourth one just before COVID hit. We’re really pleased to say that we went into lockdown in Singapore, obviously a very stressful time for a new business, but we had done our launch so well with the new branches. Not only did we get through COVID and survived but we’ve kind of come out the back of the lockdown. There’s still some restrictions here in Singapore. But all of the gyms post lockdown have all grown significantly after lockdown. The thing for us which is really nice is we are seeing the model really evolved but most importantly it is just not about the model, right. The model has to give results and so the results every time are getting better and better.
Kevin: Nice. Okay and just to back a couple of steps because you covered a lot of ground there. One that first partner that you took on, or those first 2 or 3, what are you looking for in those people because I presumed you picked the right one is half the bat here. What are you looking for in those people?
Russ: Look, I mean, the fortunate thing for us was and I think this is a… I’ve looked into obviously a number of fitness franchises over the last few years. The first couple of people that were interested to do stuff with us were from within our community, so they are from the gym. They loved it so they wanted to get involved. I’ve heard that on numerous occasions with some of the most successful fitness franchises. Their first couple of years were really about that. It was people who were from the community. I think that really helps. You’ve got people who have seen it, they have lived it, they have braved it, they are passionate about it and they wanted to get involved because they believe in your business. They are passionate about it.
I think for us that was definitely with the guys that did the first franchise. Our third franchise, they were not people from our gym. They were just really interested in the model. They assessed us against the number of the bigger fitness franchises here in Singapore and they decided to go with us. They just obviously believed in the model itself.
Kevin: Do you think it’s… Which is harder for someone to take one on is if it’s someone say like you who knows everything about the sport or is it someone like Naz who has a different background. Who are you finding takes them on?
Russ: So far it’s probably… I mean, if I look at the people that we are talking to now it is people who have at least some sort of an affiliation or interest in fitness but they are not necessarily guys that are really into boxing.
Russ: Right? They would probably align more towards Naz. I mean, even one of the guys that owns one of our location has done some white collar boxing and Naz has done a number of white collar boxing matches as well. It does help if you’ve got sort of an affiliation and a passion about boxing, number one. Not necessarily. Number two, if you are into your health and fitness I think that really helps. I think that’s a trend that we’re seeing, right. There is huge push now for health, and wellness, and fitness. And so most people that you speak to they are into some sort of health and fitness.
Kevin: Okay, cool. Very good. Now, I’m very interested by this prelaunch strategy that you have and maybe there’s some things that people, even with single location and starting out, can learn from that. Can you tell us some of the secrets of a good prelaunch that get some cash into the business before you open up?
Russ: Well, I don’t think, we don’t claim to know it all yet. Not yet. I want to see us keep getting better every time. Look, we are fortunate we’ve got a fantastic team within the group team so the guys that are doing the launches. I mean, we’ve built up a bit of a presence in Singapore and so we’re getting asked always when is the next location coming. We do have a bit of a presence here. That’s one thing. But our digital strategy, and this is something that we’ve prided ourselves on for the last few years. I would say that we are a pretty clever business when it comes to our digital strategy. Our group marketing manager has got a really good head within that sort of marketing and analytics space, and so I would say that that’s probably for us that would be the key secret. We know the ratios. We know what we need to spend. We know how to target. Our digital strategy is definitely working. I think with the franchises there is kind of the group level efforts the stuff that we do but you get a bunch of passionate people and want to see their business succeed. You give them the tools and they just pick up and run with it. I think that really helps you be successful early on.
Kevin: Got it. So you are giving some way to the brand, probably a lot of way to the digital strategy that you’ve worked out at HQ and also putting some of it down to the person in terms of their enthusiasm getting into the blocks.
Russ: Yeah, absolutely. Look, we’ve got some, I mean there’s killer deals and all of that sort of stuff to get people interested early on just like most of the other fitness businesses that you see, foundation members and all of these sort of stuff, and it does work. People do want to affiliate themselves with the community and with the club and we give people great opportunities to do that with a great deal when the new gym is launched.
Kevin: Great. I think just a takeaway for even people that are maybe opening the doors without having done that that it’s a real key part of launching even your first location is thinking about the prelaunch.
Russ: Yeah, absolutely. Get in early.
Kevin: Okay, and then the last one I really want to dig into is around the system. You talked around you’ve built the system. What does that mean? If I was to walk in and do my induction as a new franchisee what am I going to be learning about in the first couple of days?
Russ: Look, I think this for us is the game changer in terms of being able to scale. We are based in Singapore but our growth plan is very regional. We’ve got master franchise still done down in Melbourne, in Australia. We are looking at the Middle East and other certain countries across Southeast Asia. The entire franchise management system is digital. That’s everything from onboarding, training, SOPs, etc.
The first thing that you would get if you are a franchisee even being over there in Ireland is you get a welcome video from me on that system welcoming you into Spartans and then walking you through what that franchise management system is going to outlay. It is incredibly comprehensive, everything from what your outlet should look like, your branding, your marketing playbook, operations, what forms you need, where to get them, etc. Whether you are in Australia or Singapore or Dubai or wherever else, that platform gives you everything that you need. Now, of course, with the onboarding of the franchises my team will not only just give them the logins and let them go and knock themselves out. We’ll obviously walk them through how to use that franchise management system, way to go, etc. But that’s the part for us which is really the game changer and makes it scalable. You could know nothing about a Spartans Boxing Club at all, and if we give you a login to that system you would be able to go out in whichever country that you’re in and you would be able to get your business up and running.
The part that we’re probably a little bit more hands on with is the frontend stuff. So the turnkey getting you into your location. We also help with that, down to the finding the site, the location itself, contractors, getting quotes on the fit outs and stuff like that, standardizing all of the equipment etc. We’ve got all of that built into the model as well. There’s a turnkey project upfront, and then once you’re in and ready to go there is a franchise management system that absolutely answers everything for you which at a group level we can also look at that. Let’s just say we come in and we audit the business six months after they open up and we see some gaps with their customer service. We can then point that franchisee back to the modules around customer service again and we can do that as a training and development piece to make sure that they get themselves up to speed with whichever area it is.
Kevin: Awesome. Out of interest then, what sort of audit or what are looking at in each of your locations when you are trying to determine their health and how they are performing.
Russ: Yup. Look, I mean, the auditing as part of the system is pretty comprehensive. There’s operational audits that we do and we do financial audits as well. The operations audit I guess typical sort of stuff that you would look at make sure that the outlet’s look and feel as they should. They are clean, they are tidy, etc. Customer service is being executed the way that we expect it to.
One of the things that we are really proud of which is part of this franchise management system is we do have a service standard which is really the lifeblood of wat we do. It is a little bit cheesy but we love it. It is called the FIGHT Code so to align perfectly with the boxing club. FIGHT Code for any of our customer facing staff, the acronym is Friendly, Inclusive, Genuine, Helpful Team, so when franchisees are on boarded we obviously run them through what each of those mean. That’s something that we would audit somebody against. Are their service standards aligned with FIGHT Code, right? So it’s this kind of stuff…
The other part which is really powerful and I really want to sort of make mention on this because this is probably the thing that I get asked the most about. We have our own coaching accreditation course that we’ve written from the ground up. What that means is every single coach that is coaching within a Spartans Boxing Gym needs to be accredited by us. What we learnt very early on especially in boxing is a great boxer does not necessarily make a great coach. Okay. Boxers are their own special breed as we know. The other part that we found which is an extension of that is a great coach doesn’t necessarily make a great coach in a Spartans environment. Because we are catering to people who… 90% of people that walk through our front door they don’t want to get punched in the face. You can’t train those people as if you’re training a fighter.
The coaching accreditation course that we have built covers a number of different things that teaches coaches about coaching styles and personas. It teaches them about safety, it teaches them about customer engagement, and then it goes into the technicalities of boxing itself. But that coaching accreditation course is absolutely fundamental to the operations of our business. We found that that’s a really powerful tool to make sure that our quality and standards are all up to speed.
Kevin: Got it. I think one thing that jumps out of me is the amount of effort you need to put in just for three or four or five locations you’re doing it to pay for it to pay off in the long run for when you’ve 10, and 20, and 30. But it’s an immense amount of effort just to get those few locations initially on the same page.
Russ: Exactly. I mean, even one step back from that is before the location I was myself surprised at the amount of work that you need to put into getting the system. The coaching accreditation course just itself, that is a 150-page document that we’ve written from the ground up which is sort of covering all the technicalities of boxing. That doesn’t mention your sales and marketing brand book or your operational standards, your service standards etc. Not to mention getting everybody up to speed on Glofox and how to use all of that stuff. Just building that business model is a huge amount of work but I think if you do it well, and fingers crossed I think we have done it very well, then once you get to your five locations, your 10 locations, your 50 locations, you snowball effect a little bit.
Kevin: Yeah, definitely a lot of work to make sure that people get a handshake when they come to the door.
Kevin: Or no handshakes now, maybe fist bump.
Russ: Yeah, we all fist bump.
Kevin: Okay, so my last question then on the technicalities of business. Going outside Singapore, I know you’ve got global ambitions. What you think the challenges are going to be go opening up a new city versus opening up a few miles down the road?
Russ: I think it’s all in the stuff that we were just mentioning. It is making sure that the business model is executed properly. My team are based here in Singapore. There are obviously ways to look at that but there is a big difference between walking into an outlet every Wednesday or Thursday compared to maybe having to do it remotely with COVID at the moment or getting down to the outlets once a quarter or whatever. Number one is it’s making sure that the businesses executed in the way that it needs to be. But I think every franchise business will tell you that that’s the same thing. For us the ideal scenario is we get a master franchise owner in particular territory, so this is what we’ve done in Melbourne. We made sure that that person is through and through trained up to execute our model in their local territory. We make sure that we incentivize those people to make that happen well. I think that’s probably the main challenge.
The other challenge in this region is when we talk about Asia. If you are talking about the 14 or 15 countries across Asia Pacific, there is incredible differences across each of these countries. Alright? If you just look at, I think there was an essential report that came out a few years ago which was talking about fitness and health club saturation rates across the Asia Pacific region. You’ve got countries like Australia and New Zealand where saturation is really high. And then you’ve got countries like Indonesia and Philippines where it is incredibly low. Number one is the uptake of fitness in those particular markets. Number two is the kind of fitness that we are selling which is predominantly catering towards the middle class. There’s need to some sort of disposable income. And then of course there is intricacies around getting your financial and pricing model is right in each of those countries. Vast differences in terms of rent, incredible differences in terms of salaries. So building the model in each of those countries… Again, this is stuff that we’ve for the countries that we’re ready to go into. It is a huge amount of work but just being able to know each of those countries I think that is going to be one of our significant challenges and so we need to make sure that we are partnering up with the right people in each of the countries.
Kevin: Yeah. I guess it’s a challenge but it is probably an advantage that you’re on the ground there as well and starting to build the connections and all those places.
Russ: Correct. I think we’re fortunate in the fact that whether it is through Naz or through myself and my previous business connections. We are fairly well networked across this region. I’ve been doing business across Asia Pacific for the past 12 or 15 years and into most of the countries that we’re looking at. Similar with Naz. Naz is based in Dubai now when we launched our Middle East structure which will happen soon. Naz is completely okay with Middle East and all of the countries that will be in over there.
Kevin: Yeah, awesome. Well, I think my last question them to wrap things up is… This has been great. I think a real education for people who’ve got ambitions beyond their first… What’s the biggest lesson that you’ve learned in the last six months?
Russ: The biggest lesson for me is to be patient. Preparing the model as it is now. I was very afraid at one stage that it was taking longer than I would have liked. When we decided back in 2017 to pull the trigger and let’s become a franchise business, and now we’re at 2020 and we’re really starting to roll out. I would have like for that to have happened faster. But we’ve done the legwork and we’ve built a good model and so hopefully we’re going to see that move quickly. Of course, you do your research as you go and there’s a number of fitness franchises that I really look up to at the moment. Some of the big names that I know you guys are working with and if you look at their story and if you compare ours we are absolute babies. We are infants. We are really just getting started at this. The biggest learning for me so far is just to be patient.
Kevin: Yeah. It’s a great lesson. I think listening to you I don’t know how you could have done that any faster than the time that took. There is so much detail to it. I’m sure it might not always be like that. Yeah, no, it’s an awesome story.
Okay, Russ, just before we round off just tell people how they can get in touch and where they can find you online?
Russ: The website is easy – www.spartansboxing.com. There is a tab on the website that which you can click on to which is for franchising. If you click on that we’ll get out a deck to you straight away so you can have a look at all the good stuff that we’re talking about. If people want to check out any of our socials it is @boxingspartans on Instagram and Facebook. Or they can email me directly which us just [email protected] and happy to share some information. If anyone in Australia sees this, just I’ll get in a quick plug, we are doing a virtual events on the 15th of October to give people an overview. People who are interested for franchises in Australia. So people can reach out to me to find out more about that as well.
Kevin: Awesome. We’ll get to show up before them and a link to that so that they can hopefully be on that as well.
Russ: That would be awesome, Kevin. I appreciate that, mate.
Kevin: Well, listen Russ, it’s great to talk to you. It’s great to be on this journey with you.
Russ: We are very, very excited that we’re partnering with Glofox. I think, which I didn’t put in, is one of the main learnings other than being patient is the more visibility you’ve got across your business with good analytics and stuff like that is invaluable whether you are someone at a group level or franchise level. I mean, everybody knows the value of information at the moment. For us, that’s where Glofox comes into i’s own. We’re glad to be partnering with you guys as well.
Kevin: Nice one. I appreciate the shout out. Listen, Russ Harrison, thank you very much for coming on the show.
Russ: Thanks again, mate. I appreciate it.
Kevin: Thank you.
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