Falconry in Ireland, a Lost Rangefinder, and When AI Replaces a Hire

00:11

Dalton: Welcome to episode 10 of the RDTFM podcast. We have got a banger for you tonight. Chris is figuring out how to use a laptop for the first time. Remember my computer? It's an iPad. Chad's on the approach tonight. I am still in Ireland. I've even started saying some of my vocabulary like the locals do. So if I slip that in there, forgive me, I'll be back to California lingo here soon. Before we get into any of that stuff, let's pop that top, get into these beers. Chad, what are you working with over there?

Chad: California Lingo. Is that going to be a bunch of dudes and bros or what's

Dalton: Something like that?

Chad: All right. So I've got, I've invited Cigar City back to the party again today. But I went, so I'm the only one who hasn't done something super weird. Like I didn't bring a marshmallow beer. I didn't bring a moonshine beer. So this is going to be my attempt at weird. The Oatmeal Raisin Cookie, Brown Ale from Cigar City. So I like oatmeal cookies. I hate raisins, but I like beer. So I don't, this could go anywhere. I don't really, I don't really have any idea. So I don't know what could possibly go wrong, but we'll give it, we'll give it a shot. And I'm sure find something that can go wrong. Chris, how about you? What'd you find?

Chris: You know what I found because this came from your recommendation. So I'm in Louisville, Kentucky, and I felt compelled to find a Louisville beer. And Chad said, well, there's this there's this thing called Citra Ass Down. And it's a double Indian pale ale, or double India pale ale. So double IPA. Against the Grain Brewing, it is Louisville, Kentucky, and it is 8.2%. And I have had one of these because I had to crack into the four pack last night. So I kind of know where I'm going to fall. And so I apologize that it's not gonna be a surprise, but that's what I got. Dalton, what do you got?

Dalton: Surprise for us. So I've got a local beer. I'm staying in Kilkenny right now. This is Kilkenny.

Chris: Oh my god.

Dalton: Irish Cream Ale, which Chris is responding because this is his favorite beer of all time. So I want to hear that story. Before I give any more updates, what is that story? What makes this your favorite beer of all time? When did you first have it? Why was it so good?

Chris: I can't possibly tell the full story on a semi professional podcast as an adult. However, I will tell you that I was actually in Perth, Australia, in 2006. It's the first and only time I've ever had that beer and the only place I've ever found it. And it was the first time I've ever had a red beer. And they use some sort of a, like the gas that they use to carbonate it. It's the same as nitrogen. So they use the nitrogen and that's the first time I've ever had a nitrogen beer. And so for 20 years now I've, over 20, almost 21, holy cow, old. It's just kind of been my favorite beer. Anyway, So I'm really excited that you're kind of, you know, where you score this thing.

Chad: Do you share any of the nerves that I had giving him a recommendation last time, which he completely panned when he was asked to score it. So any nerves at all on your end? Are you? No.

Chris: No, no nerves. No.

Chad: Okay. Very confident. All right.

Dalton: So, okay. So back to the beer here. It's a, it's a Kilkenny Irish Red Cream Ale brewed by the same company as Guinness, the Guinness company in Dublin. It used to be, or it's a recipe from an Abbey back in the 12th century that was in Kilkenny, which is where I'm staying right now, Franciscan Abbey. It's only 4.3%. So really, really pretty low. When it does have that same Guinness nitrogen tab, you can hear it. Maybe not anymore. There you go. I don't know if you can hear that. You can hear the tab in the can. I had to actually get a glass for this one. Because if you try to drink these out of the can, it's kind of weird. So I had to pour it and you can't see me that but I was I was trying to get that in there and everything settled.

So it's all good films at the top. So we're ready to go here. So cool. All right, let's do our scorecard here. Get into what's going on. Chris, you had teased us with some Louisville golf. I know that didn't pan out.

Chad: Beautiful.

05:00

Chris: Epic fail.

Dalton: Listeners don't. So that didn't work. How did you redeem the day? How

Chris: Did I redeem the day? So I was supposed to play on Sunday a couple days ago. It was supposed to rain. And so I decided not to pack the clubs because I just didn't want to go through all that hassle because I really hate playing in the rain. It's like my least favorite thing to do of all time. So I ended up going to the Louisville Slugger factory, which was super cool. I highly recommend 10 out of 10 that I went to Churchill Downs and had never been to a horse track before. And so I asked our esteemed AI agent Grokbot to help me with some wagers and that didn't go well. Crockpot, which is affectionately known as Crockpot to those of us who do this podcast. And so, I think Crockpot is better served at podcast production than horse track betting.

So if anybody's out there thinking about doing that, I wouldn't. But that was kind of my day. Super cool. Had a good time. Yeah. Yeah, Dalton where are you at with your golf journey? I think you're still in Ireland right?

Dalton: Yeah nothing absolutely nothing. Yeah it's been wrapping up work stuff and then just vacation mode. A lot of walking. Hip has held up okay. We were at a park and I was playing with my kids and it didn't hurt but I think I just moved too much and then it was sore for a couple of days but yesterday and then today it's felt fine so I think we're good there. Man it's been all Ireland like literally no golf but vacation's been super good. I think the highlight for me over the last week or so is we got to do some falconry so that's where you're like walking through a field and we use something called a Harris hawk which is the only bird that hunts and packs so like they're like the bird equivalent of a wolf in a wolf pack and so they use tactics of like one of them flushes out these rabbits in the Sonoran desert of Arizona that's like the only place they're found in that region southern southwestern US So one will spook out a rabbit and then these other ones are like hunting with it and they even run on the ground a little bit and then they work in teams.

It's just really smart, really cool. And so they're like, yeah, so we're like walking through the grass and we'll like have the bird on our arm and we'll launch it out and it'll go to a tree and then it'll come back and land back on your arm. We got to do that. Those birds were okay. They were really well behaved. We did get to have an eagle. It was a Chilean Blue Eagle, about the size of my youngest, my seven year old. Didn't weigh as much but like in terms of like height and the wingspan is just gigantic. And it landed on our arm as well. That one was always like under a tether kind of thing that when I was actually afraid I was like holding it and we were taking a photo and I was like oh my gosh this thing is like looking at me eye to eye I had sunglasses on but I was still terrified.

Chad: This thing's gonna snap someday and I hope it's not just

Dalton: Not in the next 10 minutes until I pass this thing off but man what an experience our family loves birds where I call my son a bird nerd and so that was that was super memorable really really Be excited for golf. We're playing inside a week now. So I am I am excited to get back out there. Hopefully not too rusty, but it should be a good time either way.

Chris: It's funny you bring that up because I just got the reminder text from wake up that we have got a tee time.

Dalton: Nice.

Chad: Actually

Chris: I'm sure I'm gonna get one tomorrow.

Chad: Yeah

Dalton: Nice. Nice. Chad, what are you what have you been up to lately?

Chad: So not not much. More golf than falconry and I haven't done much golf. So the best golf news I've got from the last week is that it's been pretty rainy and miserable here. So I've kind of turned to packing, getting preparations done for Scottsdale. In doing so, I realized that my rangefinder was not in the room with us. So that's awesome. And only the morons amongst us have a rangefinder and don't put your name on it. So when I shared with you guys that it wasn't there, Chris asked the question.

Chris: No, Chad, that's two-thirds of us, buddy. And I'm the other one. That's why I asked you. That's why I asked you if your name is on there because I've done that twice in a year.

Chad: So when I go to pick it up, before I even leave the pro shop, I'm going to ask if they've got a Sharpie and I'm going to, it's not leaving, it's not leaving the property without, without that on there. So, but great news there. So I don't have to buy another rangefinder before going to Scottsdale. So that's great news, but not much outdoor golf played a little bit on the sim, but that's not that fun. I did, I did notice one thing. That I have found interesting as somebody who's a higher handicap trying to work his handicap down. It's interesting to me how, how GIN works with nine, nine whole rounds. So it basically will take your, it's not so I shot. So the story is I buddy and I each played on the same day.

I played our back nine, which is rated just like that. A little bit tougher than our front, we both shot a 43, but his differential he got credit for was almost like three lower than mine. So it's interesting that you're drugged down so much by high handicap. I think the premise is it's GHIN saying yeah you shot a 43 but we've seen what you've done in the past and you're probably going to shoot 51 on the back so we're not we're not just going to double this good nine of yours and because he's a lot lower handicap he got you know credit for that being more of his norm so it's just something I never really noticed about the system and it it just kind of shows what it What an anchor it is. Once you've got it established, it's hard to move.

That's what makes people that move their handicap a lot in a short amount of time. That's what makes that pretty impressive because there's a lot of mechanisms in place that you've got to overcome for that to happen. So just something I thought was interesting. But other than that, not playing a lot. Back here, can't wait to get somewhere warmer where I can and actually get out and play. So that's it.

12:10

Dalton: Nice. Awesome. Well, are you guys ready to head over to the approach? Cool. What do you got for us, Chad?

Chris: Let's do it.

Chad: So we've kind of talked a little bit about getting clients comfortable with AI. And we've talked about AI a couple of times. And this will kind of take that one step further. It's kind of when does that stop being a cool productivity productivity tool and actually change when you're, you know, hiring processes? When you have enough comfort in an AI system that you say, okay, this can, I feel like this is a good enough system or product or whatever it is that we can replace an actual human being. I think it's something that a lot of us are thinking through. I've thought through it a few times with my practice, you know, little things that I'm starting to get a little too loaded down on and my thought is, you know, do I need a person or do I need another subscription to something to overcome this?

So just kind of curious what you guys, what your thoughts are on how you think through those things and what are the main factors that come into play? Yeah

Dalton: I can, I'll jump in and then Chris, you can season it. Yeah, I think when I've thought through this before, I think the first question to kind of tackle is what is, like what type of organization are you? Are you an organization that says, hey, you know what, we've developed this AI, we have these agents in place, we've gotten so many efficiencies, and they've been able to take all of these tasks off these people, we no longer need them. And so you let them go when you have the AI replace them. Or are you more of an organization that says, okay, now that they're taking those tasks off those individuals, we can refocus them and have them do this other thing instead. Right? So is it are you are you A or B or even are you see that says, okay, because we've taken these off, we can totally change our workplace culture.

And now we just everybody gets to work less hours, and we maintain the similar profitability, maybe it may be a little less. I know I talked to students. It's been a month ago now about AI and just talking about our firm and how we're a lifestyle firm, which means that we kind of build the business to match our lifestyles and so that the work feeds our lifestyles instead of our lives being about the work. And so we work don't work that many hours. We don't make as much money, right? Like that's the trade off to it. But there were a ton of them that were like, it was like I didn't know that accounting company. Firms did that. And so you could potentially like build one of those. Right. So I think that like, that's an important question to get off the ground, you know, like, what, what is my end goal of this?

Am I trying to save hours? Am I trying to get rid of bodies? Are there too many bodies and we've got drama? Or are we just trying to refocus them to do a new product line or offer different services or go deeper and raise top line revenue because we can do more now? I think that's an important first question.

15:25

Chris: I don't even know where to begin to answer this question. I just have a whole lot of ramblings probably, to be total, like, I'm just being honest. I think the short answer to the question is you consider replacing an employee with AI, what AI can do the job at least as well as a human and cheaper. Okay. I mean, it's just like, it's just like anything else. You know we talked about SaaS platforms for forever or you know any sort of software that's replaced replaced air quotes an employee so I think that that's the short answer I think there's a much longer answer which is you know do you really understand how much in api costs in ai costs that The thing that you are looking to have accomplished is going to cost and all of the tech debt that goes with that.

So automations that you have to build with the AI skills and I mean custom GPTs are kind of going away the dinosaur at this point which is kind of wild too. You know scripts that you're going to have AI write and maintaining those and all of the things that go with that I mean there's a maintenance to that for sure. So do you understand what that's going to look like and what the maintenance cost is going to be. How does your customer want to interact with you? So does your customer want to interact with AI or is the customer going to want to interact with an actual human. You need to kind of unpack that and understand that so you really need to know your customer. Do you want the AI to produce public facing content and information?

Now, why is that important? Because what we're seeing now is a bunch of the AI platforms are watermarking text. And so what you're putting out there is going to be obviously AI or obviously not. And so you got to kind of think through that. It's very, very I don't have any formulated thoughts on that, but you know, it's something that's in the back of my mind to think about. But if you really just need to understand, look, did the economics of this make sense? And do they make sense over a long period of time? And is it going to be cheaper than having an employee? My personal thought is that to do actual real work in any sort of a business that is like 24-7, 365, that it is a lot of compute, an absolute time.

And I think generally speaking, it's grossly understated, or it's not well understood exactly how much compute it takes to run these huge models, and exactly how much of that $200 a month Claude or Grok or whatever subscription is subsidized. And at some point, those economics don't make sense. So if those economics don't make sense, that's ultimately going to come back to the consumer and you are the consumer. So unless you're running your own local AI, relying on these other platforms, That are essentially employees at a very subsidized level. I don't know that makes sense over the long term or maybe it does but you just need to understand kind of what you're getting into and I don't know that anybody really truly understands it at this point or what it's gonna look like in the future, but you just have to know that it's kind of out there lingering.

Chad: Yeah

Dalton: As you were hitting on that, Chris, what was coming into my mind, a few episodes ago, we talked about having, Chad, this might have been, I think this was an approach you pitched to, but having client concentration risk, right? Where like so much of your revenue side. I mean, you have the same argument here, too, right? If you're having, I don't know, Claude, whatever, ChatGPT, whatever it is, and they're like 80% of your workforce, and they all of a sudden are like, oh, shoot, we just went public. And we're still losing a lot of money. Of money and we got to triple our fees. Now all of a sudden that gets passed to you. And it's like, Oh dang, I was like slightly ahead by doing all this AI stuff. And now I'm like way behind.

Right. So I think that's our risk as well where you don't want to have a, maybe it's called a software concentration risk, right? Where like so much of your business is tied to one software that you don't have like very, strict agreements behind where you, they can't raise fees. Or you got a long-term contract or whatever it is, That's a huge risk. And I'd be, I'd be hesitant to, I mean, you can much easier find a replacement person than a replacement AI, right? Like, imagine having to like start from scratch with a whole new model to get everything up to speed. Like, that would be horrific. I don't, I don't think a business would recover from that.

20:05

Chris: You know, I'll give you all a really good example. So listeners don't know, but Grokbot basically runs this entire podcast. So like we show up, we chat for whatever 35, 45 minutes, a little bit longer, because we get into some nonsense after usually right. But like Grokbot built the website, manages the social, does the editing, you know, on and on and on. And This is not my first podcast. So what I'll tell you all is last podcast I did, I mean, that would be three different people. Basically, you know, so we don't pay three different people, we just have Grokbot that just kind of does it and it's done and it is better than probably what a human would do, to be totally honest. So, you know, I've been playing around with agents for quite some time.

And, you know, I was just kind of thinking the other day, like, hey, you know, if my firm gets to, let's just say 10 people, so currently we're at seven, so let's just say we get to 10. And you know just kind of extrapolating what Grokbot does in my in for this and also for my firm and some other stuff that I that I use it for like let's just say that we had 100 agents that were running on a on a constant basis to run a CPA firm of 10 people which I think is maybe somewhere in the realm right so I threw it into AI and I said hey like you know if I wanted to run a frontier model 24-7 with 10 people who were distributed and if I wanted to run 100 agents to help run this model, like what would the compute cost be?

And what it spit back was two to $3 million.

Chad: Holy crap.

Chris: Right. So like, like, just assume that that's wrong by a factor of 10. So call it, you know, 200 grand, right? I mean, how many months of $200 subscriptions? Does that take to get right? And so, you know, to me, Look, I'm a CPA and I don't know anything about tech, but to me that that puts a little bit of a framework or at least a thought process around how subsidized these things are and exactly how big that chasm is and then where the potential could be later and hey, is this something that I should rely on or should I be planning a little bit differently? I don't know that it makes a whole lot of sense to just go fire the whole team and just say, hey, well, we're going to deal with AI now.

Right? Like AI could probably do your whole team's job tomorrow. Cool. But you know, when that, when that carousel stops, what's that going to look like?

Chad: Yeah. Yeah. Yeah. I think, I think that's the, we're, we're sort of in this, these companies still trying to gobble up market share, I think. And there's this big pressure to maybe get in that door first, more so than make sure your costs, the revenues are aligned with the cost of running what they're doing. It seems like that other shoe's going to drop at some point because that can't go on forever. So I think, you know

Chris: It's always free, right?

Chad: Yeah. Right. So like, Chris, you've talked a lot about how a lot of these companies are going to have to start more than likely raising fees to kind of combat that. And I think that's going to shift some of the economics of what we've been doing lately in this whole period. Last year or two of finding all these cool toys and being like, whoa, this, this is doing all this and that. And I don't, and it's only costing me X, you know, so I don't know that that's going to, that that's going to carry on forever. But it's, I think that's that what you've mentioned about that being an underappreciated aspect of AI, the true cost of things is probably going to shift some of the economics, because a big part of this has been that you don't you know $20 a month instead of paying for instead of hiring a person you know what I mean so I think at some point that's gonna level out at a minimum if not flip in a lot of cases so yeah what do you what do you think like five years five years from now that the bigger AI Mistake will be would it be like eliminating jobs too quickly or continuing to hire people for work that we should have automated.

I think

Chris: It's eliminating the jobs before they should have been eliminated. It feels to me like it's easier to move an employee up in the value chain than it is to bring them back or to...

25:02

Chad: So giving a good employee an additional tool to play with and then seeing where they can go with it rather than trying to replace a mediocre employee with a tool.

Chris: Right. And the other thing too is, you know, part of the trouble or part of the trick, depending on how you look at it and depending how advanced you are, if AI is doing a job for you or doing a task for you, do you necessarily understand how it's doing that task? Do you have all of the decision trees? Are you logging them? Can you go back and review them? Can you do it in a way that's efficient and meaningful to you? Like we're using local LLMs in my firm. So open weights, my own hardware and all that stuff. Every single decision trace is logged, which is great. So I can go back and see what all the prompts were. I can see all that I can see all of that, right? You can't necessarily see that.

It's not that easy if you're just throwing things through an API to cloud or ChatGPT or whatever. Whatever. And so if you have this bot that's doing this thing for you, it's doing a job for you, trying to go back and recreate that with a human, you don't necessarily, you may not necessarily understand exactly how the work has actually been getting done and what the decisions are along the way. Maybe you have, maybe you haven't. That's a risk. That's something to think about.

Chad: Yeah

Dalton: Yeah, yeah, I totally agree. I think I think if you think about our certainly in the accounting sphere, the business sphere, like every business owner says, like, it's not the business or the work. That's the problem. Problems. It's the people, that's the problem, right? And like, usually that's because you haven't, you don't have enough of the good people, right? And so if you make the decision of like slashing people, it's like, well, I mean, software comes and goes, right? Like all the time, quality people, the ones that you can have in your running your business with you for 10, 20, 30, 40 years, it's like, those ones are like, they're worth, they're winning gold, right? So, yeah, I, would say you keep the good ones. Now, if you have a super under performer that you're like, I don't know, maybe we just let this person go anyways, that would be a great use case for like, can we do this job just here anyways?

And then maybe it frees up capacity for some of your high performers. But yeah, I think, I think keeping people is the, I don't think you'll be in a bad position there.

Chad: Right. Yeah, I think I'm looking at the long-term future, whatever your organization is. If you're trying to think about the culture that you're trying to build, whatever it is you're kind of trying to point your ship toward, having high caliber people is going to be a huge part of that. I just don't see a lot of instances where someone's going to have a bare bones team of people and then have, you know, just bots everywhere are doing. All the customer interaction and all that sort of stuff. I feel like somewhere along the way, you've got to have a human aspect involved, so.

Chris: I think those businesses exist, but they've got huge vendor concentration risk. Like absolutely enormous. Which is just as bad as having customer concentration. Potentially worse actually.

Dalton: Yeah, potentially. Yeah

Chad: I would agree. What

Chris: A time to be alive.

Chad: Yeah

Dalton: Pretty wild. Alright, what do you guys have before we connect, which is maybe we'll call it a week or so. You guys got anything fun planned before now and then?

Chris: I do. So I've got a brand new client just onboarded today. And we're playing in one of those like corporate scramble kind of deals on Friday. We're going to have a time for sure. But that's a really good tune up for Scottsdale, which we talked about. So we've got two rounds on Scottsdale. You guys want to kind of unpack that and what we're doing.

Dalton: Where's this match on Friday? Where are you playing?

Chris: I honestly don't know.

Dalton: Is it local? Like pretty nearby home? You don't have to fly there? You don't need airfare?

Chris: No, it's local to me. All I know is I got to show up somewhere around like 10 o'clock in the morning on Friday and we're going to We're going to do it.

Dalton: Easy.

Chad: For a new customer corporate scramble, do you still implement the rule of a Jaeger bomb in the parking lot before the tournament? Don't. You don't?

Chris: I don't know. I don't. Maybe you should, but no. All No. I don't think we've talked about that rule in the podcast. No.

Chad: Well, it is a rule and people need to know that That's a rule. So

Chris: Yeah, it's called birdie juice actually is a technical term for it

Chad: With exceptions, I guess. It's a rule. So

Chris: Yeah, right. It's a it's a rule. So yeah, you're buying the parking lot. That's kind of like, look, if you're looking to win a tournament, that's what you're doing. Hasn't worked out once yet. But one of these times it's gonna pay off.

30:11

Chad: I think it Yeah.

Dalton: How about you, Chad? What do you got? What do you got between now and then Scottsdale? I'm

Chad: Gonna I'm gonna try to go once because I haven't played for a week so I'd like to get one, I'd like to get at least nine holes and a tune up before we before we all convene in the desert but nothing exciting I'm gonna go pick up my rangefinder other than that other than that not much so Dalton you're not gonna do any golf apparently you're not even I

Dalton: Mean I you know I was just talking hearing you guys talk. So I get back from Ireland Wednesday night, got to drive Thursday morning from LA to Scottsdale area on Thursday for a rehearsal dinner of a wedding that I'm officiating on Friday afternoon. But I'm just thinking about that. I'm like, I got nothing going on Friday morning. There's a lot of golf courses in the Scottsdale Phoenix area. So we'll see if I can maybe talk my wife into letting me bring bring my eight year olds clubs and Maybe the two of us go out for nine or something like that.

Chad: Yeah.

Chris: That's the key is you tell the wife that you're taking the kid. And that's like, it's basically a free pass.

Dalton: So we, I was telling him, like, our, our, my wife and I were talking about, like, logistics earlier, maybe today or yesterday, about when we get home. And I'm talking about, like, I got to get my golf stuff, I got to get this organized. And Gary, my eight year old goes, it's like, oh, are we playing golf in Arizona? And I was like, I was like, well, but I am, but you're not. And he was like so bummed. And I was like, so he already wants to play. So that, that would be an easy sell. So maybe that's the solution. I gotta try looking up Tea Times on, on Friday morning.

Chad: There you go. You

Dalton: But yeah, that'll be pretty much it. All right, let's get back to these beers. Chris, how did this play out?

Chris: Citra I'm a little bit self-conscious here because I know that Chad is gonna, he's gonna judge.

Chad: Well, so hold on, before you start, I will free your mind a little bit. I've never heard of this thing until... You

Chris: Oh, no way. Were messing with me yesterday?

Chad: You asked for something and I literally googled Louisville IPAs and then that name came up and I was like that's it, that's got to be the one, so

Chris: Dude, well, what I can say is that I've built an insurmountable lead in the beer names category, insurmountable, you guys sit your

Chad: Ass down, that's a 10 out of 10, that's so good

Chris: Correct. Correct. Well, actually, you know, the other thing that I've noticed in doing this podcast is that my beer palette is not refined at all. Yeah, I'm not. Yeah, it's actually become quite concerning to me. It's a really good beer. I like it a lot. The question is whether or not is my top rated beer. To be honest. Yeah.

Dalton: Wow, it's

Chad: That good.

Chris: Yeah, it's pretty. I like it a lot.

Dalton: I thought this was going the other direction based on your.

Chad: Maybe I need to try blind recommendations more often than rather than giving ones that I've actually had and liked because that didn't that didn't go so hot. That

Dalton: Did not work. Yeah.

Chris: Yeah. Well, we're gonna do this beer exchange. Right. And I promised you guys that I would that I would bring Bound By Time to Scottsdale. And I bought a four pack last night of these Citra Ass Downs. And I'm thinking I had one last night. I'm thinking I'm gonna bring the other two for y'all. You can tell me what you think. So I think that I like this more than Bound By Time, which is 8-6. I'm not sure if I like this as much as Lawson's Finest Liquids, which is 8-8. But I'm thinking I do, actually. I'm going to go 8-9. It's my final number.

Dalton: Wow, new leader for Chris.

Chris: New leader, yeah. I like it a lot. Dalton, what do you got? What's the... Come on, man. Don't...

Dalton: Yeah, no, I'm not going to hide it. I don't think I'm gonna leave you too upset. So Kilkenny Red Irish Cream Ale 4.3% brewed in Dublin, Ireland. This is very similar to a Guinness in terms of like the nitrogen and stuff doesn't taste anything like Guinness. Guinness is a stout. This is a red. Good malt, smooth caramel notes coming through. Easy drinking. I can see why you like it. I mean, I mean, it's something that's just smooth. And I've had probably like five of these on this trip. So they are quite good. I even, quick story, I was at a pub, a bar, whatever they call them here. And I had one of these. And so I was paying and I was talking to the owner. I was like, do you ever sell these glasses?

I mean, he says to me, do you fancy one? I was like, yeah, I fancy this a lot. I was like, how much would it be to buy one? And he just hands it to me and said, it's grand. And I was like, does that, does that mean it's free? And he was like, yeah. And I was like, oh, okay, great. So yeah, so I picked one up. Chris is going to get that in a week in Arizona. So he can have his favorite beer in a glass. They're really cool. In fact, they even have like on the bottom of the back. It's like, it's not etched. It's like bubbled out. So like, you can feel it says Kilkenny on the back. Really cool. Yeah, really cool glass. Yeah, 4.3%. I'm going to go 8.1.

I've had a number of these. If I see it on a menu, you know, it should be on more menus. It's not on as many here as I thought it would be. There's another one, Smithwick's, it seems more common in this region, which was not nearly as good, too bitter. This one's really good, really smooth.

36:28

Chris: That's awesome. I'll take it.

Dalton: Yeah. Pretty serviceable for sure. I don't know about best ever. I think that's a must have been the memories, but

Chris: I may have been over served when I, when I had it already over served. Yeah.

Chad: That's cool though, that you're bringing Chris back a gift. That's cool. I'm happy for you guys that you have that moment.

Dalton: And the listeners should know I very much tried to find something for Chad and he was like, I don't want anything. I was like, well, do you have a favorite? He doesn't have a favorite Irish beer. Who knows what it is? A Guinness? You

Chad: Know, like Irish products or anything.

Chris: Bring back vibes for Chad.

Chad: Oh, all right. Let's move on.

Dalton: You want a hair tie? I can get you a hair tie.

Chad: Yeah, some Irish hair ties. That'd be great. That'd be tremendous. Okay, so the Oatmeal Raisin Cookie, this is not that weird, really. There's no raisin. It really just tastes kind of like a brown ale. There's nothing super weird about it, but I like it. I'm not, I'm not like brown ales would start lower naturally on the, on the scale for me, but I, but I enjoy it. So I'm going to go feel like 7, 7.5 is about right for this. So it's pretty good. It's pretty good for that. But it's this, this was my attempt at getting weird and it wasn't really that weird. So 7.5 that's where I'm landing.

Dalton: Nice. Awesome. Well, thanks for listening again. Episode 10, 10 episodes down. Hope you'll join us next time. We'll see you then.