Group Therapy at We-Ko-Pa, Ranking Scottsdale, and the Partner Prenup

00:11

Dalton: Welcome to Episode 11 of the RDTFM Podcast. We are coming to you in person today. We've got Chris, Chad, and myself in the same room. We're going to enjoy some beer together. We had a really rough day playing some golf today. It was long and hot and I walked all over the desert. So we're going for some beer. Let's crack these open and get into what we're drinking. Chris, what do you have over there?

Chris: I've got Chad's favorite, apparently, which is Modus Hoperandi, which is an IPA, shocking. It is 6.8%. It is from Ska Brewing, Durango, Colorado.

Chad: Right on. If you're not going to do your homework, I'll just take it over for you. It's fine. What do you mean do my homework?

Dalton: This is literally your beer that you

Chris: Brought, and I'm trying to find it on the label. Like, bro, you know? Let's relax. Dalton, you're up.

Dalton: All right, so this is, I have one of Chris's, and this has been on the show before. This is Bound By Time, a product of Charleston, South Carolina. It's an IPA, Edmund's Oast Brewing Company. Are you got it right? Yeah, okay. Yeah, so Chris brought this one. It's seven percent.

Chris: Yeah, I think that's all of it. Charleston, South Carolina. Charleston, South Carolina. Yep.

Dalton: And this is, this is your Clubhouse IPA?

Chris: Yeah, one of, yeah, 100%.

Dalton: So this is a pretty frequent flyer for you. Yeah, for sure. Nice. Chad, what do you got?

Chad: I've got the one featured on last week's episode, I think, last week. Yeah, last week. The perfectly named Citra Ass Down, which came highly recommended by me and my Google search. If you didn't check out last week's episode, Chris wanted some Louisville. I-P-A suggestions, so I Googled one and kind of feigned that I had had it before and loved it, and then I had never even heard of this thing, but he loved it, so I'm excited to try it. The name is a 12 out of 10. There's no way this is going below a seven, just based on the name alone. And Camp.

Chris: And actually Dalton had it last night and he's notoriously the lowest ranker of beer that we have.

Chad: And he liked it? And he liked it. Okay, so I hope I don't hate it then. I might, you know, just despite Dalton just because he didn't like mine. Yeah, maybe. Probably not so.

Dalton: Awesome, well let's unpack. So we played We-Ko-Pa both courses, Saguaro yesterday, we played Cholla, Today. Chad's giving it a thumbs down.

Chris: So now we're going to do a group therapy.

Dalton: Yeah, we're going to kind of unpack what went wrong. Maybe there were a couple of right moments. No. No rattlesnakes. And I walked all over the desert. Did not get bit by anything. That's yeah, we saw coyote. That's pretty cool. Looking coyote.

Chris: All the injuries were emotional. Was there any falls in water?

Chad: No, there's only like one hole. Whoa, whoa.

Dalton: Go ahead and say that. It's a rough day.

Chad: It was a rough day.

Dalton: We were reaching for some positives here. There were several holes of silence.

Chad: We tried to bring the vibes back multiple times and it just wasn't working. It was a rough one.

Chris: That was not our best at all in any facet.

Chad: Which of the two did you like better?

Chris: Saguaro for sure. I don't think it's particularly close for me, to be honest. Yeah, same.

Dalton: I mean, I don't even know, I don't think that Cholla would even be... I don't think it would be second, maybe not even, maybe third. Third out of two?

Chad: Between the two? No, no, I'm sorry.

Dalton: So I, Jesus Christ. All right. Of the Scottsdale courses we've played here, you know, I think, but definitely Saguaro was better.

Chad: I thought they were closer. I liked today, like my issues were me and not the course. So, but I liked today much more. I think it was a lot more strategic course. Yeah, I did not execute the strategic very well. But I both have beautiful courses, great scenery, just I love, I love courses that have no, like there wasn't a house in sight, not a building, it's just a very natural landscape. 10 out of 10 course design, as far as I'm concerned.

Dalton: It did do a really nice job of you We couldn't really see other people playing. You know, like when we were playing, like you were, you kind of felt like it was just you. Maybe you see the group ahead of you. Maybe the group behind.

05:11

Chad: And the, and the, and the team, and the, both courses were very, like they're both pretty walkable. Like the T, the green to T walks are not far at all for both, for both of them. We don't tend to walk.

Chris: Whatever literally with the exception of when it's car path only and we're in the desert that did so yeah that sucked

Chad: But even with that like it didn't feel tight in any way it felt you know felt like you had room to hit room to hit and you spray it like I do so yeah that's

Chris: The that's the problem is when the fairways are so wide and you're in the desert yeah and it's just

Chad: It's just let it rip time.

Chris: It's just not great. Okay, so we play Silverado, both at Camelback, Verde River, and then both at We-Ko-Pa. Is that right? Yeah. In Scottsdale? Yeah. Alright, rank them.

Dalton: Ooh, on the bottom and the top. I'd say Silverado bottom, Camelback Padre fifth, because I think there's six, right? There's five. There's five courses? Yeah. Okay, so fourth, Six. Yeah, I think six. Padre, Camelback, Fifth. Don't hurt yourself. I'm trying, I mean it's a, the next batch gets really, today, Saguaro was yesterday. That's number one. Verde River and Ambiente at Camelback are really close. And this one's really close too. That two, three, four are, they're pretty even for me. Okay.

Chad: Yeah, I think I would go, how do you say it? Saguaro? Saguaro? One, I think today two, Camelback, Ambiente, three, no, Verde River three, then Ambiente, and then I didn't really like Padre or Silverado that much. Yeah. What about you, Chris?

Chris: I think we're gonna go Ambiente, Saguaro, Cholla, Verde River, Padre, Silverado. Yeah, I think so.

Chad: Yeah, your opinion's wrong, but that's...

Chris: I mean, it's not the first time, it won't be the last time. Yeah, yeah.

Chad: I like them all, though. Like, I didn't, I don't hate any of the courses, but somebody's got to get ranked last, so... Yep.

Dalton: What were you fighting over the last two rounds? Like what wasn't working myself

Chris: The feathers the elements yeah all of it And that's it.

Chad: Yeah, my mind was just the same old swing flaws like my we talked about this on one of the drives like my I've got I've still got like as a 16 handicap. I've still got probably five or six shots around where it's just Like the face is left crazy wide open and it sprays or you chunk it or whatever Where it is so like six of them then I'm like dude have you ever played golf in your life before? So that that's the next step for me. It's not Like, course management's an issue for everybody, you know, in theory, at every level. I don't even think the next, my next step is just quit doing the dumbass stuff that you're doing that costs you six strokes a round from hitting the same shot and in the same spot, twice in a row.

You know what I mean? So.

Dalton: Yeah, I think for me, it was kind of a tale of two days. Yesterday, at Saguaro, I could not find a fairway. Like, I walked through so much desert looking for balls. Couldn't hit any kind of grass. And then some of my scrambling was like, actually, okay, putting voltage was atrocious. But my scoring ended up being like, semi decent, because from the desert, towards the green was kind of okay. Today, I actually drove the ball a lot better. I think I noticed I had a bit more confidence in my hip rotation. Like, I was actually swinging through a little bit more, which the shot shape was a little bit more normal. But then, and honestly, getting near the green was pretty average for me, but the stuff around the green was just so bad. Multiple chip.

What hole was that? It was maybe our third. It might have been the second hole. It was a par 3. I think, not a horrible shot, I think it was like a 185, something like that. I hit a six iron, ended up, it was a little bit of a elevated green where if you didn't make it it would run.

Chris: 190.

Dalton: Yeah and so I hit it kind of bailed out right and it rolled down and I think what should have been a very routine pitch and putt, maybe two putt, you're out of there for a bogey, and I duff it and it goes four yards and then I blade it. And it rolls across the green into a bunker, then I get it out of the bunker, barely goes across the green again and I'm chipping another, I don't know what I got there, it was like a seven on a par three and I was like in a decent spot after one.

10:32

Chris: It's got some ping pong going there.

Dalton: That was, it was so, it was like second hole, I was like, oh my gosh, it's gonna be a long day.

Chad: Meet you in the parking lot.

Chris: That's a trunk slammer.

Dalton: Yeah yeah so that was that was fun yeah beginning was the beginning was rough maybe maybe it was in what is the word no it's not the right word anyways a sign of what was to come fun any other memorable moments from the last couple of days good or bad I hit a Really good.

Chris: But yeah super Left handed 9 iron out of that bush on 18. It's pretty awesome.

Chad: That was pretty legit.

Chris: To get back into the fairway. That was pretty good. That was the only good shot I hit all day.

Dalton: What about your, so you had a birdie on par 5, you made a 4, and you were in the crap. From nowhere. Yeah. And I don't know, I didn't get to see your second or third, but they must have been really good. The third shot was pretty good.

Chris: Was it? Okay, that was the shot. Yeah, it was from like down in the swale, under the tree, over the next tree, from like 167 I think is what I had. Just get a little.

Chad: Yeah, that's when you stand on the green and look back and you're like, holy shit, I just got here from there. That was pretty good. That was legit.

Chris: Yeah. Well, I mean, there's no way that that putt wasn't going in. Yeah, right. It's like, yeah, that's going to be the best four I make probably ever. And here we are. I don't know. I feel like I rolled it the other day. I feel like my short game is getting better for sure, but I just can't. I can't get off the tee. It's terrible. I think it's just setup's not good. I've gotten lazy with it. Ball position's bad. Posture's bad. Back to basics. It's all basics.

Chad: Yeah, you know, it's funny like when like when you're when it's going bad like you have so many thoughts about I'm releasing earlier later also and it's like well maybe but it might just be that your setup is Like before you're even moving the club like you're already screwed.

Chris: Sure. Yeah, if you're set up 40 yards, right? Then yeah it's gonna feel like crap all the way through because yeah you just

Chad: Didn't pull it It's been enough today.

Chris: Awesome.

Dalton: Awesome. Chris, you're on the approach tonight.

Chris: What do you got for us? Yeah. So let's talk about something that comes up quite a bit in my firm. Operating agreements. So we are not attorneys. Not even a little bit. Don't play one on TV, nothing. So for us, when we get a new business or just a business that we know, this is not the way that you should be operating. We'll say, hey, go back to your attorney, bring some sort of a draft to us and we will we will review right okay what are you all looking for

Dalton: In the operating agreement yep

Chris: The I'll tell you

Chad: Part of this is from experience but like the first thing that I look for is the prenup clause like the breakup clause like like if that's if from what I've If you don't have a clearly defined exit plan or some sort of agreed to method for breaking up, I think small issues have gasoline thrown on them and then they get lit on fire because somebody's going to take some issue that probably isn't that big of an issue and just blow it out of the water because they think they're about to get screwed. Yeah, or somebody's attorney. Yep. So like, that's that, that to me is the biggest one. And if that's amicable and laid out and reasonable, and everybody's fine with, you know, worst case scenario, we all take our ball and go home or whatever.

And we're fine with how that's calculated, paid out, whatever, whatever you want to say. I think that sort of calms the waters a little bit on some issues that could, that could get out of hand pretty quick so yeah

15:04

Dalton: Yeah I think that's a good one but the outs, how do you get out of this? I think the terms that dictate who has power I think are really important so that's like if there's different types of owners or decision makers that have votes on different things so like an accounting firm for example an equity partner versus a non equity partner like Who gets to vote and what do votes count for a change in equity? Is that just one vote per equity partner or is that a factored vote based on your equity percentage, right? Like that type of thing. That's massive amounts of power in that. I also look at how difficult is it to make things change, you know, and like what types of things can change easily and what types of things can't change easily.

If it's like a profit sharing calculation, that should probably be pretty easy to change because things change all the time, right? If it's like an equity ownership split or something like that, or maybe even partners or like that, those things should not change as easily, right? Like that should be something that like pretty much has consensus or supermajority.

Chris: You want me to tee up two more for you? Sure. Okay. Distributions. Mmm, like calculating them. And when? Yeah. Oh, yeah.

Dalton: Yeah. I think so we, for my clientele, and again, my clientele are often like professional service, loan-out corp types. They are generally single owner, not multi-owner. Or if they are multi-owner, it's like family. So that's a little different. That's what I said. I'll answer it based on more the multi-owner because I think that's kind of a part of the question. Yeah. One thing to reference is that cash reserve that we hit on another episode. I don't remember what episode that was, but like if you're well and above your cash reserve threshold, it's like, take the money out. Like don't, why leave it there? If anything, put it in and invest it, hold on to it, do something with it personally. I think it's a good practice to tie distributions, comp, bonus, whatever you want to call it.

To performance when possible. If we're looking at it for an accounting firm, I think it would be good practice if you're in April 15 tax season, busy season, October 15 tax season, busy season. I think it would be good to tie those distributions or bonuses to the end of that season. I think there's some human nature elements to that. I just slogged through this, but I got to pay out. If you don't, and you're giving bonuses to all your staff, and they're getting all the fancy new things, and you're like, well, shoot, I don't get my bonus till like the end of the year, or early January, it's like, I gotta wait another eight months to get my chunk of this. Even if it's not big, but I think something, right? Like, so we've tried to be a lot more intentional about kind of mirroring those payouts or distributions to when you're doing a lot of the work.

Chris: What about like tax distributions? That's one of the things that I usually say there should be a tax distribution somewhere around, you know, 4/15, 6/15, 9/15, 1/15, whatever you want to, whatever you want to call it, because I find that when there's multiple owners, that there's usually, if you don't have that language in there, and if you don't have a process, that creates some friction more often than not. 100%. So let's put some stuff in the operating agreement that's going to reduce or eliminate that friction. Like this is what it is, and this is what we're going to do.

Dalton: Yeah, we don't do a ton of partnerships. We do a lot more S corps. And with the owner comp piece of that, being able to do tax payments through withholdings, generally try to lean that way where we keep like a really low salary and a really, we kind of take like even distributions to owners throughout the year to kind of like make a package or take-home pay, that's appropriate. And then through projections, do like a bonus through payroll that grabs some of those those taxes and withholdings. But similar idea, I think, just maybe a different cadence.

Chris: So the next one I was going to tee up was the S corp. What language are you looking for around the S corp itself and then also around reasonable comp?

Dalton: Yeah, that's a tough one. I've not gotten into the operating agreement language specific to like entity classification and like who gets the assume that would be similar to like a change in equity like that matters you can't just have a managing partner owner shareholder or whatever decide like well we're an LLC and we made this S election or election to be treated as a corporation and then an S election but I want to be a partnership now like one individual should not be able to make that change that that should You should be spelled out.

20:18

Chris: No. Something to be careful with too is if you're a partnership and then you elect the S and you've got language in there on allocations, like that is not S compliant. That does not work. No, it doesn't work. So I always look for that too, like were you a partnership and what does it say? Yeah. Because we need to make that change. Yeah.

Chad: I've had a client

Dalton: Talk to an attorney that was an LLC, got foreign investors that got equity, so became partners, made the S-election, and I went to go file a tax return because I knew they're social, so I'm like, oh, they're foreign. It's like, well, you can't have an S Corp. So yeah, that just hits on that fact of like you've got to check things, you've got to be intentional and vet decisions.

Chad: I think the comp side of things is like that's to me the most emotional aspect of owning a business with other people. And people come from different backgrounds when you own a firm together. Some people, if you're not going to pay the tax burden that is pushed through from the business profits, like in my case, I can't swing that on my own. Like that's got to come from where we made the money as we go. Or if you're in a different point of life or background, maybe you don't need that as much. You know so but having that stuff ironed out ahead of time enormously important because like where you're going to get in fights is like most divorces in this country like money's like one of the main aspects you better believe that's one of the main aspects of owning a business together so same deal

Chris: Yeah that's right yeah

Dalton: What about you what are some of the things you keyed into

Chris: Yeah like how's the how is it written is it written as a partnership or is it written as an S Corp and what are you and or what do you want to be. So make sure that that's consistent. The distribution piece and the tax piece I always look for because I know that that creates a lot of friction in a lot of different cases. Those are really the big ones. And unfortunately, what I find a lot is, oh, there is no operating agreement. Okay, cool. We got to figure that out. The valuation piece of it too, getting into kind of the, you know, how are we going to value equity if we're going to give it away or whatever, you know, is there a formula that's in there? I look for that. But I'm looking for I'm looking for financial stuff.

I'm obviously not looking for the legal stuff. Yeah, 100%.

Dalton: Yeah, I think there was a phase where these agreements got like really fat and like really wordy to try to like get all the clauses and all these things in there. And I think it's leading practice now to have a pretty short and concise operating agreement with a ton of SOPs. Right, like a ton of these like carve outs, like this is how we handle this. As agreed to. So you have one operating agreement that doesn't change, but then you have all these different like, here's what partner comp is going to look like, here's what equity changes look like, here's what selling looks like, here's what you do when you have a partner that's like doing something that's like tarnishing the name of the company. You know what I mean? And we got it from the process.

Yeah, pretty much yeah like how do you do it? Right? Sure. So, what do you have to document? And so all of those things are these little like separate one, two, three page items. And so if you have to change something and you decide like, okay, we don't like how equity is handled, we want to change it to this and everybody agrees with that. You don't have to change everything else of the operator. You only have to change that one equity piece and it's done and we go. I think it just makes that change so much easier and realistic instead of having to get 30 partners to agree to change a 45 page document. That's just so important.

Chris: So a little bit of what I heard you just say was make as many decisions as you can up front so that you don't have to make them while you're kind of flying the plane, basically.

Chad: Have whatever fights you're going to have up front so that you don't end up doing it when... Someone has got their heels dug in on some issue that like there's already bad blood been created or something like that. That's not a great time to have those rights. That's when you're going to spend a lot on legal fees.

25:02

Chris: Yeah, that's right. And for another reason, too, like that's going to tell you whether or not you'll be in business with these people. Yeah, depending on how that goes.

Chad: Well, like, listen, I am generally a advocate of if you don't need a partner, don't have one. Like, if you can, like, I'm not saying take everything for yourself. But if, you know, pay people like owners, non equity, whatever, the ownership, splitting the ownership side of things is where things get sideways. So if you don't have to, you know, generally, I would, I would advocate not doing it. But there's sometimes where it just makes more sense and like, you know, the one and one, one plus one makes three in a lot of instances. So like those obviously, that's a different situation. But I do think there's tons of arrangements that I've dealt with in the past that it's just like, well, you know, he or she worked here for 25 years, I just felt like, you know, owed it to make her or him an owner.

I'm like, well, cool. Not really. That's not a great idea. So yeah, having those, you got to be aligned from day one on all that stuff and having this stuff figured out and if you're going to have a fight, have it early. Yeah. I think that's the best way to do it.

Dalton: Cool. Let's look down the fairway a little bit here. What do you guys have coming up? We've got meetings here for another few days, but anything this weekend, early next week, golf-wise you got going on?

Chad: I live in cold country, so we're sitting ready to shut things down out there. There's not a ton of golf weather left for me. So I have to get on an airplane to come do this now. So how much for me?

Chris: I'm playing Saturday, I think. So, well, this is Monday, couple days at home. There's a buddy that's coming into town. He like splits time at our club. He splits time between North Georgia and our club. And he's bringing another buddy. He used to be a member at our place into town who I haven't seen in quite some time. So we're gonna play on Saturday and that should be fun and we're gonna look forward to hitting it out of bounds for four hours On a Saturday, that'll be great. I really enjoy that Yeah, yeah, what do you got going on you're getting close to like membership time

Dalton: Yeah, so I think I need to email the membership, coordinator again I think I'm hopeful to have that dinner that was so my hurdle and my hurdles in the process for the round Which I cleared. The next one is this dinner. I've been out of town. So coming back now. Yeah I'm hopeful to do that later this week and then the membership board Decision meeting. I don't know what I think it's just a board meeting where they like have to vote on it or something Is in a week from tomorrow, which means membership could technically start like the day after that

Chad: This is all so funny to me. Like, I literally just wrote a check.

Chris: There's a process for you.

Chad: They're like, well, this one's got a man button, but he's got a check. So.

Chris: So I'm actually on the policy committee in my club, and we are going through our policy of how we admit members, not how we admit non-resident members, because resident members are like, you buy in, you write the check, and like you're in, right? But the non-resident members, we're going through that, and we're getting ready to implement a process. It's like, yeah. Yeah, whereas they're just gonna make sense, right?

Dalton: Like, you gotta figure it in. Okay, yeah, like, can't they actually keep pace on the course? Can they, are they fun enough to play with where they're not just a total idiot? Or jerk. Can they behave themselves and actually like be respectable at a meal, right? I'm not just like, I mean, I'm like, how could you blow with that? I guess you could. It must be.

Chad: What I would advocate for is just having a, at the minimum, having a test. Can you fix your own pitch marks on the green? And if you can do that, like that's like, come on in. You're not sure ours can.

Dalton: Yeah, so I've got that coming up, and I'm hopefully going to start playing a lot more golf here. Good news for me, you guys know this, but just to document it for our history here, but my hip held up both rounds. Cart path only, so lots of walking, back to back days. That felt like a pretty good hurdle. There were no like big twinges or anything, nothing like that. They're ready to go, dude. I'm getting close. The drivers for my three wood I was hitting mostly today, but they were starting like I was actually swinging through them. I was getting some decent yardage on it.

30:07

Chad: So building feels like I'm building.

Dalton: Cool. All right, beer, beer 30. Let's let's rate these bad boys. I want to hear what Chad thinks about this this Citra beer.

Chad: The Citra Ass Down from Against the Grain. Citra Ass Down. So I when we when we logged on here just because the name I said it would go no lower than a seven because this is the best name no it's is this going lower

Chris: Than a seven I

Chad: Didn't you're you're reading into I'm getting reading into tones that I don't think you should. It's so wild guests and you bought it and you loved it and brought one for me and I love the name and I'm going to tell you it's a 6.8. I don't really like this. No way. The first sip I had, I was like, really? I don't. Yeah, it's fine. It should probably go lower than 6.8. Actually, I don't really it's just probably not almost

Chris: Like an eight something yesterday.

Chad: Yeah. Well, again, you guys, you sometimes you guys have judgment issues. If I haven't locked it in, I might go like 6.5. I'm gonna go 6.5. Holy cow. I don't know what it is really about it. There's nothing I like about it necessarily. I don't know what I hate about it. No offense to the good folks at Against the Grain. The name, again, a 12 out of 10. I don't think I've ever even heard of a beer that's got a better name than Citra Ass Down. That's so good.

Chris: I mean, go through the rest of the list, but there's

Chad: Some good ones on there. There are some good ones, but this one is at the top as far as I'm concerned. Taste-wise though...

Dalton: Chris, do you remember what you had ranked that? He ranked it really high.

Chris: It was like eight.

Dalton: Eight and nine. Eight and nine, that's a lot of eights. Yeah, so I was pretty good.

Chad: So I was stunned when I took my first drink. I was like, do I have the right can? Am I drunk? What the hell is this? Dalton was like 8.2 yesterday?

Chris: Yeah, something like that.

Dalton: 8.1, 8.2, I did like it. I picked up on some like smoky elements coming through. It has some depth to it. It's not a normal IPA for sure.

Chad: I mean it could be it could be that I like the palate hasn't been cleansed and I've had like 42 other IPAs today. That's it. I've gone through the whole can and it didn't really it never really came around for me.

Chris: It's kind of unusual that we would diverge that.

Chad: What's unusual is that I would be the one rating down on something I the freaking cheerleader I just I just like all these beers it's so good they're all so yummy and now just like oh that's pretty terrible one and a half thumbs down for me wow Dalton what do you think what do you think about the

Dalton: Yeah so this Bound By Time by Edmund's Oast brewing company seven percent IPA out of charleston south carolina This is a 7.1 for me. Pretty good. I think it's the Mosaic hops that it's pretty high on, which aren't my favorite. This tastes like a good East Coast IPA. And I'm very much more of a West Coast IPA than the West Coast hops that I like. For an East Coast IPA though, this is a really good one.

Chris: That's kind of wild because I was going to say that you would like that more than the Citra Ass Down.

Dalton: I think I liked the other one more because it had some different stuff going on. This is like your quintessential East Coast IPA. You've done really well. But I know this flavor. I like the West Coast style more. The Citra one was like, oh, there's smoke to this and some depth to it and it was a bit of an adventure. So I kind of wanted to keep taking sips of it. So I was like, yeah, I want to have more of this.

Chris: Yeah, what I'm getting out of this is I have absolutely no idea what's going on. No. And it's not, I mean, it's not terribly unusual. Nor do I. Yeah, I have no idea. I have no idea what's going on. There's variety. That's wild.

Chad: Now. Yeah, let's hear it, Chris. Now the nerves are kicking in because I've out, because I've expressed this, this is literally my, probably my favorite IPA on the planet.

Dalton: Okay. Chad's favorite beer. Yeah.

Chad: There's no way. There's no way. It doesn't make any sense.

35:02

Dalton: Okay.

Chris: So, we've got this beer list and like I told you guys this but for the listeners, right? I told Crockpot like, yo, go through this and like tell me what everybody's palate is and we'll throw that on the website. I alluded to this last week. Listening to you talk about IPAs, I clearly have no palate and I don't know what's going on. If it's wet and it has alcohol in it. I just don't know what's going on, clearly. So what it said about you is that you like the pine kind of... I think that is true.

Chad: Right. Well, clearly. Which most Colorado beers have that sort of pine.

Chris: This absolutely does. Yeah, which is kind of funny. So I'm an 8.2. Okay, it's good. That's good.

Dalton: Yeah, it's good. Yeah, it's good. That's pretty good. It's a good beer for sure.

Chad: I felt like you were gonna roll out at like 6.5 or something.

Chris: No, it's a good beer. I'm saying I'm gonna say 8.2. Good. But if you were to rate this, you'd be 9 something?

Chad: That's a 9 something for me. Yeah.

Chris: Okay, well, what was the one that was 9.1 for you? That was the...

Chad: That was the Cigar City, Nightmare Confetti.

Chris: Yeah, so this would be higher than that for you? I think so.

Chad: Okay. I also, to be fair, I want to try the Nightmare Confetti again. That was very early on in the podcast days and I think it was there. Become more, I don't know, I really don't know. Okay. Like, it's rated pretty high when you look at like the, whatever the websites are that they rate beer. So I just play one on a podcast. I actually don't have any idea what I'm talking about. Yeah, same. So it sort of lined up with what the people who know their shit say. But that's, yeah, Modus Hoperandi is one of my faves. For me, an IPA is a baseline of seven. And this is a good IPA, for sure.

Chris: Yeah. Eight-check. Final rating.

Chad: Nice.

Dalton: All right, those are the beers. Thanks for joining us on episode 11. Be sure to like and subscribe and we'll catch you all next time.

Chad: Peace.