Building Unbreakable Brands

Building Unbreakable Brands - Mark Moffatt Interview

Show Notes Transcript

Meghan Lynch (00:01): Welcome to Building Unbreakable Brands, the podcast where we talk to business leaders with a generational mindset. I'm Meghan Lynch. I'm an advisor to family businesses and CEO of Six-Point Strategy, a brand agency that helps generational brands honor their past while evolving for the future. Today my guest is Mark Moffatt. Mark is the third generation president of Moffatt Products, a 71-year-old business based in Watertown, South Dakota. Moffatt Products designs and manufactures mounting assemblies and lighting products for medical and industrial companies across the United States. Welcome, Mark. So glad to have you on the podcast.

Mark Moffatt (00:42): Hi, Meghan. It's great to be here.

Meghan Lynch (00:44): Mark, Moffatt Products started with an idea that sounds almost deceptively simple—basically make a lamp that stays where you aim it. But I'm curious if you could give us a snapshot of what the company looked like in the early days of this innovation. Why did it start? What kinds of products were you putting out? How were they being used?

Mark Moffatt (01:12): The business started in 1954 with my grandfather, Dylan. Dylan had come back from World War II and worked for a few other companies—worked for the Ford Motor Plant and worked for Twin City Arsenal in Minneapolis. He discovered, "I really don't want to work for anyone else." So he had this entrepreneurial spirit and ended up opening a gas station back when they called them service stations. Not only did they fix cars and pump gas, but they'd also wipe down the windshield and try to sell you a floor mat while you waited for the gas to pump. They tried to provide service.

One of the things that he would spend time doing is thinking about how he could make better tools for fixing cars. His dad was an automotive dealer in a small town in Minnesota, and he grew up around cars and seeing them worked on, so he thought there's got to be some better ways that we can do things.

(02:13) The invention that stuck was this desk lamp mounted under the hood of a car. He simply thought, if there's a way that I can get this desk lamp, which I can bend around and aim wherever I'd like to shine the light, then it would help me and my mechanics do our work a little bit better. The idea stuck. We actually don't really know what led from the service station to having a whole manufacturing business, but over the years he ended up closing down the service station and focused on just manufacturing that product.

Meghan Lynch (02:51): That's cool. As the business grew and evolved, were there turning points that it went through as the product caught on, as more people started using it, as you got more customer feedback?

Mark Moffatt (03:09): Definitely a big one around 1990. To round out the picture from how it all started, he must have looked around the shop as they were working on the cars and thought, "What else could we do?" They saw all of this equipment like drill presses and brake machinery that was on the workbenches around the service station, and he started recognizing that all of them lacked a really nice task light that would shine on the work piece you were working on. So he said, "Maybe I could take this desk lamp and start mounting it on machinery."

He started calling companies and writing letters to any contacts he could get at the companies that made all this benchtop equipment. It turns out that everybody appreciated the idea that they could have a lamp that was made just to fit their machine. He was willing to customize, and I think that's what was really attractive to a lot of those customers—"If you can make it look like it belongs on my machine, now I'm interested. I'm not just buying some product, but I'm actually designing something with you that's going to look like it was made by us."

He started doing all that customization and gained some customers, eventually closed down the service station and was into manufacturing these custom task lights on machinery.

(04:36) That was the focus for the next 30 years. Around the mid-eighties or early nineties, we went through another business move. We changed locations maybe six or seven times in the history of the company. Most of them were in Minnesota. Eventually we moved out to our current location, which is in Watertown, South Dakota.

Around that same time, we had some customers reaching out saying, "Could you actually provide us just the flexible arm portion of that desk lamp that's so great? We have another product that we want you to hold." At that time, cellular phones were just coming out and they were quoting on an opportunity to hold a hang-up cup for the Motorola bag phone.

(05:28) A lot of people can remember what those looked like. Dad tells this story that he had the opportunity to quote, and he was competing against a Taiwanese company and some third party. He thought, "I need to be really aggressive on the pricing and I'm not sure if we can do the kind of volumes that they're asking for, but let's give it a shot." They took a shot in the dark and quoted this flex arm that had just two threaded fittings on the end. They ended up beating the Taiwanese on price and quality. Suddenly all this business was headed their way and they had just opened this new location in Watertown. Things were looking really good, but it represented a bigger shift from "we're not just doing task lighting now. We're actually a flex arm company." They started looking for more opportunity and eventually it took them into some new markets and industries that they hadn't been looking at before.

Meghan Lynch (06:32): I love those moments in company history where it's like, "Okay, we're going to jump off that diving board and just invent the water on the way down"—just say yes in the moment and then figure it out. I feel like that entrepreneurial spirit is often where you get those big leaps and moments that you look back on later and go, "Oh, well that made the big change." But in the moment there's that double-edged sword of "Yay we won. Oh no, we won."

Mark Moffatt (07:04): Right? I think there were many times where they would have a conversation with the customer and they'd say, "Yes, of course we can do that." And then you hang up the phone and turn down the hallway—"How are we going to do that?" But they would always figure it out along the way.

Meghan Lynch (07:20): That's part of it. It sounds like even from your grandfather's time, there was always a component of the business that was OEM manufacturing—how do we work with equipment manufacturers to create something that fits into their needs, solves their problems, fits into their machines. But this was really an expansion of that work. Is that accurate?

Mark Moffatt (07:50): Definitely. The way we like to explain it is almost like Burger King with the "have it your way" motto. Grandpa felt like he was doing that for all these customers, so they should just be able to have it their way and customize and change it to exactly what they would like it to be. That need to customize was what was so attractive to all these different equipment manufacturers.

Today the heart of our business is still companies that need something designed just to their specifications and they need a partner that can do that and get it right and then make it consistently for years or even decades to come. But the interesting thing is over the years we also learned some pretty good standard products. We have distributors that will resell common configurations of our lamps, our safety shields, and even just a flex arm with basic threaded fittings on the end. We still have these distributor partners who resell the product, but the majority of the business is based on that design element where you're meeting someone's exact specification.

Meghan Lynch (09:08): I can see where there would be some aspects that could just be "okay, we just need this standard product," and then somewhere that you have to do something a bit more custom. As you guys made the shift from basically lighting only to flex arm, more different uses of the product and the technology, were there any moments of resistance inside the company or do you have a sense of what it took internally to make that pivot?

Mark Moffatt (09:46): Definitely. There's a lot of moments where you wind up asking internally with your team, "What is it going to take for us to be able to say yes to this?" Sometimes you don't know if your product will handle it or you don't know if your team can take on that new opportunity. There's just so many unknowns, whether it's something about the product performance or the volume.

When we made that shift, it was an interesting story. It turns out there was an engineer consultant who was trying to design a product for a medical company that needed an exam light. So we didn't just flat out shift and pivot from lighting to something totally new. We had done that with the cell phone opportunity, but our first entrance into medical customers was actually a third party trying to get something done, and he just needed a partner to help him with this unique functionality of a flex arm.

(10:53) He introduced us to that market and then that product was really successful. We started finding out there's other medical opportunities and the rest is history, but it had plenty of opportunity for the team to really question, "What is this? What are we doing now? I thought we were the lighting company and if we're going to say yes to these kinds of things, we're going to have to make some changes."

We have learned over the years to really improve on the internal side, the documentation and the quality and all the things that you need to do to work with medical products and devices and equipment. It's been an interesting overall pivot for the company. But it didn't start out in a boardroom where we said, "We want to go after exactly this type of product." The phone just rang and we said yes, and we figured out what to do next.

Meghan Lynch (11:46): And then figured out what you needed to surround the team and the product with in order to be successful. These other use cases, particularly in medical, were there any major shifts or changes that you guys had to make in order to serve that market?

Mark Moffatt (12:15): I think the expectation for aesthetics—just what does the product look like. Most people, especially today, but even in the nineties when you looked at medical settings, I think that's shifted over the last 30 years. Things used to have more of a... the technology looked older, all the screens were much larger, all the equipment was bigger. Now things are smaller. They have a really nice design to them. Everything has rounded corners. It's all beautiful. It's very appealing.

We went through a little imposter syndrome of "we have this industrial looking heavy duty product, and we're trying to dress it up to make it look a little bit more medical." We used to only have black and these industrial colors, and now we have whites and gray and beige and all these different colors that would match beds and walls and paint colors that were requested from us.

But the second thing that comes to mind is just on the quality and the documentation side, those things weren't always as required. With industrial companies, when you're just supplying a component that's going to be a light to go on a machine, if it works, it's good. When it's going into a medical setting, oftentimes you're selling to a company that has to document everything. There's just more paperwork and more things that are expected to supply to that market, and we've had to learn to grow into that over the years.

Meghan Lynch (13:57): I feel like with some of those markets, you don't even quite know what's required or all the components of it until you get in and start doing the work and then seeing either what they're asking for, what they're requiring, and then backfill what's needed. But I love the detail of just the colors and the aesthetics of the product because so much of it is looking like you belong in the space, and then if you look like you belong there, then all of a sudden it's "oh yeah, of course. Well, of course we could use this." But if you don't, it can kind of create a little bit of that friction where it's like, "this doesn't feel quite right."

Mark Moffatt (14:41): One of these things is not like the other. It looks out of place and maybe someone just bought something and stuck it in that environment. We've really never done that—even on the industrial side, we've always tried to make it look like the same color as the machine. I think we're still doing the same thing on the medical side, but it's taken some learning. They care about different things, and so we respond to that.

Meghan Lynch (15:06): It sounds like it's really going back to that same philosophy that your grandfather had of number one, "have it your way," but also really make it look like it belongs in the space. It fits the machine. It's meant to be there, which does mean a lot of customer listening.

You're listening to Building Unbreakable Brands, the podcast all about brand stewardship and crafting an enduring legacy. I'm speaking with Mark Moffatt, third generation president of Moffatt Products.

At some point you needed to rethink what exactly Moffatt Products does. "We were the lighting company, now what are we?" I'm curious how you approached repositioning the brand from "we're the lighting company" to "we solve mounting problems" or "we provide these kinds of custom solutions."

Mark Moffatt (16:04): The way we like to say it today is we help people have great experiences at work.

(16:11) There's for sure a cultural component to that with our own team. We want everyone to enjoy coming to work and to have great experience, but also for our customers and for the people that are using our product are at work. It's doctors, nurses, or it's people on a factory floor, and they need it so they can see their work better so that they can do what they need to do. So helping people have great experiences is all about we need to care just as much if not more about how this product is going to perform, because we know that people are counting on it and they're using it to deliver treatment or to get their work done. That's basically what we do instead of just saying that we are a lighting company, we're really all about having people have a better experience.

Meghan Lynch (17:02): It sounds like the shift in focus actually almost helped you rediscover the core—a lot bigger than just who we are, what we do, who we do it for. It's more about that "why," right? Is that definitely helping people have experience at work? Is that something that you saw through line back to early days? Is it something new that's been brought into the company as it's evolved?

Mark Moffatt (17:36): Something else that stands out is when we're helping people to have these experiences, something that we've discovered is no matter what business or product that we're talking about, people really have the same basic needs. They like to be treated well. They care a lot about how they're treated. We all want to feel like somebody was listening. They got the details, whether you're at fast food ordering a sandwich or if you're in manufacturing, the same things apply. People want to know that you were listening, that you got the details, and that what they ordered is going to be delivered in a timely fashion.

In addition to just "let's make great products," it turns out that it matters an awful lot how people feel treated along the way. That's become another big focus for us on the culture side with our own people and with every customer and vendor interaction—are we doing our best to communicate well and to take the time to show that we care? And then when we're offline, are we doing a good job with our responsibilities in the background? Those things all matter.

Meghan Lynch (18:56): Are there any examples of cultural changes that you had to go through in order to really start to bring that mindset to the forefront as you've grown?

Mark Moffatt (19:13): I think one thing is going through generational transition succession from first generation to second with my dad, Dave, and then from Dave to me, third generation. You can definitely picture when you're changing family members and ownership, there's going to be a big shift that takes place for everyone. "What's this going to be like? How is it going to go?"

(20:30) One of the big shifts that took place in our business is when we transferred from the second generation to the third generation. Before that transition, dad, as the second generation had really grown and perfected everything that Dylan had started. They had really improved the product. They had taken it to new places, but the second thing that he did was take the company into these medical settings and it was still familiar territory because he knew what the product could do. He just had new ways to apply it.

What we're faced with today is the world is a lot faster. Pace changes are coming at us faster than they were before, and we recognize that we weren't just going to need to hand off a baton from one person to another, but decision making was going to have to shift from everything running through one person for approval and even for workload. How much could one person get done? Dad is a mechanical engineer and just put the time in to get everything done. But he started bumping into capacity problems. When we had all this growth in the medical side of our business, it was starting to outpace what he could get accomplished, and he recognized that 10 years ago and started to build a team around him so that we wouldn't just be doing a handoff, but eventually we would spread that responsibility to individuals and through a team approach.

(22:36) That was the biggest shift that I can recall in the history of the business. Really, decision making is much more spread out today. We're a lot faster for it, and it takes a little bit more trust amongst team members. Everyone has to do their part well. But when that goes really well, we do a really nice job and we're able to deliver faster response to customers and still deliver this special customized product design in a really short timeframe, which is very important to a lot of the folks in the medical community.

Meghan Lynch (23:12): It sounds like there was a cultural shift that had to happen in order to disperse that decision making ability, build that trust, empower people. Is there anything that you can point to as an example of what you guys have implemented in the culture that helps to strengthen that?

Mark Moffatt (23:41): I have to share about dad's humility here. Basically, if it hadn't been for the way that he was transitioning and preparing to transition, I don't think it would've worked. But he was very clear from the beginning, "I want this to be a team approach." He basically set everyone up for success and has still been around and actively involved to cheer things on and to be available for support and questions, but largely just to tell people, "Here's my input, but I trust you." He's really put himself in the backseat, but he's still there. If he had gone the other way, I think it's maybe more common in family businesses that everyone's waiting for the founder or the senior generation to give it up. In our case, it was the opposite. Dad was ready to hand it off to a team that he trusted and helped to make that happen.

Meghan Lynch (24:47): I do think that it's definitely much more common where either somebody's hanging on and everybody's like, "Oh my gosh, when are they going to leave?" or just not a lot of communication about it. So it feels more abrupt than... it sounds like the team had a much longer ramp in terms of support, in terms of how to take more ownership of things. But I would assume that would also go to you too, right? If you had more time from a leadership transition to start assuming pieces of the business or decision-making processes, did you feel that same kind of support as you started to step up more into a leadership role in the company?

Mark Moffatt (25:41): Definitely. We spent maybe four years meeting weekly and just talking about it, planning for it. It started out with just dad and I, and then we involved my wife, Jenna, and my mom, Dory. All four of us would go offsite once a month and talk about that and plan for it. We started years in advance and it still feels like it wasn't enough, but we were well supported in terms of our thoughts being on the same page, going into things as well as plenty of time for employees to forecast what that was going to be. Eventually we selected a date, but it was a year out, so people had a lot of notice and time to prepare.

It's interesting though, even on this side, we're four years past that event, but it's been more of a process, and I still feel like we could have done a better job. I'm sure that's common, but still plenty of things that you would go back and maybe do differently. But that was our experience. We talked about it a lot upfront. Everyone knew what was coming. But on the other side of it, I think some of the things I wish we had done a better job of is looking at really painting a clear vision for where the business could go next.

(27:08) I think we focused so much on the event of the transition that we maybe failed a little to paint a really compelling picture of "what's exciting about this? It's not just an ending, but what does the future look like?" I think we did an okay job, but we could have certainly done better.

Meghan Lynch (27:29): You're listening to Building Unbreakable Brands, the podcast for leaders with a generational mindset. I'm speaking with Mark Moffatt, who was named one of Family Business magazine's Next Gens to Watch in 2021 when he transitioned to the role of president of Moffatt Products.

Knowing that that vision piece was a little bit of maybe a lack in the transition, have you started to work on painting more of a picture of the vision for the future? Is that something that you guys have now worked into the way you approach leadership?

Mark Moffatt (28:09): I think we're still in progress, but it's becoming clearer with this idea to help people have great experiences. We're even telling ourselves, "This doesn't have to apply only to existing customers and current markets. This can really take you anywhere." So I am getting excited about the possibility to look at different opportunities in new ways, and our team is excited to work on that. I don't have anything that I can share and deliver right now as a clear picture, but I know that we're looking at it differently than we were even just a year ago, and I'm getting excited about what those possibilities are.

Meghan Lynch (28:50): I think that's such an important piece, especially when you get to this third generation, which becomes such a critical point for a lot of family businesses and that almost like recommitting to entrepreneurial spirit in the third generation so that it's not just, "Okay, how do I keep going what's always been and just drag it out for as long as I can," but instead, "How do I renew it? How do I push it forward? How do we continue to innovate?" And that's not always an easy thing to do when you're balancing tradition—you have something that works, so you don't want to change it too much, but you also need to keep innovating. How do you navigate that tension as a third gen leader?

Mark Moffatt (29:48): Well, I rely on dad. We still talk often about challenges and things I'm facing. I'm in a peer group. That's hugely helpful so that it's not just me trying to think through these things, but I've got other peers that I can bounce those ideas off of.

Really maybe the rest of it is, it's taken me a few years in these last four years since transitioning to the third gen. It's taken me a little time to just come to terms with "I don't need to be the same person as Dave. I can still just be me and do things in different ways." But what matters is does the team have the shared vision? Are we aligned to pursuing this thing together? So it's much less... it matters very little what one person is and does. I think closer to the transition itself, I spent more time reflecting on that and being maybe a little bit sensitive about that image or those questions. Now I don't care quite so much about what do people think of me, and I'm just trying to lean into the work that we're doing every day, and that seems like a much better balance.

Meghan Lynch (31:10): When you think about how you lead versus how your dad leads, and as you start to come into your own voice and style and build the team around you, what do you think are some of the biggest differences that at least you would see?

Mark Moffatt (31:32): I think something I care a lot about is trusting people, giving responsibility, not grabbing hold of it and thinking, "I can only do it the right way," but really letting people grab the steering wheel and do it their way and then coach and be right there in the seat next to them to figure out, "Hey, if we ran into a problem, how are we going to fix it?" So I guess that is a shift in management style. I think dad just grew up with all the responsibility on his shoulders and didn't have a team around him. That's something I haven't talked about, but there just weren't as many people.

(32:08) He ended up hiring all of these other support positions over 30 years. I already have that team, so I've been blessed with a great team around me to trust in. That is a fundamental difference.

But the other things I might say is it's a different world today than it was in the nineties when dad took over. Doing things like this—podcasts didn't exist back then, and digital marketing and online presence is a much bigger deal. I find myself focused on that more, and I think that's a huge part of our strategy for the next 30 years—how do we represent digitally and with these types of connections our company and our opportunity before we even meet people. It's important to get those details out there. That's something that we're focused on.

Meghan Lynch (33:05): Knowing that you have this values-based culture, this driving force of great experiences, treating people well, listening deeply, how do you think that those values influence your ability to grow the company into new markets or really expand that vision that you were talking about?

Mark Moffatt (33:37): Our company has three core values, and they are respect, excellence, and family. Family comes to mind first. It's really taking a long-term view. If we are focused on short-term results, short-term opportunities, we likely will find ways to make mistakes and lose sight of what's really important. So having a long-term mindset is not just about making it to another family generation, it's more about a long-term mindset for the business. Does this make sense for the long term? If we're doing all those things well then with luck and with God's blessing, there will be customers and another generation and this thing will continue. But without those things, we just don't get there. So that's a big one.

With excellence, it's all about not just doing an okay job for today. Not just doing the minimum, but finding out what else could we do? How might we better serve the customers or take this to new places if we have that type of a growth mindset that will carry us forward too.

And then with respect, that's what I've already talked about. It's just treating people really well along the way and doing the right things. There's a high ethical motivation in everything that we do.

Meghan Lynch (35:08): I love the long-term mindset and what that brings to the business. I just read a Harvard Business Review article that was talking about strategic questions, particularly now with a lot of uncertainty and things shifting globally and in markets, how you lead in those moments. One of the strategic questions that they said was like, "Will this decision now still make sense a year from now?" so that you're doing things that, yes, it speaks to the moment, but also with a slightly longer view of "if this just strengthens the business or if this is just the way to treat people, and I'm not going to regret this in a year, then the right decision now is also going to be the right decision for later." And it sounds like you're talking about something similar of just you asking and the team asking questions about what does make sense for the longterm and set us up for success.

If someone is listening and they're in an early moment of some kind of pivot or shift, what is the first conversation that you would tell them to have either with the team, themselves, customers? Is there some conversation they should have or question they should be asking?

Mark Moffatt (36:37): My mind goes to a few different places. I think that one thing I'm wondering is have we asked enough questions?

(36:45) Oftentimes dealing with the daily decisions and the daily issues that come up, you can get into this cadence where you're just making decisions and choices and going with your gut. But if you're truly facing a real pivot, it can be an opportunity, but you need to spend time with it. Sometimes you need to even tell yourselves, "We're going to take three meetings or five meetings in a month to really sit with this for long enough to let it germinate and let the best ideas surface." So that's one thing.

The other is maybe contrary to that—you can sit with it for far too long and overanalyze, and sometimes you need to have that risk taking. You need to take a risk to say, "We don't know exactly how this is going to end or exactly what it's going to look like, but we know that it's directionally accurate. We know it's the directionally right choice, and we will figure out the rest as we go."

Meghan Lynch (38:01): Love it. You're listening to Building Unbreakable Brands, the podcast for leaders with a generational mindset. I'm speaking with Mark Moffatt, president of Moffatt Products, a third generation design and manufacturing company. Now we're going to turn the mic over to see what my son Henry can learn from Mark by asking some of his questions as the voice of the next generation.

(38:35) Hey, Henry, you there?

Henry Lynch (38:56): Hello. Hi Mark. It's great to meet you.

Mark Moffatt (40:03): You too. Glad to be here.

Henry Lynch (40:07): What was the first product your company ever made?

Mark Moffatt (40:12): Our first product was to take a desk lamp that you could move around and position to see the papers on your desk and mount that under the hood of a car so that car mechanics would have an easier time seeing in dark places underneath the car.

Henry Lynch (40:29): That's nice. Do you still make it?

Mark Moffatt (40:32): We do, actually. And the last time that we made a major change to the design was in 1976. So we're still selling the same basic product that we were in the beginning, and that one got some upgrades over the years, but it's been the same since 1976.

Henry Lynch (40:57): When you were a kid, did you ever help out your family business?

Mark Moffatt (41:01): You bet.

Henry Lynch (41:05): Did you think you'd grow up to be something totally different or the same?

Mark Moffatt (41:11): Let me answer both of those questions. When I grew up, I would come with dad to the office and then help out in any way that I could. And then when I was probably 12, I started working on the manufacturing floor and just doing some simple jobs and eventually working up to working full-time in the summers and doing whatever needed to be done out there. So I got to work in the business quite a lot.

And then I went away to college and after graduating, to answer your second question, I went to school for athletic training. Do you know what that is?

Henry Lynch (41:50): No.

Mark Moffatt (41:51): So it's similar to maybe a physical therapist. Athletic trainers are professionals who work with athletes and sports teams both to treat injuries when they happen. So they will be the people that run out onto the court or the field if someone goes down in an injury, but they also provide treatment to help them rehabilitate and get back into top shape so that they can compete again.

Henry Lynch (42:20): Last question. I have my own recycling business, do you have any advice for me?

Mark Moffatt (42:28): I have questions for you. What kind of recycling business?

Henry Lynch (42:34): So basically what we do is people give their cans to us and we make that into money and then make care packages for homeless people.

Mark Moffatt (42:49): Wow. That is neat. Where did the idea come from?

Henry Lynch (42:54): It was mostly from my teacher who is now working somewhere else. He stopped at the end of the year. His name was Mr. A, and he was just really inspiring and he showed us a video that was someone else with a recycling business, but their cause was to give money to a fund for seals and theirs was more towards the ocean than having people give their cans to them.

Mark Moffatt (43:36): Okay. And will this just be in your community then? Or how big do you envision this getting?

Henry Lynch (43:43): Probably not too big, but I think it would be fun to do in our town and in a really close by town.

Mark Moffatt (43:56): That is really cool. And so in your business, your question was any advice on getting started? Is that what you're wondering?

Henry Lynch (44:06): Yeah.

Mark Moffatt (44:08): That's interesting. I think one thing would be as you grow the business, even as you get started with the first day and the first week, who is going to be there alongside you that you can ask questions to? Because it's really important to have people that are just as committed to your business that you are. And obviously that would be mom and dad, but if there's also a friend or even another business person like me in your community, there might be somebody that's willing to spend some time with you and help you think through challenges that you might come up against as you're trying to figure things out.

Henry Lynch (44:52): Yeah. A friend Elia, who's helping a lot with just getting the money for him, and he is really nice, known him for a long time. Thanks, Mark. I also have a joke for you.

Mark Moffatt (45:12): I can't wait.

Henry Lynch (45:14): So recently, the first episode, we've told anyone this. I broke my arm roller skating, I broke it, so I have a broken arm joke for you because every light bulb joke we tried to find was horrible. Anyways, so I broke my arm in two places, so then I stopped going to those places was the best joke we could find.

Mark Moffatt (45:57): I love it. It's probably 10 times better than all the light bulb jokes that are out there.

Henry Lynch (46:03): Yeah.

Meghan Lynch (46:04): They're not very good. Awesome. Thanks Henry. That was great.

Henry Lynch (46:11): Bye.

Mark Moffatt (46:11): It's nice to meet you, Henry. Thanks.

Henry Lynch (46:13): Nice to meet you too. Bye mom. Bye.

Meghan Lynch (46:18): Love you. Mark, thank you so much for being on Building Unbreakable Brands, and if people want to connect with you or learn more about Moffatt Products, what's the best way for them to do that?

Mark Moffatt (46:32): You can check out our website. It's MoffattProducts.com. That's M-O-F-F-A-T-T products with an s.com. We're also on LinkedIn and you could send an email to hello@MoffattProducts.com with any questions you have.

Meghan Lynch (46:49): Awesome. We will put that information in the show notes for folks. And again, thank you so much for all of your candor and information about how you guys have been growing and some of the vision for the future. It's really exciting.

Mark Moffatt (47:05): Thank you for having me.