Company: All Terrain
Owners: Brook Jay
Year Started: 1998
Employees: 101 – 250
On this episode of An Agency Story, we explore the remarkable path of Brook Jay, founder of All Terrain, the first female-founded experiential marketing agency in the U.S. Brook’s journey is a testament to resilience, innovation, and a knack for creating unforgettable brand experiences. From an early passion for international trade, Brook’s career took unexpected turns through film production and event planning, eventually leading her to launch All Terrain. Today, the agency specializes in designing immersive brand activations for top global companies, redefining how brands engage with audiences on a personal level.
A central theme of this episode is Brook’s commitment to scaling with purpose and maintaining a vibrant company culture. Brook shares her experience in building and evolving All Terrain’s “hybrid collective model,” which combines the agility of freelance talent with a core team, allowing her agency to maintain high standards of creativity and efficiency without the traditional large-scale agency structure. Her candid reflections on the challenges of growth, from finding the right hires to managing client relationships, provide an inside look at the balancing act of agency leadership.
Brook’s story comes to life with intriguing anecdotes that capture her adventurous spirit and dedication to her craft. From a groundbreaking campaign for the Cosmopolitan of Las Vegas that transformed in-flight marketing to an unforgettable encounter with George Clinton that affirmed her path, her journey is filled with moments that would inspire any entrepreneur. Brook’s advice to stay true to core values, embrace flexibility, and trust your instincts in business is both motivational and practical.
Listeners will be drawn into Brook’s engaging perspective on building an agency that adapts to changing industry trends while remaining deeply connected to its roots. With insights on scaling culture, pushing creative boundaries, and embracing the unknown, this episode offers inspiration for agency owners, creatives, and business leaders alike.
Tune in to hear Brook’s incredible story, her lessons learned, and her reflections on how staying fearless and resilient has fueled All Terrain’s success. Whether you’re an aspiring entrepreneur or a seasoned business owner, Brook’s story will remind you of the power of bold ideas and the magic of persistence.
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Show Transcript
Welcome to An Agency Story podcast where we share real stories of marketing agency owners from around the world. From the excitement of starting up the first big sale, passion, doubt, fear, freedom, and the emotional rollercoaster of growth, hear it all on An Agency Story podcast. An Agency Story podcast is hosted by Russel Dubree, successful agency owner with an eight figure exit turned business coach. Enjoy the next agency story.
Russel:
Welcome to An Agency Story podcast, I’m your host Russel. In this episode, we’re joined by Brooke Jay, the founder of all-terrain and experiential marketing agency based in Chicago, Illinois. Brooke shares are incredible journey from an international finance career to pioneering the world of experiential marketing. Learn how our time in south beach and the 1996 Olympic games sparked the inspiration for All Terrain and led to building world-class brand activations for clients like General Motors, Maserati, and the Cosmopolitan of Las Vegas. You’ll also hear about the challenges of quickly scaling your agency from six people to 75, the lessons learned and how staying true to the company’s core values has driven their longterm success. Tune in to hear Brooke’s story of creativity, resilience, and the exciting innovations her agency is embracing for the future. Enjoy the story. Welcome to the show today everyone. I have Brooke Jay with All Terrain with us here today. Thank you so much for being on the show today, Brooke.
Brook:
Good to be here.
Russel:
Very glad to have you right out of the gate. If you don’t mind, tell us what all-terrain does. And who do you do it for?
Brook:
All Terrain’s a full service experiential marketing agency. We’ve been around for 25 years. We are the first female founded experiential marketing agency in the United States. We work with some of the biggest brands in the world to create world class brand campaigns, activations, tours, events, all that forge real and lasting connection between brands and consumers. The goal for these campaigns is to earn our clients great press, social media currency, while driving sales. Our ideal client is usually a curious and brave chief marketing officer or a brand director, brand managers, usually in, larger, bigger brand organizations. Although we do love to work with like mid rising and challenger brands. We love those guys. But they’re all in need of getting their brand or cause in front of relevant audiences to drive the business.
Russel:
I can’t wait to learn more about how you make all of that happen. I just love the concept of experiential marketing, but it sounds like a lot of your.formative years when you were younger, led to where you’re at today. Tell us a little bit about what young Brooke was doing and where she was headed.
Brook:
It was not a direct line to experiential marketing. When we started the agency, it wasn’t even a concept. It wasn’t even a word experiential. I went to school to study international trade and finance. I went to school in Europe and then finished my degree here in Chicago, where the agency was founded. I had this big picture idea to trade the Euro. Thought that was like a big, big idea. As soon as I got up close, I worked at some of the bigger companies like Smith Barney, Shears and Lehman. I realized very early on that this was not an industry for me. I wound up quite accidentally in the production and film world. I was opening up a hotel in South Beach when it was just starting to get real hot up there. I got a job as a receptionist in a film production company where I met my first mentor. He also had an experiential arm of the business, which meant like he would do model volleyball and, for ESPN and all kinds of different fun properties that he owned. I watched how he brought a brand to life through, live experiences. Soon after, my family was back in Chicago. I really missed my mom and spending time with my fam, so I wound up back in Chicago. I got a job in sales as well as, it was a kind of a hybrid role of sales and and production at a boutique event house with a woman who was really quite a pioneer. She had started the concept of corporate hospitality. When you go to Superbowl and you see all the tent villages around, where brands are entertaining, that was a concept that this woman had started. I was really intrigued by her. I went to work, for her and she landed the contract to do the, all the music and entertainment for the 1996 Olympic games that were in Atlanta. Our job was, in order to entertain the athletes and the media of that were part of the Olympic games. That was where I devised the idea for All Terrain.
Russel:
You said it certainly wasn’t a straight line, but as you were talking through those different points. I can hear all the very formative experience you were gaining from sales to even an experiential marketing role and working for all these big companies and brands, somewhere along the lines, you said you’ve conjured up the idea for All Terrain. What did you do from there? And how did that actually come about?
Brook:
We were on the grounds of the Olympic games and we saw Champion t-shirts doing what is what we do now, which is a brand activation. It was a, like a social experiment. I was fascinated by it. I saw everybody that was playing in the Olympic games or competing. The mayor, the know, the entertainment we had hired come into this booth that they had built, which was like a 20 by 20. It had cubby holes with t-shirts inside of them with the participating flags of the Olympic games logo Champion logo on the back and above the booth. It just said, if you want to take one, you have to give one. I saw perfect strangers for, three weeks walk up to this booth, grab their flag shirt, sign it with a Sharpie that was hanging on the wall and look at this total stranger and be like, you want to do this? It was fascinating. The woman that I started the company with at the time was rooming with me. We really started talking about the impact that this experience was going to have on anybody that participated. We saw people come back day after day. It was part of their social currency, like how many shirts they got, they were going to take these shirts home and they were going to be part of their storytelling of their time at the Olympic games. We knew that the one time they go into a store and they had a choice between a Champion shirt, and let’s say a Nike shirt, they would have this indelible relationship. We thought, wow, this is an interesting concept, right? How do you show up in stride with a consumer, not ask a lot of them and create this moment that has this long tail? We stayed up really late at night. I’ll have another story for you. We started talking about how we would do this and our original concept for the company was digital content, digital storytelling. We left our jobs very soon after the Olympics and launched All Terrain as a content company. But very soon after my clients from this agency started to realize I was out on my own and started asking us to do, smaller projects and those started to get bigger and bigger. As we were trying to build out this content, the storytelling company, we really got ourselves lodged heavily into events and then eventually experiential. That was 1998 experiential. Wasn’t even a word at the time. It really just took off from there. We had a couple of lightning in a bottle moments. General Motors was the one client that brought us we had to go from one office and six people in Chicago to being in 55 markets in six weeks. Talk about scaling. I know you help business owners scale, agency owners. That was a big scaling moment for us. We took over all their activations around their major league sports. Was incredible to get the opportunity and an incredible way to scale so quickly. Get our SOPs down real fast. That was the real beginning of All Terrain.
Russel:
Sounds very fast and furious and not to steal from the movie franchise, but it sounds like that’s how it was for you. You went from the idea of starting that and having these big clients and having to scale. Did it ever slow down?
Brook:
It really ramped up. We went from like those seven people to about 75 people quickly. Offices around the country. As soon as we were showing the results and, our name got out there, we started winning awards. We started, driving new business from other brands like Maserati and Illinois lottery. It goes on and on. The Cosmopolitan of Las Vegas, we opened that, that was like a really big moment for us because we broke a lot of rules and really got our disruptor title from opening, that casino and lifestyle property. So, no, it didn’t slow down. Being an agency owner, when it slows down, it’s when you start getting real.
Russel:
That’s definitely where the nerves start to set in. When you look back at that time, is there a woulda, coulda, shoulda where maybe I went, right and I wish I could have gone left what’s one or two things that you just wish you would’ve done differently during that timeframe.
Brook:
The most recent wish I could have done differently is we started the company when we were really young. We were in our mid twenties, early to mid twenties and we had never been corporate America or CEOs or any of this. It was a lot of like trial and error and building the plane in flight. At one point we thought we needed to bring in a president and run the business for us to help us scale. That was a terrible idea. It was just the way we went around vetting the people that we wound up bringing in. We had two passes at that, both were unsuccessful. I can tell you that, always go with your gut instincts when you’re, interviewing people with especially people that are going to be representing you. We just had a lot of impact on our culture and a lot of impact on the business from a point of view that we thought we weren’t smart enough or experienced enough to take the agency to the next level. That was a really big learning lesson from us is like how to go and vet people that will eventually represent you as your brand, your culture. I could write a book on lessons learned from that experience.
Russel:
That certainly would be an amazing book. I think what’s in the back of mind of so many owners is that someday you might want someone to take this over or eventually exit yourself. And how do you plan and prepare what you did to take something and turning into a very successful, viable business. There’s really no comparable experience like that, especially in the corporate world. Just even what the notion of owning it actually means. And no shortage amount of people that go through the experience of how hard of a process it is that can be to take someone off the street, really understand who they are, how they’re going to fit in this culture. There’s nowhere to hide in a smaller environment or even a medium sized environment. And just all the other aspects that go into creating and building a thing and making that be successful as no small feat. Finding people is just really, really hard part of that process.
Brook:
That’s an incredibly well said statement. I often forget that being an entrepreneur is, you’re just built from grit and resilience and not used to like cruising on company dollars. It’s just a different way of, of looking at life and the way you interact with your people is a lot different. I don’t even call my employees, I call them my family or my team. It’s a different perspective and, sometimes bringing in people that haven’t been entrepreneurs, to your point, is not the way to go.
Russel:
There’s certainly a million lessons within that process on the many good ways in the many, many bad ways to go about that. But it is the school of hard knocks that we have to go to. I say that a lot of time, really just to give credence and credit to what you have accomplished as an owner for that matter. And talking about this idea of scaling culture. You hear that people that were part of a small group and when it goes bigger, they’re like, oh man, I remember all these things that we used to do. And it was just the six of us or whatever that number was. Some of those things really don’t scale. What has been your approach in terms of scaling culture? How do you keep some of that passion, that essence and fire that’s exciting when you’re smaller, as you’re growing to the size that you you ultimately did.
Brook:
I think staying true to the voice of the brand, staying true to rituals, that may have come out of silly times or sillier times. But, you know, we are not curing cancer with what we do, unfortunately, except if we get the lucky break to work for, you know, organizations that are doing the good work. I don’t want us, our team to take things ultimately way too serious. We’re serious about being creative. We’re serious about delivering excellence. We’re serious about being leading voice in our industry. But outside of that, where we want to have fun and we want people to feel seen and heard and valued that work with us. I think that culture resonates with everybody no matter how big we get. It’s how we hire. That’s what we hire against. We look for curious people that are problem solvers. When you look through the lens of the culture, and I think this is obvious, but it doesn’t always happen when, especially when you need to hire fast, is that if you stay true to the nature and the values of the business, you’re going to be able to have legacy. The culture will have legacy. It might change and ebb and flow a little bit with trend or people’s personality, but ultimately just staying true to why you started the business in the first place. Our why I think has been really helpful in keeping our culture, what it is, which is, fun, disruptive, curious helpful. All the things that we are in our value statements about our company.
Russel:
That’s really such a great perspective. And you said all the words really, really well. So I’m just recapping it, just to capture the highlights for those listening. It really comes down to a lot of fundamentals, the values, the core, really all these things that make up the foundation and how you manifest those values. Some of those foundational pieces might look different as you grow and scale, but it all just points back to keeping the eyes on what those values are and that it’s not always about the money that ultimately becomes a byproduct, but really staying true to how you maintain success and to stay true to yourself. Really love to hear that and that was successful for you. So you got me curious, I want to probably just ask you about every single case study that you’ve ever done from an experiential marketing standpoint, but what is one that you think people might find really interesting. I know correct said something about Cosmopolitan. Give us a good case study about experiential marketing.
Brook:
That’s a great case study cause it really breaks glass ceiling on experiential. It like expands the reality of what it is. I was about to tell you about how we just over COVID did the very first virtual launch for Ferrari ever and how we were, really challenged with a company that’s steeped in tradition, but the Cosmopolitan is a great example of taking experiential and pushing it forward. The quick backstory is that we were part of an IAT, an integrated agency team that opened the Cosmopolitan of Las Vegas, which was a breakthrough brand. It was a lifestyle brand in Vegas. It was unlike anything. It was a brand for people that were more like curious. Music lovers, lifestyle. They really wasn’t about gaming and gambling. It was more about style and life and lifestyle. Great chefs, great music program, et cetera. They opened, we were part of the team that opened it, wildly successful, you couldn’t get a room, you couldn’t get a ticket to a show. You couldn’t get into a nightclub. You couldn’t get a dinner reservation, but if you walked through the casino, which was definitely an anchor for this place. It was a ghost town. At the time Deutsche bank owned the property and they were anxious about this fact as their purpose was to sell the brand. They did a jump all to the all agency team and All Terrain was the agency that came forward with this really killer idea that changed the game for on so many levels. One, we took an insight that the average person flying into Vegas is going to have two to three things planned. They’re going to go to a show. They’ve got, pool party, something like that. But once on the ground, they do an average of seven things. We saw that there was this white space between the time they left and they landed in the noisiest place in the world, right? We figured out we wanted to reach them in the only place they weren’t being marketed to, which was in flight. We had this idea of gifting on flights going to Vegas. You can imagine that, that was like a great idea, but the airlines were completely shutting us down left and right. They were like, are you kidding me? These are union employees. They don’t have to market to our team. This is the most, regulated space in the world. Where are you going to put gifts, yada, we wound up with a guy on the phone one day who sold media ad space in United’s magazine, and he really took the chance and said, I think we can get this done. Moving forward on every direct flight into Vegas, from a hub, a United hub. We wound up getting the flight teams, the flight attendant teams to offer guests a gift from the Cosmopolitan during beverage service. The gifts were a beautiful deck of cards, beautiful artwork that you would put up on your fridge. And the cards were varied, so some might be free drinks. Some might be buffet, but most of them were geared towards gaming. There was also like a pack of mints or a phone wall or something that even if they threw everything out, they would keep something of ours. We launched it in the first six weeks. We saw over 70, 000 people to property to sign up for their loyalty program. We could track the spend once they were on property. It was the highest performing out of home campaign they’ve ever done. We broke all kinds of rules. We built a brand new media channel on United Airlines that didn’t exist. It really pushed experiential outside of its traditional, framework. We were creating experiences in flight that we hadn’t hired the brand ambassadors. We hadn’t, done anything specifically to build a activation. It just became our activation. Wildly successful example of experiential under a new light and something that we wound up continuing for several years after the program launched.
Russel:
I’m really just sitting here fascinated by the story and the ideation and creativity behind it. Clearly, see, you said the boundaries that you had to break to make this happen, but honestly, I’m really upset more brands. Haven’t copied this, that I’m not getting more gifts on flights that I’m taking a little upset, to be honest.
Brook:
You know, Russel, it’s really funny. We talk about that a lot, because we had a lot of companies come for us to say we want to do this. Because of this moment in time that it was for the Cosmopolitan, they were the hottest thing in Vegas, hands down, for years. If I had come to you and said, hi, would you like a gift from Hertz? You’d probably be like, well, thank you. But if I came to you and I said, do you want a gift from the coolest brand on the strip right now? You’re going to say, hell yeah. The cards were varied. People in the seats, we watched as we secret shopped, were trading amongst themselves at 30, 000 feet. I like buffet. It really became a choose your own adventure kind of experience as well. It goes back to the root of what we built the company for, which is, we provided, we showed up in stride with a consumer, we provided value to them without asking too much, and let it roll. It was an incredibly successful campaign.
Russel:
I love taking the time to break down that framework as you shared. But the really one of the key things that standing out for me so far in this episode is just stick to the fundamentals, the essentials. And if you do, most ideas will go in the right direction. I never got a gift on a flight, but it clearly works because honestly the only place I stayed now, these days when I go to Las Vegas is the Cosmopolitan. Actually just recently finished up a conference there a couple of weeks ago. So, maybe it was the buzz from all the people that did get the free gift that ended up getting me to go there. You’ve had to really focus on your model. I think you called it the hybrid collective model. How did that idea come about? What does that look like? Why is that so important for you? Give me the good stuff.
Brook:
It’s been an exciting adventure, this hybrid collective model that we believe we’ve coined this phrase. I don’t know if it’s true or not, but we’ll just say we did. We’re gonna roll with it. Registered trademark. I think I alluded to the fact that we I had gone through this exploration with the new president. About after 19 years of successfully running the business, and then that situation I was discussing about the president led to a very serious business divorce. I took sole ownership of All Terrain at that time. At that time I was looking down the barrel at whether the big agency model could survive in an era of digital immediacy, the gig economy, while still being able to continue to attract top talent that needed more autonomy and balance. I took a passion for disruption that I tend to have and restructured All Terrain into a collective model in 2018. It was really a very small group of people. We used a unique hub and spoke model to curate project specific teams of senior level talent, subject matter experts, and other member agencies into the collective. We operated like that for a bit. I would say six years later, now, and a few years before, we were growing so fast and we needed to maintain the pace and the consistency of the work. We started operating under this model that we are calling a hybrid collective model, which combines both elements of a traditional agency and a collective agency model. We still have this like incredible pool of diverse talent, like people I dreamt about working with but never could afford that we collaborate with. We use their unique skills and expertise and we bring them to the table in really unexpected ways. However we also operate like a more traditional model. We maintain a centralized, coordination of the management structure. We have a full time team that acts as the point of contact for clients. They oversee projects, they ensure seamless communication among the team members. It’s got a little bit of both right. What I love about it is it’s flexibility and scalability. It allows our agency to adopt to various clients needs and project requirements, but it also allows us to tap into this network of these insane collaborators. I say insane because I, I think of these people that we get to work with, that we’re so lucky to work with, that again, could probably never be somebody that’s on my full time bench. We scale up and we scale down. It gives our team the opportunity to work with different, unique, our full time people they work with like really incredible people and expand their knowledge and their key learnings. It also brings really great work to the, our clients. The output has been incredibly impressive and I don’t have the same overhead that I did before. That’s another beautiful thing. It’s the hybrid collective model. It’s an incredibly impactful way to work.
Russel:
Even just sharing that it does even remind me of the places that we got to in our own agency, as we started to scale. And really shows that there’s a billion different ways that folks can structure this, but we had a similar pod model and I really think it’s a great natural growth element for an agency in terms of its flexibility and almost the centralized de-centralization is the word that was coming to mind. As you were explaining that can be an effective way to scale and almost really encapture what a lot of people do love about that boutique agency, but we’re just creating boutique agencies within a larger agency environment. Just no matter how long you’ve been in business, the levels you get to being willing to pivot, meet the needs of the market, meet in probably some degree, even your own personal needs. Just always asking those questions and then answering those questions never actually goes away. So if you don’t ever want to pivot at all, maybe this isn’t quite the business for you, or that will be an inherent limitation. So it’s probably a good time to ask the question. What does the future look like? What’s next. Tell us about the future of all-terrain.
Brook:
Oh my God, right? 25 years, it’s crazy. I can’t believe it. It’s a great question because I’ve been thinking about it a lot. I’ve engaged some business coaches to help me think about what the scale looks like. If I would want to exit, do I want, definitely a goal is to turn this bad boy into a team led company. I’ve had other businesses outside of All Terrain throughout my life. I think about, what else would I do? It’s such a lifestyle business. You really live it and breathe it. There’s lots of thoughts. There’s thoughts about becoming an in house arm of a major media company or a brand. There’s thoughts about obviously turning keys over to the team and me just dropping off clients and strategy and kicking back somewhere else. We’re really focused on innovation right now. We’ve built a really cool AI platform that invites a lot of personalization and integration into brands on site at our activations. I’m very focused on the what’s next in our industry and how to, ride the hot wave of AI and a couple other things are coming down the pipeline. It’s not a very clear answer, except the fact that I’m very focused on keeping my team engaged and happy and working with clients that we believe in and not taking business just because it’s there for us. It’s really building this into a team like company and figuring out if there’s opportunities for us to either roll up, I’ve been having some conversations with some really exciting agencies that do different things than we do from PR and influencer and social to fabrication. What does it look like to turn us into our own super agency? That’s a hot topic right now as well. All doors are open, but I’m definitely ready to evolve the company to a different and unique place. Again, we did it once from 98 to 2017 and from 2018 to now. I think now is the opportunity to start thinking about what’s next.
Russel:
You don’t seem like the type of person that’s just going to ride off into the sunset far too creative and dynamic to do that. But it sounds like just, even as you’re asking yourself\ that future question, that your pointing back to staying true to the core of the fundamentals and just serving, well, some of the things that you’ve mentioned throughout just still being a core element of your success. I love to hear that. Can’t wait to see what that entails and what the next episode looks like for you. Probably just a great time to segue into the next question. How this applies to your own journey. Are entrepreneurs born or are they made?
Brook:
I believe born. I think you can become one but I think that there’s something intrinsically crazy about all of us that is just a sense of fearlessness and resilience. There’s a cartoon from the New Yorker that’s on my fridge right now and it’s been there on my family’s fridge since I grew up and it’s a picture of a stork that’s got a frog in its mouth. It’s eating the frog and the frog is choking out the stork while he’s being consumed. The bottom says, never give up. I would say that would be our family crest and my family credo. I think that’s the entrepreneurs, you know, crest is just never give up.
Russel:
That is a common thing that’s brought up in this conversation is that there’s just might have to be a little crazy in going about an entrepreneurial endeavor. And so I certainly don’t think you’re wrong and I’ve definitely heard that a time or two before. And I guess maybe that’s how we’ll be able to test future entrepreneurs is just, are they a little bit crazy? Well, if people want to know more about all-terrain, where can they go?
Brook:
They can go to our social media handles or follow us on LinkedIn. You can follow me. I’m really closely connected to the so it’s@AllTerrain is real easy, and@BrookJ ATC.
Russel:
Now everyone knows where to go to check out the next latest, greatest experiential marketing ideas going to come out of All Terrain. Thank you so much, Brooke, for your time today and sharing the many wonderful parts of your journey, reminding us all about the power of the fundamentals along with the fascinating stories of creation and ideation and pivots that you’ve made in your journey, it was really great and amazing to get to hear your story today.
Brook:
Thank you. I still appreciate you giving me a platform to do it.
We hope you’ve enjoyed this episode of An Agency Story podcast where we share real stories of marketing agency owners from around the world. Are you interested in being a guest on the show? Send an email to podcast@performancefaction.com. An Agency Story is brought to you by Performance Faction. Performance Faction offers services to help agency owners grow their business to 5 million dollars and more in revenue. To learn more, visit performancefaction.com.
Brook:
We just finished producing part of the Pitchfork Music Festival, which is a music festival in Chicago. We do the brand activations inside for it, for the event. We just did a pop up coffee house for an espresso. We did, a visit Austin area where all the, the Pitchfork media team interviews all the talent that performs there. The story goes like this. When I was at the 96 Olympic Games, you remember the bomb went off, right? My eventual business partner and I got sequestered with George Clinton from the Parliament Funkadelic, who had just come off stage and had definitely consumed some psilocybin. We wound up in a bar with him. He was drinking beautiful red wine with us and we started telling him our idea for All Terrain. He said, girls, you got to do that. You got to do that. Flash forward, we start the company and about five or six years in, we start a music festival called Heat in Chicago and we book him to come to perform at the event. He shows up in all his George Clinton craziness. And he remembers us. I couldn’t believe it. I mean, it’d been quite some time and that was great. I took a bunch of pictures with him and all wonderful and on we go. Last year, as we’re producing Pitchfork, he wasn’t scheduled to be interviewed. He just showed up at Pitchfork to be interviewed by the Pitchfork media team. He walked backstage and I couldn’t believe it. I walked over to him and he goes, hey, Brook. Here’s a man like, who’s been around the world, who Prince uses him as a mentor and there he was. Through all those life lessons, I couldn’t believe it. I have a picture of it. The final full circle moment of that whole thing is that we launched we pitched him our idea and it, it seemed like somebody so famous to tell us, go do it, it sounds like a great idea, that when I saw him last year, I said, you know, you were one of the reasons I started this business. And he said, I saw it in you. I saw you were going to do it. It was like, just having that kind of connection with somebody that, that random and interesting was just a fun story about a full circle moment at All Terrain.
Russel:
We’re going to credit this episode to George Clinton. I imagine you would have started the business anyway, but we just don’t know. So we’re going to give entire credit to George Clinton.
Brook:
I would be happy to. Everybody credits him with something and that is a great, this for me, it would be what I would say.
Russel:
That is truly an amazing full circle story. So glad you shared that.
