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Get ready for another episode of "Speak In Flow" with your host, the one and only Melinda Lee. Today, we've got a guest who's a business magician, a restaurant-wrangler, and an entrepreneur extraordinaire – Bradley Lum. With over three decades of experience, he's been flipping businesses like a pro and helping them grow. From owning and operating five restaurants and cafes in the San Francisco Bay Area to creating the famous Ono Grindz specialty food company, Bradley Lum is a true game-changer. His mission? To turn the "tough business" of restaurants into a smooth-running cash cow. Now, that's a vision you can sink your teeth into!
Bradley Lum's Bio:
Bradley Lum, the business wizard with 30+ years of experience. The man behind five fabulous restaurants and cafes in the San Francisco Bay Area. The genius who brought you Ono Grindz, the specialty food sensation.
Guest's Social Media Links:
LinkedIn Profile: https://www.linkedin.com/in/bradley-lum-47b74125/
Instagram Profile: https://www.instagram.com/chefbradleylum/
Notable Accomplishments:
Key Takeaways from the Episode:
Now, let's dish out the real goodies from this episode. Melinda and Bradley Lum dive headfirst into the deep end of business growth and leadership. Get ready for some hearty laughs and golden nuggets of wisdom.
Creating a Vision for the Future:
Bradley shares the secret sauce for crafting a vision that'll make your business dreams come true.
And, more importantly, he tells us how to communicate it like a pro. No smoke signals, please.
Motivating Team Members:
Learn the tricks of the trade to get your team on board and fired up to bring that vision to life. Get ready to build a workplace where high-fives are as common as coffee breaks. Preventing Communication Breakdowns: Melinda and Bradley tackle communication breakdowns – the silent killer of teamwork. They serve up some practical advice on how to keep the lines open and the good vibes flowing.
Overcoming Resistance to Change:
Change, they say, is the only constant. But people aren't always on board. Bradley shares the secret playbook for winning hearts and minds when it's time to shake things up. This episode is a veritable buffet of wisdom for budding and seasoned entrepreneurs alike. Bradley Lum serves up advice that's as mouthwatering as his famous cuisine. Tune in to learn how to navigate the wild and wonderful world of restaurants and businesses. And don't forget to stalk Bradley Lum on LinkedIn and Instagram for a closer look at his journey and expertise.
About Melinda:
Melinda Lee is a Presentation Skills Expert, Speaking Coach and nationally renowned Motivational Speaker. She holds an M.A. in Organizational Psychology, is an Insights Practitioner, and is a Certified Professional in Talent Development as well as Certified in Conflict Resolution. For over a decade, Melinda has researched and studied the state of “flow” and used it as a proven technique to help corporate leaders and business owners amplify their voices, access flow, and present their mission in a more powerful way to achieve results.
She has been the TEDx Berkeley Speaker Coach and worked with hundreds of executives and teams from Facebook, Google, Microsoft, Caltrans, Bay Area Rapid Transit System, and more. Currently, she lives in San Francisco, California, and is breaking the ancestral lineage of silence.
Website: https://speakinflow.com/
Facebook: https://m.facebook.com/speakinflow
Instagram: https://instagram.com/speakinflow
LinkedIn: https://www.linkedin.com/in/mpowerall
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Stay tuned for more "Speak In Flow" episodes with Melinda Lee, where she brings humor and heart to conversations with industry leaders and experts, spicing up the world of podcasting one episode at a time.
My guest today is Bradley Lum. He is a restaurant
Melinda Lee:consultant, founder of Bradley Lum LLC. He has over 30 years of
Melinda Lee:flipping businesses turning them from not profitable to
Melinda Lee:profitable. He has currently eight thriving companies of his
Melinda Lee:own. He's here to share how he helps a restaurant owners,
Melinda Lee:increase sales, improve their workflow, as well as improving
Melinda Lee:effectiveness in their communication. I find it
Melinda Lee:fascinating the similarities that restaurant owners and their
Melinda Lee:teams have with corporate leaders and their teams. So
Melinda Lee:listen carefully on the similarities. Listen for how
Melinda Lee:communication breakdowns can lead to failing restaurants, as
Melinda Lee:well as failing teams. I hope you enjoy this episode. Hello,
Melinda Lee:Bradley. Glad you're here.
Bradley Lum:Thank you. Thank you for having me.
Melinda Lee:Yeah, I'm so glad it's good to see you. Again. I'm
Melinda Lee:excited to dive into this topic, because I think it's so
Melinda Lee:fascinating. So you are a restaurant consultant right now.
Melinda Lee:And you're helping restaurant owners revamp and become
Melinda Lee:profitable and, and so these restaurant owners have teams, so
Melinda Lee:they're working with their teams ranging from three to maybe even
Melinda Lee:100 people. And I find it interesting, because corporate
Melinda Lee:and corporate, we have teams as well. And so what do you think
Melinda Lee:are just really quickly are some similarities, that might be a
Melinda Lee:restaurant team to a corporate team,
Bradley Lum:um, a lot, some of the similarities is would be the
Bradley Lum:kind of the brigade, you always have the owner, and the owner
Bradley Lum:has a vision, the vision needs to be kind of relayed down to
Bradley Lum:upper management all the way down the line. And if everybody
Bradley Lum:has that, that vision in mind, that's that goal. It's a lot
Bradley Lum:easier to execute.
Melinda Lee:Yeah. And I think the key word is if right, if
Melinda Lee:everybody. And you didn't mention to me, I thought was
Melinda Lee:fascinating now that you consulted these different
Melinda Lee:restaurants, that 80% of restaurants fail, due to lack of
Melinda Lee:communication? Is it right? More about that? Yeah.
Bradley Lum:Right. I'm really a lot of restaurants and I'm sure
Bradley Lum:you've been to a lot of mom and pop restaurants just have
Bradley Lum:somebody who opened a restaurant or bar restaurant, and they
Bradley Lum:really didn't have any restaurant or business
Bradley Lum:experience. And it's kind of, they're just they're buying a
Bradley Lum:product, turning it into something and selling it and
Bradley Lum:taking the money and doing whatever with it. But there's
Bradley Lum:really no structure. And, you know, being able to help
Bradley Lum:restaurants, structure their their business. So there's a
Bradley Lum:line of communication, a line of, you know, there's leadership
Bradley Lum:and a vision. Everybody has this map of where they where they
Bradley Lum:want to go, and how to get there. So. So in that sense,
Bradley Lum:it's very similar to corporate America, because I think that
Bradley Lum:that's the goal, right, is to instil that vision.
Melinda Lee:Yeah, because a lot of the managers they're just
Melinda Lee:like these mom and pops, they have a product and they're
Melinda Lee:really good at making the product, they want to sell it.
Melinda Lee:But as a manager as well, you they get promoted, usually,
Melinda Lee:because they're really good at that one specific craft or
Melinda Lee:expertise. And then they get promoted. And then now suddenly,
Melinda Lee:you have to, you'd have to shine you have to start leading other
Melinda Lee:people to bring this vision together, and they don't really
Melinda Lee:get training, or they're not really doing it very well in
Melinda Lee:terms of identifying what is the true vision because now you have
Melinda Lee:to think broader, and vision. And so tell me about visioning.
Melinda Lee:What is the challenge that people that leaders have with
Melinda Lee:visioning? Because I think it's broader, and it's, it's
Melinda Lee:ambiguous? Is that the case you're finding?
Bradley Lum:Yeah, and, you know, trying to get even get the
Bradley Lum:vision out of the owner can be really tough sometimes, because
Bradley Lum:the bottom line is, you know, we want to make money. Okay, but,
Bradley Lum:you know, maybe defining like, How much money do you want to
Bradley Lum:make? It would be a good, good start, right. Some people might
Bradley Lum:want to expand, but it might be too early to even think about
Bradley Lum:that. And also the exit strategy, you know, that's
Bradley Lum:another part of the vision that they they need to have because,
Bradley Lum:you know, a lot of restaurant owners just get into the
Bradley Lum:restaurant business and then you know, 20 years down the line
Bradley Lum:there, what do we do with it, you know, just try to pass it
Bradley Lum:off to our kids, but our kids are, you know, they grew up in
Bradley Lum:the restaurant and they don't want to, they don't want to take
Bradley Lum:on this, you know, business that kind of took their or
Bradley Lum:relationships with their parents away because they were always
Bradley Lum:there or or whatever the case may be, but most kids don't.
Bradley Lum:Unless a business is thriving, right? I'm sure that the kids
Bradley Lum:have whatever I don't know, star but you know, just name any any
Bradley Lum:restaurant that's, you know, totally thriving became
Bradley Lum:something I'm sure they'd want to take it over but if it's just
Bradley Lum:a small one restaurant operation yeah most kid Yeah,
Melinda Lee:that's me. That's me. Yeah. No, my father. Yeah, I
Melinda Lee:was like, No, I'm not. I'm sure you wanted you to. Yes, yes.
Melinda Lee:Yes. So it was important to have that vision both like going
Melinda Lee:forward and also exiting? What are some of the questions? Or
Melinda Lee:how do you help the, the restaurant owners to define the
Melinda Lee:vision? Can you share a little bit more you talked about? What
Melinda Lee:is the profit? Or, you know, how much money do you want to make?
Melinda Lee:Yeah, yeah,
Bradley Lum:you're just really trying to figure out, you know,
Bradley Lum:what, what do they want? And a lot of times, you know, like I
Bradley Lum:said, they're going to, a lot of people are just gonna say money
Bradley Lum:at first, but really, that's not really the goal. So I mean, if
Bradley Lum:you've, if you really think about it, it's not really the
Bradley Lum:money, it's really the feeling that the money will give you.
Bradley Lum:Right? Or, or, you know, because having things is just, you know,
Bradley Lum:it's just a thing, but it will make you feel a certain way,
Bradley Lum:when you have it right. So. So yeah, getting the goal out of
Bradley Lum:out of them is, is is pretty, pretty difficult some time
Bradley Lum:unless they really know. So anyhow, you know, it could be a
Bradley Lum:smaller vision where, you know, I want my restaurant to be
Bradley Lum:operated this way, or you know, what I mean, or a little more
Bradley Lum:casual, or I wanted to kind of be like a Chipotle where they
Bradley Lum:all line up and kind of order down the line. Right? So it
Bradley Lum:could be something as simple as that.
Melinda Lee:Right? But I love that, that idea of the feeling.
Melinda Lee:Because if nobody knows where we're going, then everything
Melinda Lee:seems more ambiguous. But if you paint a picture, even if it's a
Melinda Lee:small up level of something, whether it's a Chipotle, or
Melinda Lee:whether it's a beautiful formal gathering, but it's like the
Melinda Lee:feeling that, hey, we're all working towards something.
Melinda Lee:Right? Right. It's like, everybody's like, okay, we're
Melinda Lee:working toward a feeling of inspiring and making something
Melinda Lee:happen, that wasn't there.
Bradley Lum:Right, right. And getting, I mean, it could be
Bradley Lum:something really vague, you know, it's just like getting in
Bradley Lum:the car and driving somewhere. It's like, I know, I want to get
Bradley Lum:to New York, right. And so there's a lot of ways to get to
Bradley Lum:New York. But after you figure out where you want to go, then
Bradley Lum:you can kind of like put the little steps in the play. Right
Bradley Lum:on what you think
Melinda Lee:are the challenges with communicating things like
Melinda Lee:this.
Bradley Lum:Just that you know, not not worrying, knowing where
Bradley Lum:you want to go. And then also, there could be other smaller
Bradley Lum:vision. So after you get that that end goal, you know, it
Bradley Lum:could be upper management to their goals, you know, I want to
Bradley Lum:get out of here at 930. You know, and so, knowing that you
Bradley Lum:want to get out there 930 These things, maybe this thing takes
Bradley Lum:15 minutes, this thing takes 30 minutes, so then you can kind of
Bradley Lum:structure it and put everything into play.
Melinda Lee:Right, right, right. And then know if
Melinda Lee:something is off track. Least we see you know, has some
Melinda Lee:documentation or some data of what happened or if we veered
Melinda Lee:off track,
Bradley Lum:things that happened. Exactly.
Melinda Lee:So a lot of these restaurant owners don't even
Melinda Lee:have the vision. That's actually the first huge, huge block. And
Melinda Lee:then once they do, there could be some potential challenges
Melinda Lee:with communicating it. But at least we're more aware. Can you
Melinda Lee:give any tips of what then once they have it, what are some key
Melinda Lee:tips on executing or painting that vision getting everybody in
Melinda Lee:alignment,
Bradley Lum:right? Documentation. Documenting and
Bradley Lum:recording your progress. Just knowing where you're at at all
Bradley Lum:times, is very important. That way you can make adjustments,
Bradley Lum:right? Just like if you're on a, an aeroplane, you know, it could
Bradley Lum:be just off like two degrees and you know, you're trying to go to
Bradley Lum:Hawaii but all of a sudden you end up in the north pole or
Bradley Lum:whatever it is right. But knowing where you are, you can
Bradley Lum:kind of oh, I'm a little off course I just need to keep
Bradley Lum:adjusting. Right Um, so documenting your progress is
Bradley Lum:very important. And a lot of restaurant owners don't even
Bradley Lum:don't even do that they, you know, they just remember stuff,
Bradley Lum:you know, it could be even, it's something as simple as you know
Bradley Lum:what time that I pulled that out of the oven. Right? If
Bradley Lum:something's cooling down, and this is very important for the,
Bradley Lum:for the health department to, because they want to see, I
Bradley Lum:mean, if you do have a violation, they, you know, a
Bradley Lum:good way is to have documentation of of things. So
Bradley Lum:then that way they they know that you're on top of, you know,
Bradley Lum:your food safety. So, yeah, it could be something, something as
Bradley Lum:simple as that just, you know, documenting what time you pulled
Bradley Lum:something out of the oven, what time you clean the bathroom, you
Bradley Lum:know, if you go to a restaurant, a bathroom in the restaurant,
Bradley Lum:right? They always, most times they'll have a schedule, and
Bradley Lum:they'll have somebody whose initial what time they kind of
Bradley Lum:just documentation is is key.
Melinda Lee:Yeah, right. And then I mean, because that's
Melinda Lee:because like you said, a lot of times are so challenge was
Melinda Lee:trying to just make money. And so all this documentation
Melinda Lee:doesn't seem very important. Right? And, and then looking
Melinda Lee:back, you're like, What just happened in that year? We don't
Melinda Lee:even know, where did things fail? We don't know. And so
Melinda Lee:having at least a documentation, even if you did not get the
Melinda Lee:outcome that you wanted, but at least you can have some
Melinda Lee:information about where where maybe things have failed, or
Melinda Lee:where maybe maybe things can have better process improvement.
Melinda Lee:Right? Having someone come like you, like a consultant come on
Melinda Lee:board to be a part of the team. Do you find people resisting to
Melinda Lee:the changes? And what are some of the things that? Yeah, yeah,
Bradley Lum:I do. You know, and as a consultant, I can only tell
Bradley Lum:you what would be, you know, the best, your best practices are,
Bradley Lum:you know, the best use of, of whatever it is. And many times,
Bradley Lum:you know, people don't like change, you know, people, they
Bradley Lum:Yeah, they just don't like change. And it's just hard to
Bradley Lum:get somebody to, to change, how they think, how they, how they
Bradley Lum:operate. So yeah, that's, that's, that's pretty
Bradley Lum:challenging. And a lot of times, I have to just kind of wait
Bradley Lum:until it fails. Before they were like, oh, okay, yeah, we would
Bradley Lum:have done It
Melinda Lee:That's true. That's so yeah.
Bradley Lum:So just being able to, and then, you know, I to
Bradley Lum:kind of remedy that I just go back and talk story about
Bradley Lum:whatever, my past clients or even my experiences, or you
Bradley Lum:know, what happened to me and, you know, trying to try to go
Bradley Lum:that route. And most times that helps. But yeah, a lot of times
Bradley Lum:they they, they don't change until something happens. Like
Bradley Lum:you're, you know, just kind of like people's diet, right? If
Bradley Lum:they don't stop eating sugar until they get diabetes in.
Melinda Lee:Right. Right. Right. Yeah, something needs to
Melinda Lee:happen. And then they say, Okay, I want to try to change
Melinda Lee:something, and, but you also share some experiences, I mean,
Melinda Lee:this at least your due diligence, as a, as a
Melinda Lee:consultant, or as a manager, to share your personal experiences,
Melinda Lee:and what could happen if things don't change, right? Here are
Melinda Lee:some, yeah, personal experiences, and we're just
Melinda Lee:wandering and just really being authentic and genuine in terms
Melinda Lee:of these experiences. And then at the end of the day, yeah,
Melinda Lee:they're going to decide on their own whether they want to change
Melinda Lee:or not, and hurt themselves too bad or to cost too much. To the
Melinda Lee:business or to the right.
Bradley Lum:Yeah, yeah, sometimes. Yeah. I mean, you
Bradley Lum:don't want to get to the point where, you know, your reputation
Bradley Lum:is so bad that you ended up having to change your name or,
Bradley Lum:or, that's kind of the worst case scenario. Right? It was,
Bradley Lum:you know, the worst case scenario with kind of getting it
Bradley Lum:taken away from you. If it got to that point, but there's a lot
Bradley Lum:of things that could happen but but yeah, you know, I tried to
Bradley Lum:just prevent that you know, by by helping them and giving them
Bradley Lum:advice and doing what they needed to do.
Melinda Lee:I mean, I really admire what you do I get cuz I
Melinda Lee:think back to the restaurants now. And it's not just a Russia,
Melinda Lee:it's a community, especially with AI and the pandemic and a
Melinda Lee:lot of these restaurants have shut down and it's just so sad
Melinda Lee:and he's night when I see restaurants that are a small mom
Melinda Lee:and pop and they're empty. There's always breaks my heart.
Melinda Lee:I'll just like So glad you're doing this. Um, I mean, what
Melinda Lee:lights you up when you do these things?
Bradley Lum:Really, when when they succeed, you know, their
Bradley Lum:success stories? You know, they're just them winning, you
Bradley Lum:know?
Melinda Lee:Yeah, can you give an example of one of your
Melinda Lee:clients?
Bradley Lum:Sure, there's a client in South San Francisco
Bradley Lum:that, you know, when I first started with them, they were
Bradley Lum:losing anywhere from 20 to $40,000 a month. And, and today,
Bradley Lum:they're, they're on track to probably do a little under the
Bradley Lum:last check was probably about maybe like, four months ago, but
Bradley Lum:they were on track to do about 1.5. Yeah, so it's,
Melinda Lee:and we did things that you did, like some high
Melinda Lee:level things that you did to help them.
Bradley Lum:Number one was getting them to communicate
Bradley Lum:better. You know, because of the way that the restaurant was set
Bradley Lum:up, they'd have to go back and forth a lot. So you know,
Bradley Lum:something as simple as just getting headsets, right, you
Bradley Lum:know, so they can communicate back and forth. There, and then
Bradley Lum:the arrangement of the, well, the first thing I did was, was
Bradley Lum:really to rearrange their kitchen, because they, they were
Bradley Lum:doing pizza in there, and they have this, this dough prep
Bradley Lum:machine that kind of presses it and pre in part cooks the dough,
Bradley Lum:and then from there, you would take it, and then kind of put
Bradley Lum:all your toppings on, it's kind of how what are those, like blue
Bradley Lum:line pizza, you know, those, those fast, quick serve pizza
Bradley Lum:places are, is that kind of that same machine that they use, when
Bradley Lum:it was they used it at this place, but the thing was, is
Bradley Lum:like on one side of the room was was that and on the other side
Bradley Lum:of the room was the oven. So number one is like, you know,
Bradley Lum:you got to walk, you know, 100 steps over to get the dough to
Bradley Lum:the oven, it just didn't make sense. So just rearranging the
Bradley Lum:kitchen, so it flowed better. And then getting the the kitchen
Bradley Lum:to kind of communicate with each other. So they all kind of know
Bradley Lum:where they're at. Like, if you'd be just a ticket, that could be
Bradley Lum:like 10, nine, it was on the ticket. And you know, you have
Bradley Lum:four different stations. So you have to kind of you have to
Bradley Lum:communicate to all these stations to get the food out at
Bradley Lum:the same time. Nobody likes to, you know, if your party of six,
Bradley Lum:and you're sitting there, and then one guy gets his food, and
Bradley Lum:everybody else is sitting there waiting, you know, it's kind of,
Bradley Lum:it's not a good thing, food gets cold, you know, and last thing
Bradley Lum:you want to do is have the food gets sent back. So getting that
Bradley Lum:line of communication going, getting them to talk to each
Bradley Lum:other. You know, knowing where each other is that is going to
Bradley Lum:help you execute and get that ticket out on time. So, you
Bradley Lum:know, putting printers where they needed to be putting
Bradley Lum:expediters where they needed to be having a lead Cook, to
Bradley Lum:communicate to the expediter you know, things like that. It's all
Bradley Lum:Yeah, it's just a lot of the communication just needed to be
Bradley Lum:done, because nobody was talking to each other. And yeah, yeah.
Bradley Lum:So there was that. And then, you know, she was the owner of this,
Bradley Lum:this restaurant, she was very meticulous about her accounting,
Bradley Lum:I mean, she would do everything on Excel. So she knew exactly,
Bradley Lum:all her numbers, right. So, you know, just taking that mentality
Bradley Lum:and applying it to the other parts of the restaurant. You
Bradley Lum:know, I just I just kind of, because that's the way that she
Bradley Lum:communicating was through through data and things like
Bradley Lum:that. So just getting data and documentation of other parts of
Bradley Lum:the restaurant, you know,
Melinda Lee:be more meticulous about the communication. So
Melinda Lee:she's meticulous about the finances. And I think sometimes
Melinda Lee:when we think about soft skills, we don't measure we don't track
Melinda Lee:right. And so being just as you can be just as meticulous with
Melinda Lee:in terms of the process with communication, and having some
Melinda Lee:data around that, like how long does it take to communicate from
Melinda Lee:like you said, you close the gap and communicating from the front
Melinda Lee:end to the back end or between in the in the kitchen as well.
Melinda Lee:Right? Awesome,
Bradley Lum:right? And all that is all that it's it's money
Bradley Lum:right? So if it takes you 20 minutes to fire to get this this
Bradley Lum:food out. If you could get it down to eight, you know, you'll
Bradley Lum:be able to turn tables faster, you'll be able to have more
Bradley Lum:people come in and your girl sales would just be higher.
Bradley Lum:Yeah. In theory
Melinda Lee:Thank you, Bradley. Well, congratulations on that
Melinda Lee:success and helping these restaurants. And I hope that
Melinda Lee:more people go out and enjoy your local restaurant and and do
Melinda Lee:you have any one last like tip or key tips for leaders for
Melinda Lee:restaurant owners when it comes to their businesses? And
Bradley Lum:yeah, leaders should really, you know, I'd
Bradley Lum:say, Listen, you know, you were born with two ears and one
Bradley Lum:mouth, so kind of use them to proportion. Listen to what your
Bradley Lum:your team is telling you, obviously, listen to listen to
Bradley Lum:their upper leaders as well. And yeah, I would say, you know, you
Bradley Lum:listen, a lot of people don't, don't listen. There's, there's
Bradley Lum:these three words that are very dangerous in a lot of business,
Bradley Lum:for entrepreneurs and people in the in the in the businesses is
Bradley Lum:I already know, right? There's always something to learn, I
Bradley Lum:think in every situation and just listening and being patient
Bradley Lum:and, you know, you'd be able to solve a lot of problems.
Melinda Lee:Yeah, yeah. If someone is has the courage to
Melinda Lee:say something to you, then at least open up both ears to try
Melinda Lee:to listen. Absolutely. I love that. It's so true. So true.
Melinda Lee:Thank you so much, Bradley, that was so helpful. So empowering. I
Melinda Lee:think there's a lot of similarities between restaurant
Melinda Lee:owners, with their teams and also corporate teams, and how to
Melinda Lee:communicate more effectively together. And once you do that,
Melinda Lee:you can accomplish so much more, right? Having that vision, and
Melinda Lee:then knowing who's going to be part of that vision and what
Melinda Lee:role they play in implementing that vision and having the
Melinda Lee:communication to make that happen. When breakdowns happen,
Melinda Lee:who's going to support each other and who's going to help
Melinda Lee:each other out and just having that all dialled in, like you
Melinda Lee:said, can can help these restaurants? Hopefully not have
Melinda Lee:such a high fail rate? Yeah, yeah. And so any restaurant
Melinda Lee:owners or people that know restaurant owners that are out
Melinda Lee:there that are struggling? How can they find you?
Bradley Lum:Um, the best way would probably be to email me
Bradley Lum:or, or just call me. My email is pretty simple. Just
Bradley Lum:Bradleylum@gmail.com. And that's probably the easiest way to get
Bradley Lum:to me. Yeah,
Melinda Lee:Bradleylum@gmail.com. Yep. Hope you all enjoyed. Thank
Melinda Lee:you, Bradley, and really appreciate your time today.
Bradley Lum:Absolutely. Thank you for having me. It wasn't
Bradley Lum:fun.
Melinda Lee:Thank you.
Bradley Lum:All right.
