How Community Engagement Can Shift Customer Behavior With Ryan Lynn, Senior Vice President of Brand Development and Marketing at The Dirty Buffalo
Ryan Lynn is the Senior Vice President of Brand Development and Marketing at The Dirty Buffalo, an award-winning restaurant that was featured on both the Food Network and the Travel Channel. Ryan specializes in public relations, community engagement, media relations, and social media marketing in the restaurant and music industries. As an eight-year US Navy veteran, Ryan has developed leadership skills that enable him to interact and collaborate with multiple levels of management, government agencies, and people of diverse cultural backgrounds.
Here’s a glimpse of what you’ll learn:
Ryan Lynn reveals the secret to making high-quality buffalo wings
Why the restaurant experience can be more important than the food it serves
What’s The Dirty Buffalo’s competitive advantage?
Ryan talks about the key to his restaurant brand’s survival during the pandemic
Keys to success for The Dirty Buffalo franchisees
Why community engagement can be a top marketing tool for restaurants
Ryan tells his story of being arrested at 16 and joining the Navy
What you’ll learn in this episode:
When people think of marketing, they often think of advertising, social media, or email campaigns, but it can encompass anything that changes customer behavior. Community building and engagement is a method many don’t employ but can be a very effective marketing strategy.
With over a decade of leadership positions at The Dirty Buffalo, Ryan Lynn says word-of-mouth was initially the most effective form of marketing but has since evolved into community engagement. Ryan explains how community involvement not only feels good but has also helped the business grow organically. During the pandemic, Ryan is particularly proud that The Dirt Buffalo donated 100 Chromebooks to a local school for underprivileged children and how valuable it was when kids were forced to have school from home.
On this episode of From Persona to Personal, Roger Hurni sits down with Ryan Lynn, Senior Vice President of Brand Development and Marketing at The Dirty Buffalo, to chat about marketing a small, growing restaurant business. Ryan shares why experiencing The Dirty Buffalo in person is valuable for the customer, how the brand survived on delivery and carry-out during the pandemic, and the benefits of community engagement.
Resources mentioned in this episode:
This episode’s sponsor:
Today's episode is brought to you by Lighthouse PE.
LighthousePE is an AI-powered marketing automation software for mobile apps. It creates one-to-one personalized messaging
and experiences that increase brand loyalty, provide competitive intelligence, and drive substantial revenue to your business.
LighthousePE accomplishes this by analyzing your customers’ behaviors and leveraging its onboard AI to automatically generate and deliver the right message at the right time.
To learn more, visit LighthousePE.AI
Episode Transcript
Intro 0:02
Today's episode is brought to you by Lighthouse PE. Lighthouse PE is an AI powered marketing automation software for mobile apps. It creates one to one personalized messaging and experiences that increase brand loyalty, provide competitive intelligence and drives substantial revenue to your business. Lighthouse PE accomplishes this by analyzing your customers behaviors and leveraging its onboard AI to automatically generate and deliver the right message at the right time. To learn more visit lighthousepe.ai. Now let's get started with the show.
Roger Hurni 0:42
Hello, everyone, I am Roger Hurni, the host of From Persona to Personal where I get to speak with top leaders changing customer behavior so they can propel their brands forward. Before I get to today's guest. I'd like to let you know that this episode is brought to you by Lighthouse PE. Lighthouse PE is an AI powered marketing automation software specifically for mobile apps. It creates one to one personalized messaging and experiences that increase brand loyalty, provide competitive intelligence and can drive vast amounts of additional revenue to your business. Lighthouse PE accomplishes this by analyzing your customers’ behaviors, then this AI automatically generates and delivers the right message to the individual customer at the right time. To learn more, visit lighthousepe.ai. Now I am super stoked to have with me today. Ryan Lynn.Ryan is an eight year US Navy veteran. I appreciate the fact that he's a dog dad as I am I as well as a sneaker head as am I and Ryan also happens to be the co owner and co founder of The Dirty Buffalo, a three time national buffalo wing Festival award winning restaurant that has been featured on Food Network's diners, drive ins and dives and Travel Channel's food paradise. Ryan, welcome to the show.
Ryan Lynn 2:02
Thank you for having me.
Roger Hurni 2:03
All right. I always ask this right off the bat. What did I screw up on anything you need to correct?
Ryan Lynn 2:08
No, actually, that was great. Well done.
Roger Hurni 2:13
I've been asked by several people to do their intros if they ever have to audio intro so I'm going to just take that as a point of pride. I know that we were chit chatting before the show and let everybody know that my wife Joanne is from cheetah Wagga, which is a for most people who don't know a suburb of Buffalo. So she knows wings as she as she likes to say, and she hasn't tried years. But her comments were like they look amazing. And they look very, very legit. Is there so the question here is, is there anything special that you have to do to get that quality of buffalo wing and Virginia? Um
Ryan Lynn 2:56
it's tough to say that. It's, it's a multitude of things right? You one you have to have the temporary, the fryers. You have to fry the wings, you don't bake them. The temp has to be right, the timing has to be right. And then when it comes to the sauce it's got to be Frank’s. There's nothing else it's got to be Frank’s. And you know you add other ingredients obviously, but Frank's is typically the base.
Roger Hurni 3:25
Now explain to everybody what explain to everybody what Frank's is.
Ryan Lynn 3:29
Frank's is a hot sauce brand. You'll find it at your local grocery store. Next to your I don't like to say it but your Texas peeps and your tabasco's and those types of things.
Roger Hurni 3:42
Okay. All right. So it's getting those quality ingredients and making sure the temperature and the whole thing works out right to make sure they look at me. I know I used to do work for a pizza company that changed the pH balance in the water here in Arizona to match New York's just so the dough would taste more authentic tamales? No, it's actually a place called NYPD pizza. I just gave him a shout out. Alright, well, in my research, though, and please don't take this the wrong way. There are a lot of weird places, right. And what I found that was unique about yours in the research was there was a ratio mentioned, I think by your co owner that the food is 20% and the restaurant of the restaurant and that 80% is really the experience why why is that so important to The Dirty Buffalo.
Ryan Lynn 4:45
So yeah, you're referring to the 8020 principle 80% service 20% food and, you know, in layman's terms the way I always liked when I was running our stores, the way I like to present it to our staff members to get them to understand is that you can go to a restaurant one night, and the food can be phenomenal. But if the experience itself, the service is lackluster, what are the chances you're gonna go back, you might order takeout, it's going to be a small percentage. If you go to a place that the service far exceeds what the food is, and if you have good food on top of that, then you're definitely going to go back, like that's a place that you want to go back to. So the focus for us knowing that we have a good product is to be that next level of service. And it's a point of pride for us. You know, one of the things that I felt before we even started this restaurant is that, and this was back in 2012, was when we opened. So prior to that, anywhere you go, the service is always there, subpar. And get somebody on a bad day, they're upset about it. And it might be the staff member, it might be the manager, it might be whatever. It was always to remind them that like, this person has come here to spend their hard earned money, they could have went to 1000 other places, let's make sure that we provide that level of service that's going to bring them back. And it's gonna make all of us, not just the company, but it's gonna make all of us, including the service staff and the cooks the chefs, it's gonna make everybody more money. And that's what you're in business for. Correct?
Roger Hurni 6:28
Yeah. Is that your thing? Is that what makes the brand so special? Is that would give you your competitive advantage?
Ryan Lynn 6:35
Yes, and no. I'd like to believe that it's the food that gives us the competitive advantage to be honest with you. Because you got to think we are in a yes, there are a lot of wing places. But there are really no wing places to get what we offer. So, you know, fun story. I was stationed here in Norfolk, my first two years in the Navy. And that was year 2000 2001. If there was a restaurant like us, I wouldn't have had to have gone to a Hooters or any of these other wink places, which I ended up going to because I missed buffalo style wings. So now we have that option. And, you know, I don't have the exact percentages or statistics. But there are a lot of Western New Yorkers, or just New Yorkers in general, that join the military and that are stationed here. I was one of them. The thing that Western New Yorkers do, and you know, maybe you know this because of your wife. They like to talk. And when they find something they like, they talk about it. They talk about it to everybody. Yeah. And so what we felt was a huge part of our growth in their early years was getting those Western Europe transplants and engaging with them, to the point where they love the food. They love me and my business partner. And they go back to their ship after lunch. And they tell everybody all about hey, next time we go to lunch, we got to go to this place called The Dirty Buffalo reminds me of home. They got western New York beer on tap and all that stuff. Like, to me that's, that's a big part of what sets us apart specifically in this area.
Roger Hurni 8:27
Yeah, well, I agree that food is definitely a competitive advantage because the quality needs to be there. But you you struck on something in my behavior consulting work that I do. I tell people, you don't need to advertise your way to a great brand. a bajillion restaurants, branding can happen at the table, given the quality of service and the recognition of, of knowing those customers, even if you don't know their name, you recognize they've been in lots of times before, and that can truly make a difference. My wife actually is a little on the quiet side. So she's not, but I am too. Yeah, she loves to talk and, and the two things I did learn from her outside of quality of Buffalo was beef on WIC, which nobody even knows what that is out Arizona. And those two things, she tells me she misses all the time. Right, I'm going down to a rabbit hole. Let me get let me get back on track here. So the 2012 think Tomorrow's your 11th anniversary?
Ryan Lynn 9:32
No, that was back in March, march,
Roger Hurni 9:35
march. I'm thinking June 29, for some reason. So things are going well, you're getting the restaurants going and then you get slammed with the pandemic like everybody else. How did you navigate that? And were there any lessons learned there that you now carry forward? And there's a lot to unpack in that question in those questions, but take your time,
Ryan Lynn 9:56
for sure. Um, so fun fact. At Virginia, I don't know if it was the country. But I know that Virginia specifically shut down restaurant operations with the exception of carry out. On the day of our eighth anniversary, like, we had set up a whole celebration thing, and it was going to be a thing. And lo and behold, we shot we had to shut down and start doing carryout only on that day. I would say the first couple of weeks, we're getting our feet under us, I think we had the added benefit of you know, when we started our first four years in business, we were quick service. And about 40 to 45% of our our orders were carried out overs. So we were used to doing carry out already. In our current setup, with our full service restaurants, I would say carry outs roughly 25 to 30%. So like, we're already sort of built to be that where not everybody is. So it was it was a definitely a shift in terms of setup, because now all of your orders are slowly carried out. You have these massive dining rooms that aren't being filled? Well, how can you make the carry out more efficient, because that's what it ended up. It had to be more efficient. So the first couple of weeks were trial and error with that. I can honestly say that, probably the first six months, five to six months. I might be going too far with that. But I know we had a nice run there where our sales were on par, if not more than full operation. And that's doing carryout only, um, that was insane to all of us. Once they started opening other restaurants going to the different, you know, sections of the COVID timeframe. You saw things dwindle. As people started to come back to work, you saw things dwindle. And it wasn't it wasn't the norm. It wasn't what we were used to. For, I would say the better part of the last two years. Just you know, some background information from the time that we started in March 2012. Up until March of 2020. We never had a day down a downward trajectory. Never. It was always uphill. Everything was uphill. Our sales were always uphill month to month, week to week, year to year everything was always up. And then it just hit I think that has a mental concern, right? You're used to one thing and then all of a sudden that stops. So there was some stuff we had to work on there. You know, how do we how do we set ourselves apart from the other restaurants that are still operating? Right? We started doing carry out cocktails because Virginia allowed the ABC, Virginia ABC allowed restaurants to do off premise sales. Which was great. We didn't we weren't allowed to do that. We never were we still are which is great. So we were doing carry out cocktails. We were able to do package like beer, wine, ciders, we could sell those and bottles and cans as long as they weren't open. growler sales. I mean, we tried to focus a little bit more on the alcohol side of things. We created different combos for families, you know, we thought about my business partner is, you know, married, he's got three kids, and he's looking at it from a completely different perspective than I am. I'm a single 40 year old dude. I don't look at things that way. He does. He's like, What can we do for these families that are stuck in their houses? How can we get them a deal? And so we came up with different combinations for families. And I really just kind of moved along the same way I think every other restaurant did where things started to open back up. You got a little more comfortable. And yeah, I don't know if I answered your question you want
Roger Hurni 14:37
I would say every other restaurant was in that situation. I have interviewed guests before where they just 100% shut down because of the type of restaurant or the situation that they were in that state for various reasons, your business seem to be primed to make it through the pandemic fairly unscathed. Is it also wings travel? Well, you know, I mean, you know, they they do travel pretty well. There's certain foods, you know, I ever had someone who owned oyster bars and like, oysters don't travel. Well, he did like takeout was not an option, you know? Yeah. So was there anything that you learned during that time that you carry over now? Or are you just sort of back to normal business operations as if the pandemic never happened?
Ryan Lynn 15:31
That's tough question. And I say that because I think about all areas of operation. And I still don't think the staffing employment situation has figured itself out yet. You know, that has been probably the biggest issue for the majority of the last three and a half years supply chain issues. And I literally is another one, you know, we would run out of with the exception of our wings, we would run out of some of our most popular side items, appetizers. So that was difficult. I can't specific like, I don't think I can pinpoint one thing that was learned, I think it was just, overall, we realized how how, I guess, driven, we were, I think we realized, kind of how smart and I don't mean that in like a like a ego way. Like to be able to do what we did, and know that there are hundreds of 1000s of other restaurants, not just here, but across the world. That didn't make it right, couldn't make it and here we are. With our three corporate locations, we actually opened up a franchise location during the pandemic, it wasn't completely over yet. So like that, that's a point of pride, I think for all of us
Roger Hurni 17:09
to hear, well, you should be a point of pride, I mean, that it goes to show you that work ethic and some grit will get you a lot further in life than just pure talent. And but you mentioned franchises. So I wanted to mention that, because that was actually my next question. So way to lead into it. Awesome. You've done your first franchise, what is what does that look? What does that opportunity look like for franchisees? What why you as a potential franchise versus anybody else? What are you offering? I don't mean terms of money. I'm just kind of like, right? What's the value prop for them?
Ryan Lynn 17:47
I mean, I think right now you have, myself, my two business partners of some My my, my buddy Ross, which we haven't even delved in any of this stuff. He's a childhood friend. We grew up together in Western New York. Here we are running, you know, this, this weighing company, and his wife as our other business partner. So the three of us, you got a three headed monster right now. That's leading this charge, we have been the people that behind been behind this company from the beginning. We wrote all the manuals, we wrote all the policies, procedures, the recipes, even so you have that, obviously, the ability to work for yourself, right? That's, that's a huge thing with a lot of people. And then the money is not bad. So long as you're following the procedures, I have to be very specific about that. And I hope that any potential franchisees, whether it's with us or not, like if you're taking a hold of somebody else's brand, and you're not following things, like that's a point of contention at some point. Yeah. So
Roger Hurni 19:00
that always is a danger that I've noticed is when when companies expand and they start franchising out, you always get that franchisee is like, I want to try x. Now, sometimes that works out in the case of, you know, the Ronald McDonald character, but 90% of the time, it doesn't and you need to find people who they bought it for a reason. That reason shouldn't change, and they should they should stick to why it's successful to begin with. Right? That's the whole point.
Ryan Lynn 19:31
Absolutely. Yeah. Well,
Roger Hurni 19:35
so you're looking for other franchisees, probably, and eventually, hopefully expanding as far as the growth from a marketing perspective, I know you've got a solid background there. What's been your most valuable Strategy for getting people to know about The Dirty Buffalo?
Ryan Lynn 19:56
It sounds so archaic, I think Um, well, that will now it's kind of archaic. But I know that the boost in our early years was absolutely word of mouth. Like that was that was it. I think social media was obviously a huge part in our growth, especially the beginning years. Before you had to pay for ads and all that fun stuff and algorithms pulled your stuff out from here and there. Now, I would probably say, engagement within the community, doing charitable things within the community. You know, we just did a this wasn't necessarily charitable, but we just sponsored the local AAA affiliate of the Orioles. They're called the Norfolk tides. We just sponsored a night. There ballpark the night before Father's Day,
Roger Hurni 20:56
right? Please tell me your sponsor a little, please tell me you sponsor a little league baseball team, because I just imagined little kids run around with The Dirty Buffalo. On the back of the jersey,
Ryan Lynn 21:07
we have Yeah, we've been one of the sponsors for a little league team. A couple of years ago, we I mean, we did a men's semi pro softball team. What else have we done, we've done an NHL deal with a local athlete. What else? There's a local school that we work with relatively often. It's for underprivileged children. This one was huge. And I think it made a huge impact, at least on these children's lives. But Christmas of 2018, we purchased 100 Chromebooks for the students. So it's very small school. I think they ended up using 88 of them. And the other ones were backups. But that was December 2019. These kids had no computers prior to that. And then March come March, everything shuts down. They have to do school from home. Don't have Chromebooks, they couldn't have had it. Yeah, had we got donated, right. And we didn't realize that like we didn't put two and two together until we met with their principal, again, I want to say was that following like May, and it was just one of those things where it clicked. Here's like i i affected by all of these children's lives. And that, that's one of those things that you just feel good about, you know.
Roger Hurni 22:35
So now I'm going to translate here a little bit, because a lot of times when I'm doing consumer behavior work, and I say the word marketing, I mean very much mean in a generic sense. Unfortunately, most people take it as advertising or social media or something else like that. It can be anything that changes your customers behavior, you've done a great job, whether by design or getting lucky, like the 2019 Chromebook thing of marketing the community to build your business organically. And that is just as valid as spending lots of money on advertising. That's so when I mean marketing it, it has to do with community building and word of mouth and everything else that's around that. So that you keep the restaurants full, I never truly mean that in the terms of like, did you do outdoor boards? Or did you do this on social media? That can certainly be a component of it. But I'd like to have other owners of companies CMOS take something away from these episodes. And, you know, I think that the big net takeaway here is that yeah, you know, what community building is a marketing Strategy that a lot of people don't employ that in certain kinds of businesses, maybe they should look at? You know, there's not a there's not a question there. It's more of an observation and a way to translate. I think what you did into some tangible, tangible terms, unless you tell me, Roger, you're full of it. That's not what we're trying to do.
Ryan Lynn 24:07
No, I completely agree. You know, I think something that's important for us, Ross and Steph and myself. Like I said, Ross and I grew up together. We each had our struggles, familial struggles, whatever it was. And we come from a background where we weren't the most. We were we weren't underprivileged. But we also weren't, like privileged. And so now that we have the ability to do that for other people, and to provide something, I think, is a big part of just who we are. So yeah, I think that's a big part of growing business and getting the word out there about your business in general.
Roger Hurni 24:58
I'm going to cover one other area Yeah. And that has to do with a mobile app. Because hey, everybody, I talked to you in the QSR space, even people who are in the restaurant industry, that that's not the hospitality industry, the adoption of mobile apps has been really critical. I'm curious is, I'm curious to know. What are you doing with the mobile app that you have? And are you doing anything that is beyond being utilitarian, because like, lots of people will do stuff where they, you know, you can check rewards, you can order food, and you can do those sorts of things. So I guess the the real question is, do you see a value in the mobile app? Where do you see that going? And, and that's really about it.
Ryan Lynn 25:51
I'm torn on that one. Because I think, as a small brand, a small, you know, local brand. I think it's a nice to have, I don't think it's a necessity, I think is a bigger brand. Sure. But as a brand like us, or anybody that's not nationwide, I don't think it's a necessity. I feel as though you know, you're talking about consumer behavior. As a consumer, I go right to one of the third party apps, I go to I go to DoorDash. I use DoorDash all the time. And it's more so because it's a What am I in the mood for type thing. And I got plenty of places to choose from, you know, I'm scrolling through. I don't think I've used a company specific app in the last. Actually, that's a lie. I use one three weeks ago, but it was because Mo's makes you use their app to get the five chopper burritos. Oh, in that?
Roger Hurni 27:04
No, I don't. I think I can respect the point of view. And there was the oyster bar company that I had mentioned earlier. They don't even have a mobile app. They're like, yeah, everything happens at the store, like we had to shut down during COVID. Like there's no mobile app and like doing pre ordering and takeout. Like none of that works for us third party integration, like none of that works for them. And I get that. And I can certainly appreciate your point of view that, you know, maybe at your size, you're going to third party for delivery. Of all the QSR is I've spoken with that even small and large, that's been a fairly unique position. Most of them are, if they're not doing anything proactive with it, there at least mining the behavioral data to make other determinations. And you know, so just food for thought. I'm just kind of curious where you stood with it. Because I can't go anywhere these days. Anybody asked me to download their mobile app so that they can, they can build a better one to one community communication program with people as opposed and cut out that third party. Some of it's not money driven, some of it is just service driven, so that you can have a better experience with the brand. But outside of that, what so what challenges are you facing now? Like, what's the thing that keeps you up at night?
Ryan Lynn 28:23
I sleep like a rock. So nothing keeps me up at night.
Roger Hurni 28:27
All right. Once you wake up, Ryan, what when you wake up? Like what's the thing that you think about first that you've got to figure out for the day the worry?
Ryan Lynn 28:39
In my role, I think it's creative. Like what can I do that's going to entice a guest to choose us as whether it's their lunch, their dinner, their graduation party? What can I do creatively, to bring them in to have them order online? I think as as a business owner, I mean, there's a multitude of things right. But solely from the marketing perspective, it's how do I get more butts and seats? That's pretty much the gist
Roger Hurni 29:20
of it. Take the opposite end of that question. What are you most excited about these days?
Ryan Lynn 29:30
Seeing things start to get back to normal. Oh, yeah. Because, you know, there was a there was definitely a time where it was. Is it ever going to get back to normal and you know, there was a long period of time, but even when we believe that we were out of that time, it still wasn't there. And I think we're actually starting to see it now. I hope that come football season. We're back in the swing. to things and, you know, we hadn't skipped a beat.
Roger Hurni 30:03
Oh my goodness, what is that connection between buffalo wings and football games? Like, I'm not like if someone had said, Hey, Roger draw a correlation between this Venn diagram of football and buffalo wings sales like I would never. I think that's even bigger than pizza. You know, which just surprises me
Ryan Lynn 30:22
this day and age. Yeah, I could agree with you.
Roger Hurni 30:25
Yeah. Again, no question. Observation. me making a point. Brian, you've been great with your time. I have one last closing question. Hopefully, you'll be able to answer this. I know, when you have a business for a period of time, or you're starting anything you're working on any sort of initiatives. Lots of people will step in and tell you you should do this or do that. And there's lessons to be learned on the things you don't do. So my question to you is, what's the what's the worst advice you've ever gotten?
Ryan Lynn 30:57
And if you want to make it personally, that the worst advice I've ever gotten?
Roger Hurni 31:05
I didn't realize I would stump you with that.
Ryan Lynn 31:08
No, I will tell you, it wasn't your answer for you. I'm just trying to erase it.
Roger Hurni 31:13
Hopefully it wasn't your parents telling you, hey, you should start a buffalo wing business.
Ryan Lynn 31:17
No, no, no. It would be. You said this is personal, not business.
Roger Hurni 31:24
No, it can be either one. I'm gonna give me a man and make it as easy as possible. I mean, there's lots of stuff that people told me, I'm hoping I'm stalling for you. So you can figure out an answer. There's lots of things I've been told over the years, from a personal perspective, like you should try this or that or, you know, and I was like, no bad idea. Like my mom told me, I should work in a shopping mall. And one of those carts that made illustrations out of people's names, because I'm a good artist, like that. This is where I'm gonna stick to advertising. I think I'm pretty good at that. So
Ryan Lynn 31:58
nice. Yeah. So I don't know if it was really advice. It was more of a use. Well, I guess that's advice, you should do this. Right, right. And I'll be upfront with you, this isn't the first time I've told this story on a podcast. So when I was 16 years old, I worked at a pizza shop in upstate New York. You know, I would consider myself a pretty good kid, pretty honest kid. And I was working late with a manager and delivery driver. And I didn't know that this was a thing. But apparently, there was this whole there was a theft ring going in this this pizza shop, which I had no idea about. So that night, they said, hey, you know, do you want to make some extra money? Sure. All right. Well, we're gonna do this. And basically how it worked was and stop me if you've ever heard this before, because it blows my mind that this but I guess technology back then it makes sense. Yeah.
Roger Hurni 33:09
positively charged six year old, do you want to make extra money? They're always gonna say yes,
Ryan Lynn 33:12
absolutely. Yes. So what they would do is, let's say a customer orders, a large pizza and two dozen wings. Well, what they would bring the delivery driver out, because the delivery driver would have to pay for it before they take the delivery, and then the guests would pay them back, right. So the delivery driver, or in the manager, the manager would then bring the delivery driver up for a medium pizza and a dozen wings, so that other doesn't, and the difference between the medium and the large, is going to be pocketed by the two of them when the guests pays for it. So that night, asked me if I want to make money. I said, Yes. I got three to a $3 kickback. Right? That was it. That was the one time I did it. The same week. I got arrested for that. At 16 years old. You know, this might have actually been the best advice now that I think about it. That set off a whole trajectory of events where I got arrested. In my head, I'm like, I'm going nowhere. What a loser. So I joined the Navy at 17 years old. And from that point forward, I mean that $3 essentially laid out the rest of my life in a way,
Roger Hurni 34:43
but you know, a lot of times the worst advice can turn into the best action. I think the worst advice lesson here is when you're 16 years old and someone says you want to make extra money think about it before you say yes.
Ryan Lynn 34:58
you go Amen.
Roger Hurni 35:01
I really enjoyed the conversation, Ryan, I really appreciate it. I had been speaking with Ryan Lynn, the co owner and co-founder of The Dirty Buffalo. Ryan working now, where can people learn more about you and The Dirty Buffalo?
Ryan Lynn 35:14
I go to thedirtybuffalo.com We sell and ship all our our salt. Well, not all of our sauces. There's a few that we can't, but we sell and ship our sauces on their pint glasses, T shirts, all that fun stuff. Yeah, thedirtybuffalo.com. We also have the dirtybuffalofranchising.com If you're interested in franchising.
Roger Hurni 35:35
Excellent. All right. Well, then, thank you so much, Ryan. I really appreciate it. Everyone, I am Roger Hurni. This is From Persona to Personal,. We'll see you next time.
Outro 35:46
Thanks for listening to From Persona to Personal, the podcast that takes a closer look into how organizations personalize their marketing. We'll see you again next time and be sure to click Subscribe to get future episodes.
