Below is an auto-generated transcription of my conversation with Brad Lacy. Because this is auto-generated there are likely some grammatical errors but it is still a useful tool to search text within this podcast episode.
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Introduction
Brandon Burton 0:00
This is the Chamber Chat Podcast, the show dedicated to chamber professionals to spark ideas and to get actionable tips and strategies to better serve your members and community.
Voiceover Talent 0:14
Now your host he prefers taking notes with a pen and paper, he’s my dad, Brandon Burton.
Brandon Burton 0:20
Hello Chamber Champions. Welcome to the Chamber Chat Podcast. I’m your host Brandon Burton, and it’s my goal here on the podcast to introduce you to people and ideas to better help you serve your Chamber members and your community.
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Tony Felker 0:46
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Brandon Burton 1:08
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Guest Introduction
This is a special episode and our 2022 ACCE Chamber the Year Finalist series, and our guests for this episode is Brad Lacy, the President and CEO of the Conway Area Chamber in Arkansas. Brad is a native of Ida Arkansas and began his economic development career in 1997 with the Arkansas Economic Development Commission as a community development consultant and later as a project manager where he worked to recruit companies to the state. Brad has served as president and CEO of the Conway Development Corporation or CDC, the city of Conway’s nonprofit economic development entities since 2000. In December of 2006, Brad became the president CEO of the Conway Area Chamber of Commerce. It marked the first time in nearly two decades at the chamber and CDC had been under the same leadership, the leadership of the same person. The combined management of both organizations brings the city larger staff to focus on economic development activities. In 2013. The Conway Area Chamber of Commerce was named chamber the year by ACCE and in 2018, was named runner up. Brad holds a bachelor’s degree in geography from the University of Central Arkansas, the Masters of Public Administration from the University of Arkansas Little Rock. He’s a graduate of the Community Development Institute at UCA, the Economic Development Institute at the University of Oklahoma and the US Chamber of Commerce Institute for organization management. Brad is a former member of the University of Central Arkansas Board of Trustees and has served two terms on the Board of Regents for the US Chamber West Institute of organization management. I’m excited to have Brad back with me on Chamber Chat Podcast, he was a guest way back in episode 103, where we talked about the way they go about their annual meeting. So if anybody wants to go back in the archive and check that out, it was a fantastic episode. But Brad, welcome back to Chamber Chat Podcast, go out and say hello to all the Chamber Champions and share something interesting about yourself so we can get to know you a little better.
Brad Lacy 4:01
Yeah, well, thanks for thanks for asking. I’m not sure I’m all that. Interesting. Maybe the most interesting things that I’ve been in the job over 20 years and have only been in one community that doesn’t seem to be very common these days in the chamber world. So that’s true. Yeah, maybe maybe that’s the interesting thing.
Brandon Burton 4:25
Good deal. Well, tell us maybe some background, this specs, if you will, on the Conway area, chamber size, location, budget, staff, that sort of thing, just to give us some perspective.
About the Conway Area Chamber
Brad Lacy 4:38
Yeah. So first, just a little on the city. So the city Conway is part of the Little Rock North Little Rock Conway MSA so we’re the Northern Gateway to the Little Rock MSA. The city has about 70,000 people. It is a little bit of several things. So it’s a College Town it has has three colleges and universities. A percentage of our population commutes into little rock to work every day. But most of our people stay here because it’s very much a business center too. So it’s not exactly a suburb, it’s not exactly a college town, it’s kind of a little of four or five things all mixed up, which makes us a little bit interesting. The Chamber itself has been around since 1891, and was formed to recruit the colleges here. So we’ve always had a real tied to the educational community here. And through the years, there have been a series of sister organizations that spin off from the chamber. So the other the biggest one being the CDC, as you mentioned in the intro, which is an economic development entity that spun off in 1959. And that was the that was the organization that initially hired me 23 years ago. And so today, what you have is really this collection of organizations that are tied through management agreements. And so the staff, which there’s a staff of 18, we manage, really, the assets and the work of those several organizations, budget is going to be anywhere from five to $7 million a year, which is a pretty big budget, especially for our community our size. But when you put all of those organizations together, that’s what that’s what it looks like. And on the economic development side, there’s a lot of property that’s involved. So land leases, building leases, land sales. And so that’s where a lot of that revenue comes from. But it’s an extremely diverse revenue stream, which is really by design and helps us sort of navigate changes in the economy or changes in one member, you know, leaving or whatever. So it’s pretty good model we think,
Brandon Burton 7:11
yeah. Sounds like from the wide scope of demographics even of what makes up Conway really creates a great personal identity as a as a community, it seems like for sure. And you mentioned 18 staff and I got to meet some of your staff at the Mako conference. And you’re surrounded by some great people so for sure you’ve got a good good people there around you. So that that always helps.
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Topic-Chamber of the Year Application Programs
So as we’re doing these chamber, the year finalist interviews, what I like to do is focus on the two programs that you submitted on your application for chamber the year. So maybe just from a high level what’s address what those two programs are and then we can go in a little bit deeper and have you share some of the more nitty gritty about each program.
Brad Lacy 10:07
Sure. So the first one is a visioning committee wide visioning process called Conway 2035. We do a community wide visioning process every decade. Well, not really decade if you’re looking at the census, but every 10 years, so we did well, I guess it is, it does line up with the census. So actually, 2010 was the first year that we did that it was extremely important for us as a community. Because it really marked the first time that any entity had asked the community at large what they wanted to see for the city. And what happens is you get some agreement from larger groups of people on where not only the chamber, but city government. various nonprofits should be focusing their time and energy. And we did a lot of really great things in that decade between 2010 and 2020. So, and there was sort of a mid, mid, mid like 2015, we we convened sort of a smaller group of people to do a little bit of a correction to the plan to see, you know, what have we accomplished, were there some things that we needed to change, based off of things that were happening in the in the country. So 2020 Mark, really the year that we were supposed to renew that. So we had gotten everything ready, we had pulled our steering committee together, and we’re getting ready to meet with them. And it was a week, really after everything closed down. So that first program was really how did we do that? How do you how do you do a city wide visioning process when you can’t convene people? Because we did, we did it and we finished it. So the second one is our festival so we have a very oddly named festival, Toad Suck days. That is, that’s the name of it,
Brandon Burton 12:20
set that head on with the name. So that is what is Toad Suck days.
Brad Lacy 12:25
So my my EVP, Jamie Gates says that no southern city that’s worth anything, doesn’t have a festival named after a food or an animal. And so ours is named after toads, believe it or not, it’s a it’s a festival that volunteers started 41 years ago. And it really turned into something big. And as is the case in many communities, when things outgrow volunteers, they give them to the chamber. times you may not want them. This was one that you know, ended up being really good. It’s a very iconic festival in Arkansas, with a funny name. But throughout the history of the festival, we’ve raised $2 million for primarily educational nonprofits in the city, and some community development. So the festival is really the conduit through which we do a lot of charitable giving. But it also helps pay, you know, helps pay the bills because 100 to 125,000 people come to the festival. And there’s a lot of revenue that comes from that. So
Brandon Burton 13:48
sorry, I was maybe let’s just go deeper right now and untold sick days. So as you go about the planning of it each year, as its annual festival, do you know which nonprofits you’re targeting to support as you go about beginning it? Is their target goals going into it? How do you go about your planning and in strategy of
Brad Lacy 14:12
it? So historically, the money was earmarked for college scholarships for County students who were choosing to go to one of the three schools in Conway. So historically, that’s where all the money went. Internally, we decided to take a different course probably 10 years ago, with the creation of the Arkansas scholarship lottery. Voters approved a lottery in Arkansas. All of the proceeds from that are going to scholarships. So really, if you want to go to college here, you’re gonna get you’re gonna get some help, for the most part, and we didn’t really think that maybe our money now needed to go to scholarships. So we started investing heavily in pre K. And STEM education for elementary school students. So there’s some various various programs that we put money into, that really hit on those, those topics. Now, we also do a decent amount of money for downtown Conway, because that’s where we have the festival. So believe it or not, not everyone’s a fan of us closing the heart of the city down for three days. So, so we, we buy about 20, to $25,000 worth of hanging baskets that go up in downtown after the festival and the city partners with us on that, and takes care of them through summer and fall. And so our downtown is sort of known for those, those hanging baskets. So, you know, we can do between probably, in a slow year, maybe 60,000, upwards to 80, or $90,000, in charitable giving directly from the festival. Now, the other thing that has happened through the years is we will sort of approve what we call sanctioned events that are allowed to use the festival name. And so this is where other nonprofits benefit. So the Kiwanis Club, for instance, has done a 5k 10k for years where they raise money. And that’s the Toad Suck 5k 10k. There’s a literacy organization that does the tour to Toad, which is bike race. So there’s all these, there’s all these other things that are happening, as well as we have nonprofits, that we have a certain number of vendor spots available for free to nonprofits, to help raise money. So the festival is really much bigger than just what it does for us. In the community loves it and region, really so.
Brandon Burton 17:12
So with the charitable giving, is that structured through a foundation or just directly through the chamber? How does that look?
Brad Lacy 17:21
So the festival itself is a 501 C three, organization that is wholly owned by the chamber. All right.
Brandon Burton 17:34
So I know, in particular, with your chamber, that your application, you had some unique challenges, around DedSec day should particularly during the, you know, the COVID, shutdowns and whatnot. So tell us about how you guys address that and how you navigated through still being able to do the good work that you did and bring community together when you come together? How did you approach that?
Brad Lacy 18:01
So and by March, when things shut down, and when you look at the way that we raise money. Most of our big sponsors were in place by that because the festival happens the first weekend of May. Okay, so we had all these commitments from corporate sponsors to, you know, be a part of the 2020 Festival, and then you figure out, well, we’re six weeks away from festival that we’re not going to have. So what do we do? And I think our first, you know, maybe our first inclination was that we’re just not going to do anything and then give the money back or not kill these people or whatever. Because I think like many people, we were just in a state of shock, right? I mean, like, you know, I was thinking, how are we going to survive this? You know, how do you how do you survive when at least part of your revenue comes from being able to convene people and you can’t compete with people? That’s a real problem. But what we what we decided was that we could pivot and we could do a series of things we could sort of deconstruct the festival and offer people experiences which in fact, they needed and wanted because after, you know, a few weeks, your your cabin fever sets in, and, and so we sort of deconstructed the festival and figured out that we could do some of the best parts of it. Regardless if we had a traditional festival, so we came up with some new things. So really, one of the first ones was an airplane parade where we partnered with the Pilots Association, that is here. in Conway, and we asked them if they would do an airplane parade throughout the city. And this was several weeks into the lockdown, and super safe, everybody can just stand out in their yard. We, you know, promoted it heavily, not only on social media, but our local newspaper promoted it. And I mean, there were 1000s of people in their yards. And we had dozens of planes that participated in we had planes that came in to participate, you know, some fighter jets did some formation type things. And so, you know, we had some sponsors attached to it. So we actually made some money off of that, that we needed at the time. And so that really, I think, gave us some confidence that we could, that we could do this festival in pieces. And so another one was, we did a Nature and Science drive thru. People were, you know, hungry to do stuff with their children. So we partnered with Arkansas Game and Fish Commission, the Little Rock zoo, the Museum of Discovery, and maybe a couple of others to do these big exhibits. We put them in the middle of one of the university campuses. And then
we internally called it the drive thru zoo, that you know, the rule was you couldn’t get out of your car, but you could certainly drive through and you could see the penguins from the Little Rock zoo, you could go past the giant aquariums that Game and Fish broad. You could drive through these exhibits. And once again, people were hungry for it. They wanted to do things with their children. And we were going to do that from like three to six. Well, by four o’clock, the queue was so long wrapping through the campus that we had to start turning people away, because it was going to take us two hours to get everyone through the queue and see things. So we really started started building some confidence that we could provide some things that the community and really the region needed, would allow us to monetize it so that we could survive. And then we turned to television to we started buying blocks of time on network TV and the Little Rock market. And so we did a virtual concert one night where we asked friends that had really Arkansas based performers to perform for us and do a virtual concert at a particular time on the CBS affiliate and another great success. And so we just, we put a lot of different things together. That late spring and summer. That became the festival,
Brandon Burton 23:08
isn’t it, that’s about how long of a span that is.
Brad Lacy 23:11
So that was probably over three months that we did all of those things. And then you get to 2021. And things have loosened up a bit. But we still weren’t quite ready to go. First. As I say, you know, we were the first week of May. I didn’t want to be the first festival to you know, go forward. So it was the 40th anniversary of the festival. And so we decided we would again deconstruct the festival and do 40 days of Toad Suck. And so we brought the airplane parade back, we brought the Nature and Science drive through back except at this point, you didn’t have to drive through you could walk through because things were different than they were a year before. And we actually did our first real concert in person in a venue. We brought country music artists, Jimmy Allen to town and did a concert on UCaaS campus. And really, I think there there were several things there. One, it allowed us to continue to do charitable giving, which I wouldn’t have thought we could do. It allowed us to survive. Because we always take us you know 100 I think about $135,000 is what we end up charging back as a management fee from the chamber. So if you lose that chunk of money,
Brandon Burton 24:44
yeah, that makes an impact. You’re cutting salaries
Brad Lacy 24:47
or you’re cutting positions you’re doing something so you know, we did not want to do that and we did not want to use reserves and we did not do any of those things. We managed to survive and and that and ever lay anyone off. And then also just, it means so much this is kind of interesting, but it means a lot to the community to do the festival. Children love it. I mean, it’s really built around kids. And so to not do it, and not sort of recognize the legacy of it just seemed to be, you know, a terrible idea. And we should at least do our best to keep it going until we can have it for real. And, you know, the good news is, we had it for real this year. And it was crazy. I mean, it’s the best year we’ve ever had, we were very blessed. We had perfect weather, which we almost never have a full weekend at perfect weather. But we did this time. And everything was just more, you know, more revenue, more shirt sales more this more that. So there was definitely pent up demand for it.
Brandon Burton 26:03
That is awesome. Well, let’s circle back for a few minutes on your on the Conway 2035, the visioning program there. It is understand similar kind of circumstances when you need to be convening people together. First of all, I was glad to hear you say that you guys are revisiting like you get your 10 year vision, but then you’re revisiting it at the halfway point and kind of taking a barometer of seeing where you’re going because politically, things change, right technology changes, community demographics change. So there’s a lot of lot of reasons to kind of check the temperature, if you will. But take us through that in the next couple of minutes of how the the visioning program came together.
Brad Lacy 26:50
So in a normal year, what you do is is, well, the really the first part of it didn’t really matter, because the the important. First component of this is, is pulling together a diverse steering committee that represents sort of as many aspects of the community as you can get. So not only race, ethnicity, gender, and age, but things like how long have they lived here, like we always try to have one person on the committee who’s moved here in the last year or two, because they certainly have a different perspective about Conway than someone who’s lived here their whole life. But we have one of those people who’ve lived here their whole life, because their perspective is important, too. So we had we’d spent a lot of time and we had, I think, a 13 person steering committee that was just a cross section of the community. And we were getting ready to convene them when the pandemic hit. And obviously, we didn’t, well, by early June, I think we decided to at least get them together in person, and let them make the call on whether or not we were going to try to go through with this thing. And so we took we took a ballroom at UCA and had the I mean, it was like Vladimir Putin trying to meet with 20 people when you see those pictures of him with all this distance between Yeah, yeah, you know, so imagine putting 30 people in a gigantic Ballroom in a in a square table, where we add, you know, I don’t know, 40 feet between people are so dumb, it was crazy. But it was the only thing we could think of that would really be safe. So you know, we all meet wear masks, we put them at this table. And we just said, Look, should we move forward with this? Should we not we’re going to do what you want us to do. And if you tell us to go, we’re going to figure out how to do this. And to have one every one of them said we have to do this, like this is the most important thing we can do. We cannot we do not need to stay focused on what’s happening. Now. We need to come out of this stronger as a community, we need to give people hope. We need to ask people questions about what they want on the other side of this. And so Absolutely, we need to we need to do this. So the next part of this is the same regardless if it had been pre or pre pandemic or pandemic and that is we do a survey tool, just really through Survey Monkey, where we asked people to look at a list of like 40 to 45 topics, things like job creation trails. police fire. Anything almost that you could think of is pretty exhaustive list about things that might be important in a in a community. And we simply ask each resident who wants to fill it out to checkmark all the things that they think are important that we should focus on. So if you want to check 40 boxes, you can if you want to check to you can well, then we asked of these, what are your top three priorities? And then do you want to participate in writing plan? And if so, pick one section that you would want to help, right. So if you go back to 2010, we had 1400 people that participated at that level when filling the survey out. This time, we had over 1800 people that participated. And of the 1800, we had a few 100 that said they wanted to participate in writing plan. So here’s where you’re, you know, here’s, here’s where you hit the nitty gritty, like, how do you pull those people together? Because normally,
you would have four or five in person meetings, I mean, what we would normally do is take every volunteer that wanted to write the plan, meet in an auditorium and go over I mean, here’s how we’re going to do this, you know, and then we’re dividing them up, and they have their first meeting, and then they set subsequent meetings for the next three months. And they really craft this plan. Well, obviously, we can’t do that. So what do we do? So we reached out to the Winthrop Rockefeller Institute, which is a partner of ours that is in the neighboring community, and they do strategic they help communities with strategic plans really all over the place. And we just said, Look, we don’t know how to do this. Now. We need we need professional facilitators, because obviously, we’re going to have to use Zoom. And so that’s what we did. We hired Winrock to do that for us, and had a series of zoom meetings that took the place of the in person meetings. And it worked. I mean, it was, it was bizarre, because you were, you know, you somebody would be in their bed on this busier,
Brandon Burton 32:28
because there’s a quiet place in the house, right? When you
Brad Lacy 32:31
always have them after work anyway, you’re always doing them, you know, six or seven, because that’s when people can meet. So you’re really getting this glimpse into people’s lives, you know, like someone’s cooking dinner and is, is talking about, you know, soccer park, or whatever. And so, so we did that throughout the remainder of 2020. And then they really put it all together for us. And then by April of 2021, we had a summit at their facility. They have a big meeting facility with hotel rooms and a restaurant and everything. And so we convened over 50 community leaders in April, and we were all still masks, I’ll never forget it. We still had masks on. And took that plan and kind of did the final what for on it. And then that steering committee ultimately put their blessing on it. And by the early fall of 2021, we had a community wide visioning plan again. And who would have thought I mean, who would have thought that that we can pull that together? It really sets the stage for all of us to do the work that we want to do. So now. We’re in the process of all the various economic development boards in our organization. Our boards have done kind of the dot exercise where they’ve gone through all of the goals and said this is what we should concentrate on. And so our FY our strategic plan comes directly from that. The city for instance, did a $35 million. One my I think it’s probably maybe $40 million community center with pickleball volleyball, indoor and outdoor aquatics and soccer Park proposal that went to voters in February. Well, that checks off more than half of the parks goals that were developed. So that went to voters in February and it passed with 80% of the vote. And so what we would tell people is working that process is the most important thing, because what happens in a lot of communities is, well, meaning people think that they know what everybody wants. And they just move forward with an idea. And then they end up getting hammered at the ballot box. And it’s not because the idea was bad. And it might not even be that people disagree with it, but you never asked them what they wanted,
Brandon Burton 35:32
right? Just is a huge, such a huge factor.
Brad Lacy 35:36
So with this, you know, 1800 people spoke. And it’s pretty clear what they want. Yeah. And so we’ll use that as a guide, you know, for the next several years,
Brandon Burton 35:50
when really to be able to get their input, when you’re in the midst of a pandemic, like that, I’m sure is what spurred so many more people to participate in the survey, because they had more opinions, because we’re fresh, and they you know, and they, I’m sure appreciated that you’re reaching out and asking for their opinion asking if they want to be involved with the process. So I think the timing, although it didn’t seem great, on the surface, probably couldn’t have been better to get that for sure. Feedback from your community.
Brad Lacy 36:17
Yep, for sure.
Brandon Burton 36:19
I think that transitions well into my next question for you is, how do you view the role of your chamber there in your community?
Brad Lacy 36:31
I think we are often the middle ground that people are looking for these days. You know, Conway is pretty purple town politically. There’s a section of it, that’s very blue, and there’s a section of it, that’s very red. And I think we tend to be this place where a lot of the different sides can come to agree on things. And so we do our best to stay there. I’ve never seen a liberal or conservative person who didn’t think that job creation was important, right? I’ve never seen a liberal or conservative person who didn’t think quality place and quality of life was important. So I think chambers have the opportunity to play this part of, of helping bring both ends to the middle. Now, the extremes you’re never going to bring, because they don’t want. They don’t want to come to the middle. But the reality is, I think most of us are not the extremes. And so I think what we do is we help remind the community as a whole. And you’ve seen this, I think with our annual meeting, the annual meeting is really about helping people remember what we can accomplish. When we work together, it’s helping people understand why we’re special, it’s seeing their friends and neighbors on screen who look different from each other, who think different from each other. But they’re still working toward this common goal of building a world class city in the middle of Arkansas. And so I think that that’s the role we play is, is just this middle ground. Let’s roll our sleeves up and get the work done. And stay out of the, you know, crappy stuff that seems to dominate the headlines
Brandon Burton 38:39
like that. And, you know, you mentioned where the the ultra conservative or liberal like they both can agree that job creations are important. And and it’s not the chambers are looking for topics to grasp on to that are not controversial. But it’s topics that matter. And that can move the needle in a community and both sides can see where you know, something like job creation, and that example can move the needle. And I think
Brad Lacy 39:04
if you do those things, well, if you have a history of doing those things, well, there are things that you can get into. So for instance, and I don’t think this should be controversial, but I think it is, you know, the DBI diversity, belonging, equity and inclusion. I mean, you heard us present on that. And that would that would be controversial for some people. But we felt very strongly that we need to plant a flag there. And, and we have and we did and have, did we take on a little bit of water with some people in the community? Yeah, probably. But for the majority. I don’t think so. I think that they want us to speak on things like that. Because if it’s important to the business community that it’s important to us.
Brandon Burton 40:04
Absolutely. So Brad, I wanted to ask you if there if you might have a tip or an action item for listeners to help take their organizations up to the next level?
Action Item/Tip for Chamber Champions
Brad Lacy 40:16
Well, I think being ambitious is the biggest one, the main expecting more. I think that that probably guides us more than anything is that we expect more from ourselves. And we always think that we can get better. And we compare ourselves to the best. Which is part of the reason you do things like chamber of the year, you need to compare yourself to the best people out there. And you’ll always learn something from that, you know,
Brandon Burton 40:50
even just a benchmarking survey itself, that whole process, yeah,
Brad Lacy 40:54
right. And we do that as a community really, like we compare ourselves to other cities that we think we can learn something from, and we do that in a really formal way. So I just think being ambitious is is big. I think it’s so easy to just get caught up in the day to day activities of of what you do, and you just lose sight of trying to have some vision and and be the force that helps push your community in that direction.
Brandon Burton 41:28
I like that answer. So I’d like for a so many of your responses just flow right into the next question. So good. I like asking, yeah, how do you see the future of chambers and their purpose going forward?
Future of Chambers
Brad Lacy 41:43
I think they’re incredibly important. And I think as important as they’ve ever been simply because of what I said before on this, this middle ground, that chambers should be able to be for people. Because of the interesting nature of our work, I mean, we represent the business community. Well, what the business community has to say, should be very important to whatever community they’re in, because if the business community disappears or go somewhere else, then you don’t have a community anymore. And, and so I don’t think that you have to be apologetic for having an opinion. If your membership is backing you up on it. I mean, that’s what you’re there for. However, I do think that the majority of things that we work on should be something that the majority of the people in your community can gravitate toward. You, you know, I’ve often said, in the 23 years that I’ve worked here, I have boards that have some of the most liberal and some of the most conservative people in the community on them. I have never in 23 years heard them argue or fight about national hot button political issues. I’ve never heard them talk about Barack Obama or Donald Trump or Joe Biden. I’ve never heard them talk about abortion, or any other all of the issues like I’ve never heard that. And the reality is, we don’t do that. That’s not what grows, the city of Conway, and so confer a common goal. That’s right. I mean, the stuff that we worked on is something that almost always, both sides can agree on. And and when you when you win together, it makes those harder times a little bit easier, because you end up knowing this person. And when you know somebody, even if they think differently than you. You can’t vilify them because you know, that you, you know, you’ve had lunch with them, you know, their families, you just you just think about the world a little bit differently. And so I really think chambers have this ability to can, again, it’s what we’re best at convening people, why we convene people better if we’re doing our job, we convene people better than any other group or organization in our community. And there is a power in that. There’s a responsibility in that. And so I think the future’s bright for chambers.
Brandon Burton 44:45
Absolutely. So Brad, this has been great having you back on the podcast. I’ve really enjoyed it. I wanted to give you an opportunity to put any contact information out there. So if anyone wanted to reach out and connect and learn more about how you’re doing things there and Conway, how should they have? Should they reach out and connect with you?
Connect with Brad Lacy
Brad Lacy 45:03
Sure, I mean, emails probably the easiest. And then if we want to move into a phone conversation or bring some other staff members in, we’d be happy to and that’s just brad@conwayarkansas.org in Arkansas spelled out completely.
Brandon Burton 45:18
That’s perfect. Now I’ll get it in the show notes for this episode as well. So people can go there and find it and shoot you an email and learn more about Toad sick days, you know? Absolutely. Well, Brad, I really do appreciate you coming on here with me and I wish you and the Conway area Chamber Best of luck, this chamber the air.
Brad Lacy 45:37
Thank you, we appreciate it.
Brandon Burton 45:38
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