Meet Retail Sales Expert Timothy Bush

Protect your brand, product or invention from the hazards of consumer product launching and go from idea to product to big brand. With guidance from retail product design and development experts Tracy and Tom Hazzard. Get the insider secrets to put the right things in the right order with the right resources so you can out design, outsource and out profit your way to retail success.

Tim, I'm so glad to have you on this show today and get everyone on product launch hazards to get to know you.

Great to be here. Great to finally get going.

I know we've been planning this a really long time because we have so many people that we wish we could help. There's just not enough hours in the day to talk to them all.

Yeah, well, there's definitely not enough hours in the day just to get everything done, let alone talk to everybody that needs help and wants help and is looking for some expertise. For sure.

Yeah. And so that's really what we're here for. We're here to try to find a broader audience that we can reach out and that they can get some help when they need it. They can help themselves and really get to know which experts really make sense for where they are and what stage they're in. And that's, I think a big evaluation is like. I'm sure that you get this all the time because you are. I call you the on the shelf expert, like, every time I talk to people, which is the name of your podcast. But it is also actually what you are. You are an absolute expert at what will work in mass market retail, how to sell into mass market retail, how to get on the shelf just about anywhere. And when we look at that, there's a point at which most people are like, am I ready yet? Or I think I'm ready. And they may not be. I'm sure that is like the number one question you get.

Yeah, I think the number one question, and if I'm not mistaken, my next one of these is actually going to dive into this. But it's how long does it take? That's probably the number one question I get. I think that entrepreneurs are people that are trying to get their products on the shelf or just created a product. They don't struggle through the questions of am I ready? They need actually somebody else to tell them you're not ready or you are ready, because they always think they're ready. They've gone through this process of birthing a product and now they're just like, man, every, the carpets are going to roll out and everybody's going to love it. I think the one thing that they struggle with or wonder the most, and it's the very first podcast I ever did, and whenever I go back and listen to it, like, oof, that's a little rough, you know, because I didn't know what I was doing at all. But it's still one of my top five podcasts, listen to every month. And that is how long is it actually going to take? So we're going to get super into that on my next office hours.

Yeah, well, good. And I'm so glad. And you know what it does need maybe, and it's time for that to be discussing it, a little bit of updating. Because people think that the speed has changed because the speed of commerce has changed, but the speed of retail really hasn't. And you and I know that from the inside out.

Right? Right. Yeah. No, I mean, I think that it's still pretty consistent, unless you're George Clooney trying to launch a new item or a huge celebrity. I think that for those of us that work in the real trenches of retail, we know that it's going to take a certain amount of time. Buyers are a little bit more burdened now than they've ever been. And so things don't get quicker, they get more, I think, backed up. And so it requires us to be more prepared, really understand what the buyers are wanting from us so that we can have that stuff ready. And what I do is kind of help people take all the little roadblocks out that could get them put down under the pile. I call it always under the pile. Because when you're talking to a buyer, you're on the top of the stack. If you have a hurdle that you can't overcome, right Then buyer's gonna put you on the bottom of the stack, and then they're gonna go on to the next.

You gotta work your way back up again.

You gotta work your way back up. And so what we do is we try to minimize the hurdles, take out all those little things that are gonna get you put on the of the stack so that you're more ready when you're actually having those conversations.

So let's set that up, because what I just referred to was that you are an insider. You've been doing this a long time, just like I have, and you've got a lot of inside data and inside information. And that's really what this. There's so many landmines, there's so many hurdles, there's so many hazards. The other kind of hazards Pun actually intended.

But anyway. But yeah, it's, there's so many of those things and that's why you're invited on this platform. That's why you were my first expert that I reached out to, because there are so many of these things that we know. So let's dial back in and let everybody get to know you and talk about how you got started in selling to mass market retail and how you got started in this industry.

Well, I guess depending on how far you want to go back. I mean, the beginning of my career actually was in retail. So I worked at the executive level of companies like Toys R Us and Bed Bath and Beyond and Barnes and Noble and Office Depot. And so I really learned firsthand back in the years ago when it was where a store manager or above really had a lot of control over their own building and how you merchandise products and how you really taught people how to buy certain things. And so I'm also an expert in merchandising and how to get people to buy and where you place stuff and how you build a pallet and how, how you build an end cap and why all this stuff is important. And then I moved from that and there's some little things in the middle, but I moved from that into wholesale because I really wanted to learn and have a well rounded business. So I really wanted to learn, you know, where do the products come from, how do you get them over here, how do they get built and then how do they actually get sold to retail? So I did that for several years and really the way TLB Consulting was created was I got fired along with about so often. Yeah, about, I think at the time it was around myself with around 200,000 other people. In 2009, I was working for a large robotic massage chair company and I got laid off along with all the other executives. It was a couple days after I had just built a business for this company with Costco from 2 million to 16 million in just two years. I know I wanted to do something and help people with how that actually gets done, how you can actually work with Costco. So I created this. Actually, I created the company, but I hooked up with a buyer from Costco who was having trouble with a couple vendors. They don't have time to teach him this or teach him that. And they asked me, hey, would you just work with these guys? And here I am two days out of getting laid off. So I'm like, sure, yeah, I'll do that.

I didn't realize that how much our careers kind of overlapped there. Because it was right about 2009 that we started our current formation of the business. And it started in office seating for Costco right at that moment. Yeah. How odd. I had no idea.

We probably were passing each other in the hall.

That's right.

And so both of these companies got in to Costco, but then neither one of them made it past testing, which is typical. I mean it can be common, common, but they both learned a lot. And it dawned on me that hey, nobody's really at the time 2009, nobody was really teaching people how to do business with Costco. And so I read some articles and built a business around that. And what I soon found out was that most of the people that were coming to me weren't ready to go to Costco. And so instead of just discarding them, we started building different services like Total Sales Solution, which we're at now is our biggest service, bar none, which is where we act as if we're an outsourced VP of sales and we really build a strategy and help these small and medium sized companies take their products to all the major retailers that make sense for their brand.

I call that embedded services. There you go off that, that old style journalism of being an embed journalist. Right where you're right in there in the trenches with them. I find that has always my biggest item that people want that is the most in demand. And it's also the one that though requires so much of my time that I'm very picky and do the least of or take the least clients in because of it.

So backing up a minute. So we started doing that and that instantly became a huge part of what we did. Of course we still did Costco work and consulting. But it became evident that at the time that even though we thought some products were just out of the park, home runs, timing might not be right and so not everybody gets in. So I started turning away a bunch of people because I just knew that that product would struggle or might not be right or.

But it made you feel a little bad, didn't it? Like this is. That was my thing too. It's like every time I turned them away, I would be like, God, I hope they're okay out there. And I would worry about them.

So what we did is we created an evaluation program. We created our own scale and we have eight things that we look at and it allowed me to take everybody so we didn't have to turn away anybody. No matter whether you just made a car, something out of an idea out of a piece of wood, we can still evaluate it and tell you in the end how it's scoring right now based on the whole big picture and what you need to do to really get there. And so it allowed us to stop saying no, and we could say yes to everybody. And I tell you what, the people that go through the evaluation are the happiest people, because everybody wants a roadmap. What do I need next? And that's kind of what it created for them. So that's what we've been doing. I started the podcast in October of 2015 as a way, I don't know, you know, just as a way to give away more information and help people that just wanted to do it. It's really a diy, do it yourself. You always have those people that are saying, oh, you're giving away too much information, or you're giving it away for free. And I'm like, yeah, I am doing that.

Because the percentage that do something with it, that really take action, that really follow the advice and that when. And that when they don't know, they do reach out to. To the right experts at that time, those are the ones that succeed. And if you get 1 or 2%, that's awesome because you've just put a great, successful product onto the market. That's how I feel about it.

Yeah. And even if somebody just followed all the steps and did it on their own, my very first article, and I don't know whether ezinearticles, like, wipes away your views and then starts it over, they did that for mine. But based on where it's at now, where it was has been viewed almost a hundred thousand times. That used to be the number one referrer of business. And I wrote that back in 2009. It was one of the very first, and it was the 11 steps to getting your product into Costco or something like that, it's still a huge refer. And again, it's giving people the right answers. And what I have found is people are doing their research, right. And they don't always want to call you because they think you're taking your time or you might charge them just to ask you a simple question.

And.

And so the podcast is a way that people that have this dream, that are just starting their research can start to really understand what it's like and hopefully, man, just avoid some of these huge pitfalls that drain money.

Drain the accounts. When people make a mistake here, a mistake there.

Yeah, that's something that we've had few conversations over over the years, is that it breaks my heart to see some of the amount of money that gets drained doing just the wrong things in the wrong order and the wrong resources a lot of times, too. And it just. That drives me crazy. Like I want to circumvent that and just say, hey, here's the map, right? The roadmap. Here's the map. Do them in this order because it really makes a difference and you'll spend less money, you'll get there faster, you can't skip ahead because there'll be all these steps you didn't do and you'll fail and you'll have to go back to the beginning again. And so, yeah, that's really. I feel so strongly that all the prep that you provide, all the free stuff, the podcast, and that's what has made you very, very valuable to your clients, to your listeners. And you're going to be so valuable here on the platform as well. And so I encourage people to really make sure you do not miss Tim's office hour, because it is always got golden nuggets in there. It's always got things that are going to save you money, make a difference in whether or not you can make it. Because some mistakes are fatal in retail. You don't get a second chance all the time.

Yeah, some of them for sure. You know, with certain buyers, you know, once they say they're going to pass, I mean, you got to wait until somebody else has that seat. So take the time to do it. Right. And the fun thing about this office hours is I don't do a lot of live things.

No, you don't. That's true. You're so busy, so.

Well, I don't know if it's just that, but I mean, to set it all up and not have it just look super rinky dink or whatever, I don't do a lot of life. And so this is a chance to listen in live and interact live. And I think that's going to be super valuable. I think that sometimes you have questions in the moment, then they lose steam later on when you're trying to why did I ask? So I think that can have big value. I'm super looking forward to interacting with people in a live setting.

Yeah, absolutely. And I think this has been one of my favorite things about doing so many events that I do every year. Is that sort of when I get to do the live mentorships, when people sit at my table and have lunch with me or something like that? It's been one of my favorite things. Because the questions in the moment are much more relevant than we can do on our podcasts, than we can do in an article that we can do separately or this just in it. Also, those questions help so many other people who are thinking the same things or in similar places. Most of the questions we get are very common. Like they come up again and again, maybe in different orders, or they get thought of differently. So asking questions and participating in this platform is going to be so powerful for everyone involved. So we really want to make sure that you guys take advantage of that as much as possible and picks Tim's brain. So tell us a little bit about the retail landscape. Like, I mean, why do people still need sales reps? It sounds like an odd thing, but I think that's really a case that sales representation, that understanding how it works at the retailer is critically important. And it's something people think, oh, I could just do this, I can send an email. It doesn't work like that. And talk a little bit about that because I think that's an undetermined job description.

Yeah, well, I don't know whether people need sales reps or people to do things for them. I think that's valuable. And even me, if somebody can get it done faster than I can myself, I'll hire somebody myself to do it. I think what's most important is to get advice or to have a mentor or to have a consultant, somebody that can help you look beyond what you're looking. Because I think that buyers want to know things that you don't know, that they want to know them. They want to know things from a different perspective. And then all of a sudden it gets personal because you created this product and how could they possibly say that or say this? And so you have to be ready for that. You have to be ready. What's that buyer meeting going to be like? You know, I've been in over 100 buyer face to face buyer meetings worldwide and so I'm not generally surprised. Although I don't know, maybe 10 or 15 podcasts back, I did do a podcast on buyer media that just went totally wrong.

I missed that one. I would have to go back and listen.

Yeah, you should go back and listen to it because. And the reason I put it out there is because all I ever talk about is all the things that go right. And I think it's important for people to know that I can even walk into a buyer meeting and it can just go terribly wrong.

And I had one of those happen where when you just don't Know what's going on at the corporation and you walk in at the wrong time and there's obviously been some kind of mandate that hasn't been announced yet. And you're. Yeah. In your knock sideways go, oh, what just happened there?

Yeah, yeah. And I won't get into that on. On here. But, I mean, I think the retail landscape is more onerous on the supplier these days than it's ever been. The suppliers have to be smarter, they have to be more educated. They have to know what they're doing, what they're getting into. They have to understand the landscape, they have to understand their competitors. Because a lot of times the buyers, from no fault of their own, they don't know any of that. They're deep into the numbers. They're crunching numbers now. And so they look up and they see you sitting there and they need your help with who are your main competitors and why are you even trying to get into this market and what are the uniques that your product has? And so it's. Unfortunately, it's not that. I mean, I've been in this business long enough to remember when I used to go into a buyer meeting and it was like, oh, man, look at that. That's awesome. We're going to buy a couple containers and just see how it does. And they were just cowboys. Let's just take it and see how it does. That's just not the way it is anymore.

No. There's so much hierarchy justification. Floor space is so valuable. The pressure to make sure that it's going to turn before you put it on the floor. I mean, there's just like countless things that they have to take a look at. And then there's the dichotomy of online and in store.

Well, interestingly enough. So there's good news. You know, I don't always want to paint a doomsday, because the good news is, is that you can be that educated, you can be that standout supplier that knows what they're doing and knows how to get it done and has the information that the buyer wants. When you're that way, you're going to stand out and your product's going to stand out. And people think that retail is dying because we lost 7,000 retail doors last year and Toys R Us. I'm just about to do a podcast called Goodbye Toys R Us, because everything I learned about merchandising, everything I learned working for Toys R Us, and so it's bad for me. But this podcast is only going to be filled with anecdotes from working there and the crazy stuff that would happen. It's going to be kind of fun. You know, people think that retail is dying, but it's not. The biggest demographic in the us, the millennials, they actually want to go to stores and touch stuff and have people help them. And so here's the little unpaid nugget before we even get this whole thing rolling is figure out what your customer experience is with your product. Whether the customer experience is there in the store while they're holding it, or maybe it's when they unwrap it or unbox it at home. But if that experience is exceptional, then the retailer looks good, you look good, and everybody wins. If for some reason that experience is poor, the retailer loses and you lose. And so before you even get there, I think it's important to think about what is the experience I want my customers to have when they see it, look at it, open it, play with it, use it. That's the most important thing right now.

And we have to say unassisted, self explanatory experience. No matter how badly you want to sell your product and you're there and you're the champion for it, when it's on the retail shelf, it has to sell itself. And people have to become self aware about it. They have to experience it for themselves. And if don't get it, if they don't get it, then you did something wrong. Whether or not you. It's not about the product itself, it's about the communication of that product. And it's not just messaging or boxing, it's the whole you using it. If it's not explanatory, self explanatory, at the same time, you failed in the mass market retail process. That's just how it is. And so I always say it's very, very different from a design standpoint, from a sales standpoint as well. Putting something online has a different proposition than it does on the shelf. And that's really why understanding the differences and understanding that your product may need a repositioning, redesign, reboxing, reuser experience, as you put it. Right. Just because it's great online doesn't mean it's going to be great in a store. And so that's also a difference that I want people to be aware of and you'll be able to bring to them because you do lots of evaluations. So you have lots of ways to describe why that's not working there.

Yeah, I mean, I always tell people, hey, listen, if you have to explain your product to a friend twice, then you're never gonna explain it to a consumer. If you can't just tell somebody that you know intimately one time and have them get it, then nobody's gonna get it. And I have people that try to explain stuff to me six ways from Sunday, and I'm like, listen, man, if I'm still not getting it, then the chances that somebody's gonna get it on a retail shelf is slim. We got to work on the who, why, and why the whole. But like I said, that's your part, you know?

Yeah. But they go hand in hand.

Yeah.

Because if you've gotten through and worked through the user experience and what it needs to be and what that store is expecting and where that store is, because the store has a. I mean, they got to exist.

Right.

And so they have their position. Otherwise, they go the way of Toys R Us. They have to have their own mission, their own differentiator, the own thing that is driving in those millennials and those baby boomers that are retired and whoever it might be, that is their focus. They have to understand that, too. And when they don't, that's when trouble happens, because that gets a hard time to get explained through to the product. That's at the beginning. Right. So, I mean, it's really a lack of clarity in that process just starts to degrade the whole success wheel itself. So I love working together.

Yeah. So we're going to have some fun, I think, diving into every aspect from your product's inception to how to prepare it to your first email to a buyer and what you should and shouldn't say to just setting up the room. This is a big deal, you know, getting to a meeting early and setting up the room for your own advantage. A lot of times, people don't even think about that. Where's the buyer gonna sit? Where's the buyer's assistant gonna sit? What do you want them looking at? What do you want in front of them? Where do you want. Never. You know me, I always want to be between them and the door. So they have to go behind me, get out if they want to run for the hill.

That's so good. I love it.

So, I mean, but those are all positional things that most people don't think of and what to do if you freeze. I went to a meeting with a guy who said. Opened his mouth, and nothing came out. Nothing came out of his mouth for the whole meeting. And that's the whole reason he hired me, just in case that happened. And luckily, yeah, we were There it was a Costco meeting, but yeah, but I mean, it happened. You go and nothing's coming up because this is your very first time. And so what to do if that happens, you don't have me there. We're also going to talk about sales and selling, sales techniques and because you're going to get yourself in front of a buyer, you're actually selling. I know it doesn't seem like that, but you are actually selling something. If you're writing an email that you want somebody to do anything, click on this, click on that you're selling. And so we're going to talk about that.

Invite me to a meeting. Yeah, exactly. No, that is so, so true. The other thing that I think that is that you touched on early on is that when you have an opportunity to be in front of a retail buyer, you have to make sure everything's in order because you want to maximize that opportunity because you may not get a second one ever. And that doesn't matter how big you are. It happens to big brands that they don't get a second chance. So small brands, they don't even know you.

Yeah, I think it happens to everybody and I think even big brands are more susceptible because they think that they take a certain part of the meeting for advantage. You know, thinking that hey, I don't have to do this or I don't have to do that because I'm me. But you do. And there's, you only get it. The meeting will start out as a 15 minute meeting. When it goes 30 minutes, you're doing great. If it goes close to an hour, you knock it out of the park. But every minute starts out that it could be over in 15 minutes.

Right, exactly. So you better maximize every minute you have and so that you can get that next minute. So I think you are going to be one of our most commanded, in demand experts here because I think that there isn't a part of the process and that's the case. There's some of our experts who really, it's like unless you're ready to patent, you really have questions for a patent attorney. Right. Or unless you're questioning that. But there is so many places along the way and that's one of the real key things we wanted to provide here at product launch hazards is access to someone so that you know when the right time is to bring them in for a consultation, when you know the right time is to do that. But maybe you just have a little question. And so having access to that means you won't Make a critical error that makes it harder later for. For Tim to help you, for him to consult with you, for. For these things to happen when in the right timing. Just because you asked us a little question and you got. You kept on the right path.

Yeah, I mean, that's.

Continuity is going to be so important.

Well, being in this platform, I think, says that I want to be proactive, not reactive. And I get once a month, and it's been for a lot of years that I get these people calling me that are losing money in retail and everything looked fine, but there was all these hidden costs that they didn't know about, and they signed this contract. And I mean, that's where you get a lot of people saying, well, you know, big retail is screwing me. And I'll always ask them, well, who's the last person that signed the contract? That would be you. And so, you know, I'm so glad that you're doing this, because this is going to give people the opportunity to figure out all those things that come before you sign the contract and all those things how you can really help yourself and not be one of those people that calls up later and says, hey, I'm losing money. My sales are great, but I'm losing money. How do I fix that? And that's a hard question.

That is a hard question. Yeah. I'm very, very sure that you and I at some point will do what one together? We'll probably do a few together because it'll just happen at some point. But pricing, that's one we definitely both need to do together at some point, because it's part designed in and part planned in, because you have to have lots of margins and stuff built in, because that's where it goes terribly wrong later when you find out you're losing money. And so we definitely should do that together, because it's on. You got two sides of that coin on there.

Yeah, it's huge. But I guess, I mean, I was in the totality of this whole platform. I guess the benefits to the people that are going to be here are going to be that insider line, that insider track. And you might just find me on the Internet and start listening to my podcast and you'll have this one track of information, but being here allows you to be in one place and get like this, I don't know, multitude of different tracks of insider information. Probably more stuff than any one person will ever really want to know, but it'll all become relevant. Sometimes I don't even think people are listening, but just Last year I had a guy that I hadn't talked to in a year called me up saying hey. And he had written down all the stuff that I had told him and then I never heard from him for a whole year. And he had been a year working on all the things that I said and now he was come back and he's all ready to go.

Let's do it, man.

Yeah, I love that. I had a meeting, little coffee with tea, actually, with this young woman who's doing a wonderful, I'm going to call it a baby product brand. It's fantastic. And I was so impressed with her process and her, the way she absorbed into information, the way she researched. And so she sent me a follow up email and said, I just want to recap that this is my order of things I should attack and work on. And she sent it to me within 24 hours of our tea. And I was like, wow. And not only that, but I just saw, I saw, oh, you know what, you missed a sub step here. Add this and it was just one tiny little tweak. But it'll make the difference between her spinning her wheels for a few months or being successful and floating through. And it was simply because she reached out to me and sent a follow up, thank you email. I was like more than willing to look through it and do that. But when I was looking at it, I was like, God, I hate to be that salesy person, but like, ooh, I have a person for this one and I have a person for this one. And oh, they're all on the platform and you can ask them questions every single month. And so I was like, I really have to do a better job of being pushier about my sales because the value is so here. And you are a critical part of that who can touch on so many different aspects of that overall process. And you have a bigger view of it, like I do. You have this broader view where all these things fit together. And it really is hard to see that when you're launching your first product and maybe even your sixth product. But when you've launched your 250th, I don't even know what your number is, but it's probably way up there as to how many you've worked through and getting through launch. What is your number today? Do you know?

I don't even. Because, I mean, we do so many different. We do so many different things, whether we just. Sometimes you hire us just to listen in on a buyer meeting and then explain it to them after you Might.

Have touched on thousands of products.

Right, right.

Yeah, yeah, yeah. It's hard. It's hard to put a number against.

I really thought about what my number is.

Yeah, well, somebody made me quantify it for early on and I was like. And so early on and when we were starting to market our business for the first time in. Back in 2009, we didn't do that. Everything was just referral. But once I started reaching out and doing speeches, people were like, well, how many products have you touched? It was like a very common thing. And so when I went to Quadify, I was like, it doesn't sound like a real number. Like, it sounds too high. But you don't. It's the same thing as you. You don't understand when you touch the aspects of that, what impact that has overall on it.

Everything, like I said, everything is this big ecosyste. And so hopefully product lock hazard. That sounds bad of me not to get tongue tied on that, but I.

Do it all the time.

Hopefully it will be this big ecosystem that you can't. That doesn't survive unless you really listen to everybody's information. And if you're going to take the time to be part of it, it would be a shame if you didn't take advantage of every single aspect that's in there.

Yeah, well, and that's what I'm looking forward to. I'm looking forward to seeing how active some of our members are and how much they participate and how much they get out of it, because I really think that we're going to find a much faster success path because of their activity level and their interaction with all of you. So I am so glad you are on this platform, Tim, and I look forward to personally listening to many, many of yours as well. Office hours and sitting in if I can, because I always learn something when we do a podcast together, when we interact together. And we also. It's just good to have a broader experience to making sure that I could design that better because Tim says this is important. And so it's a learning experience for me as well.

Well, I'm excited about it and I think that I'm excited to interact with all the different people that are trying to do something that I have a huge passion for. And it's not doing podcasts and talking to people and answering questions. Not a lot. Not really, like work for me, as you know, I like to talk and have people listen to me so.

Well, I also just want to make it before we go and just make sure that everybody realizes that you have a very, very broad range of category experience as well. So I always joke that I don't really do food or fashion. I do fashion accessories, but not fashion because the seasonality of it is too fast and the margins are too low and food is just not my experience. But you have a lot of food experience. So is there any categories that you don't play in? I don't think so.

I'm not big or let's say I don't play a lot in apparel. But it doesn't mean.

For the same reasons.

Yeah, I mean, it doesn't mean that I can't. I probably don't take on apparel to sell it myself, but I certainly can advise on it because these days my business is all about business model. It's not about having an in with this buyer and in with that buyer, because those buyers change in a heartbeat. It's about understanding different retailers, business models, and how to actually take your product and kind of fit it inside that or see if it will. We've sold everything from earthworms to robotic massage chairs to.

You've had a couple unusual, like, food stuff, haven't you?

Oh, jalapenos, Yeah. I mean, really, really good jalapenos and salsa. And we're doing some baby products now. And so luckily for us, that's the fun thing. My daughter thinks I have the coolest job in the world because it's like free stuff, just samples just keep coming shows up here. If you were just an infant, you know, you could be playing around on that baby mat right there, but you're not, so you can't. So we have to find somebody who has a baby.

You know, that's funny because my daughters are always stealing the supplies, too.

So I know exactly the whole sample closet is. It all goes to good use. We get some baby products, and it turns out that somebody in our sphere of influence just had a baby. So they get to try out the product and give me feedback or ever, however it goes. I have. Well, we won't talk about that on here, but it's that you just sent me somebody. I did, yeah. That's sending me some samples. So I'm anxious to try those and see how that works.

Yeah, yeah. This is exactly how we want you guys to work. We want you guys to just question him, ask him him lots of things about his background. If you want to know about categories of products, you know, each category has its own nuances. And that's why business model is important. Some retailers are better than others, and so these things matter. And that's why this opportunity is so golden for you. Because the podcast, you can't cover every category. You can't cover those nuanced questions. And so when someone can go in and say, hey, what's the deal with juvenile products? Oh, well, they have a longer screening time, for instance, because safety is important. So you have. There's more caution there.

So how do you handle liability insurance? Yeah, way up here.

Yeah, exactly. So how do you handle that? And what are all these nuances? And that's where you can dial in to really get something personal and get your path more defined by utilizing these office hours. So please join us for Tim's next office hour, which is. Is going to be.

Yeah.

Huh?

I'm saying join me. Join you.

Oh, that's right, join you.

Join me for the next office hour.

Yeah, for the next office hour. And so, and make sure to go right into the site. And if you're joining this and you're started with this video, and there's many more since then, you can also find all of Tim's videos, all of the office hours that he's done in his profile. There's a tab and it will have all of the videos in one place so you can binge watch and listen.

Binge watch Tim Bush. That just sounds so exciting.

There you go. And of course, you can contact him directly. He has his evaluation and all of those things. You can do that right through his profile. You can link through to a site and be able to do all of those things and connect with him directly. So please do that. And Product Launch Hazards members, thank you so much for joining us and thank you so much for listening. And Tim, thank you for being an expert on our platform.

It's my pleasure. I'm looking so forward to it.

Thank you for joining us on this episode of Product Launch Hazards. To get the most out of your membership, visit productlaunchhazards.com to join the expert Office Hours live and ask us your burning questions. Check out the resource library for document templates and guides and get exclusive articles and shares each day. Don't forget, you can always book a private consult with any expert so you can out design, outsource and out profit your way to product launch success.