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May 2, 2019

Driving Eureka! Newsletter #28

Your Innovation Podcast. This is the third episode of the Driving Eureka! Podcast. Segment 1: Using math to innovate; Segment 2: Math game plan; Segment 3: Brain Brew Whisk(e)y Academy.

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Show Notes

[00:00:01]
The Driving Eureka! Podcast

[00:00:34]
The 28th Episode - Numbers are Your Friend When Innovating

[00:01:12]
Tim Feely - The Gift of Failure

[00:03:23]
Are You Afraid of Numbers?

[00:04:57]
Got a Prototype - Ship It!

[00:07:24]
You Can Ship a Concept Prototype for Feedback

[00:10:16]
Shark Tank is Entertainment Only

[00:12:15]
Driving Eureka! Book Segment

[00:12:28]
Math: The Gas Pedal for Change

[00:13:43]
Death Threats - Explained and Used to Nail the Numbers

[00:16:43]
Start with Industry Data

[00:18:24]
Get Help with Your Numbers

[00:19:23]
Brain Brew Whisk(e)y Academy

[00:19:38]
Math and Whiskey

[00:20:16]
3-Ways to Make Money in Spirits

[00:23:06]
Get an iStill and Learn

[00:27:10]
Brain Brew Distillery Update

[00:29:02]
The Need for Space and Automation

[00:30:04]
Craft Cocktail Recipe - Rum Runner Beach

[00:30:57]
Step 1

[00:31:01]
Step[ 2

[00:31:06]
Step 3

[00:31:17]
Step 4

 

 

Transcript

Tripp: [00:00:01] Welcome to the Driving Eureka! podcast. We share ideas and advice for helping you find filter and fast track big ideas.

 

Tripp: [00:00:14] Hi I'm Tripp Babbitt advisor to global organizations on the Deming philosophy and host of the Deming Institute podcast.

 

Doug: [00:00:22] And I'm Doug Hall inventor speaker teacher and whisk(e)y maker. I'm also the founder of the Eureka! ranch and author of the Driving Eureka! book.

 

Tripp: [00:00:34] This is the twenty eighth episode of the Driving Eureka! podcast. And in this episode we're be getting back to the math of things of what numbers that we need. I gotta tell you Doug in the last few weeks I've been getting beat up by a lot of Deming people saying what's Doug thinking you can't. There are still unknown and unknowable numbers out there and they give me examples like grains of sand and stars in the sky and things of that sort what would you say to these folks that say hey you can't get numbers for these things.

 

Doug: [00:01:12] Well they just don't. Yes. I don't know the grains of sand. I don't. Nor do I care at all I know is that when you're innovating numbers are your friend and we can't get numbers on all of these things. There'll be variance in our estimates. But to not do them is just plain foolish. OK you've got to do the math. I mean the secret to my success has been math. And if you don't know how to do it you've got to find a friend to help you with it but you really need to do it. And I really came to me years ago at Procter Gamble my team and I were trying to sort out what to do after we got some really horrible product testing results. I mean we got flushed and I got it. I think he was a product department director. I'm not sure what his role was but a guy named Tim Feely stopped in and was listening to us and he said he said numbers are your friend when innovating.

 

Doug: [00:02:04] Of course I looked up at him and like not these numbers do these numbers are horrible. These are horrible got to watch. I mean in the whisk(e)y business it was at whisk(e)y but the whisk(e)y business we call it a "spitter" as they adapt to your taste that you spit it back.

 

Doug: [00:02:26] And there was one of those and he whether he went on and you know we laughed and he said a solid failure was a great gift because he said it when you fail as badly as you guys just failed. The good news is is you're not going to be able to kind of tweak it to fix it. You've got to do something different. You've got to do something different.

 

Tripp: [00:02:48] Yeah I got it. I got to ask this question which is you know you've talked about you know how you push the limits those types of things I'm assuming this may be before you had maybe that whole mindset and you know I especially when I think of Procter and Gamble I think of safe and you're not pushing the limits type of thing. Is that kind of where you were in your mindset are you have you always kind of did you take the failure and know I'm going to fail I'm going to push the limits on what this product can do. And you hadn't quite put the numbers to it yet. Where were you kind of mentally at that time moving for all your day.

 

Doug: [00:03:23] I knew I knew what to do. I mean I knew at the time and we were pushing the edges on it. But the thing that came to me from Tim which has stuck with me all these years over 40 actually is that people are scared to get numbers.

 

Doug: [00:03:44] And I think it's because psychologically they know deep down inside that they're probably not there and they don't want to get the number to get confirmation on it. But the minute you go get the numbers. You can then start the next cycle of improvement.

 

Doug: [00:04:00] And I just had it happen to me at the Ranch and there was a team that was there was a test that was scheduled to go out and they had two ideas and that one idea was ready and the other idea that said oh I don't know that we're gonna be ready for it. Well we'll just pass on this. And I said you know basically paraphrase Tim and I said numbers are your friend win or lose we're going to be smarter than we are now. My vote is to ship ship to test. And they shipped it. And they set two records to record a record for uniqueness. The most unique in all of the ideas and the most unique and the worst.

 

Tripp: [00:04:42] You have a lot of that Doug. I noticed that you remember the Johnson and Johnson thing. You know you had the best idea ever in the worst.

 

Doug: [00:04:52] A package deal. You know what it's hilarious.

 

Doug: [00:04:57] And but they did. And what was interesting was the idea created great debate the next morning. You know as we're sitting there with it there was a wonderful debate amongst people with regards to. This idea and and the general conclusion was this idea is probably quite a bit ahead of its time. And I can't give you the details but it's a technology that is just not there. It's really out there really out there. And and it was a healthy conversation about the future of where things are going. And so it probably didn't hit the objective for this project that we're working on.

 

Doug: [00:05:39] We're inventing these breakthrough ideas to ship in three to five years. It's not in the three to five year range it's further out than that. But man it was so useful having having the test. You could have debated this thing forever.

 

Doug: [00:05:54] But going out and getting the numbers in this case customer research results data not qualitative data on the idea really helped. Now when I'm talking numbers I'm talking customer data on the idea. Yes but I'm also talking about forecasts for sales or profits or fund raising or cost savings. As well as forecasts for the investment required to be able to have production capacity or marketing. And these numbers that you need.

 

Doug: [00:06:31] The key to being able to generate the poll for your idea from investors management stakeholders as you see they're all scared of your ideas. But when you can show them the math that shows them they can make money.

 

Doug: [00:06:47] Then the one thing greater than fear the one emotion greater than fear is greed. Because now they see the opportunity to make money and you've transformed your idea from an abstraction into a tangible business opportunity.

 

Tripp: [00:07:01] And there's one thing that's as I listened to you talk Doug that that's a little confusing to me which is I can't quite. And maybe just can't reveal and just say if you can't. But is this concept I'm shipping something. But the technology for the product isn't even there. What are you shipping. I guess. Is there an analogy I could use or we ship when.

 

Doug: [00:07:24] It was a concept prototype prototype. So yeah. And I just use the word ship because that's the way I think it's going. Yeah sending out and so we send it out to consumers. And it was a concept prototype of what this idea could you got it.

 

Tripp: [00:07:39] Okay. And so you got feedback associated with that saying you know they love the idea that.

 

Doug: [00:07:47] They hated the idea.

 

Tripp: [00:07:47] Oh they did. Oh. But it really unique very.

 

Doug: [00:07:51] Said that but a very high uniqueness. They say wow that's like nothing I've ever seen before. And I don't want to see it. Would. And there's different back. This was different.

 

Tripp: [00:08:05] I get it now. Right. So now now now I understand.

 

Tripp: [00:08:10] So the combination of that square when you read it in here you've got a record high for uniqueness and a record for purchase interest meaning. Yeah. That's that's that's that's really cool. Never would buy it.

 

Doug: [00:08:22] Right. OK.

 

Tripp: [00:08:25] Now now now I understand a little bit. Well that also kind of separates out from our conversation that we had last week about the concept prototype and then I forget what the other prototype is called Love or type functional functional prototype that they're they're basically a trial balloon on just the concept itself and getting feedback on you know what people think of it then is is where they were in the process. And just by my understanding are you always doing a concept prototype before a functional prototype. Is that kind of order. They done concurrently or.

 

Doug: [00:09:03] Sometimes it goes both ways. No it's not so. Sometimes. Sometimes we'll have the product first OK and we'll test the product and then sometimes develop the concept.

 

Doug: [00:09:13] But you know change generally I guess does a concept prototype in most organizations first although in our case I mean I'm a product person I love product and oftentimes I'll go make it first because I figure if I could make something that's a while I can figure out a way to sell it but if I can figure out a way to sell something that doesn't mean I can necessarily break the laws of physics to make something. So I like the making that sometimes you make something nobody cares much. That's a problem too. But I like to make it real.

 

Tripp: [00:09:45] Yeah I know I and I know we talked about this last week on about Shark Tank those types of things but people typically will have some functional prototype I guess or maybe it's got a little bit further than that but they're actually bringing something to the table at that point it doesn't make any sense for them to go back to do a conceptual prototype does it.

 

Doug: [00:10:08] No but you've got to remember that the people that are on that show runner it's an entertainment show right. Right. They don't have some visual. They didn't get through the screening.

 

Doug: [00:10:16] So I get a weird chair helps weird here helps a weird accent a bit of a nuttiness that helps too because it's no it's entertainment. The more entertaining you are the better chance you have of getting through.

 

Tripp: [00:10:31] So this is this isn't reality. Don't get your knowledge about how to innovate from Shark Tank.

 

Doug: [00:10:38] Please don't leave yourself even their conversations. It would drive me crazy cause the conversations of the other judges on patents or technology I remember one episode we're sitting there and this guy comes out and he's got this idea for a bike that when you pedal it's like it's like self-power it makes you go even faster because it's got this amazing flywheel thing in it. And and it and he had all these amazing claims and I said and because the other J Oh this is wonderful you're a genius you're a young teenage genius Europe and I said this would be called perpetual motion. I said this is this is not possible. Oh you're not being open. No it's just not going to be real. You can't do that.

 

Doug: [00:11:25] Ok you can't do that. In fact with patents it's oftentimes you know one of the things that patent. You can't do it in the example it's always used as perpetual motion. It's just not real. And so these TV shows the advice and what the judges are saying may or may not have any connection to reality. But don't get your advice from them.

 

Tripp: [00:11:49] Ok that's a probably good way to end that that particular segment.

 

Tripp: [00:12:01] It's time now for the Driving Eureka! book segment with author and inventor Doug Hall.

 

Tripp: [00:12:15] Let's go to the Driving Eureka! book segment and you're talking about. We're talking about math. And you're saying that math is the gas pedal for change. How does that.

 

Doug: [00:12:28] We talk about it is math game plan and it's the first math forecast of what impact the concept is estimated to have. It's either what your organization is going to realize from it or investors are gonna do it or non-profits are connected to your mission. How many birds you're gonna save or student you're going to graduate. Whatever it is and the resistance to change inside most organizations and with outside forces is epic and the primary reason for this is they can see the cost side of the balance sheet. They can see how much work it's going to take and how hard it's going to be. Blah blah blah but they can't see the benefit side of the balance sheet. The revenue side. And so what you need to do is you need to help them see both sides of this. And when you do that math it that's first estimate it's going to have a lot of variance to it.

 

Doug: [00:13:19] So talking to folks is gonna be a lot of variance to a lot of those numbers. I got it. But that's then the starting place for your plan. Do a study act cycles of learning to reduce said branch so you run a test to reduce the variance. In the beginning you got wild ass guesses and then in time you make it smaller and smaller and smaller and smaller and you make it better and better. And that's how it works.

 

Tripp: [00:13:43] Can you give us like an example of where. Because I know there's different things so soon we talk in terms of in previous episodes I probably had to bring the term up on a more regular basis but death threats associated with a product. As you start to address those you start to reduce the amount of variation associated with your forecasting also. Do I kind of have that right. And can you give us that simple.

 

Doug: [00:14:07] Yes that's exactly right. So say you don't know say for example you don't know who this is going to appeal to. You don't know how many potential customers are there that you could sell. You're not gonna sell them all but you know you don't know like say on a on a whisk(e)y product you don't know is this product going to appeal to whisk(e)y hardcore whisk(e)y drinkers. Light whisk(e)y drinkers are non whisk(e)y drinkers. And you know you run a test and you find you know the hard core group of whisk(e)y drinkers is only about 18 percent 18 percent of the population drank whisk(e)y in the last 12 months in the US. OK. It's just. That's it. That's all it is 18 percent. OK. And within that group you know this there's about 10 percent that probably consume half of it. And so you're dealing with about two or three percent of the population that are the heavy heavy consumers of whisk(e)y. And so you know the difference between the hardcore and then the next ring if you're thinking about concentric rings going out when you can appeal to that bigger new audience then you're working with a much larger audience. And so in the beginning you know you're going to guess at it. And then as time goes on you get better and better and better as you know you run a test. You figure out who it appeals to.

 

Tripp: [00:15:25] And therefore because you're you've now instead of just saying it's 18 percent of the hardcore drinkers you know as far as the field of people that you have out there now you know how much a percentage of that those people are going to be like the product that yeah.

 

Doug: [00:15:42] Now it's actually it's the other way around. OK so so. So it's like this you might say it's anywheres from all of the people that drink alcohol experience it could be 50 percent or 10 percent I'm not sure. OK. And then as you do the research you find that there's about 20 percent that the prime audience for this that are going to drive it. So you went from 10 to 50 40 percent of spirits drinkers which is a huge variance. It could be that high or that low.

 

Doug: [00:16:13] And now suddenly you're at only a 20 percent because you know who the whisk(e)y wannabes. The people who would like to drink whisk(e)y but don't. That's the people that we want to get to.

 

Tripp: [00:16:22] Ok. So as an example. OK. And so one of the questions I have for you too is you know there's numbers out on the Internet and people will make assumptions based off of those numbers. What I'm hearing at least and maybe I have this wrong is that you don't you wouldn't start with those numbers you would find out for yourself.

 

Doug: [00:16:43] Well I would do that. I'd use the numbers to find you know Googling to start. But I would cite them as to where they came from. So you had documentation with it. Mm hmm. But then I would want to find out that might be a general population of what goes on or what happens for a clap. Most products. But then I'd want to find out what my idea is gonna do. Okay so I can start with industry data to start or if you're inside a company you can start with the last two times you did something like this what happened as your starting place and then adapt it as time goes on.

 

Tripp: [00:17:16] Okay. Because I sit there and I think you know how many of these numbers are actually wrong and where people have maybe come up with a product and they say only 1 percent of the people would use a product like that.

 

Tripp: [00:17:30] And do they miss opportunities have you found Doug by kind of taking what you know what numbers are out there versus taking it you know a product and saying you know I don't know that 1 percent doesn't sound right you know and maybe they look into the study or do a little bit more digging on it but then they go go ahead and go out and do it or do this that kind of stop the whole process.

 

Doug: [00:17:54] That's usually the reverse. They usually say they're going to sell billions and billions and they're not going to get it's usually all too high.

 

Tripp: [00:18:05] And actually you know it's funny I. THAT'S WHY IT'S EASY HERE ON THE SHARK TANK a lot. You know some who say this is a 60 billion dollar industry you know type of thing that they're tapping into.

 

Doug: [00:18:17] Let let me just close this by saying if you don't know how to do this you've got to get help. This is where you gotta get help.

 

Doug: [00:18:24] You've got to either find a number person that you do or contact us at the ranch. We've got a project personnel thing where we'll look at your math and give you a review on it and help you with it. And it's really really popular because you know the team at the ranch has looked as done you know 20 or 30 thousand sales forecasts. They're really good at it and they can smell it when it's wrong. Plus they've got lookup tables and reference standards that you're just not going to have. So just contact them. A project to is what you want to ask for it's real simple not real expensive. Sure with this on it for now but it's it's it's designed to be an easy thing for you to get and then you've also got an independent source for your for your estimates. OK good. This is the Brain Brew Whisk(e)y Academy podcasts where we will take you behind the scenes so you can see what it takes to build a whisk(e)y distillery business.

 

Tripp: [00:19:23] Eureka ranch team led by Doug Hall are creating a craft whisk(e)y company with patented technology like has never been done before. All right.

 

Tripp: [00:19:38] Well what's go ahead and move on to the Brain Brew Whisk(e)y Academy and you you know there were some nuances last week that you talked about that whisk(e)y was a little bit more difficult when you're trying to put the numbers together for investors but it looks like he kind of had the same problem with math and whisk(e)y.

 

Doug: [00:19:56] Oh it's a disaster to do the math. It is so hard. I mean think about it every state province country different taxes and rules. The yield in a barrel. Will vary depending upon where it's been stored. To prove the Angel's Share what they talk about leaks in the dam things.

 

Doug: [00:20:16] The three tier system results in variable dips into who takes what profitability. Marketing distribution expenses capital expenses. I mean you start building and then the building inspector says I've thought about this. I've changed my view. You know what I mean and and barrel aging requires high capitalization to fund the inventory. And without this math it's almost impossible to make smart investment decisions on a craft distillery. The good news is is that when you do sort it out there are a number of clear pathways for making very good profits. OK so I thought what I do is I would explain if there's some approaches to doing this. This kind of three ways that you can make money as in a distillery. The first one is a retail focused distillery. In here you stay focused on create an experience for your customers. You're gonna be awesome at cocktails food and consumer service. And if the regulatory environment allows it some states allow you have two or three of these but you're basically a restaurant that happens to have a distillery and these things are cranking it. If you if you really state now if you don't care about food and the rest of stuff forget it don't try this but you're creating just a wonderful experience for people to come have some food have some drink and it works it works. And if you stay constrained you can make a decent income from this and do well.

 

Tripp: [00:21:49] Ok. OK.

 

Doug: [00:21:51] The second one is cost efficiently create while products and brands and in this case here what I would tell you to do is very clear which is by an eye still to make vodka and gin. And then work with our Brain Brew team to create your own line of two to four award winning whisk(e)y brands. Okay. Because this is gonna get you going with great product really fast.

 

Tripp: [00:22:15] Okay. So um look let me get some clarity on this because you're saying you get an ice still and start making vodka and gin and then you mentioned whisk(e)y. Sir I see a progression here. Are you saying that you need to make a vodka and gin first before you start making whisk(e)y it.

 

Doug: [00:22:33] No it just as it's craft spirits person for most craft spirits people getting going it just gives you a nice blend of stuff that you're making versus stuff that you're buying that's been customized just to your wood Bill and stuff. And so it just gets you in the game in a very inexpensive way. I mean literally for like 10 percent of the cost it would normally be. Okay. So it's. And it gets you some cash flow and learning okay.

 

Tripp: [00:23:00] So vodka and gin is just easier to make and lower overhead cost.

 

Doug: [00:23:06] No aging especially if you do it with an eye still. Okay. No computer controlled very simple goof proof they have incredibly good education. And we don't get anything from them might I just I'm just really a big fan of them. They've got. I mean that's what we use to. So I love them. And then you know you got to remember that when you're a craft distiller and you're going to market. So in this case here we're gonna go to market in our local market. And we're gonna do cycles of learning and until we get ourselves a winner in the city and you got to remember that that first flood of sales are souvenirs. People are buying souvenirs of their local whisk(e)y or whatever it is that you get. And so don't overthink this because you're going to have a surge and then it's gonna die. You got to get yourself in a repeat purchase where people are really buying it and drinking it.

 

Doug: [00:23:59] Now when you get this done go to another market. We are not a local legend. And the goal here is to validate that your brand and product has the potential to be scaled up. At this point you know you can use some initial investors to get started and at this point. You might do another round of funding because now you've got proof that not only in your market but in a market where you aren't there. You've got something reliable and reproducible that can go. And that's how you do it. That's that's how you do it. If you're going to do it with wild products and brands.

 

Tripp: [00:24:32] So vodka gin are lower cost things to do that you can do in the ice still so you can start to generate those products that generate some cash flow then you can start into the whisk(e)y portion.

 

Doug: [00:24:47] And I do them at the same time I that at the same time.

 

Tripp: [00:24:49] Ok. So I'm doing. So you have whisk(e)y vodka and gin and then you're saying they're souvenirs meaning that they're not good or what do you get.

 

Doug: [00:24:59] Mostly in the beginning. You just I just want to caution people because I talked to craft guys they go Oh I just opened it I'm selling as much as I can do. That's right. You're filling a whole bunch of people buying souvenirs of you. I don't want to hear about the first sale I want to hear about the repeat sales. Is your product awesome.

 

Doug: [00:25:19] And it probably won't be except I mean the stuff that you get from us will be awesome because we'll make sure it is we'll work with you to help you get it awesome.

 

Tripp: [00:25:26] Ok but it gives you a starting point. I guess I was always kind of under the impression and I know there. You know you guys work on you continually innovating the products that you have that you would want to get it to a certain point where you're kind of it's not a souvenir that you're getting a product where people want to continue to buy it.

 

Doug: [00:25:46] But you need money I need money. I got a ship OK ship. All right. All right.

 

Tripp: [00:25:53] And then that the third pathway here is something that you've actually talked about in the previous episode which is if you're going to age it the old fashioned way that it's going to cost you millions of dollars to do.

 

Doug: [00:26:09] Billions of dollars decades of time. And so if you've got a whole lot of money. You can deal with the big companies do to still your own whisk(e)y. Putting it away for years. First couple batches won't be very good but after about 10 to 30 years you'll be able to create a successful classic whisk(e)y company like the big corporate brands. So that's the other option. Now what you're not going to do is take your whisk(e)y distill it put it in little barrels put it in barrels with the inserts and have world class whisk(e)y it's just not going to happen. You're gonna have a new make spirit the taste Woody. And so you've got to decide are you're going to use something like us with time compression.

 

Doug: [00:26:51] Are you going to. Or are you going to stay in white spirits where you don't have to head to aging. Or are you going to buy a stock that can be extremely expensive just ridiculously expensive. Or are you going to just sit there and pray and let it go for a long time. OK. That's it. That's it.

 

Tripp: [00:27:10] Ok. Doug we haven't talked very much about the Brain Brew how it's come in and what's up with it today and what's been going on.

 

Doug: [00:27:21] We are in production. We are making it as fast as we possibly can. The DSP we have our license. And that's that's that's cranking. I am actually in route to Scotland right now to meet with Eddington who is our partner for a couple of products that we do for them and in discussions about expansion because the volume is 100 times bigger than we had anticipated it would be.

 

Doug: [00:27:47] And that's good and bad.

 

Doug: [00:27:50] 100 X in sales is is spectacular but it's also a very very stressful on our system and so and and we just tested some more new products some really high end high end stuff that was interested. Amazing. So the business is outstanding but we need to expand already and it sets the tail of Distillers is that we we tend to have not enough space we build just what we need. So we're about two way overbuild so that we can literally do a 10 another 10 x on our sales this year which are gonna be significant but we're we're building for another 10x increase in sales with automated bottling lines and stuff like that. So it's it's pretty exciting pretty crazy actually.

 

Tripp: [00:28:41] But you have talked about this and one of the previous episodes too about the scalability of things and having to kind of keep the quality as you go or you kind of step on yourself.

 

Doug: [00:28:55] Yeah. So we've got I mean the compression aging that kind stuff we're fine with all of that thing that's out there right now it's packaging.

 

Doug: [00:29:02] We have like most people a manual packaging system and we really need a full automated line to be able to do it at the speed that we do. It's a packaging issue right now. We're fine with capacity. We've got plenty of equipment and systems are really good in that case it's the packaging that's the problem. OK. All right. The other thing. The other thing Tripp that you're going to get and if you're thinking about starting one of these is. You need warehouse space. I mean even though we don't have to store barrels. When you start to get to the flow that we're at sending pallets out every week you need warehouse space for empty bottles filled bottles caps laid. I mean it's just amazing how much pallets. When you start selling pallets and pallets of product it just takes up room and you get forklifts and stuff. It's amazing.

 

Tripp: [00:29:52] So this is the reason that you're trying to get ahead of it with with additional space. Then yes. Yep. In anticipation of how you're growing presently.

 

Doug: [00:30:03] Yep.

 

Tripp: [00:30:04] Interesting. Ok well let's go to our craft cocktail recipe. The Rum Runner beach.

 

Doug: [00:30:11] Yes I thought I'm thinking summer. OK I'm ready. We have a brain brew beach bar in Prince Edward Island on the New London Bay where I have a home and I am I will go up there somewhere around June and I am a great fan of tiki drinks. So this summer you're gonna get a bunch of tiki drinks but tiki drinks instead of made with rum. I like to use our relativity which is the easy drinking whisk(e)y up in the Boston area and and so it just gives more depth and character to it. And so the rum running the beaches it's choosing ones I mean make it simple because after you've had a few and you've got to keep the measurements then you do it. And that is the truth.

 

Doug: [00:30:57] And so two ounces of Relativity easy drinking whisk(e)y.

 

Doug: [00:31:01] One ounce of coconut cream. Two ounces of pineapple juice.

 

Doug: [00:31:06] And an ounce of orange juice.

 

Doug: [00:31:08] So two whisk(e)y and to pineapple one coconut cream one OJ shake it with ice and then put some nutmeg sprinkle.

 

Doug: [00:31:17] Some nutmeg on top and umbrellas optional.

 

Tripp: [00:31:23] Okay. There's there's something missing from the rum runner beach ingredients Doug.

 

Doug: [00:31:29] I know.

 

Tripp: [00:31:34] I'm still looking to see where. Okay so you're place the rum here  Maybe a half to no use of the Relativity right. Well you got your mind on on summer already so I'm still at 50 degrees right now and rainy.

 

Tripp: [00:31:52] So. OK. Well that closes out our Brain Brew Whisk(e)y Academy final comments. Doug.

 

Doug: [00:32:02] Now I'm off to England and Scotland and all places beyond in Geneva as were we're doing things so I'll I'll have some stories for you when I get back of some some of these cool adventures I'm going to be seeing a whole lot of really cool people talking about trends but it is kind of crazy and that I'm kind of you know coming from the colonies over to the old country to teach them a little bit about whisk(e)y. So that's always humorous.

 

Tripp: [00:32:31] You probably didn't want it. Probably want to say that. Hopefully this episode will come out after your back. So.

 

Doug: [00:32:37] I tell them I tell them. I think my family came from Perth Scotland up on the north end of Scotland. And I always do it with a good sense of humor with them and I just say well I'm gonna give you a little lesson today in whisk(e)y. Of course they all laugh but got a lot of laughter just a ton of meetings.

 

Doug: [00:32:59] I mean I think I miss making 12 to 15 different meetings over basically a week's time and it should be exciting and it's going to be exciting to see because we're you know I've got some products with me as always kind of push the envelope on things and so it's gonna be interesting to see what people do and to learn. I've got some really cool people that I'm excited to get with because they're interested in helping us and being part of it and I'm interested to hear their ideas as to what they've got to be good.

 

Tripp: [00:33:30] So so these meetings are gonna be all over Scotland and England then. Is that.

 

Doug: [00:33:35] Yeah. Switzerland. And Switzerland. Oh I'm gonna be in Switzerland. Yeah yeah. We've got a potential thing in Geneva we may be doing. We may be bringing brain brew to Switzerland and so I'm having a meeting there with some people too so it's some Eureka! Ranch work I'm doing some of that too. So it's like kind of a hodgepodge of things and lots of miles of travel right.

 

Tripp: [00:34:02] Well a lot of planes and a lot of trains especially going around England and Scotland. All right. Very good. All right. Well have a safe trip. Doug and we look forward to talking to you and get back about your adventures.

 

Doug: [00:34:13] Thanks a bunch.

 

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