How Many Meta Ads You Actually Need to Hit $500K/Month

[00:00:00] Luke Austin: So my initial answer to this question actually was gonna be, we, we do it all, like we, we forecast on a yearly forecast annually, and then we break that into the monthly, and then we break that into daily targets. And then we have daily, we have daily projections for every single campaign in every single media channel as well.

[00:00:13] So we have this for everything. And over black Friday, Saturday, Monday, we, we break down. The daily targets into hourly targets, even so that we can track against it. So yes, option A, B, C to the callers question and option D of hourly in, in certain time periods.

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[00:01:16] Alright, welcome everybody to the D two C hotline. This is your direct connection to hot Takes, to cold Truths, to real e-comm advice from the best in the biz. I'm your host Richard, the Professor Gaffin. Now call or text eight six six DTC 2 2 6 3 to get your burning e-com questions answered. Again, that's 8 6 6 3 8 2 2 2 6 3.

[00:01:44] Leave us a voicemail, shoot us a text, ask whatever is on your mind. D two C wise, our operators are standing by and speaking of which. Let me introduce him to you. We got Tony the Chopper Chop. here, our VP of Paid Media at Common Thread coming into us live from beautiful Newport Beach. Tony, what's going on man?

[00:02:08] Oh geez, Richard. I don't know. We had my wife and I had a, a housewarming party this past weekend. It was October Fest themed,

[00:02:18] Oh

[00:02:18] and so we ate all the sauerkraut and several German beers.

[00:02:23] That's Beau. Did you wear later hose in what was

[00:02:27] I, I did not,

[00:02:28] no.

[00:02:29] my, my wife has

[00:02:30] Tony Chopp: Three Durals. I think, which is.

[00:02:33] Richard Gaffin: Durals.

[00:02:34] Tony Chopp: dress. Um,

[00:02:36] Richard Gaffin: seems

[00:02:36] Tony Chopp: and Al

[00:02:37] Richard Gaffin: than most people would have.

[00:02:39] Tony Chopp: also, she was very excited 'cause apparently what, what side you tie the bow for the dural indicates your relationship status.

[00:02:46] So she was very excited to tie up her bow on her taken side, which I believe is the, the right, the right side. I should, I should double check that on the internet. Make sure, make sure I was, it was the right setup.

[00:03:00] Richard Gaffin: Cool. Well, let's and then we also of course have our VP of v eCommerce strategy, Mr. Luke, the weatherman, Austin here to answer some questions. Luke, any, anything as exciting as three Dels in your life?

[00:03:11] Luke Austin: No, no three journals, no later hose in no German beers. W yeah, I, I, I can't say, I can't say that, nor did I know that fun fact about the taken, the taken side. But it seems very handy, like just to, just socially,

[00:03:28] if, if we all wore things that somehow signaled our relational status yeah that way, we got, we got wedding rings, but it's,

[00:03:38] it's not

[00:03:38] as, I don't know, maybe like uh you know dating

[00:03:41] Richard Gaffin: dating versus single, you know what I

[00:03:42] Luke Austin: Yeah, it's sort of like, I guess the guy, like what if it was like pop collar versus straight collar? Like popped is like, okay, he is

[00:03:51] Yeah.

[00:03:51] Yeah, exactly. Yeah. Yeah. And then, and then this, and there's probably one where it's like one side up, one side down. We could so.

[00:03:58] Richard Gaffin: Yeah, there you go. Alright, well hey, that's what we're here for on the e-commerce or rather sorry on the D two C hotline. Gotta know the name of my own, my own show here. But that's what we're here for, is to solve problems and Luke's is already digging into it, which we love. So, um. Basically like the, the format here if you haven't listened to us before, is we get questions from listeners, questions from members of our subscription service admission, and we we let Tony and Luke go nuts on those questions.

[00:04:22] So we're gonna jump into our very first voicemail here. We got a little bit of a two-parter, so, let's see what we got.

[00:04:27] Mediaboard_sounds: I have a question about the, pod that you guys released today. and I was hoping you would answer this on the d dc hotline. Actually it's two questions. So the first question is, how do I know if I'm overspending inq four. what would be the signs that my ad spend is past the point of efficiency on the A MDR curve? My second question is how can I calculate how many ads I actually need to hit my Q4 targets? What's the creative demand model formula for brand spinning around 500 KA month?

[00:04:59] Richard Gaffin: All right, well, there we go. So who wants to jump on question one here?

[00:05:04] Luke Austin: So it's interesting 'cause the things we talk about on the other, on the other, in the other avenues directly relate to tools or solutions that we have, we have available so that we have that in a way. So, um, the short answer to both of those questions would be that you don't know. For either of those questions until you have a solution, a model built specifically for your individual brand because for the spin a ER model, the rate at which your ad spend degrades in efficiency is specific to your individual brand at a specific point in time and create a demand model.

[00:05:39] Which connects to the spin a UR model is it is relative to your individual performance. So a brand spending $500,000, brand A, spending $500,000 might need 300 ads. Brand B spending 500 thou $500,000 might be, might need twice as many ads to get to the same place because of how their efficiency degrades and because of how their, um, of, how their historical performance of their creative has contributed to that.

[00:06:05] So. That, that sort of like, broader answer aside, um, there's, there's something in here around around, there's a question around the five creative metrics and how those are sort of contributing to the, the creative man score, which I think is, is worth pulling, pulling apart, um, and, and orient the conversation around.

[00:06:26] For a minute here, which is in our creative demand model, which tells you how many ads you need to create, what your creative output needs to be to achieve your spend goals. There are five individ individual metrics that we look at, um, in assessing the creative demand score. And your creative score is a culmination of, of these individual five metrics.

[00:06:46] And so the thi the five things we look at is. Zero spend rate. So the percentage of active ads that had zero spend during the time period measured, so no ad spend on the on those ads. Um, the second metric is ad concentration, which is the percentage of total ad spend concentrated in the top, top five performing ads.

[00:07:05] If you have a high value here, um, where 30% of your spend at any given point in time is concentrating five ads, it's gonna, it's gonna be. Um, a negative contributor to, to your score. The second metric is roas, or the third metric is ROAS degradation. It's change in a ROAS after the initial launch week.

[00:07:22] So after you launch ads, did the, does the efficiency improve or to grade? And then fourth metric tightly connected spend, degradation. The change in daily spend after the initial launch week. So after week one, this might spend, um. Do they start picking up more spend? Do they start dropping off in terms of their delivery?

[00:07:38] And the fifth me metric evergreen, share the percentage of ads that have been running consistently for 30 plus days. So how many of your ads do you carry with you into the future that keep going and contributing to the brand and all five of those culminate in your creative score? Every brand is gonna have an a unique creative score, and their creative score is going to be composed of these metrics in a different way.

[00:07:58] So if your creative score is 35, let's say for your brand, another brand may also have a 35 score. But because of the com, the composition of that score, um, if, for example, for brand, a Evergreen share is really strong in terms of the metric, but raw degradation is really low. They have a 35. The second brand, even though they have a 35, if their evergreen share is lower and their raw degradation is higher, that the individual metrics are going to contribute to the output in a way, um, as well that's unique too.

[00:08:29] Each brand, um, because these metrics look at, look at different things relative to the greater performance, right? So evergreen share, if there, if you have ads that are continuing with you into the future, that's gonna have a, a greater impact on you needing less volume in a longer period of time and, and so on.

[00:08:44] So, um, those are some of the things we look at in these, in these models. Now these, this was like sort of a. This is why we've built these tools to answer that, those difficult questions because they're really complicated questions. And here's some of the things that we look at. Tony, what would you say?

[00:09:02] You have any more? You have any hotter takes than this one? Because this was lukewarm at best.

[00:09:09] Tony Chopp: Is that a play on words?

[00:09:10] Richard Gaffin: I like it.

[00:09:13] Tony Chopp: Lukewarm? No, I mean this is, no, I think that this like tooling that we've built, which is always like our story. We just build the tools that we need to do the thing, and I think this iteration of it like feels. far the, the best answer to the question that we've ever had. I, I'm sort of double, gonna double down on your point that the answer is unique to the brand and it's the composite of these, these things. I, I had an experience last week that I thought was really, really interesting in our, one of our status jams internally. One of our strategists was talking about the process of aligning to a, a target for, I can't remember if it was for Q4 or just for the month of October with with one of her clients. And the, the client in this particular case had the way that they thought about their business was. Revenue per day. So they were after a certain amount of revenue, um, a daily basis. So the strategist went through and worked in the planning section in status and started with that as the endpoint. I like to get to this revenue per day, saved into the planning section, and then bounced over to the creative demand module and the result of the, the financial plan, plus the creative demand module kicked out a number. Which was like 350 some ads was the estimate to hit this spend, to hit this revenue volume in October, let's just say it was October, for the sake of argument. And what, what happened from there was like a really useful UU high utility conversation where the strategist the CDC strategist was able to have a really thoughtful, collaborative conversation with the client to say, do we believe we have a pathway to make 350 ads this month? CTC is gonna come in and contribute this many, your teams are gonna do that many. Do, can we look at each other and go, yeah, we, we see a pathway to this. And of course the answer was sort of, and what, what actually happened as a result of that is they, they kinda work the puzzle backwards. They go, all right, well, we think we can actually get to 250 or 260 ads and then go back the other way.

[00:11:35] And that's, that's what this would mean, that for a revenue expectation. So I don't think none of these things feel like absolute, you'll hear Taylor say, you've heard Taylor say this over the years, like is not, not about being right necessarily. It's about understanding where you're importantly wrong.

[00:11:54] And I think this, this idea of the creative demand and how many ads do I need is like, is it, is it perfect science? No, absolutely not. Is it the best that we've ever had? Thus far, I think, I think for sure it is. And I think the most important thing is, is it facilitates these conversations about what, what are the loop tiers to use your, your catchphrase?

[00:12:16] What are the units of growth that we actually need to, to come to put together to create this outcome?

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[00:13:10] Richard Gaffin: Yeah. Well one thing I was gonna jump in here and ask too is because on on other podcasts we've, Luke and I have talked about the creative demand model a bunch, and the conclusion there is roughly, Hey, come work with us and we'll build this for you. Are there any, but my sense too, however, is that like. There's not really necessarily even a less good solution that a lot of people have in place than the creative demand model. By which I mean, are there any other ways to like estimate or get close maybe to a number that might work that you can do sort of back in, back of the napkin math or whatever, um, to get to that number?

[00:13:47] Luke Austin: We developed a few different versions of the created demand model. Over time which would basically be attempts at getting at that, at that question. And, um, they haven't been as helpful because it's been really challenging to get to the, to the output. Another data point in the conversation is I think.

[00:14:10] The way to lose the most amount of money in the world would be to take a bet on a brand you didn't know and how much creative output they have. And then just to like, do that over and over again because it's wild how disparate the conversations are. And most people don't realize where brands spending a similar amount.

[00:14:29] Like, yeah, we've, we do, we generate 30 creative a month and like we've increased that recently to 50, so now we make 50 50 ads a month. And then another ad is we've made 800 ads every month for the past two years.

[00:14:40] And it's, and everywhere in between. And the process of delivery and the, the feedback loop and, and time period to be able to get the assets into the account, um, there's so much variance in it that if there is another solution.

[00:14:55] NI, we're not aware of it from the other brands that we've interacted with because there doesn't appear to be consistency in the space. And we've attempted to develop different solutions over the years and now have what we believe to be the most helpful sort of answer to this question. Um, the so yeah, that's, I think that's how I'd answer that, that question.

[00:15:15] The only thing I'd, the only thing I'd maybe add in is like, um, is. Over time, the goal is always gonna be to be able to increase your creative output, because if you're trying to grow the business, you're gonna spend more, you're gonna need more creative output, and you, for every additional dollar you spend, you need more creative than you did for the prior dollar.

[00:15:39] Right? Um, so that's sort of how it works over time. Um, typically, and so, in that pursuit. Making another a hundred ads this month than what you had previously planned is probably a good muscle to start building and probably a good routine to start getting because you're gonna need those a hundred ads if you didn't already this month.

[00:15:56] Based on creating demand, you're gonna need 'em three to six months from now if that's where you want to go in terms of the growth of the business. So building, building a creative resourcing model, whether that be internal, multiple vendors. Agency combination of, of, of all, of those building a creative resourcing model that that can give you five, 500 ads a month in a cost profile that works.

[00:16:20] The business is something every business should, should, should have in place right now. Yeah.

[00:16:25] Richard Gaffin: Yeah. No, that makes

[00:16:26] Tony Chopp: In in that, that's like, that's like the absolute truth for sure. Like building the muscle, building the pipeline. And we've talked about this in this, in this podcast before about like, what, what that, what that investment. Would take, you know, and how people seem to have no problem or even enthusiasm out of shoveling hundreds of thousands of dollars a month into the, the Zuck Zuckerberg coffers. Um, but the, the idea of resourcing this, um, this thing is a little bit more challenging.

[00:17:01] I think it's, I think it's because it's hard to get to the number. So part of it is like for us to come back with these numbers in, out of the creative demand module that's like, you know, 150 or 200 or 300 ads or whatever the number is, it allows us to start having conversations about the level of investment required to actually get there and, and honest dialogue about how much, you know, CTC can be the, the, the. Solution and help with that. And to Luke's point also that it's probably it should actually diverse sources of creative from different types of inputs. CTC makes some, you know, we can help with some UGC. have a brand team that makes some branded ads. You have some other, you know, content creators that you work with it, it really should be this. And if we have that number, two, 300, whatever it is, you can sort of back in, back into the cost and Then you can just extrapolate out further. Like, if here's where we are right now and here's where we wanna be in 12 months from, in 12 months from now, approximately. Here's the, the napkin math around how much we, we think that could cost in creative pipelining to get there.

[00:18:09] Richard Gaffin: Mm-hmm. Um, yeah, I mean, it seems like, to your point, Tony, like at the very least doing the exercise of, okay, for example, saying like, we ran this many ads in September. This is the average amount of m. Spend on each one of these ads. If we wanna spend X amount of money in October and we have that average, at the very least, I feel like that would show you doing like that.

[00:18:32] That wouldn't be like maybe the most accurate math, but it would least say something along the lines of like, you need way more creative than you think you do.

[00:18:38] Tony Chopp: Which is kind of the punchline that we get to in a lot of cases.

[00:18:41] Richard Gaffin: Yeah, yeah. I imagine it is, right?

[00:18:43] Tony Chopp: But way more is like, is like, think the, the itch that we're trying to scratch for ourselves is like, all right, well, more is like kind of vague.

[00:18:51] Richard Gaffin: yeah,

[00:18:52] Tony Chopp: say like, fi 50 more or a hundred more, or 102.5 more potentially.

[00:18:58] Richard Gaffin: Yeah. Well, at the very least, whatever the case may be, you do have to like, put your foot on the gas a little bit more, but, um, okay. Cool. I think that sort of covers our bases here. Let's, let's move on to our second voicemail here. Let's see what this person has to say.

[00:19:11] Mediaboard_sounds: Quick question from. Luke and Tony, how often should brands be re-forecasting during Q4 weekly, daily, or by campaign? Hello,

[00:19:19] Richard Gaffin: So, who, who who wants to jump in on this one?

[00:19:21] Tony Chopp: Well, I think there's some trade offs here. Um, we, we do our, like, we do our forecasting process monthly. Um, well, so we do an annual 12 month forecast for brands that we partner with, and then we reasses. Monthly. Um, I think there's, there's a, there's a spectrum here for this idea of, on one hand you're setting the forecast and that that never moves. And having that be sort of a root truth that you operate against, um, on one end of the spectrum. Let's, let's say you made a forecast for a year and you never touched it ever again. That would be like an extreme version of that. All the way on the other end of the spectrum would be you, you change your forecast daily based on whatever's happening.

[00:20:09] So the, the right way to operate is. Some grounding principle that never moves. So the business is trying to achieve this over the course of a year or 12 months, or, or, or six months or even a month. and then some, um, reassessment at some interval that takes into consideration what's, what's actually happening. So, but Luke, I, I'd be curious because you, your, your teams do this day in, day out. So I I

[00:20:46] Richard Gaffin: he's

[00:20:46] Tony Chopp: love to hear your, yeah. He, he, yeah. How, how often do you share your forecasts?

[00:20:52] Luke Austin: Share, wait, say, say, share your forecast in terms of to with who?

[00:20:58] Tony Chopp: That's actually a good question. So if you're, if you're creating a forecast for with a brand, and let's say, let's say it's for the purpose of a board presentation,

[00:21:07] Luke Austin: yeah. So, yeah, that's good. So my initial answer to this question actually was gonna be, we, we do it all, like we, we forecast on a yearly forecast annually, and then we break that into the monthly, and then we break that into daily targets. And then we have daily, we have daily projections for every single campaign in every single media channel as well.

[00:21:23] So we have this for everything. And over black Friday, Saturday, Monday, we, we break down. The daily targets into hourly targets, even so that we can track against it. So yes, option A, B, C to the callers question and option D of hourly in, in certain time periods. Um, but to this question of like who sees what forecast when, um, and so.

[00:21:54] How sometimes I'll message forecast in terms of. Sort of the broad business forecast. This would be sort of a monthly and yearly level p and l forecast is you have your budget, you have your board, any of your bonus forecast, and so those are gonna be the different groups that are sort of gonna see it.

[00:22:11] So the, the budget is, is sort of what you're expecting to, to run, run the business on, on a day basis is. One of the core decision makers, the board is what you bring to the board, which is a more conservative view of the budget, and the bonus is a more aggressive view of the budget, which is what you're going, um, the rest of the folks against.

[00:22:29] Similarly, I think the time window in which these things get shared with different groups of people is requires some thought in terms of how that bakes down, um, because. The main reason is would be, would be like a day, like during Black Friday, cyber Monday week or the, or the time period leading up to it where we break down targets into hourly targets, right?

[00:22:54] But all the things we're aware of, Google has meaningful delayed roas, especially when you look on a daily and hourly basis. The roas, like you should not be looking at the ROAS number in that small of a time period, but we have goals for Google ROAS by day that get broken down hourly. So if. Someone from your board is looking at an hourly tracker and seeing Google ROAS at a 1.0 against a 10.0 target for the day.

[00:23:18] 'cause you're three hours into Black Friday, that's probably not helpful for anyone, right? Because it's like all the attention is gonna be, whoa, this efficiency is so low. Is this why we're softer on revenue than they anticipated? Right? Like there are certain groups of people that that information is helpful for and certain groups of people that it's not.

[00:23:36] Um, and so I think that requires intention in that way, but. You need to be able to have visibility into every campaign, every day, and then on the, on your big days, broken outta those targets by hour so that for the right groups of people, you can make decisions against each of the metrics.

[00:23:52] Richard Gaffin: Hmm. So like partially it's about figuring out which there, there's certain cadences of, of re-forecasting or sharing reforecast that would. Sort of trigger short term thinking or short term style behaviors, let's say in a client or something like that. And that's, that's a situation in which you wanna avoid sort of like oversharing

[00:24:15] Luke Austin: Yeah.

[00:24:15] Richard Gaffin: or forecast or something like that, right?

[00:24:17] Luke Austin: Yeah. And, and the main reason is like, it's, the main reason for that would be how, just how the attention. It's sort of like, um, we've been talking a lot about budget allocation and attribution and measurement, and so it's sort of like under the same, that same lens where. If you introduce seven different marketing platforms into the decision making process, then it's just gonna take everyone three hours to get on the same page.

[00:24:47] 'cause it's so complex and there's just so many people in the room, right, where like the, that's not what's gonna be most helpful because you could spend those three hours thinking about. Hey, based on our pacing today, should we actually think about our Cyber Monday offer? Adding a third tier where it's one, you know, five or 10% higher, offer higher A OV.

[00:25:06] Like that's sort of a conversation that's like gonna make a meaningful impact to the business rather than three hours around. Why Google's pacing behind the number, just because of the delayed roas and how to understand that and unpack it in that way. So that would be the main reason to direct the attention and focus for the right groups of people against the, the levers that are going to, that they're going to be able to impact in the, in the most meaningful way.

[00:25:27] Richard Gaffin: Gotcha. anything else you wanna add on this?

[00:25:32] Tony Chopp: Yeah. I just wanna double down on Luke's point, like the forecasting and measuring is something that, like, as digital marketers, we are addicted to, but it doesn't, it doesn't actually do anything.

[00:25:44] Richard Gaffin: Yeah.

[00:25:45] Tony Chopp: Um, so I think it's, it's all, it's all true. Like we have to have the forecast at all the various levels. We have to, um, think about how, how we operationalize against that. And at the same time, we have to not be subject to the trap of over-indexing our time on measuring while we need to be indexing our time on marketing moments, um, and speaking to our audience.

[00:26:10] Richard Gaffin: Right. Yeah. Over indexing on talking about what's going to happen as opposed to spending time making something happen, which is definitely a trap people could fall into for sure. All right. Um, cool. Let's let's jump into our final question here. So this is a text question here I'm gonna read out. Um, so it's two parts as well.

[00:26:29] First question is, if your brand's top performers are all UGC slash influencer content, should you still invest in Evergreen ad creative? By which I think they probably mean stuff like design stills or whatever, like other types of creative. And then the second question is how do you balance short-term performance wins with long-term creative durability? A slightly bigger question than the first, but let's start with that first one. So if you have like a very clear sense that there is a specific ad type that is really crushing for you, what's the point in investing in other types?

[00:26:58] Tony Chopp: Well, I think, I think it's to the caller's, like second question, like around creative durability, like the, the reason why to make the investment, um. Diversified. It's the same reason why you would make your stock portfolio investment diversified. Um, because the UGC style stuff is like in vogue right now for sure.

[00:27:21] And ab absolutely working in, in almost all, frankly, in every account we put it in. but if you stop there. Then what you're, what you're robbing yourself of is the opportunity to create the pipeline and the resourcing and the infrastructure to actually create a diverse creative portfolio.

[00:27:46] Luke Austin: So it, it's, it's just a question of, of the return on those assets. Um, so if so a piece of creator content, um, as an example, might cost you 300 to $500 it, it should probably, it should probably cost you the 200, $300 range. Is what you should be looking at for like a, a lo-fi video asset. Um, but it's a few hundred dollars that you're gonna be investing into that.

[00:28:15] Um, and some sort of minimum in terms of the asset output. A designed still image with a headline on it of existing product photography, you could probably get for 30 to $50 per asset. So you, you likely could get 10 x as many assets right for now. The amount of volume at efficiency, um, the amount of volume at efficiency that you're gonna be able to get is gonna be different between those things.

[00:28:44] But if you have this sort of relationship where it's 10 times lower cost for the still. If there's still assets relative to your creator content, I would wager it's probably worth the investment. Now you, that's something you're gonna have to look at for your, and understand that relationship of X many dollars, how much spend, how much purchase, how much incremental contribution margin did you get from those, right?

[00:29:04] Like the incremental, incremental revenue and the contribution margin against that, and was it worth the investment? But, um, that's, that's what you're going to, that's what you're gonna wanna, wanna look at is the returning against those things. And once you look at that, it probably becomes clear that a mix of these assets is what you need.

[00:29:22] And, and both is the answer, right? Like, you can get incremental contribution by adding in. Designed, branded still, and video assets in addition to keeping your creator content going and probably increasing the volume of your creator content. The answer is gonna be both, but just some relationship and maybe, and maybe the out outcome is, you know, one 10th as many still and branded assets as creator content, but it's still gonna be some in there.

[00:29:44] Um, we're actually working on something that connects to the creative demand model called the Creative Demand Plan that's gonna help answer this question. So a little tease there because it is, it's a challenging one where it's okay, you need this many ads. Okay. What, what format should they be and then what moments and what product should they be focused on?

[00:30:02] Which is a really important one. And we haven't seen a solution out there for, so we've been banging our head against the wall, um, and are getting close on, on having something available. But both there's just some gonna be a, some relationship between the amount of volume and the cost related to the, the units.

[00:30:18] Richard Gaffin: No, that makes sense. Yeah, it's, it, it's it, maybe to Tony's earlier point that there just doesn't seem like any point given how much volume you need to create anyway, in not investing in like a wide range of diverse creative, I mean, obviously like continuing your UGC efforts, maybe even expanding on those, but then like the, the ad accounts needs are going to go beyond what you can probably produce with just UGC creators anyway.

[00:30:42] So you might as well be focusing on things like stills and design. Assets, that type of thing.

[00:30:48] Tony Chopp: Well. And, and like you're just, because the UGC style content is what's working now, like you're, you're sort of like actively, if your investment was like totally in that camp, you're actively, um, going against what meta very clearly telling us the, the machine, the Andromeda algorithm wants, which is diversity and creative. So I think you're just, I think you're just by like, by not. Expanding out. Even if you have a particular of creative that's working now, I think what you're doing is you're setting yourself up for future risk

[00:31:27] Richard Gaffin: Yeah.

[00:31:28] Tony Chopp: that you, you know, now would be assuming. Assuming you have like a nice UGC pipeline and you got some things working, now would be an opportunity to go try and. Try and work on some other muscles. You know, it's like, like if you go to the gym, you know, like not, not every day can be like chest and arms, you know, like, or out, out them work out, do some squats, you know, don't.

[00:31:50] Richard Gaffin: Much, as much as we'd like him to just be chest in arms every single time. Unfortunately he can't skip late day. Um, alright folks, well I think that's a, that's a good way to summarize this in in answer to this question is don't skip leg day when it comes to making creative, when it comes to doing all this stuff. Um, 'cause it'll have. Pay off in the long term and you won't look like you have stick legs. So, um, let's let's do a quick little slide into hot seat corner here. Um, or rather I should say hot take corner. And let's see what our spies take for the, for the week is let's let's over with you, Luke.

[00:32:34] Luke Austin: I already did that one. I have to,

[00:32:39] they're all Luke, they're all lukewarm takes. Um, Um I need another, I need another 20 seconds here. I gotta think of a.

[00:32:45] Richard Gaffin: Tony, you got one.

[00:32:48] Tony Chopp: Potato salad is, is actually the best kind, and it's, it's hot, it's served hot,

[00:32:53] Richard Gaffin: Whoa, that

[00:32:55] Tony Chopp: got like sauerkraut and other various flavors in there, and it's, it's spectacular.

[00:32:59] Richard Gaffin: Okay. Hot taking more waste than one lived it that by you? Enough time?

[00:33:04] Luke Austin: No, it just because it just got me thinking about other things. I was, I was thinking about something more immediately helpful to our audience. Although that may be very helpful to some people who are needing to make a decision today of, do I go with American potato salad or German potato salad for dinner?

[00:33:20] And you've just gave, given them the answer.

[00:33:22] I was gonna say something like I may or may not be wearing leader hose in right now, but that's not really a hot take. So that's all I got,

[00:33:29] Richard Gaffin: yeah. All right. Great.

[00:33:30] Luke Austin: Richard.

[00:33:31] Richard Gaffin: if, if the hot take, yeah, yeah. Let me, I don't necessarily have one lined up either to, to my own chagrin. Let me see. Hot potato salad. That's a pretty good one. As far as hot takes go, I'm gonna say that the, okay, here we go. This is definitely a hot take, which is that the late two thousands, early 2010s were the worst time for music. At least in recent American history. I'm just gonna say that it was just because I was like a classic rock guy in college and you know, I didn't like any of the music that was coming out, but it's something I still stand behind. Um, so that'll be my hot take. Tony, what do you think about that?

[00:34:12] Tony Chopp: Well, I was trying to think of like any music or bands or anything that I liked that popped out of like 2010 era. I don't, I

[00:34:21] Richard Gaffin: There's a

[00:34:21] Tony Chopp: don't know.

[00:34:21] Richard Gaffin: and stuff, but rock, I dunno, it's on, on the down slide, but, all right. Well I think that's

[00:34:27] Luke Austin: Viva Coldplay.

[00:34:29] That's, that's,

[00:34:31] Richard Gaffin: of the end for them though. That was, that was

[00:34:32] Luke Austin: that's fair. That's fair.

[00:34:34] Richard Gaffin: Yeah. Now there's

[00:34:34] Luke Austin: But.

[00:34:35] Richard Gaffin: but, all right. Well anyway folks, I think that's gonna do it for us.

[00:34:39] Um, so again. If you have, you want your questions answered on this pod, go ahead and call leave us a voicemail, 8 6 6 D two C 2 2 6 3. You can shoot us a text there. Also hit up me, Tony, Luke on Twitter x send us your questions. We would love to read them on the air. Um, but until next time, for Tony, the Chopper Chop For Luke, the weatherman, Austin, I'm Richard, the Professor Gaffin.

[00:34:59] You all have a good one and we'll see you next time.

[00:35:03]