A champion for entrepreneurs, Kyle started one of the first coworking spaces and grew it to a multi-location business. Today he walks us through how the pandemic and riots in his city affected and changed his business, and how he is working through the present and looking to the future.

Things mentioned in this episode:
Fueled Collective 

John Meese 0:24
Kyle, thank you so much for joining me today. How are you doing?

Kyle Coolbroth 0:27
I'm doing fantastic, John, thanks for having me here today.

John Meese 0:30
Well, I'm glad to have you here. And I'm also glad to hear you're doing fantastic. And I appreciate you being willing to have this conversation, I think it's going to be really powerful as a lot of things to learn from, really, we'll call it a journey, the journey that you've been through in the past year, you know, and we got to talk a little bit about that. And I knew that this was the story we had to we had to tell and we had to talk about in more details. So before I get into all of that, though, I'd love to know, for those who are listening to this podcast and haven't had the pleasure of getting to know you will get you in a bed in the morning.

Kyle Coolbroth 1:00
Yeah, it's a great question. So actually quite a bit, I'm a pretty optimistic person. What really gets me going each day is seeing entrepreneurs, startups and small businesses, creating and building things, you know, and taking problems and creating them into solutions and building businesses that have a positive impact on communities, their employees, and themselves as leaders and really seeing people develop, I just love that I've had a front row seat doing that over the last 10 years.

John Meese 1:32
Wow, that's phenomenal. So we share that passion and that and that desire, which is you know, hence a lot of our conversation here. So on a practical level, you know, you said you've been doing that for the last 10 years. What does that look like? What's your business look like? Up until? Well, up until now,

Kyle Coolbroth 1:47
Up until now, yeah, that's a great eliminator there. Yeah. So we started, we established a coworking company back in 2009. At the point in time where it was pretty early, you know, we kind of could look at ourselves as grandfather's of this industry. Yes. And started when there was a handful of us even thinking about it.

John Meese 2:09
If I could, if I could pause real quick, just because I have a coworking space and looked into this recently, the first co working space, I believe was created like period, like the first coworking space concept ever, I believe was 2006 or 2005. So you guys were like right there. Right there.

Kyle Coolbroth 2:23
Yeah, right there in the very beginning. Back when we were still arguing if there is a hyphen between co and working, and other coworking was even a thing. It was more of an ideal and a cause at that time. And we started the business in St. Paul, Minnesota, and started very small, and just kind of started to grow it over the years and grew it up to seven locations here. And Minneapolis, St. Paul, Chicago, Cincinnati, and in New York, is was kind of where we had grown up to until now.

John Meese 2:58
Yes. Well, so and and then I think you changed names along the way, didn't you? What was it called when you started?

Kyle Coolbroth 3:04
We originally started with the name COCO. And COCO for us was, you know, coworking connectivity, collaboration. So COCO was short for all the things we do together, it represented the new economy. And really what we had observed that I think is interesting, and, you know, plays today, as well as it did back then is that when we started the business individuals were well, first of all, social media was new. Can you imagine that?

John Meese 3:33
Yeah. Remember,

Kyle Coolbroth 3:35
Remote technologies actually allowed us to work kind of remotely, and they were starting to work really well. And then, but the third thing was companies were laying off a lot of people independence were being minted by the thousands. What we observed culturally is that what people really were seeking was not a place to work, but a place to belong. And so that's what COCO became, what we really were selling was belonging, not workspace, and so deep in our ethos, and DNA was this idea of we're doing we're on this journey together. We're creating and we're going through this together.

John Meese 4:12
Yeah. Well, at a certain point, you changed your name to Fueled Collective Is that right?

Kyle Coolbroth 4:17
That's correct. Fueled Collective is our new name. Yep. Yeah. And

John Meese 4:20
what inspired that change?

Kyle Coolbroth 4:22
So it was at a moment where, you know, we had been growing, we were looking at what was going to be our next move. And this was a time when We Work was coming on the scene, hot and heavy, had raised a lot of capital. We were looking to raise capital and we just decided we were going to take a different tact and we were going to look at franchising. And that's where we decided to work together a few other people. And at that moment time, COCO just didn't scale as a name. And so Fueled Collective became the name.

John Meese 4:52
Okay, so when you mentioned the seven locations or some of those franchises,

Kyle Coolbroth 4:56
yeah, the Cincinnati is a franchise location. Yep. Okay, they're all stored on now, if you thinkof it that way, yeah,

John Meese 5:03
gotcha. Okay. All right. Interesting. All right. So you started that that grew. And we should say, by the way, you know, I, myself own a co working space. But when I say that I cringe a little bit when I'm talking to you, because we've talked about this, we're not really creating coworking spaces at the same scale. Well, you're talking about these are huge. So can you talk for a second about what kind of what your coworking space is? You know how it looks like?

Kyle Coolbroth 5:26
Yeah, yeah. So our, our flagship location is in Minneapolis, it's on the trading floor of the Minneapolis grain exchange. So 1903 Classic architecture. Wow. 42 foot ceilings. So if you can just imagine that for a moment. And that's about 65,000 square foot location.

John Meese 5:46
65,000 square feet, my co working space probably fits in one of your private offices. My entire co working space, and I you know, granted I created one in tiny little Columbia, Tennessee, the mule capital of the world, but it's a 1,700 square foot. Yeah. Capacity facility. Yeah, so definitely, we're not we're both coworking spaces, but we're talking about two different things. So

Kyle Coolbroth 6:08
And it's changing. And it certainly is changing as we look into the future of what that need is.

John Meese 6:14
Yeah. Well, so let's talk about that. So this year, obviously, we're we're talking, you know, in 2020, the year of many things, but one of those has been change. So I've you know, as a new to the scene, coworking operator, right, I have a my coworking space in January, I, you know, when the pandemic hit, I started looking around to learn from everybody else was trying to figure out how to adapt and pivot. But most of these other people were like six months to a year ahead of me until we started talking. And I realized like, oh, like you. You've been in this since the last recession. So can you talk a little bit about what your experience was at the you know, really, at the beginning of the pandemic, how you served your audience and how you really, yeah, let's just talk a little about kind of your, your experience with COVID-19 in the coworking space industry and how you responded to the pandemic, as well as the lockdowns. And I know that feels like ancient history now, but it was only a few months ago. Thanks for reminding me of that.

Kyle Coolbroth 7:06
It does feel like it's we're living dog years. Yeah, for sure. So at that moment in time, I was actually traveling and Amsterdam, just before COVID hit the US, came back, was in Nashville, and then came back home on March 13.

John Meese 7:27
That was a Friday. I remember that Friday

Kyle Coolbroth 7:29
Friday, yes. got home. And you know, it's all like the news is just, it's just coming in waves. And we knew Monday, we got the team together and said, we're gonna have to do something, right. We didn't even know what something was. We just had to deal with it. Tuesday, our governor files a shutdown order, just hits the lockdown. That was the beginning. That was the moment of Okay, we don't, we got to close. We can stay open. Now it specifically has ordered did not address coworking spaces. But we were clearly in that and felt obligated that we needed to close. So we did that right away, we just closed down. And one thing we did right away is we told our members, because we knew everybody's in panic mode, right? But we knew what we needed to do, which was we needed to close. But we didn't know how long, right? This could be a week. It's two weeks, right? That's the thing.

John Meese 8:31
Maybe we'll have... on the far end of things

Kyle Coolbroth 8:34
far end far end

John Meese 8:36
I remember I remember, I remember those optimistic days.

Kyle Coolbroth 8:39
Yeah. And as entrepreneurs, we just look at the problem, we go, Well, that's going to be done. And we'll work our way around it. So anyways, we so we close. And then we decided for our members, we were going to provide them credits for the days we remain closed. You know, one week became two weeks became three weeks, and it just became more and more intense. And so we went through the whole process of making sure that we communicated with our members, we let them we were checking in on them to make sure they were okay, letting them know what we were doing, trying to build our game plan. Right. Yeah. And that all transpired for a bout, you know, 30-40 days, and then we decided to do a soft reopening. And why we did that is because we're hearing from some of our members that they were, you know, critical businesses, they were necessary businesses and or they had necessary business activity, we couldn't just lock the doors on their business offices, right. And so that put us in a place of having to figure out what the government has had not defined yet and to overcome fear of our members in in so that was that marks like our first 45 days in this

John Meese 9:52
well and if I can just come to that real quick cuz that's when you and I started texting each other back and forth like how's your space? What are you doing, you know, that kind of stuff. I think That, you know, you and I both I remember commented on this, that was one of the reasons why I want to reach out. It was not just because you've been in the coworking industry for a while, but it was because I really were I respected that what you were doing, by saying, look, we're closing because that's we've been asked to do. And we're giving you as members credits, because you count on us as your space provider to give you space. And right now, we can't. Now it's not our fault, but it's also not your fault. And that's not your job. I really respect and appreciate how you communicated about that. A lot of coworking space owners said, we're in a lease. So give us money, and we're closed and Sucks to be you. Yeah. And like that was I was literally on webinars and conference calls with coworking space operators across the country. And they were recommending that as a standard protocol. They were like, We just got to stick together and keep them in their contract and keep their money, even though they can't come into the office. And we similarly we refunded people, we did credits, as well, we refunded some members who have just renewed and then other members we kind of just added credits their account towards when they came back when he reopened not at the same scale, though, right? Because you're talking about I mean, can we talk for a second about kind of what scale we're talking about when you're talking about giving members credits? How big was that liability by the time you reopened? And you owe these members all these credits? Can you speak to that?

Kyle Coolbroth 11:14
You know, it's it's thousands of members, Right?

John Meese 11:17
Yeah. Lots of dollars,

Kyle Coolbroth 11:19
Lots of dollars. And I think you know, what was really cool about it is, so we did a couple things. So we had that reality, it was a lot of money. I mean, this is what you call it an Extinction Level Event, right? Yeah. If you if you do it wrong, you're gone. And so we but here's what we did is we said we're gonna do these credits, and we told our members communicated to them that we're gonna get you this back, we just can't do it all in one fell swoop, we can't do that. So we spread it out over about four months, where they would get their credit spread back out, which is still a moment time where we're just cash flows, you know, disappearing, money is going out. Very scary times. But then what we did is we asked our members, because it became very clear, we need to debt also help other people. That was a big part of what was what was happening at that at that moment time. And so we allowed members to donate back their credits. And if they did that, we would give that to a entrepreneur in need in our community.

John Meese 12:23
Oh, cool.

Kyle Coolbroth 12:24
And so we had about 35% of our members return their credits. And we were able then to basically turn around, I think it was just about 45, solid memberships. And some are a year some are six months, right? And in to help these entrepreneurs who were struggling,

John Meese 12:46
Wow, so. Well, and then so all that happens is a very busy year. That's enough, right? Anybody who's listened to a podcast up until now, by the way, is thinking, Okay, we've heard a lot of these COVID-19 stories. This sounds like pretty straightforward. But this is where your story is dramatically different from every store. Everybody, I've talked to you so far, because Minneapolis was in the news not too long ago, for some major unrest. And can you talk a little bit about how that, first of all, I remember when you first realized that that was happening and how that affected you? how that affected your view in your business?

Kyle Coolbroth 13:22
Yeah, it was. So we went from trauma to trauma, right. And so this was in May, near the end of May. And George Floyd was killed by police department, Minneapolis Police Department officer, and it just immediately kind of blew up our city. Yeah, I remember hearing the news and thinking, just oh my gosh, I can't believe this happened. And then you could just feel the tension in the city just start to explode. And what ended up happening is, not long thereafter, riots started to break out some of it started as peaceful protests, but then it moved quickly to some very destructive riots. Now, within context, our location is on the kind of 50 yard line of what's called the Uptown area. And this is where all of this stuff started to happen. So that was the beginning of it. So we knew this was going to get dicey. We had what

John Meese 14:31
was your space open at the time?

Kyle Coolbroth 14:32
We were open at the time. Yeah. And, but we had no idea how bad it was gonna get. And you know, our hearts were broken. We do a lot with diverse founders. We do a lot of work in helping founders from underrepresented communities, build, develop, network and grow their businesses. And so we're watching our community in a lot of pain and then At the same time very nervous about our business in the area, which was already, you know, hit by COVID. Right. So you fast forward a couple of days, there were three days of very intense riots that were moving down the street. Right, coming closer and closer. And I'll never forget, it was a Thursday night, we saw what's happening. And it was all over the news. It's we've all seen the images, right.

John Meese 15:24
We've all seen the images, but most of us haven't talked to someone who is right there on that street.

Kyle Coolbroth 15:29
Yeah, yeah, exactly. So this is all happening. And it's surreal. And you could tell that our local government had lost control of the situation. Absolutely lost control. And so we were alone, like most of the businesses on that, on that on that row. And those Friday night after, you know, we survived Wednesday night or Thursday night, I woke up Friday morning, and had seen the damage had known what was going on. And we had been calling members and telling them you might want to pick up some things in Friday morning. I remember, we have to call everybody who's still got something here because we can't hold. We can't keep their space safe and secure any longer. So there's that moment of acceptance of we're going to lose this. I was 99% sure.

John Meese 16:23
This is this is 65,000 facility you were talking about earlier.

Kyle Coolbroth 16:26
No, this is a smaller facility in in that urban residential kind of footprint area.

John Meese 16:32
But how big is the space?

Kyle Coolbroth 16:34
This one's a 15,000 square feet.

John Meese 16:36
So that's still pretty. I mean, it's still Yeah, that's a pretty sizable,

Kyle Coolbroth 16:40
yeah, it's a lot of stuff in 15,000 square feet.

John Meese 16:43

Kyle Coolbroth 16:45
So we had our last member come on Friday afternoon, and pick up the balance of their stuff literally loaded, brought a truck and loaded up about 50 computers, systems and, you know, laughed, and we kind of locked the doors. And we knew that we just didn't think we could hold it. So sure enough, that evening, the riots moved into that area. And it's on a walkout of a lower level building, so kind of set into a hill. And they came in up on the upper floor. And on the upper floor was a CVS and completely looted, destroyed, trashed it, there's a pilgrim cleaners, and then there's another restaurant area up there. And in the process of all of this, they broke a sprinkler line, which then poured water, you think of sprinkler line, that's a lot of water, mixed with pharmaceuticals, sewage, cooking oil, and you know, chemicals from the cleaning place poured into our space for about 12 hours before we could get back there.

John Meese 17:58
So the rioters, do they have to the rioters ever actually go into your space itself, or this is on the floor above.

Kyle Coolbroth 18:03
So they clawed in, literally I should show you a picture where they just like clawed through a drywall wall to get in. They didn't stay much in our space, for whatever reason, I don't know, right, there was a door, but if they got through the wall, they could have gotten anything. And so our damage was, was almost all water. But that is incredibly damaging, you can't undo that. So the hard part here was the hard part as an owner and a leader is I'm watching it on our security system. Technology today is an amazing thing, until you have to sit and trying to call 911 with no one answering, and you're watching this, like just you can have your heart and soul be destroyed digitally, until the cameras went out at about 3am.

John Meese 18:59

Kyle Coolbroth 19:00
And so there was an immense sense of loss in so many ways in so many ways. You know, being active in the community, but also being this is this is our business. This is what we created. And it's a community of, you know, a lot of members. And so that was Friday night.

John Meese 19:19
Well, and it's, it's almost harder because it's not personal, right? Like me, they weren't personally targeting you, you just, you were just in the line of fire,

Kyle Coolbroth 20:11
We were just in line of fire. Exactly. And, clearly, you know, a lot of anger and a lot of frustration. And also on our part, you know, as a small business just being there and not, you know, being stuck, there's nothing we could do. And, you know, you're already hurting from COVID, and the challenges of that, and then this hit, so Saturday morning, I wake up, and I drive, I live north of the cities, and I drive into the Cities, I'm driving in, I'm looking, you're driving down the freeway, no one's going downtown, no one is going to where I'm headed towards, and looking, I can see, you know, the fires, you know, they see the all the smoke, and you drive in, and you can just see the destruction. And I get in and I park and just, it's like, this intense feeling. It's still very, very hot, you know, there's still a lot of people out. And anyway, so we drive and I walk up to the building. And I just shocked, you know, it's destroyed, it's destroyed, and walked down to the lower level. And I come in, and there's just like waterfalls of water pouring into our space. And walking, you know, probably calf deep in water. So I'm looking at water pouring down the servers, and the all the equipment and all the furniture and you just look around and you you, you know, it's gone. You know, absolutely gone.

John Meese 21:37
Well, I'm so sorry. I mean, that's small to say in the face of such. And such a beating such a punch, you know, you've been punched in the face a lot this year. But what did you do next?

Kyle Coolbroth 21:50
Yeah, that's the challenge in the magic, right, as a leader, you don't get to sit there and just accept it and crawl into a hole, you got to figure something out. So we just move quickly, there is a group that got together that started to help clean things up. We knew we suspected we would not be able to bring the place back. So we spent some time trying to figure that out. Work with our insurance company. Fortunately, we did have some insurance. Okay, which is great. Covered about half of the physical product, we did have some business continuity insurance to cover some of the revenue, but it's only covered about 30% of the overall impact. Hmm. And the reason is, yeah,

John Meese 22:34
I was gonna ask, Is there a particular reason for that?

Kyle Coolbroth 22:36
Yeah, so most insurance, this is a great lesson a I knew very little I never had been in business for a while, I had never run into a situation where I have to make a claim of this size. But fixtures, furniture and equipment, FF&E is the insurance is designed to replace it. So a repurchase so if you're in a situation where you now have to shut down and out, reopen a location, you're not getting all of your money back.

John Meese 23:07

Kyle Coolbroth 23:08
They're gonna pay a percentage of that. And then if you buy additional, they'll pay for the balance of it. But this was a moment where we were not going to we could not reopen this location at this brand given COVID. And then secondly, like, you know, your business continuity or business interruption insurance is fantastic. Everybody should add that it's relatively tip have good insurance

John Meese 23:30
Good to know.

Kyle Coolbroth 23:31
Yeah. And then interruption insurance is super important. But that also designed to replace for a period of time. So this was, you know, you have hundreds of members that are gone, in perpetuity Forever, forever in the future. So it's just a fraction of what you really need,

John Meese 23:54
Right? Because I think in a business, like a co working space, it's essentially a membership site with, you know, like, on it's a physical membership site. So you've got a recurring revenue, you know, the lifetime value of those customers, you know, how much money they're likely to give you over the span of their, you know, their relationship with you as a customer. But you're saying that the business continuity insurance, they're not really paying you on the lifetime value of a customer, they're paying you, you know, for like, what, this month, the next month or but then again, you're closing? So

Kyle Coolbroth 24:22
Yep. Yeah. So they pay you till you're close. Again, it's over. And, you know, I mean, thank goodness, we have that. But in the midst of everything and admits of COVID, it didn't make sense for us. We could not build a business case to reopen.

John Meese 24:37
Yeah. So that location is permanently closed now.

Kyle Coolbroth 24:41

John Meese 24:42
So was that one of the seven or is it like you mentioned the number seven locations earlier? Was that one of the seven?

Kyle Coolbroth 24:47
Yeah, yeah. And then at the same time, during COVID, we had another location that we were at end of lease, and just ended up there was no business case to be made to renew, in the midst of a pandemic at that time. So we let that one close. So, yeah, so it's been a just a challenging year. But you get up and you've come up with a plan, you figure it out, get the team re centered, right? And, and try to get everybody back into the game and get excited about what we're doing again.

John Meese 25:24
So on that note, not to minimize the just the really real beating you took there. Because I mean, that's, there's no other way to describe that. No other PG way to describe that. So what did you do next? I mean, you mentioned you want to get the team focused on, you know, where we go from here. So what are you doing now? What does the future look like? And what is the present look like?

Kyle Coolbroth 25:45
Yeah. So what the present looks like right now is really just focusing on the way work is shifting. So, yeah, again, full disclosure, I am a pure entrepreneur, right. So every problem presents an opportunity. In end you have to get past what hits you. You know, I mean, yes, we took some big hits. But where are things going in? And what we're seeing is just fundamentally, you know, when we started our business, coworking was a cause it became an industry, I think it's becoming a way of work in the future, this whole idea of work from home, you know, we had a very small percentage of the niche of people who work now it's kind of like everybody. And so we just see a real shift in distribution of the way work is going to be done. And we're building our model accordingly.

John Meese 26:44
Okay, so can you tell I mean, I assume some of that still ongoing. But what can you share in terms of what that looks like, in terms of is this mean more CO working spaces? Is this mean more training and classes?

Kyle Coolbroth 26:56
Yeah, it's a little bit both. I mean, I think what what's happened is what people are going to be looking for in the future is professional, reliable, and flexible. Those are the three words that every worker is going to be seeking and companies are going to be seeking. So I definitely see it as more locations, I could see it as more smaller locations connected to, you know, a hub, and that we focus on that on demand need that highly flexible model. And in addition to that we pour in content where we're supporting this new way of working. And that's going to be phase one, a big part of our business was we had a lot of social and hospitality components to it, which is completely gone right now that just break out wiped out with COVID. We'll, we'll get back to that at some point. And so as that starts to tip up, and we'll put that layer back in,

John Meese 27:59
okay, so you're still and despite all the beatings, you're still excited about the future of coworking?

Kyle Coolbroth 28:05
Absolutely. Good.

John Meese 28:07
Well, that's encouraging, because I just got into the business. So I only had 58 days under my belt when all this came in the coworking industry. Yeah.

Kyle Coolbroth 28:15
Welcome. Baptism by fire.

John Meese 28:16
Yes, exactly. Yeah. Well, that's great. Well, thank you for sharing that. And then I know that you're also you know, those of us that were listening and can't see what you're wearing. But I know you've got the Michael Hyatt logo right there. So you've been up to some other fun projects as well. Can you talk a little bit about that, but outside of the coworking space?

Kyle Coolbroth 28:33
Yeah, absolutely. So one of the things that actually has sustained me has been, I've been a client of Michael Hyatt's, and have learned so much through the business accelerator program, and got the opportunity to become one of their performance coaches. So I am working now with clients, all across the globe, actually, and working with founders and leaders of businesses, who are all facing similar kinds of struggles, you know, and just coaching them to to, you know, win at work and succeed at life and, and just kind of build their their businesses in new ways. And applying what I've learned over the last year, sharing that wisdom.

John Meese 29:21
Well, good, I'm glad. And that's helpful. And I've also learned a lot from Business Accelerator, myself, and my time working with Michael and getting to go through some of those first business accelerator programs, which is pretty cool. So I want to go back to the story. And really, I want to see what we can pull out of this in terms of lessons for those of us who are listening into this, right, because those of us who are listening, assuming we don't have a stone cold heart, we're feeling for you, right, we're going oh my gosh, that is so hard. And that's important. You know, that's an important thing to recognize to say I'm so sorry. That is so unjust. That is so unfair, you know, on fun, that is horrible. I'm so sorry. And it's not just about surviving. It's about thriving. So what can we take from this? So you mentioned a couple practical things, right? You mentioned that revisit your insurance policies, you know, make sure that you're covered from a business continuity perspective, as well as making sure you understand what your insurance policies cover, if you have a very capital heavy or a very asset, heavy business, like a coworking business, you know, your furniture, your assets, how are they covered? That's important. What else sticks out to you and things you wish you knew? Or that you're glad you know, now?

Kyle Coolbroth 30:32
Yeah, well, I mean, I think as a leader, anytime you go through something like this, you reflect on yourself, right? Because these are the moments where everybody looks to you, right? And, and there's no one else you can look to right? You You're, you're you get to bear it. So the first thing I discovered, I learned in a lesson that I would share is fear is just a thing, right? And you have to get past it, you have to accept it, there is a point where fear cannot immobilize you any further, you kind of get to a point where you don't know what to do. So do something. Yeah, we just have to start going. So that was I learned that. The other thing is just being really honest and transparent with your team. You know, there were no answers for many of the things. Right. And we had to, just like many other people. We had to lay people off, we had to, we went through all that. So just being honest, and being authentic, there aren't answers. But here's what we're gonna do. So over communicate, right? Yeah, we held huddles, three days a week, we just got everybody on the zoom and just had, like, here's what's going on. How are you doing? Asking people where they're at? How are they feeling? What are they struggling with? is they're just trying to get to that and we supported each other. I think my team's lifted me up as much as anything I was able to do.

John Meese 32:04

Kyle Coolbroth 32:05
Let's see another lesson. liquidity is really important.

John Meese 32:11
So yes, cash flow, right?

Kyle Coolbroth 32:13
Cash Flow, and having some reserves, you know, I mean, it's like anybody who's gone through a traumatic experience, you can, you can say, well, and growth, we're gonna do all these things we're going to leverage up, that's great, while the band still playing when the band stops, you know, he had to be able to create some room. So liquidity, cash flow is important. The other thing I would just say is no regrets. Planning is something I learned during this never even thought of that as a concept.

John Meese 32:45
No regrets planning. Tell me more about that

Kyle Coolbroth 32:48
Yeah. So you're in this moment. And you know, there are things that you always should have done, always wanted to do, but said, No, I can't do that. And whether it's because of ego, because of the way things might look or feel, it's just, you know, there's the thing, you get to a moment where you just go, it doesn't matter anymore. I should have done this a long time ago. But you got to look into the future and say, when I get when we get through this, well, I have a regrets about this decision. So when you're in when you're in this massive transitionary time, it's easy to be wholly consumed about where you're at. But stepping out and stepping in the future and looking back and go, what are things that I know I need to do? And I know I won't regret when we come through this and doing it and having the courage to do it.

John Meese 33:46
Wow. Well, good. Those are all good insights and takeaways. Kyle, thank you so much for sharing those. So where can we go now to either see one of your coworking spaces or learn more about what you're up to online or in person?

Kyle Coolbroth 33:59
Yeah. Awesome. So fueledcollectivemn.com is our website, love to have the check us out? You'll start to see more and more. And I'm actually going to start to get a little more active with content about what we've gone through and helping small businesses. And then I would love to see anybody in Minneapolis. That's our flagship if you ever get the opportunity. And I suggest summertime, it's getting we have snow right now or? Yeah, yes. Very sad. But come on up. We'd love to have you up here in Minneapolis and look for us in the future and many other places as we rebound. Awesome. Well, Kyle,

John Meese 34:39
I'll look for you on every corner. So how about that, but yeah, fuel collective mn.com love it. Thank you, Kyle, so much for your time.

Kyle Coolbroth 35:20
Thank you, john.

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John Meese is the author of the #1 bestseller Survive and Thrive: How to Build a Profitable Business in Any Economy (Including This One). An entrepreneur himself, John is on a mission to eradicate generational poverty by equipping entrepreneurs with the tools and training they need to build thriving businesses from scratch. He is the CEO of Cowork.Inc, co-founder of Notable, and host of the Thrive School podcast.

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