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Spearheading Innovation in Microcap Investments | Mike Cooper

Mike Cooper is a Founding Partner of Shore Capital and is responsible for all activities of the firm, including sourcing, evaluating, and enabling the growth of Shore investments. In this episode, Mike talks about the unique opportunities in the microcap space and Shore’s approach to picking the right sectors and the right partners. He shares examples of the multiple pathways to success for Shore portfolio companies’ growth.

Transcript

Introduction

Michael Burcham: Welcome to Microcap Moments, a podcast from Shore Capital Partners that highlights the stories of founders, investors, and leaders who have taken on the challenge of transforming ideas and small companies into high growth organizations. The journey of building and scaling a business
takes one down many unexpected pathways.

 

It's a journey where we learn from our mistakes, fall down often, but have the entrepreneurial grit to pick ourselves up and persevere. Within this series, we will share these stories of success and failure of the challenges and the rewards faced by those who dare to dream big. And through their lessons learned, we hope to inspire others who are on a similar journey of becoming, growing, and leading.

 

In this episode, I am talking to Mike Cooper, one of the four Founding Partners of Shore Capital. As a partner, Mike is responsible for key investment activities of the firm, including sourcing, evaluating, and enabling the growth of Shore investments in healthcare. Outside the office, Mike is actively involved in fundraising on behalf of the Nicole Cooper Foundation and the Leukemia and Lymphoma Society.

 

Mike is also a member of the Board of Directors for University of Detroit, Jesuit High School and Academy, his high school Alma Mater. Mike received his BS and BA in Finance and Management from the McDonough School of Business at Georgetown University.

 

Mike, thanks for joining us today. Really excited to have this interview with you. My first question is, could you tell us a bit about your background and how you became a Founding Partner at Shore Capital?

Mike Cooper: Great to be here, Michael. So I started out my career in investment banking. Investment banks are companies that provide advisory services to other companies. So, they work with businesses that maybe are looking to do a merger, an acquisition, or sell the company, capital raising, things of that nature.

 

It was a great opportunity for me early in my career to be surrounded by incredibly smart people. Kinda be thrown into the fire as a 22 year old kid and learn a lot about high level finance. But ultimately it's an advisory business, so you're advising companies. You might advise a business on buying another
business. You close the deal and then you kind of wash your hands of it and you're done.

 

What was compelling to me about private equity was the opportunity to have skin in the game: to develop a thesis, to go out recruit a management team, find companies that we could partner with, and then ultimately help grow those businesses and have a great outcome someday.

 

So I got to know Justin Ishbia, our managing partner, back in probably 2008. I was introduced to Justin through a mutual friend who'd worked with him at Kirkland Ellis as a lawyer, and my buddy said, 'Hey, you gotta meet this guy Justin. He's the most well networked guy in Chicago as you're looking to do your next thing. He'd be a great guy to get to know.'

 

So at the time, Justin, myself, John Hennegan, Ryan Kelly, were all working at larger private equity firms in Chicago and Justin and the team really had a thesis around investing in the microcap market, investing in smaller businesses. We all, at our prior firm, saw that there were a lot of small, little businesses out there that those firms just couldn't buy.

 

They had to invest in larger companies. And so Justin recruited the three of us to join him at Shore Capital. And I will say that not many people tell Justin no. And I still remember back in the day, he wanted to start Shore Capital. He wanted to do it with three other guys. And I was very intrigued by the idea, but I told him, 'No, too much risk for me. I've took another job in Michigan.' And turned him down.

 

Well, Justin knows the way to my heart. He got me Red Wings playoff tickets, and then we followed that with burgers and fries and drinks afterwards in Royal Oak, Michigan. He knew which buttons to push for me and knows I'm a very simple man and easily won me over. So started Shore Capital back in 2009, and it was really the vision of doing microcap investing and being unique in the private equity space.

The Early Excitement

Michael Burcham: Mike, those first few months and first year can be some of the most magical moments in any new venture. I am sure there was a certain amount of magic or chemistry when the four of you came together or excitement, much like any startup that really got early momentum for you all. Can you talk anything about those first few months and some of the things you all went through or thought about that created such excitement for what you built into Shore Capital?

Mike Cooper: Yeah. It's funny because on the one hand when I go back to 2009, it feels like yesterday. When we started the firm, on the other hand, it was almost 15 years ago. And I tell people back then it was the four of us in a room, not much bigger than this podcasting room, and we had our laptops and each other and not much else.

 

And I think we had immediate chemistry and we still have that chemistry today. And I would say that's in large part why as a firm we've brought in so many wonderful people in the Shore Capital. It really started with the four of us. But when I think back to those early days and the unique parts of Shore Capital, we did an offsite, like three months into starting Shore Capital, and at that time we started talking about, 'Hey, how do we want to focus?'

 

We feel like we've got two or three shots on goal, at that time, and we couldn't not, like we did not miss the net. We needed to score in every single shot we took if we wanted to be sitting here today. So, that first offsite was really a great opportunity for the four of us to spend time and start thinking about what's the five year tenure plan for Shore Capital and gain alignment.

 

And, I think when I look at Shore Capital, that kind of offsite, the strategic planning, that's become core to our identity and really that kind of set the foundation for us back in 2009. So for me, I think we started getting on the same page, getting alignment, and from there we're off the races. But, I think an important thing that we did in those early days was decide that we wanted to be number one focused on healthcare, but also within healthcare, be very focused on specific sub-sectors of healthcare and be very targeted in our approach, and I would say it's a little bit counterintuitive, but by going out and saying, 'Hey, I want to invest in physical therapy, or I want to invest in urgent care or veterinary medicine.' The more targeted that we've become, the more quickly and the easier it is to identify great opportunities.

Michael Burcham: So Mike, I remember one of those early investments you're talking about in physical therapy. I had the opportunity to serve on that board and be with you. I also remember a few automobile rides in an SUV to Michigan to do board meetings. Some really fun times together and very formative, don't you think, for several of us who joined you all to actually feel we were part of something bigger than ourselves. That already early in 2010 and 2011, you all were creating.

Mike Cooper: Yeah. First of all, I think we're delighted that people like you would want to work with us. I remember telling people 10 years ago, people would ask, what's the biggest surprise when you think back to those early days of Shore Capital?

 

And to me, it was that we were able to convince so many seasoned, successful executives to work with us, as operating partners, which is our nomenclature for board members. We had people like yourself and on that board we also had Mark Kaufman, who was the founder and CEO of Athletico, which is a huge physical therapy company in Chicago.

 

I think we've always had this philosophy when it comes to operating partners of like, take the moonshot, go out and find, if you're looking at, again, physical therapy or dental, wherever it might be, don't sell yourself short on who will partner with you.

 

So, absolutely those early days going to the board meetings. We were, honestly we probably took a lot of our direction and lead from you guys, from the operating partners. I always tell people back in the early days of Shore Capital, I was the analyst, the associate, the vice president, and the partner on every deal that I was doing.

 

And there was a lot of kind of learn as you go moments, but also having that moments of working at those small businesses with board members like yourself. Having a real impact on these communities. I think we've always taken a lot of pride in growing these companies very quickly on having an impact on those communities.

 

And yeah, those car rides back and forth between Chicago and Detroit and talking about, 'What kind of impact can we have on these companies? What are we gonna focus on in the board meetings? Those were certainly part of the formative years, and I think a lot of those things that we were doing back then are still highly relevant to what we're doing today.

The Microcap Space

Michael Burcham: Right, they've simply become institutional processes, as part of today's Shore Capital. So in your view, what makes microcap a great space for investing? Because it's pretty different than what most private equity funds do, and I'd love to hear your view on that.

Mike Cooper: Sure. Well, I think number one, obviously there's an abundance of opportunities.

So in the microcap space, you've got literally a pool of thousands of target companies that you can invest in. So, if you identify a sector that you like, there's not only, two or three companies that kind of might fit your criteria of what you want to invest in. So, first of all, just from a pure fragmentation and opportunity standpoint, there's a great amount of opportunities.

 

I think investing in microcap allows us to invest in more nascent up and coming sectors, and so I think John Hennegan, my partner, has done a really good job with really becoming, I think one of the key thought leaders in behavioral health and like all things behavioral health. So, when it comes to autism therapy or addiction treatment, he's developed a thesis around those sectors and seen where the ball was headed, and then found companies that were best in class in those areas to invest in.

 

And I think what's unique about investing in microcap is it wasn't like there were a bunch of mid-sized companies out there in addiction treatment or autism therapy that a larger firm could go out and invest in. So in that situation, John Henigan has literally said, 'Hey, I know that autism therapy is a growing sector. I know addiction treatment is a growing sector. There are no companies of scale. I'm gonna go find a small one and I'm gonna scale it, and we're gonna have a great asset to sell to one of those larger middle market companies.'

 

So I think the vast majority of our deals are proprietary. We're developing really deep relationships with our seller founders, the owners, which I think is very unique. In some cases, we're forming deep friendships with the sellers, which again, I think is very atypical for the typical private equity process. I think a lot of firms don't do it. It's a heavy investment in time and relationship building. There's typically a lot of handholding with partner owners around educating them on private equity.

 

Like, 'Who are you? Why are you interested in my business? How is this gonna make my business better?' It's not an easy journey. It can take months or even years to work with these sellers on educating them about the private equity process and developing that talent. I think another reason that larger firms don't invest in microcap is it's not like these companies have a deep bench of talent that you're working with.

 

So, we come in and we really take pride in building out a great board of directors, recruiting key management team members from day one, and that's a very heavy lift. And so I think it's why a lot of firms just don't do it.

Picking the Right Sector

Michael Burcham: As you can tell from Mike's comments, successful microcap investing isn't just about finding the fastest horse and making a bet. Successful microcap investing starts with picking the right sector to invest in and then identifying the critical operating partners with real, in-depth knowledge and experience in that sector.

 

Can you share with our listeners the process you use to identify a sector that you feel is a good investment opportunity? You referred earlier to, pick a sector first. How do you go about thinking about a sector yourself?

Mike Cooper:  You're always paying attention to trends. We're having a lot of conversations every day, every week, every month with bankers, brokers, advisors. People in our network, on our boards, our investors, friends, family.

 

So I think we're trying to, again, identify where's the ball headed and developing a thesis around it. So once we develop a thesis, we've got a pretty regimented process for going about and invalidating that thesis. Let's just say that I say, 'Hey, I want to invest in the animal health veterinary space.'

 

I go out then and I talk to larger groups that have already invested in the veterinary space. I started going to veterinary conferences, walking the exhibit halls without knowing a soul. And then really the key part to any thesis development for us is identifying operating partners. That's our nomenclature for board members, people who've had a lot of success in these different areas that we're targeting, and honestly know a heck of a lot more than I ever could hope to know in that particular sector.

 

I would say there's very little desire on behalf of the partners at Shore Capital to invest in a sector where we don't feel like we've got great operating partners who have strong conviction around investing in the sectors where we want to invest. And if I can tell a quick story, the one of the very first op areas that we invested in was home infusion therapy, which is in the pharmacy space.

 

We did all of our work around it; we developed a roadmap. We knew it was a sector that was fragmented, very localized market, which was beneficial to us. And so I was flying around the country meeting with opportunities. That I was cold calling, finding through brokers, et cetera. And I remember I found this business in Atlanta that seemed to check all the boxes for what we'd want to invest in, in the home infusion therapy space.

 

And then we aligned ourself with an operating partner, a guy named Chris York who'd been in the home infusion therapy space for many years of his career. And he said, 'Oh great, like I want to work with you guys. Tell me about the pipeline you have of opportunities. And I said, I've got this great company in Atlanta, like here's everything you need to know about it.' And he goes, 'Stay away from that company,' within literally five minutes.

 

I told him about the business and he said that company has some trouble ahead of it. And one of the drugs that they are compounding is under intense regulatory scrutiny. Reimbursement's gonna be cut. You want to run away from that one. We never would've known, like we would've gone down the path of partnering with that business had we not identified an operating partner who'd been successful in this space. So for us, a huge part of the journey of identifying a thesis is find those operating partners.

The Ideal Partner

Michael Burcham: With a great sector identified and the support of strong operating partners, the next key investment priorities are finding not only a successful business to invest in, but the right founders or business owners to partner with and finding the right CEO to build and lead the platform.

 

Mike, in your view, what type of founder or business owner is really the ideal partner for Shore Capital?

Mike Cooper: It's a great question. We want founder owners who understand that it's truly a partnership with Shore Capital. We want founders of owners, of course, who've done a fantastic job of building a business.

 

But I want owners who recognize that they need a partner to help them achieve the vision that they have or possibly something greater than their vision. So I always tell people, if you're just looking for capital, you can get that from a lot of places. That is the very least of what we bring at Shore Capital.

 

We are a very hands-on investor. The investment team is hands-on, and then of course, we've got a lot of resources we bring to the table. We want partners who not only understand that, but crave that. That they want all those resources that Shore Capital brings. And if they're just looking for money, if they don't really want to stick around and be part of the growth plan, then it's probably not the right fit for us.

 

One of our greatest selling points at Shore Capital is we've been able to achieve fortunately, great returns so far on our 12 or 13 exits, and we want owners who are competitive and who want that second by the apple and say, 'Hey, I want to get the same returns that your prior partnerships have achieved. What do we need to do to get there?'

Michael Burcham: A complementary question: you've worked with a number of CEOs throughout your career, what have you found to be the most important individual behaviors or even skills that make the best CEOs of a private equity backed company like Shore that's growing so rapidly through acquisition?

Mike Cooper: I don't think it's necessarily a one size fits all approach for kind of private equity backed CEOs, depending on the situation, we could find a CEO who's been a very successful CEO for a larger private equity firm, who may not be the right CEO for the types of businesses that we're investing in.

 

I think our best CEOs, and it's somewhat cliche, but they lead by example, so they're the ones who are establishing the work ethic for their teams. They're great recruiters. They rally the team around the common goal of building a great company and doing it the right way. One of our vice presidents at Shore Capital, you know, we had an issue with the CEO and he coined the term control tower CEO.

 

And so this is a, an individual who sits in the corner office and maybe is a really bright individual, but not really willing to roll up their sleeves, get out in the field, and they delegate. Our best CEOs get their hands dirty. They go out in the field. They build incredible relationships with their team members, with the Shore team.

 

It all comes down to leading by example, like we need doers. If I look at the best CEOs we've had, that's the thing they've had in common.

Michael Burcham: 

Kind of a follow up to that. As a partner, you have an investment team around you that works with that CEO. You also have these operating partner board members with deep industry expertise, and you also
name someone to be what we call the lead independent director, someone who works really closely with the CEO.

 

So there's some real expertise coming toward the CEO, but unless they're willing to listen and take that counsel in, it's kind of pointless. And I would imagine that's another key attribute you're looking for. Can you talk about that just a little bit?

Mike Cooper: Yeah, absolutely, and I think it, again, there's parallels with what makes a great owner seller and also a great CEO for us. We want a CEO who understand that they are partnering with Shore Capital, they can be part of the Shore ecosystem, and that there's a whole set of process that comes with that, that they want.

 

They want Executive Leadership Academy for their team. They want a lead independent director who's going to join the weekly calls, meet with them on a basic quarterly basis, and provide guidance and insight. A lot of times the CEOs that we're working with are maybe first time CEOs, or maybe it's their second go around, and so they don't know what they don't know, and they're very open to feedback from, whether it's the Shore Capital team or the board, the lead director, other CEOs in our portfolio, like we want those CEOs who are super open to growth and to learning and want those resources.

 

We've had a few situations where CEOs have felt like, it's almost like if they're using Shore Capital resources, they're failing somehow.

Michael Burcham: Right, yeah. Almost see it as a negative.

Mike Cooper: Yeah. They view it as a negative, so they're like, oh, it's almost like this prideful thing where it's like, 'Hey, no, we're good. We got this.'

 

That's honestly not what we want. We want the CEO who says, 'Give me more.' I will take everything I can get because I just want smart people around the table to help me grow a great business where, and I don't care where they come from. So we need CEOs who are super open to growth, open to learning and want to utilize those resources.

Mistakes to Avoid

Michael Burcham: Mike, over the last 15 years, I'm sure you've seen a lot of good and bad decisions. What are some of the classic mistakes that anyone looking to invest in microcap should avoid making?

Mike Cooper: I think there's a couple things. So number one, I think operating partners are key to our success. So again, I've mentioned that, we're identifying individuals who know a heck of a lot more than we do about the sectors that we're investing in before we make that investment.

 

And so I think sometimes firms will just play follow the leader and that they'll see that certain firms have had success in different areas. I think for us, we've always felt it's very important to understand the nuances of the various sectors we're investing in before we invest. So I think operating partners are critical.

 

I think strategic planning is critical. You can't just buy a business and think that the team on the ground is going to understand the plan and how to get there. We've, from the very early days, understood that you need to have a great strategic plan that lays out the five-year vision and what are the resources that you need to execute it.

 

Because again, this is not easy work and you need to have alignment from all the stakeholders at the beginning of investment. So I think for me, it's not having the operating partners, it's not having the strategic plan. I think those are a couple of the pitfalls I've seen in this end of the market.

The Growth of SVP

Michael Burcham: You've had an incredible track record and the opportunity to lead the creation of several large companies over the past decade. Can you just share one or two examples of some businesses that have been built in partnership with Shore that you're really proud of?

Mike Cooper: Yeah. I'm proud of all my companies and one company that I'm extraordinarily proud of is Southern Veterinary Partners. This is a consolidation of general practice veterinary clinics that started out in Birmingham, Alabama. We made the initial investment in 2014. At the time, the business had three locations doing about $4 million of revenue in under a million dollars of EBITDA.

Fast forward to today, the business has about 370 locations. It's doing over a billion dollars of revenue, over $200 million of EBITDA. It's just been an incredible journey, and I'm so proud of Jay Price, the CEO of Southern Veteran Partners and his team. And I remember when I first met with Jay and we were talking about doing a deal together, I said, 'Jay, I want you to be the CEO of this company.'

 

And Jay, I mean, you have to get to know him, but he's a Southerner through and through from Alabama. And he goes, 'Coop, yeah, I'll be the CEO, but what does a CEO do? What's the CEO?' And I'm like, 'Jay, you know you're gonna set the strategy and you're gonna help recruit the team and just lay out the overall vision and execution over our partnership.'

 

And he goes, 'Okay, I think I can do that.' And I remember the first couple years of Southern Vet, we were growing at just breakneck speed. And I'd meet with Jay and I'd say, 'Hey man, remember you asked me what a CEO does.' I'm like, 'I'm sorry to say your job is changing every three months. We are growing so fast that what you did yesterday and today is not gonna work three months from now because we are growing so quickly.

 

And to Jay's credit, he adapted and he's continually adapted. And I think to me, that's one of the most amazing stories about Southern Veterinary Partners is individuals like Jay Price, Baron Lakeman, Bryan Wetta. Individuals who've been there from the beginning have just continually evolved and adapted alongside the company. So again, I couldn't be more proud of Southern Vet.

Michael Burcham: I love your story about SVP, but I especially want to hear you talk a bit more about Jay and what you call his adaptability, because he started as a practicing veterinarian, three locations, very small, modest business. I think at the time you said 4 million of total revenue.

 

If you were to said to him, then you're gonna be running a billion dollar business with 200 million of cash flow, he would've probably fainted. But he has grown into a role that very few founders achieve. Talk about what you see in Jay that helped him transcend from being a clinician in a very small pond to actually leading a significant national organization.

Mike Cooper:  There's no way that any of us would believe we are where we are today. So to me, Jay and his team are really unicorns, but I think. Jay, number one, he's the most humble, hardworking person I've ever met, and he really draws people in for that reason. So he's been able to recruit a very dynamic team who just love Jay and who say, 'Hey, look, I'm going to follow Jay because he's genuine, he's honest, he's doing things the right way.'

 

And so people like that are always going to be successful, in my opinion. He's not a super ra-ra, vocal, charismatic guy. That's not how he leads. He leads by example and through building trust. And through sticking to his roots. So I think he's done a fabulous job there. He's one of those individuals who really, from day one, has set the work ethic and the tone for his team.

 

He is the hardest worker in the room. Very few people could do what he's done, going from a young practicing veterinarian, as you said, to CEO of a private equity backed business to CEO of a billion dollar revenue business. But a lot of it comes through the humility, his ability to recruit a great team.

 

The other thing I think Jay has done extraordinarily well is he's constantly evaluating his team and he's moved on honestly from individuals that maybe were good for a certain period of time, but are not good for where the business is going, and he's not afraid to make tough decisions. And that's another thing I've seen in all of our best CEOs.

 

They don't wait around for change to happen. Like they, they make the change happen. And they're not afraid to make those tough decisions. And I really admire that in our CEOs. Because they move very quickly and aggressively. They're very decisive. And I think Jay has certainly demonstrated that over the nine years we've been partners.

Specialdocs

Michael Burcham: You know, something you're describing that I see in my work all the time is that not everyone can professionally grow at the same rate the company grows, and they're very good people, and they're great for a season of time, but at some point they can become the weakest link and growth if they can't grow at the same speed or faster than the company's growing professionally. Mike, is there another company comes to mind maybe a little differently than them that you want to talk about?

Mike Cooper:

Yeah. I actually do have another company that I'd love to talk about, Specialdocs Consultants. This is a smaller business for us. They consult with conscious medicine providers and the reason that Specialdocs is near and dear to my heart is it's a story of a company that honestly didn't get outta the gates very well.

 

Like, this was a small business to begin with. We came in, we hired this big sales force, which they'd never had. I think we didn't fully understand the pipeline when we bought the business of potential doctor, potential physician clients. And so honestly, 12 to 18 months in this investment was not going well for us.

 

And at that time, we dug in with the Shore Capital team. The Shore Resource Team got heavily involved. We had a very supportive lender here in Nashville, and we just dug in and we put in a new plan that was based on, okay, let's get an incremental win, and then another one, and let's stack wins over time.

 

And now this business is doing incredibly well. It's flourishing. The business couldn't be doing any better, and it's a great story of every partnership that we have at Shore Capital does not always go up and to the right. It's not always just from day one, we're gonna grow and the rollercoasters is gonna keep going up.

 

It is a rollercoaster. There's ups and downs, there's highs and lows. And I think Specialdocs is a great example of that. We made the investment, didn't go the gates very well, but we all dug in and now the business is thriving and eventually we'll have a great outcome there. So to me, I love those stories of, hey, it's not always a straight line to success. Sometimes there's some bumps on the road.

Michael Burcham: And I would suggest, and I'd love to hear your view, that in the case of Specialdocs, the market forces and trends are actually now intersecting with the business plan, with the shortage of primary care of individuals wanting more direct access, being able to text their doctor directly, physicians feeling extreme burnout from volumes of patients.

 

And so you have market forces aligning with a really good strategic plan that's really giving this company a lot of lift, wouldn't you say?

Mike Cooper:

Absolutely. You hit the nail on the head. This is a company that I think we identified, again, a more nascent sector, that we felt, 'Hey, this is where the ball is going.'

 

We got there pretty early and it was a very small business, but now we're benefiting from Terry Bauer, the CEO and his team have done a fantastic job, but we are benefiting from the market forces. We are benefiting from the scale of Specialdocs. And now it's a business that is growing at 25% per year organically and I think we'll continue to have tremendous growth ahead of it, for the reason you outlined.

Specialdocs

Relationship Building

Michael Burcham: Mike, I don't think many people realize that while we certainly bring capital, scaling expertise, and the operating support, as you mentioned earlier. Our work at Shore is largely a relationship business. Can you share some thoughts about the critical parts of that relationship?

Mike Cooper:

Yeah, actually it's funny. So Justin Ishbia, our managing partner, he's often said, 'Hey, we're not in the business of private equity. We're in the business of psychology and sales.' So relationship development is really critical to what we're doing. And I would say particularly in the early days, I mean, there's the relationship that's developed during the courting process when we're trying to partner with the business and trying to identify CEOs and things of that nature.

 

But really honestly, I think about those first couple years, like board meetings can play a very critical role in developing that relationship. And I focus our investment team on a couple things.

 

So number one, every board meeting will do a board dinner, either the night before or immediately following. And a lot of times those board dinners I'm looking forward to those dinners more than the actual meetings itself, especially in the early days because it gives our investment team a great opportunity to spend some time and kind of break bread, so to speak, with our founders, with the management teams. There's a lot of hard work that has to happen to get there.

 

And inevitably, you have to form really good relationships with your team members, otherwise you don't have the trust that they're doing the right things or that you've got the same motivations. And so for us, I really push our investment team on, 'Hey, those first couple years of board dinners, let's make sure that we're going out and we're developing the personal side of those relationships with our sellers and our management teams.'

 

At the same time, I think it's very critical early on in investment that our team is
spending a lot of time on site at the business. I think our portfolio company teams, they love to see us. You learn a lot when you go on site that you wouldn't otherwise hear on a Zoom call. I think it's a huge part of just getting to know people and developing that trust.

 

Every journey is not a straight line. There's a lot of ups and downs, and when you have those down periods of time where you have to trust each other and you have to know that we are all on the same team, we want what's best for the business.

Michael Burcham:  This podcast was produced by Shore Capital Partners with story and narration by Michael Burcham. Recording and editing by Andrew Malone. Editing by Reel Audiobooks. Sound design, mixing, and mastering by Mark Galup of Reel Audiobooks.

 

Special thanks to Mike Cooper who shared in the interview with me.

 

This podcast is the property of Shore Capital Partners, LLC. None of the content herein is investment advice, an offer of investment advisory services, nor a recommendation or offer relating to any security. See the terms of use page on the Shore Capital website for other important information.

Relationship Building
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