Build It to Sell It – Owning a Software Company Without Being a Tech Person with Stuart Faught

Tim Melanson: [00:00:00] Hello and welcome to today’s episode of the Work At Home Rockstar podcast. Today’s guest, I’m super excited. He’s the founder of MiniHorse.ai, and what he does is he helps first-time entrepreneurs to buy software companies, and what that means is that they build them and you buy them. So, uh, he’s helping people getting into business, which is really, really cool.

So I’m super excited to be rocking out today with Stuart Faught. Hey, Stuart, are you ready to rock? Awesome.

Stuart Faught: Tim. Thanks for having me, man

Tim Melanson: Awesome, no problem. Hey, we always start o- off here on a good note, so tell me a story of success that we can be inspired by

Stuart Faught: Cool. So interesting story. Um, so back around COVID period, , started, following a guy by the name of Andrew Gazdecki. Um, he’s the founder of acquire.com. Started following him on LinkedIn, and, you know, he was talking about his new acquisition platform that he had built, and I had ran a, a previous software company for, you know, eight or nine years prior and sold the business [00:01:00] and was kinda just taking a breather.

Started following this guy Andrew on LinkedIn, and he’s talking all about this acquisition marketplace, uh, Microacquire at the time, which is now rebranded as acquire.com, and he was talking about, um, all the demand for these small software companies. And so I kind of was super intrigued, um, having built a software company prior and, you know, kind of understood all of the, you know, the headaches that are involved of selling a software business.

And so out of, more out of curiosity, um, you know, I was… basically told myself, like, I wonder if I could do, like, a project on this platform. I wonder if I can build and sell, um, a, a small software company doing about 100 grand in recurring revenue in a short period of time. And so within about, uh, 45 days, I, learning everything that I had figured out prior, um, built a new brand, built the platform, went out and got a handful of [00:02:00] customers, got it to about 100K in annual recurring revenue, and then posted it on the platform, and within 30 to 45 days had sold that business for half a million bucks.

And thought, like, “Wow, this is, this is interesting. I, I didn’t know that there is, you know, this big demand for these small profitable, you know, software companies.” And from that point on, have kinda duplicated that process, uh, 20 times

now

Tim Melanson: Wow. Wow. That is really, really cool, right?

And, uh, I

Stuart Faught: Thank you

Tim Melanson: it, uh, it’s, it’s totally, like, a new idea that I haven’t heard before too, which is, uh, which is awesome. So, uh, and I think that we, we often talk about on this show about how when you build your company, you’re not necessarily building it to sell it in the first place.

So I’m assuming that you do things differently when you’re building it with this express purpose to sell it. Is that true or-

Stuart Faught: Totally. Yeah, so every, every time I start a, start a business, you know, I [00:03:00] do always have, you know, the mentality of like, “Hey, eventually I wanna put this business in a, in a box and, and sell it,” and kinda treat it like an asset. I wanna grow it and treat it like an asset because that’s exactly what it is, and that’s why, you know, I feel like it’s such an amazing opportunity for people that do wanna be in business for themselves to not only create a, a job for themselves, but again, something that they can own, grow, and eventually sell for hopefully a really good

profit

Tim Melanson: Yeah. Yeah, which is, uh, I, I mean, I th- I think, I, you know, I, I wonder if businesses are built better that way if you have that initial thought in mind, even if you’re never intending to sell it. I, I wonder if that’s true

Stuart Faught: I think so. I think it, it causes people to, you know, make sure that everything is legit and lined up and all the books are proper and everything is, you know, systematized and, and, you know, easy to hand off eventually to a buyer. I think it’s a [00:04:00] great way to, you know, to always be… to look at it and always be prepared for a potential, yeah, exit acquisition, um, if it ever comes

Tim Melanson: Yeah, I love that. Yeah, ’cause I mean, life happens, right? And there could be a situation where you do need to get out of your business, and if it’s already built from the ground up with that kind of intention in mind, well then it probably is a lot easier and quicker to, to be transitioning out of that business, right?

Stuart Faught: Yeah, a hundred, 100% for sure

Tim Melanson: Wow. So along with the good note, I like to talk about the bad note too. So I’m wondering, is there some things that just didn’t go as planned for you on, along this journey that we can learn from?

Stuart Faught: Yeah, man, any- anyone that’s been an entrepreneur for a while will, you know, and if they say, like, everything’s been easy and, you know, they’re, they’re just not being truthful. Um, you know, being, being in business for yourself is the highs and lows are there. Um, looking back on different mistakes I’ve made, I’ve made a ton.

I, I think the, the first [00:05:00] thing that come to mind is, is, man, if I could go back in time, I would’ve, um, I would’ve sought a mentor way earlier. I would’ve linked up with a mentor that was already doing what I, what I want to do, had the lifestyle I, I, you know, was looking to have, and I would, you know, condense my, my learning curve by a lot probably if I had, you know, a solid mentor.

Uh, it wasn’t until probably, you know, when I was in the game for eight, nine years already that I finally went out and got a mentor and, um, you know, learned a lot of lessons by myself. But I think had I done that before, probably would’ve been a lot smoother

Tim Melanson: Hmm. So what do you think held you back from finding a mentor earlier on?

Stuart Faught: Um, you know, I don’t know. I really don’t have too many good excuses, but I, I think I was just too busy grinding it out. Um, you know, I, I had a… You know, one good thing that I did do that I’ve always done is I’ve always, um, you know, focused on [00:06:00] sales kind of relentlessly. And so, like, you know, for example, when I think about things that probably I shouldn’t have done, it was probably the way that I got customers, right?

So I went and I got customers in the early days, you know, using methods that, that aren’t necessarily scalable, right? And so what I would do is, you know, for a handful of years, every single day, I would go to the donut shop first thing in the morning. I’d buy my two dozen donuts. I would drive to different dental practices, and I would visit 15 dental offices a day.

I would usually talk with five decision makers, and I usually would come home with one or two contracts. And I di- I did that relentlessly for years and years, and it was on one side of the coin, an amazing, really focused strategy that was working. And so it’s a good thing that I did do that. Um, but on the other side of the coin, it’s like, dude, I should’ve been doing things that were higher leverage [00:07:00] and again, more scalable.

You know? So eventually, you know, through mentors and kinda trial and error, I created a, a sales system to sell via partnerships versus kinda going direct selling cold. And so I’m a big fan of, of partnerships and, and growing businesses that way now

Tim Melanson: Wow. I feel like I’ve heard that donut, uh, thing before. Was it, was it in a book or something? Like that’s a,

that’s a cool

idea.

Stuart Faught: Yeah, I, I don’t know. It, it, it was really the, the, the most simple strategy in the world. But I think, uh, I think even the most simple strategies, if you’re relentless about it and if you’re super focused and, and you just do that, um, it, it can be really effective. And, and the donut strategy was really effective for me for a long

time

Tim Melanson: Yeah, and I mean, not to say that that’s not good for some people who might want to, you know, grind it out that way, right? There might be some more scalable ways to do it. But on the other hand, you know, starting a business, hey, [00:08:00] i- if it works, it works, right? It’s a good

Stuart Faught: Exactly. E- exactly. Yep, and that was sort of my mentality and, and, um, and again, nowadays, you know, the partnership opportunity, uh, I think is, is so much better of a, of a strategy. And so we can, we can dive into that, you know, now or later if we wanna chat further on that. But, but yeah, lots of, lots of cool ways to grow, uh, small businesses for sure

Tim Melanson: Yeah. Yeah, well we can, we can get into that. Yeah, ’cause, uh, I mean, the thing about it though is that I think that just about every entrepreneur that I talk to is like you do something some way and it, it works, but that doesn’t necessarily mean that it’s the best way to do things. And sometimes you kinda go, “Okay, well I like that, but I didn’t like this aspect about that.”

And so then you sort of like iterate to the next iteration to go, “Okay, well what, what could I do better this time?” And, you know, eventually you get to this great area which, like you say, you might have been able to skip that whole step if you’d had a mentor earlier, right? Who, who would’ve probably said, “Really?

That’s what you’re doing? You’re driving [00:09:00] around town like that? I’ve got a better idea for you.” But on the other hand, you are where you are, right? And that’s good.

Stuart Faught: Yeah, yeah. It ki-kind of worked out and it’s a stepping stone thing and, and yeah, you do what you can when you get started. But, um, you know, now, you know, people do ask me, it’s like, “Hey, you’ve, you’ve built and sold all these software companies. Like, how do you get it from doing zero revenue to, you know, your first 100,000 in recurring revenue?”

And so for me, it’s always kind of the same system. And, um, anytime I have a buyer, um, you know, acquire one of my small software companies, I love to train them on this system. ‘Cause again, it’s scalable and it just makes selling a lot funner. Um, and so my process is pretty, again, pretty simple. Um, I’ll choose the vertical, and then I will think about, uh, and create a list of a couple hundred people within that vertical that ideally have email lists and distribution, right?

And so a lot of the times, and I [00:10:00] didn’t know this sort of when I first, you know, started, but there’s a lot of consultants, like business consultants, that focus on different niches. And so these guys are great to reach out to, um, and, you know, start a conversation around your product or service and ask them like, “Hey, are you already teamed up with someone that, you know, does ABC service?”

You know, for me, um, I, I build a lot of reputation software companies, so, um, you know, software companies that help businesses get reviews. And so I’ll ask these consultants like, “Hey, have you already partnered with another company that helps your clients get reviews online?” And then, you know, 99% of the time the answer to them is, “No, I don’t.”

And then, you know, I say, “Well, great. We’d love to, you know, partner with you and kind of be that guy on, on your team. Um, how many, you know, clients do you work with?” And then typically they’ll tell me, “Oh, 20 or [00:11:00] 30,” kind of within that ballpark. And then, you know, I’ll ask them, “Great. You know, how many of the 20 or 30, you know, really you’ve got a good relationship with, and we’ll sort of go with what you recommend?”

And usually that number is a bit smaller. It’s usually about five or so. Um, and, and then I’ll ask them to, you know, send a text message to those five and ask them to watch a, a short demo, and if they have any questions and are interested in the service, call me or my team and, and get set up with the software.

And so I kind of look at it like if I can get 100, you know, consultants to, you know, back my product and, and refer us, then every year each consultant is good for about five deals, and then becomes a really quick, you know, selling cycle and the trust is there and it’s, again, and just a really great way to, to sell products.

Tim Melanson: Wow. No, that, yeah, that is a really great way. Yeah, because, I mean, people have their warm market and their people that they [00:12:00] trust, and, you know, it’s gonna be a lot easier to get in through somebody who trusts somebody, right? Uh, than to go and knock on a door. And, uh, although I suppose that’s what the goal of the donuts was, right?

Is to create that friend, right?

Stuart Faught: Yeah, exactly. Exactly. But, you know, uh, what happens when you get referral business, you know, and you’re getting, you know, referrals through partners is that initial trust barrier is, you know, is broken down, and it creates just a, a better sales environment, a higher closing rate, and then, um, just better quality customers, you know, I would say.

And so, yeah, selling, selling through partnerships I think is the way to go, and, and, um, the cost of acquisition is usually the absolute cheapest

Tim Melanson: Now another thing that I, I, I heard you say is this demo video. And, and I, I, you know, I’ve been kind of around the sales area for quite a while as well, and those tools are so excellent, right? ‘Cause I mean, trying to get your friend to sell you on what you [00:13:00] do, like they’re gonna not know what to say and mess that up, right?

So if you just

send them to some sort of like pre-done video, that, that’s a, that’s an excellent idea. So h- how do you, how do you do that? Like, how do you get those videos made?

Stuart Faught: Um, yeah. So, so usually, you know, it’s just, you know, like a short webinar, uh, a short little kind of slide, you know, recorded on like a Loom type of platform, just really simple, easy for the customer to understand. Um, the other, you know, thing I’m big on, Tim, is, is, you know, selling within verticals. And so that’s the other kind of unlock that I’ve learned through the years is if you have a business that you’re selling, um, and you’re focused on a specific audience, and you’re speaking kind of their same language, right?

So for example, if I’m selling, you know, a software product to a dental practice, I don’t refer to their, you know, patients as customers. I refer to them as patients, you know, as a small example. [00:14:00] You’re speaking your, your, you know, your target audience’s language and, and then you’re working with different partners within that space.

Uh, it just makes selling so

Tim Melanson: Mm-hmm. Yeah, I think that that’s probably a mistake that I think a lot of new entrepreneurs will make, is that, uh, y- you know, I don’t know how many times I’ve, I’ve been like, “Okay, well who’s your c- who’s your client?” “Well, I can help anybody.” And you’re like, “O- okay.” So I, I, I agree, you probably could, but I, I think that there’s like sort of like a…

I mean, if you help a specific type of person, uh, you know, and, and the, the closer you niche into that, I think from the, from our perspective as a customer, you look at that person as being an expert at dealing with people like me, and I think that feels better, right?

Stuart Faught: Yeah, I think it, I think it resonates a lot better. Um, you know, I, I, I remember early on in my career learning about, you know, positioning. You know? And I q- I sort of, like, didn’t realize how powerful [00:15:00] it is to position your brand. You know? So it’s a, it’s like if you say, “Oh, we serve everyone,” you know, you don’t really mean anything to anyone.

But if you say, “Hey, we s- we help this specific audience do this specific thing and resolve this specific pain,” um, and I’m being introduced from your trusted advisor, uh, it’s a, it’s just a totally different experience. And it’s, and that’s how, you know, early stage growth people go from zero to their first million dollars.

It’s through having a very narrow niche product

Tim Melanson: Yeah, that’s, I think that’s a really good gold nugget right there, just to, just to figure out what that is. And I guess maybe that’s the next question. Like, how do you figure out how to pick that vertical?

Stuart Faught: Yeah, yeah. Good, good question. So every time I, I sell a business, I actually, um, I leave it up to my buyers to determine the vertical, right? And so I’ll ask them like, “Hey, [00:16:00] so we’ve got this tool, and yeah, this, this tool to help, you know, businesses get reviews can be applied to a variety of local businesses.

Um, every local business wants reviews, but let’s focus on a, on a niche. Um, is there any verticals that you like or, you know, are, are drawn to and wanna focus on?” And then I’ll let them tell me, “Oh, well, yeah, I worked in a, you know, plastic surgeon office for years and, you know, my dad’s a plastic surgeon. I just really know the space.”

And I say, “Okay, great. Yeah, I think that, that vertical makes sense for this tool.” Um, but I think an easy way to think about it is, is this an industry that I like? Um, meaning if I had to jump on five different phone calls a day with this type of customer, am I gonna enjoy interacting with these people? I think that’s first.

Second is, do I have a basic understanding of this, of this niche? Um, do I kinda know the broad, you know, basic, you know, business economics of this space? [00:17:00] And then another thing is, do they have the budget for what I’m trying to sell, right? So for example, I can focus on, you know, exotic car dealerships.

I’ve worked with a handful of Ferrari dealerships, for example, and, you know, charging them $500 a month for a software is no big deal. They don’t think anything of it. But then I’ve also worked with, you know, flower shops and it’s just a different, a different animal, right? And so the same product I can sell to the Ferrari dealerships for 500 a month, I might only get 20 to $50 a month from flower shops.

And so do I under- do I like them? Do I understand them? And do they have the budget? And that’s, that’s usually how I, I… the lens that I look through when I’m choosing a new vertical

Tim Melanson: Yeah. And that, you know what? I mean, that’s, it, it’s, that’s I think one of the tough parts about being an entrepreneur is that there are certain people that you c- sort of feel bad that you can’t help them because they just don’t have the [00:18:00] money to be able to put into the service that it is that you offer.

You know, and it’s, I, I mean, especially when, you know, you, you, you really believe in your product, you really believe in your service and what you’re doing, but there’s just some types of clients that are gonna be able to afford it and some that aren’t. And, you know, you are gonna have a hard time making it, making, uh, getting ahead with the ones that just can’t afford it, ’cause they’re gonna be undercutting you on price, and all of a sudden you’re gonna be spending it, spinning your wheels.

But I mean, I think, uh, you know, my thought on that is, is why not just focus on the businesses that can afford you right now? And then eventually maybe you can get a pro bono arm of your business that, you know, goes out there and helps the people that you really wanna help, right?

Stuart Faught: Yeah, I mean, when you’re choosing a, a vertical, like, you know, keeping in mind like, “Hey, do they have the budget for this?” And do the economics make sense? It’s just a great question to kinda ask yourself before rolling up your sleeves and getting into the weeds with that particular business and space.

[00:19:00] And, and sure, you can always, you know, do little deals on the side if you wanna help people, and that’s kinda the fun part about, you know, owning your own business. It’s… You don’t have a boss to check with, “Hey, can I charge this customer X?” It’s like you just do whatever you want. It’s, it’s kind of amazing

Tim Melanson: Yeah. And especially if it’s a service business, then, I mean, it’s just your time that you’re spending. Uh, you know, it’s a lot harder to charge somebody less than you purchased for a product, right? I think that that’s kind of a little easier to see in your head, right?

Stuart Faught: Yeah. Yeah. Which is, which is why I love software. So I’m, I’m a, a non-technical guy, and that’s sort of my big message, you know, as I’m chatting with your audience right now. It’s you don’t have to be a technical person to own a software company. You know, you just have to be someone that’s, that’s willing to roll up your sleeves and, and, you know, get the good word out there and, and go and sell customers.

Um, I think so many people think that, you know, they need this big, crazy idea, [00:20:00] revolutionary technology. No, there’s lots of simple tools, um, that you can, again, choose a vertical and be that simple tool in that vertical and grow a sig- a significant, you know, cash flowing business. Um, and then that’s the other reason why I love software is the margins are so good, especially if you, you run your operations lean.

Um, most of my businesses are like a 95%, you know, profit margin

Tim Melanson: Wow. Wow. Yeah, ’cause w- you build it once and keep selling it, right?

Stuart Faught: Yeah, it’s, it’s a scalable thing. You get a new customer, boom, you set up a- another account. It’s very quick and easy and, and that’s what makes the economics of, of, you know, software SaaS businesses so, so desirable to a lot of buyers

Tim Melanson: Yeah. And I think that, uh, I mean, just to, on your point of you don’t have to be a software person to sell software, like, I, I think that, uh, you know, one of the… ‘Cause I am a software person, and I remember when I was first getting started in my business, I, I, I, through a referral, I got connected to a business coach.

And [00:21:00] this business coach needed her computer fixed, and I was just doing basic computer tech support type stuff, right? And, uh, I… So anyway, I

finished her computer,

I finished fixing her computer. She says, “Okay, well now that you’ve done that for me, let me help you a little bit with your business. Can I, can I see your website?”

So I bring up the website and it’s all technical jargon, right? And she looks at that and she’s like, “Oh my Go- If I had seen this before I hired you, I wouldn’t have hired you. Like, I don’t understand anything that is on this website, and I’m your target client, aren’t I?” So I, I think that a lot of times we get, we get stuck in, in, like, our, our profession or whatever it is we know a lot about and we try to sell it as though they know what you’re talking about.

And so I think that y- an advantage that you might have by not being a software person and selling software is that you’re not gonna do that. You’re gonna focus on what the benefit is to the client. You’re gonna say, “Hey, check out what this thing does,” rather than, “Check out how it does it,” right?

Stuart Faught: Right. Yeah. Yeah. Kinda amen, amen to that. Like, you know, a lot of people, you know, kinda newbies think, like, “If I [00:22:00] use fancy buzzwords, you know, during a sales presentation, you know, this person’s gonna be impressed and buy my thing,” when in reality it’s the complete opposite.

You know, usually it’s they’re just kinda sitting there confused, and they feel weird because they feel like, “Should I know this stuff?” And they feel dumb to ask questions, and then get off the call and never know- nothing happens, basically. So yeah, super important during a sales presentation to just speak the c- the buyer’s language and make things really simple and easy to understand what they’re getting from the thing and, and making it easy for them to buy

Tim Melanson: Wow. So how do you go about hiring people? I mean, if you’re not a software person and you’re doing software, how, how do you find the right people, and how do you even know who to hire?

Stuart Faught: Yeah. So I, you know, uh, I’m a big, big believer in having A+ contractors, you know, in my, in my circle. And so, you know, I’ve, I’ve gone through a handful of developers. Some have been good, some have been terrible, but you just keep going [00:23:00] until you find kinda your dream team. Um, same with my, you know, design group, my, my web developers, you know.

Um, and then I’m a big fan of working with virtual assistants. So, you know, many people don’t, don’t realize that, like, there is amazing talent abroad, um, very economical, that you can hire, you know, for big and small projects and, you know, just been really good at leveraging virtual assistants and contractor teams essentially.

Tim Melanson: Yeah. I think that one of the things that, that’s really difficult is, I mean, hiring is hard, but firing is probably even harder, isn’t it?

Stuart Faught: Yeah, firing is, firing is, can be a little tricky. Um, you know, thinking back, you know, earlier in my days, it’s like I had terrible people I worked with, and I just gave them way too many opportunities, and that’s created a lot of heartburn for me. And so now, you know, the old saying of, “Hey, hire [00:24:00] slowly and fire quickly,” um, I think is, I think is the way to go.

If you have someone on your team that isn’t a good fit, it’s like you’re doing a disservice to you and to them if you don’t, you know, make a change and, and move forward.

Tim Melanson: Have you found that this conversation that are… Do you have any tips on how to have this conversation?

Stuart Faught: I think just being, just being straight up real and honest and, you know, and just ripping the Band-Aid off sooner rather than later

Tim Melanson: Yeah, and you tend to, like you say, I mean, the faster you do that, the faster they can get off to the project that they should be working on, right?

Stuart Faught: Totally. Yep. Exactly.

Tim Melanson: Wow. Well, let’s move into your guest solo. So what’s exciting in your business right now?

Stuart Faught: So, so yeah, I’ve, I’ve built and, and sold, uh, you know, 20 or so software companies. You know, I’ve, I’ve gotten them to, you know, around the 100K annual recurring revenue mark, and, you know, typically will sell those businesses between 4 and 500K. [00:25:00] And what I’ve, what I’ve learned was, you know, there’s a lot of people out there that would love this type of business, but they don’t have 4 or 500K lying around.

And so I’ve created essentially, you know, sort of a new concept for a software company. It’s, it’s a what I call a ready-to-scale, you know, software business. So it’s basically, you know, everything that you would need to start growing that software business on day one minus a customer base, right? And so, so basically a pre-revenue, you know, it’s already validated in the marketplace.

It has the brand all built out, the software all built out. It’s supported on an ongoing basis by a, you know, a developer contractor team. Um, every process and system, you know, me or someone from my team will train the new buyer on, and essentially, it’s like a, a white glove service to help them go from someone that’s been wanting to own their own, you know, [00:26:00] lifestyle software company but didn’t really know where to turn and were sort of afraid, like, “Okay, once I do acquire a business, how do I build it?

And what do I do next?” And that’s sort of, you know, the Mini Horse opportunity and why I launched Mini Horse and my, my message. So super excited about, about that.

Tim Melanson: Wow. Well then, so how do people find out more about that?

Stuart Faught: there? Um, so go to minihorse.ai. Um, schedule a strategy call. Me or someone from my team will jump on, jump, jump on a call, talk to you about your, you know, your business ownership goals, and, you know, let you know what opportunities we have available and, um, kinda, kinda go from there and put, put something together if it makes sense.

Um, or you can always connect with me on, on LinkedIn as well. I, I love chatting with founders and people thinking about, you know, starting or acquiring a business on, on LinkedIn.

Tim Melanson: Is there a type of person [00:27:00] that, you know, you find really gets good success doing this? Or is it sort of anybody

Stuart Faught: Yeah, I think the people that do the best, um, with this type of opportunity are those that, you know, necessarily don’t want to come up with some crazy concept, don’t wanna think about all the creative, all that stuff. They’re really just hungry and looking for something they can build. And so I think, I think people that are, you know, kinda builders, sales-oriented do the best with this.

Um, e- either, you know, be sales-oriented or partner with someone that is really good at that, at that piece. And man, with a, with a software business and with the right growth, you know, roadmap, um, you’d be, you’d be surprised at, at, at how simple it can be to go from zero to, you know, replacing your corporate job making quarter million bucks a year, but now you’re doing it from home, um, kinda on your terms

Tim Melanson: [00:28:00] So like a people person

Stuart Faught: People person. Yeah. I think a, a people, a disciplined people person that’s willing to put in the work, um, that, that would be an ideal candidate for a mini horse deal

Tim Melanson: Awesome. That’s awesome. Okay, I got one more question. Might be the hardest one. Tell me, we’re gonna get into music a little bit. Who is your favorite rock star or band?

Stuart Faught: Favorite rockstar band. Okay. Um, man, are you familiar… So I’m a big emo guy, so I like my emo music. Um, there’s, there’s a band called Knapsack who later, uh, turned into, I don’t know if it was the same band or a different project, but The Jealous Sound. Are you familiar

with them?

Tim Melanson: I’ve never heard of them, no

Stuart Faught: not familiar. Yeah, you should check them out.

You should check them out. Um, yeah, but I would say Knapsack is probably my, my

favorite band.

Tim Melanson: That’s all. Have you seen them live?

Stuart Faught: music do you like? Uh, I have not seen them live. They’re, they’re a little elusive. Um, they did play recently, I think, in Vegas, but I couldn’t [00:29:00] make it out. And then I’m also a, a big Death Cab, you know, Ben Gibbard guy, and I’ve seen him play, you know, with both, both Death Cab and Postal Service a bunch of times.

And then, um, kinda back in the day during high school, I was a big, you know, underground hip-hop guy. So I’d find myself, yeah, at different clubs in LA probably where I shouldn’t be, you know, as like a 17-year-old kid bouncing around to these little underground hip-hop shows. So my music taste is all over the

board.

Tim Melanson: That’s so cool. Right on. Well, that’s awesome. Well, thanks so much for rocking out with me today, Stuart. This has been a lot of fun

Stuart Faught: Tim, thanks for having me, man. Appreciate it

Tim Melanson: Awesome. And to the listeners, make sure you subscribe and go to workathomerockstar.com for more information. We’ll see you next time on the Work at Home Rockstar podcast