On this episode of Fired Up, John Davis, Sr. Director of Sales for Churchill Downs, provides great insights on how he builds a team that insures continued relevance to the fans. Davis oversees the Suite and Ticket Sales departments, spanning Kentucky Derby week and the entire racing calendar. He is involved in all aspects of ticket sales, developing the overall sales strategy for existing opportunities and long-term expansion planning.

Chris McAdoo:

Welcome to Fired Up, an original podcast from Ignite Fan Insights, powered by NASCAR, The National Sports Forum and The Association Of Luxury Suite Directors. This is a podcast for sports business pros like you. We go behind the gates and beyond the numbers that keep sports fans coming back for more.

Chris McAdoo:

Our host, Chris Wise, is the brains behind Ignite Fan Insights. With a commitment to research and innovation for over 30 years, he knows the right questions to ask, and more importantly, what to do with the answers. Get ready for engaging in-depth conversations with sports industry leaders that will inspire you to take action and connect with your fans. I’m Chris McAdoo, and this is Fired Up.

Chris McAdoo:

Hello everybody. And welcome to Fired Up, the podcast where we go behind the gates and beyond the numbers that keeps sports fans coming back for more. We are super happy to be live here at the National Sports Forum in Atlanta, Georgia, 2020, the 25th anniversary. We are celebrating by talking to the leaders that are here with us. And our first interview of the day is with John Davis with Churchill Downs. John, how you doing, man?

John Davis:

I’m doing great. Despite having the worst name of anybody that’s in this place. I mean, I’m sure there’s going to be 17 more John Davises that come by.

Chris Wise:

No, we’re not going to talk to another one.

Chris McAdoo:

You’re the only one that matters to us, brother.

Chris Wise:

You are John Davis number one.

John Davis:

For once.

Chris Wise:

John, thanks for coming. I really do appreciate it. Good to see you. Just to get things started, just tell us about yourself, your career, and then roll right into what really makes you tick.

John Davis:

Okay. So for me, I’m going to be a lot like a number of sports executives that are going to be walking around here in the sense that we’ve all been with numerous franchises and stuff across leagues, across places. Generally in sports, you have some people that are fortunate enough that they’re able to climb the ladder where they’re at, but in a lot of cases, you have to jump. You have to pick up and go to a different organization when an opportunity shows itself.

John Davis:

I started out my career really early. I was in high school when I realized that I wasn’t going to be good enough to play in college. So I started working for a minor league hockey team that was in my town. And then I chose where I went to college based on which team gave me a job offer.

John Davis:

So everywhere I applied for school, I also had job interviews. So I was working in game night promotions and stuff, like a college person would do. But from there, I was with the Columbus Blue Jackets when they opened. I was with the Dayton Dragons and Mandalay Properties in Frisco, Texas for Dallas. So both of those teams. I’ve been with the New York Islanders. I’ve been with the Cincinnati Reds and then the Cleveland Browns. And then now I’m at Churchill.

John Davis:

Everybody you’re going to meet here today is going to be like, “Well, I was here, I was here, I was here.” Or they introduce somebody as, “You might know him because he was here when he was here and she fired him.” Or something like that.

Chris Wise:

And they’re best friends, right?

John Davis:

Yeah. That’s how it works.

Chris Wise:

Awesome.

Chris McAdoo:

And for Churchill Downs, you run all of the suite, the luxury suites, the ticketing department.

John Davis:

So I oversee sales. Our department is really dynamic in the sense that there are five, six, seven different products that we sell that have nothing to do with each other. The Kentucky Oaks and Derby dominate our year, for sure. It’s a global event. From a revenue standpoint, it is astronomical.

John Davis:

But we also still race 68 days a year in general racing. And we have races all week for Derby week. It’s such a massive, massive week for us. Then on top of that, we are open for business every day of the year outside of that for any kind of event you want, or wedding, or anything. That popularity has spiked since I’ve gotten there in terms of some of the new things that we were able to just offer.

John Davis:

Organize all that, to be the director of all that and how they all operate very, very differently. And they might use different terminology and stuff like that. It’s a really, really diverse place.

Chris McAdoo:

Cool.

Chris Wise:

You’ve been involved with National Sports Forum for many years.

John Davis:

This is my third season on the steering committee. It’s my 10th year attending.

Chris Wise:

Okay. Talk to us about, with the 25th anniversary and the history with National Sports Forum, the impact it has on professionals live. From the greenest to the most seasoned, what’s the impact of National Sports Forum?

John Davis:

So like I said, being in all those different stops, I had two stops in the NHL and in Major League Baseball and in the NFL. I’ve been in a lot of conferences. I’ve been to a lot of these kinds of meetings. And the sports forum is the only one where you can go and you’re going to get opinions across those leagues, but you’re also going to get the minor leagues. You’re also going to get venues and races and tournaments. You’re also going to talk to different vendors.

John Davis:

And everybody is going to have the same core philosophies, right? But they’re all going to have this different point of view. And that’s one of my biggest things is, in my career, it didn’t take me very long to figure out that not everybody sees the world exactly the way I do. And it caused me trouble because I thought this is the way we’re doing it, it makes the most sense, but I wasn’t thinking of others’ just perception.

John Davis:

The sports forum gives you this chance where you come in and you get this broad spectrum. And it’s gotten to a place where that’s what I crave. That’s who I hire. When I have a director position open underneath me, yes, I’m looking for somebody who’s going to come and pick up where we are and make us better, but I’m often looking for somebody who might be coming from a different angle because I want a different voice in the room. I want a different perception.

John Davis:

I did that once when I was with the Cincinnati Reds. I went and hired somebody out of Feld because I was at the National Sports Forum. I had the position open for a year. A director position in Major League Baseball is extremely popular. You have thousands and thousands of applicants, but I didn’t find somebody who was not going to be exactly me.

John Davis:

Right? I was having trouble finding people that weren’t going to be exactly me. So I was coming out of the sports forum one night and a friend of mine, who ends up being a long time steering committee person, he stops me because I was going to my room and he was like, you’re not going anywhere. Sit down. He’s like, “What is going on?”

John Davis:

And I started to tell him, and he was the one who enlightened me to look for a good leader manager and quit worrying about the specifics of, have they sold this? Have they done this? Because you can teach them everything else, right?

John Davis:

So then I hired somebody from his company, which was a long time joke, but she, Sarah Cantardo, is one of the greatest hires that I can claim in my career. And she came in with a different point of view and I had other staff members tell me within that year, they say, “I’ve learned more from her this year than I’ve learned in the past five years,” because we’ve been doing similar things, right?

John Davis:

So fast forward, she’s the one who’s now running everything at Churchill and brought me in. But we did the very same thing in terms of, how do we take this venue and its historic significance and sell that for all these other days that we have open in the year, what we would call dark days, right?

John Davis:

So we went off the board, because for every facility that I’ve worked with, it’s been done one way. But we went to look for that other voice. That other voice came in as a sales rep. And by four months in, she was presenting to our leadership and our caterer, how we were going to completely resell and repackage how we do everything.

John Davis:

In her first year, we matched the highest number for revenue on record for that facility in history. So in her first year, as a sales rep, where the first half of the year, she was redoing our website and redoing how we do business.

John Davis:

Last year, being her second year, she got promoted to a director. She’s got her own department now. And we took the highest year on record. And we finished at about 115% over the previous high watermark. And as we sit here today, we’re 400% ahead of where we were at this point last year.

Chris McAdoo:

Last when?

John Davis:

Last year, which was the 115% gain-

Chris McAdoo:

From the year prior.

John Davis:

We’re 400% hundred percent ahead of that now.

Chris Wise:

Wow. That’s incredible.

John Davis:

It’s all because we went off the board. Now, clearly these two hires were amazingly dynamic professionals, but we went off the board and we weren’t afraid to say, listen, we don’t know. But we definitely want to hear your opinion. And in that circumstance, we were like, let us just get the hell out of your way.

John Davis:

I’m going to help give you everything that you want. I’m going to help fast track stuff for you to be able to get in front of the president if you want to do this. But make no mistake, never have I claimed any credit for any of this outside of just trying to enable and empower somebody to do what they know is right and that I’m not so confident that I know is right.

Chris Wise:

Awesome.

John Davis:

That’s the longest answer for a question you’ll get all day. I’m sorry, podcast listeners.

Chris Wise:

Oh, maybe not. You’re good, you’re good, you’re good.

Chris Wise:

So your dark days are now not so dark. What kind of things did you look at and how did you determine what to fill and what to do in those dark days? So you have your core business. How did you expand that core business, and what are some of the alternative revenue sources you’ve been developing?

John Davis:

The first thing we did was we got away from the traditional, right? We went to somebody who works in that space and taught us. When you ask me, how would we target that and grow that? Well, I asked that same question and was led. So it wasn’t so much as myself, but she went out and she already had previous…

John Davis:

And she’s a young lady. But she has previous relations with planners and vendors across the entire region. She packaged us so we’re marketed better, and then she put us in those spaces by leading our marketing and advertising as to who we’re trying to attract. And then working with our very competent marketing department, very sharp marketing department. You have to be when you’re a global brand. But she was able to get in with them with their model and they made us lethal. And then it was just about those relationships, right?

John Davis:

Somebody coming in with the best strategy, you still need time and introduction and all that kind of stuff. And so that’s what spider-webbed us into all the different stuff we’re doing now.

John Davis:

So we’re doing weddings, we’re doing parties. We’re doing anything that you can think of because people are now seeing us in these different spaces and just asking us, what is it that you would like, can we do this? And the answer is, yes.

John Davis:

Somebody stopped me here yesterday. They want to work with us and see if we can do drone races at the derby.

Chris Wise:

Drone races?

John Davis:

Around the track and stuff.

Chris McAdoo:

The answer would be, “Uh, yeah.”

John Davis:

I was like, sure.

Chris McAdoo:

That sounds amazing that you had to prep the track.

John Davis:

Absolutely. Absolutely, we’ll do that.

Chris Wise:

Interesting. So horse racing, I would assume, the audience is fairly old. Is that a misconception on my part? Or is it a-

John Davis:

So, when I was in Major League Baseball, all we were told and all we said was that our fans are so old, they don’t like websites. They want traditional, they want that. Then I was in the NFL and it’s like, oh, well, our people are older. We’re the baby boomers.

John Davis:

The thing is that, yes, you could say that. You could say that they’re older and the demographic in the sense that most of what you sell for the Kentucky Derby is expensive. And so those are the means. But the people who are actually walking through the door is everybody. It’s just everybody.

Chris Wise:

Yeah. Well, where I was going with that was that, what are you doing to make sure that you ensure the different generations stay and grow with you? Because each one may have nuances, you still have a story brand. How do you leverage that story brand across all generations?

John Davis:

So our core mission statement, we’re definitely tied into the Americana in the history of what this place was. And the fact that it’s the longest continuous running sporting event in America at 145 years. That even when World War II happened and all sports shut down, the Kentucky Derby still happened because they allowed the infield to be used for army barracks. Right?

John Davis:

So there’s great stories. There’s great stuff that goes with being around for 145 years. And we make sure that we reflect that. But our company, unlike any place I’ve ever been, invests a considerable amount of money every year into renovation and growing and new. So although we have the Americana and we have the history…

John Davis:

And you can see the facade that was built in 1895, when the spires were built. We also have a brand new suite tower that rivals probably any, I would put it up there against anything in the country. That’s with some older traditional suites we have. We’re still building. We announced a $300 million construction plan for over the next five years.

John Davis:

That it’s never going to end. I’m telling you, they’re constantly, how can we get better? What can we do better? It’s always about customer experience. But it’s keeping us relevant with the younger people.

John Davis:

The last thing I would say to you is that from a marketing standpoint, they’re all over the emerging social media stuff that frankly, I don’t understand. I have two young daughters, they’re teenagers. And it’s like, I have trouble understanding how their ecosystem works.

John Davis:

Because my girls would not mind spending a Saturday in their room on their phones with people because they’re on there playing games and stuff now. They’re not just talking on the phone like you and I did with the phone, all night long to that one girl. They’re talking and they’re FaceTiming, but they’re playing games together. They’re talking to their other friends. They’re having this whole social experience and then they didn’t get out of their pajamas. And then when it’s a beautiful sunny day and I’m like, you guys, you don’t want to go outside? Get outside.

John Davis:

So I don’t understand it. But our marketing folks are very, very driven by that. The Instagram pieces throughout the facility, all those different social media places where they live and that’s where they’re making sure that we are.

John Davis:

Yeah, that’s for the next session ringing.

Chris Wise:

Yeah.

Chris McAdoo:

Yeah, there was a bell.

John Davis:

Just a random cow bell.

Chris McAdoo:

There was literally just a cow bell.

John Davis:

The cow bell goes off whenever I’m talking too much. That’s my signal.

Chris McAdoo:

Just have somebody following you.

John Davis:

That’s a cut it short, cut it short, please. That’s it.

Chris Wise:

Did you follow up on anything?

Chris McAdoo:

Oh yeah. On the social media, part of it. So much of what we talk about, not just for sports, but anything where you want to bring people together to a place.

John Davis:

Yes. Right?

Chris McAdoo:

And I think about my kids, too. They’re in their room doing Tik Toks.

John Davis:

Yeah. Tik Tok, all day long.

Chris McAdoo:

All day long.

John Davis:

And they want to show them to me all day long. And I don’t want, like, they’re dumb. I don’t get it.

John Davis:

But please believe me, here I sit, and I’m sorry, the audience can’t see me, but I’m an unattractive middle aged man. I’m the one who’s the dinosaur. I don’t get it. Even though I’m the one who says your Tik Tok is dumb, I realize that from a different point of view, I’m the moron.

Chris McAdoo:

Well, it’s one of those… I don’t get a lot of it either, but that’s not the point.

John Davis:

Yeah.

Chris McAdoo:

We don’t need to.

John Davis:

Yes.

Chris McAdoo:

And I think what you’re talking about here is, from a leadership perspective, empowering people to grow and then encourage growth within a company, right? So that’s the internal. But then also encouraging and finding ways for audience, for those fans to be able to experience your brand, whatever it is, where they are.

John Davis:

Right. Which is getting more, it’s harder and harder, right? Because where these people are is in smaller and smaller segments of paying attention. You know what I mean?

John Davis:

How many sessions will you be in here in the next two days? And just watch how quickly people are jumping on their phones. And forget even being in a session. How many meetings are you in right now, with people that you see every day or not, but once their part of a meeting is over, they’re gone. They’re on their phone and they’re not even paying attention that they might have something to contribute. You know what I mean?

Chris McAdoo:

Yep.

John Davis:

So as you’re looking at your product and they’re talking about what keeps us up at night, that’s what concerns me, is that if I want to have a family night with my kids, it’s hard for them to stay focused on a two-hour meeting, or a movie.

John Davis:

So now, how are we taking this day event of the Kentucky Derby and Oaks, right? And how are we having that so that you are personalizing it. And you’re getting that feedback that you always get from your device that it’s yours and you’re controlling it. So how are we layering that in throughout the day is the best bet.

Chris McAdoo:

We’ve talked to some other folks, too, that were talking about just physical facilities and that old school mindset of, we’re only going to do this for kind of fan, all this kind of thing. And [inaudible 00:17:51] from the Minnesota Vikings, he was basically like, no, if you don’t have wifi, if you don’t have these very specific things within… It can be a multi-million dollar stadium, it can be any of those things. But if those kids can’t get on Insta…

John Davis:

They’re not coming.

Chris McAdoo:

They’re not coming. They’re particularly not coming, they’re not coming back. You may be able to get them once, right? But then they’re not coming back. That I think is the challenge, long-term.

John Davis:

Right. But think about that. What is the solution to that right now? I can’t make my sporting event shorter. I can’t make it more… The striving for all of us to make it more personalized and engaging is what the drive is now. If you see, you’re going to see from some of these renovations and stuff, people are going much more wide open spaces.

John Davis:

The president from the Hawks was just showing, he took out all the seats behind the hoop because it’s more of a social engagement. And it’s not about, I’m going to sit in this seat and stare right there the whole time.

John Davis:

So for something like a traditional NFL or Major League Baseball, which was my experiences, you have to at least be engaging them on their phones throughout, right? So if it’s statistics, if it’s common talking amongst other fans that might be at the game, if it’s just any of that, you got to make sure that you’re, yourself, leading some of that content as much as you can. And also encouraging those who are in those spaces to tag along with you.

Chris Wise:

That’s their engagement and that’s where you have to be to that point.

John Davis:

Yeah.

Chris Wise:

Are there any other, that sounds like a huge threat that we’ve just talked about, other threats, any other serious threats to live sports?

John Davis:

At least to me, all of them would be tributaries off of that, right? Because now you’re talking about escalating prices. Prices are getting higher and higher. And so the $15 beer and stuff like that, that’s going to start to come in the way more and more because the digital presentation and how they’re going to consume this stuff is going to be a hell of a lot more comfortable on their device with all the bells and whistles that’s maybe on their TV screen with the 12 pack of beer for $15.

Chris Wise:

Your phone, you’ll be able to smell everything that you smell live.

John Davis:

Yeah. It’s tough. Because I saw a virtual reality last year that you were at the Derby and you were in the front row seat of the track, you had it on and you could look around and I could see the starting gate right there. And you saw and heard the horses go by, and you’re at the event. And I was sitting on my brother’s couch and it was crazy.

John Davis:

Because now, anybody who wants to come, they might not have access to that point of view, for sure. It might be too expensive or it might already be sold. But now you can put yourself right there. You’re in the experience. I mean, literally, it was a commercial break for one of the bowl games that I was watching through this virtual reality. It was a commercial break. So I’m just sitting in the stands, I look over at the guy sitting next to me-

Speaker 4:

JD!

John Davis:

Who’s probably really there. I wasn’t there, right? Hopefully my virtual self was better looking.

Chris Wise:

Does everyone know you?

John Davis:

Yeah, a little bit.

Chris McAdoo:

Okay, so for the record, right? Before we started recording, there was another guy that walked by and goes, JD!

John Davis:

Those are major. Both of those guys are at the top of their organizations. One was for the St. Louis Blues. One is the president of his marketing company out of Los Angeles. I mean, Steve Dupee, he’s hugely popular here. But that’s the forum.

Chris Wise:

Was the other one Eric?

John Davis:

Yes, Stisser, right? So that’s the forum. The forum is that these people become your pals, and then as your career’s growing, their careers are growing, and all of a sudden I turn around and a friend of mine is Chief Revenue Officer for the 49ers. I’m talking junk to that guy right after they win the Super Bowl. But to everybody else, that’s the Chief Revenue Officer.

John Davis:

That’s what the forum does for you, and it reaches across all these leagues. And then, because sports is all about bouncing around, all these people still remain relevant to you, right? Because you don’t know if they’re going to transfer in, transfer out. You don’t know as their careers grow, that might be the person that you want heading that part up for you. Or you want to go head something up for somebody that you’ve made that accomplishment. But the fact that people are going to walk by here and yell my name and stuff and all that kind of like, that’s just proof of those are just my pals. That’s Eric and Brent and Steve Dupee. And they’re brilliant in this industry.

Chris Wise:

I want to be sensitive to time. A couple of other questions, though. If someone came to you and said, a young person, just graduating or not even there yet, just thinking way far out, and had some interest in the sports industry, what would you tell them? How would you direct them? What sage advice would you lay on them?

John Davis:

I would say get in there. Get in there first, any way you can. And the fact that I did in college, I learned what it really meant to be in the front office. And so I had a better understanding of the fact that I was going to probably sell tickets or sponsorships. I sold sponsorships first.

John Davis:

But you know what I wasn’t going to do? I was never in the locker room. I was never with Ken Griffey, Jr. talking to him about his swing. You’re not going to run away and join the circus. You’re going to be the GM.

John Davis:

And in my interviews, that’s one of the questions I always ask. I’m not one of those people who’s like, interview questions, standard stuff like that, because it doesn’t appeal to exactly what I’m going for, for specifics. But I always ask, if you could wave a magic wand and be anywhere in five years, doing anything in five years, what would it be?

John Davis:

And the goal of that is, there’s no wrong answer, right? Clearly. There’s no wrong answer. But in some instances, it allows you a window into that person’s head to say, they’re like, “I want to be the GM.” I hear that 70% of the time. I want to be the one who’s helping with the player development and stuff like that. And it’s just because they don’t have an understanding of what it really means.

John Davis:

And that you’re going to be sitting at a hard shot booth at a church festival and it’s raining. But that’s part of it, right? I mean, it’s hard for me to say, because it’s the only thing I know. But it can be the most rewarding thing in the world. And when your compensation is being part of the wins and losses and being part of the team, there’s nothing like it.

John Davis:

But you got to know you’re going to have to come in, you’re most likely going to have to work your ass off, and there’s not going to be a lot of money to get there. But if you want it, you can get it. It happens every day, if you want it.

John Davis:

It’s funny. I do a lot of annual reviews. And a lot of annual reviews has people that say, “I want a promotion. I want to take on more. I want to lead this department.” Which is a great aspiration for everybody. I’m not negating that. But I always say back to them, I think that you’re great. What are some of your ideas? Flesh them out on a one pager.

John Davis:

Tell me you would do this. And this is what it would entail. We’re going to spend this much, but I think we’ll make this much. Or even if we’re going to spend this much, but it would get us this result. But just flesh it out and tell me what that is.

John Davis:

My door is open to anybody in the place. And 99% of those people I never hear from again. You never do. People would want to do their jobs and what’s right in front of them, but when they’re asked to like, you step out and develop an idea and put the bells and whistles to it and tell me what you think you’re going to do. That’s work.

John Davis:

Most people don’t want to do that. So if you want to come into this industry where it’s really competitive and there’s lots of people, just get yourself into it. Do whatever you can. Intern anywhere you can or be anywhere. And understand what it is, so that you can understand what it is that you want to do, right?

John Davis:

Because if it’s not going to make you jump out of bed in the morning, the pay and the hours out of the gate are going to kill you. Because oftentimes in sports, we spend more time with these people than we do with our own families.

Chris Wise:

Oh, sure. Yeah.

John Davis:

For sure.

Chris Wise:

John, you’ve been great. I’m out of questions. Chris, you got anything to follow up on?

Chris McAdoo:

No, man. I think what I’m taking away from this and what I would hope that our listeners do as well, is you’re a guy that likes to see action taken. You don’t have to take it, right?

John Davis:

Right.

Chris McAdoo:

I think that, in and of itself, as for those young people or anybody that does want to come into those leadership positions, it’s not only taking that idea and developing an idea, but also seeing it in others.

John Davis:

Right.

Chris McAdoo:

Right?

John Davis:

Yes.

Chris McAdoo:

And giving them the opportunity to step up and step in.

John Davis:

Right. Exactly. Like this young lady, her name’s Courtney [Coh 00:26:53] She came in, like I said, as a rep and she starts coming in and she’s like, this is all garbage. This website’s garbage. Not that it’s garbage. She didn’t say garbage. I’m sorry, my marketing department. I’m sorry. That’s not what she said. But she just said, we’re not packaged correctly. She’s like, we’re not packaged correctly for these events. It’s just not right.

John Davis:

But I said to her, I was like, okay. If you think that our website should be different, hash it out, let me know what you think. She rewrote content. She made her own collateral on word with pictures and stuff. That then we took and said, Oh my God, this is our collateral now. Right?

John Davis:

She started at Churchill in February. And by December, she was the director of our own department and was hiring three new people because she had it.

Chris Wise:

Took the initiative and went after it.

John Davis:

Yes. And I just got out of her way. I tried to enable her as much as possible, but anybody coming out of college can be that person. Especially if you’re going to know social media better than some of us dinosaurs. If you have ideas as to how we can better integrate and do things, you can change the organization. This person changed our organization in six months.

Chris Wise:

It’s incredible.

John Davis:

And changed our business in nine, you know what I mean?

Chris Wise:

Oh man, that is incredible. And that is a great way to go out. I do have one more question, though. For folks that do want to learn more about Churchill Downs, what you guys are doing, where do they go?

John Davis:

So there’s two different websites, because the Kentucky Derby is so massive. So kyderby.com is the Derby, which has a myriad of stuff on there in terms of information and history, but there’s all kinds of, obviously, ticket packages.

John Davis:

But we also have a partner, QuintEvents, that does the whole experience package, where you’ll get your airfare, your hotel, your trip to there, your parking, parties, if you want to go to that week, all wrapped up into one. So there’s a ton of different stuff there.

John Davis:

And then churchilldowns.com is our website where you can see the rest of the year, and a lot of the other stuff we do.

Chris Wise:

Awesome.

Chris McAdoo:

That’s great. John Davis, or as the folks that walked by yell, JD! Thank you for joining us. And thank you for giving us insight into how to keep your door open, how to keep your mind open and how to keep yourself and others open to new experiences.

John Davis:

Yes, absolutely.

Chris McAdoo:

Thanks for listening everybody.

Chris McAdoo:

Thanks for listening. And if you like what you heard, be sure to subscribe. And if you really like what you heard, please leave us a five-star review and tell all your friends. Also, thanks to the good people that power Fired Up and Ignite Fan Insights at NASCAR, The National Sports Forum and the Association of Luxury Suite Directors.

Chris McAdoo:

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Chris McAdoo:

Fired Up is hosted by Chris Wise and myself, Chris McAdoo. Thanks again for listening tune in next time. And as always, y’all stay Fired Up.