Buying 2 Rivals to Create a Dominant Leader

But then after that, there's a lot to figure out. I mean, if you think about what we're dealing with with now, 2,300 combined venues, over 300,000 members across 32 different markets. In any of these markets where you have two passes, you know, for example, in Phoenix, you have a Get out pass and a Pogo pass, there are two competing passes.

Well, if we bring those together, instead of, you know, 30 on one, 60 on another, now you have 90 venues. Well, how do you do that? What does that pass cost?

That's taken way longer than I thought it would. You know, we're eight months in. We still have a lot of decisions to make.

We've made a ton of progress. We have a new brand name which we're really excited about. We haven't launched that with all of our customers yet, but, you know, I'm happy to share it with you, Will, and the audience here.

We're going to be called get out. And so in market, then it'll be like Get Out Utah, Get Out Arizona, Get Out Kentucky. So each market will feel more like a a local pass.

But we love the name Get Out. We love what it connotates. The idea of getting out, getting away from screens, going out and making memories with your family.

And so that that's the new brand that will launch to everyone. But for right now, we're focused on figuring out operationally, how do you bring these two companies together? And I haven't even mentioned the technology.

Right. We've got to build a brand new app that brings all of these members together on a single platform. So that's what we've been doing. It's been fun, though.

Yeah. And what of the merging the rivals?

Is that basically done and everybody's, you know, on the same page and. And that's in the rearview mirror, or are there still kind of cultural issues? I mean, how long does it take for people to digest this merger?

Yeah, I mean, that's a good question. It's different for everyone.