This is the complete transcript of Olive Wood Pizza Does 1,000 Pizzas a Night — Scott Kleckner, RTG Ep. 362. Scott Kleckner is the owner of Olive Wood Pizza, a Southern California wood-fired catering company.
Episode summary
Scott Kleckner and Jeremy Julian met more than 20 years ago in stadium food service. Scott’s career divides into three acts: sports and entertainment with Levy Restaurants and then Aramark — Ravinia, Angel Stadium, the Staples Center opening in 1999, Hollywood Park, Lambeau Field, Lincoln Financial Field, Citi Field, and eventually every venue across New York and New Jersey; a second act of restaurant and corporate turnarounds at Dinosaur BBQ, Patina Restaurant Group, SBE, a California agriculture-and-restaurant group that did not survive the pandemic, and Landmark Theatres; and a third act that began in 2024 when he bought Olive Wood Pizza.
In this conversation he explains what stadium volume teaches you that restaurants cannot — more than half a day’s sales landing in a fifteen-minute window, across a hundred points of service, twelve dates a year — and the diagnostic habits it produced, including counting hot dogs against hot dog buns. He tells the eighty-twenty beverage-mix story from Angel Stadium that cost him an all-nighter. He walks through looking at nearly 200 businesses before buying one, why a capacity-constrained business was the right target, and what he changed first: standardizing pricing so software could read it. He details how Olive Wood fires a thousand Neapolitan pizzas at the Warner Bros. holiday party without par-cooking anything, names his suppliers, and closes with an unusually honest answer about whether anyone else should bet on themselves the same way.
Jump to a section
- Meet Scott Kleckner, Recovering Restaurateur
- From Ravinia to Staples Center: The Levy Years
- What Stadium Volume Actually Demands
- The Eighty-Twenty Beverage Mix Lesson
- The Turnaround Years: Dinosaur BBQ to Landmark Theatres
- Pattern Recognition and the 90-Day Plan
- Keeping the Human Factor While Fixing the Business
- Why He Bought Olive Wood Pizza
- Picking a Lane: Neapolitan and California Ingredients
- The First Thing He Changed After Buying
- How You Fire 1,000 Pizzas at One Party
- Betting on Yourself: The Honest Version
Meet Scott Kleckner, Recovering Restaurateur (0:00)
Jeremy Julian: Welcome back to the Restaurant Technology Guys podcast. As I like to say each and every time, I know you guys have got lots of choices, so thank you guys for hanging out. Today I am joined by a longtime friend. Scott and I have known each other for quite some time, and we reconnected most recently and I got caught up on life. And I was like, dude, this is a story we need to get out in public. Scott, why don’t you introduce yourself to our listeners? Who is Scott? Where did the journey take you?
Scott Kleckner: Yeah, so currently I’m Scott Kleckner. I guess I’ve always been Scott Kleckner. But I’m the owner of Olive Wood Pizza, Southern California’s premier wood-fired catering company. By background I’m a recovering restaurateur, hospitality operations executive, and made the transition to business ownership in 2024.
Jeremy Julian: I love it. You and I met probably over 20 years ago. Why don’t you talk our listeners through a little bit of the journey? What does that even mean, a recovering restaurateur? Because your journey has been really cool and it’s been fun to watch from the outside looking in. You and I were in the trenches in a few of those spots going through it. There’s not a whole lot of people on the true restaurant side that have done some of the volume and the types of things that you’ve been able to influence.
From Ravinia to Staples Center: The Levy Years (1:28)
Scott Kleckner: Yeah, I don’t want to date us, but the opening of Staples Center was 1999. And I remember we had already crossed paths by then. So let’s not date either of us. But my career story is divided into three parts. The first half of my career was sports and entertainment. The second half was, I guess, getting back to my restaurant roots and doing restaurant turnarounds. That turned into a career of doing corporate turnarounds and making it to the C level, president level, and even trying to save a movie theater chain at one point.
Scott Kleckner: But that type of work is super volatile. It led to — unlike the stability and growth of the first half of my career — constant career transition. Every year and a half, two years, three years, you fixed it, and it’s thank you very much. Or you didn’t fix it, and it’s thank you very much. I wanted to keep my family here in Southern California. So I started seriously looking at going all in on myself and acquiring a business.
Scott Kleckner: But not to filibuster — the first half of my career, I started with Levy Restaurants when they were a smallish regional restaurant company in Chicago. I was going to school in Wisconsin and spent three summers at Ravinia Music Festival on the North Shore of Chicago. Larry Levy was still super involved in the business. Mark Levy was still super involved in the business. I had a tremendous career with Levy, opening Staples Center after college, helping renovate Angel Stadium while still in college. And from there, Hollywood Park Racetrack, Lambeau Field. A lot of points of pride.
Scott Kleckner: But then, as often happens when competition heats up, at one point Levy was, we do premium, you guys are the concessionaires. And that turned into we all do everything. I wound up going to Aramark in Philadelphia, overseeing Lincoln Financial Field for them for the Eagles, then the arenas there, then helping with Citi Field, then ultimately running Citi Field for the Mets, and then running New York and New Jersey sports and entertainment, all venues, for Aramark. And then I got that call — that gets to the next chapter.
What Stadium Volume Actually Demands (4:05)
Jeremy Julian: Before we go there, Scott, I’d love to talk, because there are a lot of people that think, how hard can it be to slop some hot dogs and throw some chili on them, throw some nachos out. You and I lived in the trenches. It was pretty crazy. You’d have these events and you’re like, holy crap. I remember Staples Center the first time the Canadiens came down, or the Maple Leafs — the bars would triple their sales volume. It was always such a volatile thing. Whereas in regular restaurants, or even in what you’re doing now, there’s a bit more forecasting. I want to talk through that for our listeners, because nobody really sees it. They go as a consumer, but they’ve never understood the volume, the fact that all of your volume has to happen in a two or three hour window a lot of times.
Scott Kleckner: Yeah, I mean, listen, it was a different time. We were figuring out how to make calculators that could send signals to do in-seat service and VIP dining. Back then it was a lot more gut. As my career advanced, I’d walk into a cooler and I would count hot dogs, and then I would go out and I would count hot dog buns. There are indicators that when you’re an operator, you quickly look and it’s like, okay, well, if you don’t have it together on matching those two things, let’s dig deeper. And then back then we’d go to individual concession stands, individual restaurant kitchens, individual coolers, and you’d verify what you thought was true and the plan that went to it.
Scott Kleckner: God, would I love the information that’s available now. But back then it was honestly a lot of grit and grind and developing systems that were not great and not purpose-built like you could do now. It’s like, if I visited a restaurant when I owned 60 restaurants — do they have orange juice on Saturday for Sunday brunch? When you visit a stadium, it’s, okay, if they’re not matching enough buns to what we’re going to sell and don’t have the hot dogs for them. But ultimately you would get to a point where you could predict a million dollar day of sales and what was going to happen with very low margin of error, taking a lot of people with a lot of expertise. And as the company scaled, that expertise was why we were all traveling so much and helping at every opening. We had institutional knowledge from, I opened a place like this over there.
The Eighty-Twenty Beverage Mix Lesson (7:08)
Scott Kleckner: I remember firmly when I was helping with Angel Stadium. We had set up all the in-seat service pantries. And I was feeling — I was twenty-nothing years old and feeling like a stud that I was ready for the opening of a renovated ballpark. And an old school Levy guy came in and looked around and said, what’s your beverage to food mix going to be? And I said, eighty-twenty. And he said, is that eighty? I said, maybe seventy-thirty. He said, is that food or beverage? I’m like, well, food and beverage. He’s like, it’s going to be eighty-twenty, beverage to food.
Scott Kleckner: And that was an all-nighter — Tom Wagner is still with Levy, and others of us, like, God, we’ve got to flip this thing real quick. But then you get in reps. You do more and more and more. And then ultimately you know what your product mix is with that crude information. You know what your attendance is. Back then I did a lot of manual spreadsheet calculations of, I’m going to probably sell this many in this area. Because it’s not just about totals. You have 60 locations, 100 locations. You need to have right staff, right product, right process in all of those areas at the exact right time. And I wish the grace period was two hours — fifteen minutes, twenty minutes, thirty minutes of your day is, in a football stadium, almost all of the sales for that day, or at least more than half of them. And then you have twelve days a year to do that, to run the full business year round.
Jeremy Julian: Well, and I think all too often we have even regular restaurants that don’t think this way, because they can just walk to the walk-in and grab something. Whereas in a stadium you didn’t have time to walk to a walk-in, because it might be a hundred and fifty yards down the concourse to go get new hot dog buns. I remember lining up before the opening of the Super Bowl down in San Diego. We had sodas lined up for days, because we knew to that point they were already poured five minutes before. And you were pouring almost as fast as you could, because you will do 10x what you would do in a standard restaurant in a two or three hour window. That kind of volume really teaches you to think about those details. Because you guys were driven to top line sales, driven to customer satisfaction — with crude technology, without really good foresight, but at the same time executing at such a high level, because Levy was under contract. And if they didn’t perform at the level they needed to, you get fired and you no longer have a job at that stadium a year or two from now. Is that a fair assessment?
Scott Kleckner: Yeah, and Levy was unique, and we came from a premium hospitality background. So the concept of anticipatory service and fine dining, and taking care of the owner and taking care of your VIPs, was nothing new. In a concessions environment, what does anticipatory service look like? It looks like getting through that line in the shortest possible time. And back then it was a lot of cash too. Everything was very manual.
The Turnaround Years: Dinosaur BBQ to Landmark Theatres (10:27)
Jeremy Julian: So now let’s flip over. Where did you go after the concessions, this super intense Aramark experience? Now you flipped over to casual dining brands and did some different unique things there, and I know you brought a lot of that experience with you to do the turnarounds.
Scott Kleckner: Yeah, it’s important to integrate to where you are, but having the enterprise mindset is what’s making my current business successful. The second half of my career, I was recruited to be a partner in a private equity-backed expanding barbecue concept back east called Dinosaur BBQ. And George Soros was the investment group, and the founder was a biker. It was an anti-culture, with the Harvard and Ivy League MBAs. And my role was to fit in the culture of the restaurants, but also drive what the plan was, which is, we need to build a lot more of these quickly, we’ve committed to leases.
Scott Kleckner: And again, it was that enterprise mindset — you don’t have to come in as, I’m the corporate guy, as much as, no, we need systems so that our barbecue is the best possible quality. So we have the right amount at the right time and we have the right number of staff. We have back-end knowledge of how that performed, but just to execute.
Scott Kleckner: And from Dinosaur it continued. I was at Patina Restaurant Group, originally at the Downtown Disney restaurants and then ultimately overseeing the West Coast when, ironically, Delaware North acquired them. So I got part of the trifecta, although there are other operators now that are great. From Patina, after expanding my role there, I left to go to SBE Disruptive Restaurant Group to run their restaurant division and expand it globally. That was a short tenure. Then I was at a group where we had everything from agriculture and meat processing to butcher shops and restaurants all over California. It did not survive the pandemic.
Scott Kleckner: I then did a chief operating officer turnaround for Landmark Theatres, an art house movie theater chain. Had to close a lot of locations, got to open some better ones, grew the perks app. And the connective thread is, when you gain 30 years of experience, you have pattern recognition. And now with the tools you can leverage from data, which obviously increased drastically across my career, you know what’s important to ask, you know what to look at, and you know how to find the results out of it. Am I getting more money per person coming through the door? Is it flowing down to profitability? Am I able to reinvest in the business correctly?
Pattern Recognition and the 90-Day Plan (13:58)
Jeremy Julian: So what are those patterns, Scott, that you saw most commonly? If you were talking to your 20-year-old self, what would those things be that your 20-plus-a-couple-of-years-old self would tell you you’d need to be thinking about? I was just talking to somebody last night about how poorly certain restaurants are run. People get into it thinking, I’m just going to make food for my friends, but there are so many different things that have to go right in order for you to make money. What are some of the common things that you see people struggling with?
Scott Kleckner: Yeah, different tool sets and different patterns for different situations. You have to live in reality. Are you really a successful business that’s working that should scale? Or are you what an old CFO called the burning platform that’s being scaled, that you have to fix? And in the latter, concentration on labor, costs, where the bleed is, in addition to how do you drive top line. In scaling businesses, that pattern recognition is you come up with a plan, you live in the reality of that, but you also have to bet on the future. You have to have the more aggressive plan that you’re planning for.
Scott Kleckner: But pattern recognition, it’s almost hard to explain. I imagine you at this point in life can walk into a restaurant, look around, and you know more than 90% of people. I walk into any hospitality business, I look around, and I pretty much can rattle off what their costs are, what their struggles are, what their sales volume is. I wouldn’t have to visit any location more than two or three times to see that. Then you inform that initial opinion. And this is a very typical 90-day plan of me coming into a company to do a turnaround. By the end of that 90-day plan, I’ve studied all of the numbers and know all of the reality of the business from both ends — from what the guest sees, from what the employee experiences, to the tale of the tape, what the P&L says. And then you come up with a plan to attack a hundred different things, knowing you have to prioritize them, but they’re all urgent.
Keeping the Human Factor While Fixing the Business (16:16)
Jeremy Julian: Yeah, and I love that. Sometimes my family struggles to go out to eat with me because in my brain they see me working that. And at the same time, it all comes back down in my mind to the humans that have to execute those systems that we’re putting in place. How do you keep the human factor while also making sure that the business is successful so you can continue to employ — whether you’re on a burning ship that you need to make sure doesn’t sink, or you’re on the opposite end, which is, I’ve seen way too many brands grow too quickly without human capital to be able to sustain who they are and what they do. We saw it every year when we’d have turnover, because even back in the stadium days they’d send off a manager here or there, and you’re like, crap, that guy was key to making sure that that area of the business went.
Scott Kleckner: Yeah, I mean it goes back to the why — what do people need to be successful, and that’s passion. I grew up reading Nation’s Restaurant News, and my dad would bring it home as a 50-year Ecolab employee. As far as how you treat people in your business, everybody’s a guest. Your employees are either your best ambassador and your best guest, or they’re your biggest detractor. No different than the guests that are sitting there to pay.
Scott Kleckner: And that shouldn’t have to be said. Back in different parts of my career, that wasn’t the culture of the business. My culture has always been, I am nice, I am kind, I am fair. I ask a lot of people. I ask that they have passion. And if they have passion and ability and put in the work, there’s going to be opportunity. That’s the gift of every corner of the hospitality industry. And so you hope that whatever the situation is, you have people that are there for — either it’s working well for them, right, I’m a server, I make great money, I’m treated well here — or they want opportunity and that’s available to them. And listen, if you save one of those burning platforms, there’s a better outcome. There’s a company that survives on the other side that can expand or at least exist.
Scott Kleckner: And in the times when there is a business that’s not working, again, it’s how you treat people. Did you pay all your vendors? Did you pay all your employees? Did you do it professionally? Or was there opportunity to have been better? And in my career, I’ve never traded my name for treating people anything other than well and fair.
Why He Bought Olive Wood Pizza (19:32)
Jeremy Julian: Let’s flip over now to what you’re doing now. What is Olive Wood? I’m jealous, because I moved away from California — a lot of longtime listeners know — and I’ve got to figure out how to go get some of your pizza. But why Olive Wood? Why that style? Pizza’s hard, pizza’s fickle, it’s not easy. And you’re doing it at crazy mass scale and continuing to grow.
Scott Kleckner: Yeah, so I probably looked at 200 businesses — I did look at almost 200 businesses. There were three decent ones and one great one. And the great one was Olive Wood Pizza. It’s been around since 2011. While it didn’t do any business during 2020, like any hospitality business out in California, there was good longevity of a company that started in farmers’ markets, grew out of that into a regional catering company, a small one.
Scott Kleckner: I liked a few things about this business. I liked that the guy who founded and built it built a high margin business around his lifestyle. He grew it to a certain volume that was the most that we could handle out of our current commissary. And I saw the potential. They were doing a great job. We had great clients, lots of repeat business. But for me, again, it’s that enterprise mindset. I looked at something that I knew I could scale. Proud to say by 19 months in, we’re double the size on our amount of revenue and almost double the number of events a year. We’ll do over 700 events this year across Southern California. Building out a new commissary to support the next doubling of that business. And again, enterprise mindset — I didn’t just buy a company at this point, I’ve bought a platform that will be launching complementary products and companies out of our expanded capacity here.
Picking a Lane: Neapolitan and California Ingredients (21:21)
Jeremy Julian: And what makes it unique? What makes it such a great business that has stood the test of time fifteen plus years? What makes the product so cravable that it’s like, no, we’ve got to come back — because it’s the product, not just the pizza, it’s the people, it’s the experience.
Scott Kleckner: Yeah, so we hold such an interesting niche in the catering world. We are not super premium catering, we are premium catering. But the advantage I have — the super premium caterers show up with stuff that they made in their kitchen. They made the chicken yesterday or the day before. They have a process so that they’re par cooking off all 200 steaks or salmon or whatever people are eating. And then they’re doing the best job they can of translating a restaurant experience, knowing that they had to make a lot of shortcuts.
Scott Kleckner: We don’t have to make any shortcuts. I bring the entire restaurant to the location. I bring a huge wood-fired pizza trailer, and then we set up a kitchen, we show up with dough ingredients, and we make everything fresh on site, from the pizzas to the pastas to the salads. We do make the charcuterie boards and other platters at our commissary, but everything else is again the highest possible quality and experience you could have.
Scott Kleckner: And when it comes to pizza, there are lots of different styles of pizza. You need to pick your lane. And we’ve picked a lane of a Neapolitan style using all California ingredients. We have our cheese made for us by Di Stefano Cheese here. We use Stanislaus tomatoes. I have a Long Beach area-based company, Marissa Foods, that makes our sausage and our pepperoni. But it’s literally — we obsess about every detail. And some of that detail is also, if you have some of our studio clients like Warner Bros., if you have a thousand people on the lot and you need them fed in an hour and a half, two hours, efficiently, at the highest possible level of experience — that’s what we do. And we also do just as well for 25 people in their backyard in Orange County.
The First Thing He Changed After Buying (24:47)
Jeremy Julian: It baffles me to say I can deliver a thousand Neapolitan style pizzas. I’ve got an Ooni in the backyard. Even a California Pizza Kitchen, which at one point was a very busy restaurant — I interviewed the co-founder a couple of weeks ago for the show, and they don’t do a thousand pizzas in a day at a CPK. And that’s a full-blown restaurant with a staff that’s there. How do you guys figure out how to put the systems in place, how to put the product in place?
Scott Kleckner: Yeah, absolutely. It’s a mix of institutional knowledge. My longest term employee has been with the company for 15 years, since the beginning. My operations manager has been with the company for five years.
Scott Kleckner: And then the first thing I did — literally the first thing I did — was strip down the old model of how we priced and sold events. It used to be very typical of a catering business, where they would kind of size up clients and, you’re this zip code, it’s this type of event, this is what we need. I standardized everything so that a computer could understand it. So my new system is how guests fill out lead forms, how I send a proposal and collect payment and do contracts. All of that I needed to make digital.
Scott Kleckner: And so it started with, now I’ve got the institutional knowledge mixed with real data. This is exactly how many guests we’re serving each day at each location. This is what the week looks like, the month looks like. Here’s how many more we can take or can’t take, because we turn down a crazy amount of business, especially on Saturdays. When I asked the old owner, the seller, what information he was looking at — and I was getting obsessive about the stuff I wanted — he’s like, well, really, none of it’s valuable. To him it wasn’t important to know anything other than the P&L. He liked seeing I made money and that’s good.
Scott Kleckner: I find an odd level of interest in my average event value per city, per event type, my conversion statistics, all of the information that helps inform again that pattern recognition with data. And then unlike my old background, there’s no board to meet with, there’s no high net worth individual to try and meet with or get on the phone. It’s just information, pattern recognition, decision, action, measure — rinse, repeat.
How You Fire 1,000 Pizzas at One Party (26:43)
Jeremy Julian: What do you say to those that say you can’t execute this high level of food at that scale? It’s hard to do it. Executing the product that you guys are producing — it’s fickle, it’s dough, it’s yeast, it’s live fire, in the middle of certain parts of town where the humidity and the temperatures are going to change. How would you combat those people that say there’s no way you can produce a thousand pizzas and have them be the same quality as the one that you’re doing for 25 people?
Scott Kleckner: Yeah, I literally — I’ve got the receipts. I’ve got video and clients you can call. Every year, second time I’m mentioning Warner Bros., but we’re lucky to participate in their holiday party every year. And they have up to five thousand guests. I think last year was more than five thousand guests actually. There are a lot of vendors there, and we’ll do a thousand pizzas, and we do it every year.
Scott Kleckner: And do we have to sometimes tweak a little bit of the service — instead of having china plates with full pizzas, we’re putting out two slices, and doing that on five times as many tables. We’re bringing in two or three ovens and all of the best crew. But we do it constantly. And I’m just as proud of when we’re in a very intimate setting of somebody’s backyard, for everything from a baby shower to a bridal shower to a celebration of life or an anniversary, and we’re right in the middle of all that action, giving that highest possible experience.
Scott Kleckner: But it’s really, for us, looking weeks and months in advance at what we can really take and what that event mix is. Because all of our reviews are five stars, and if you did not do six, seven, eight star service for somebody’s wedding, that would not be the case. We do a lot of weddings, we do a lot of corporate events. I’m proud to say that we work with every studio, every record label, pretty much every Fortune 500 company in the area. And we’re known for the day that we’re not bringing in sandwiches to our office, but we want to really have an awesome experiential event — Olive Wood Pizza is not just the one that’s going to be at the top of their search browser, it’s going to be who they know in this area by reputation, as we’ve done it many, many times. And events of that size typically have a planner, and the planner’s also going to know us and know that our reputation is hard-earned.
Betting on Yourself: The Honest Version (29:55)
Jeremy Julian: Last line of questioning, Scott. It took you twenty plus years to go out on your own and bet on yourself. For those listeners out there that are like, hey, I’ve been working for XYZ big company — what are some of your biggest learnings and biggest ahas that you’ve had over the last couple of years working for yourself?
Scott Kleckner: Yeah, I don’t want to sell anybody on cutting their golden handcuffs and doing that hustle culture thing where I say the only path to wealth or freedom is owning a business. For me, it was the right decision at the right time. And to be clear, I went all in. The house is on the line. There’s a life insurance policy that pays the bank and not my wife. My savings went in. I feel I have the work ethic and capability where I could have done it much earlier in my career.
Scott Kleckner: I don’t mourn the ending of my corporate career and just blindly celebrate my new life and tell everybody they should do it — much like that 20-year-old that goes to Europe and comes back and it’s like, everything’s better in Italy. For me right now, in my life and my family, this is my greatest chapter. And I feel super fulfilled. Proud that I bet on myself. I’m proud that I still operate like I’ve got a board that I owe a quarterly report to, that I do and read myself, and game plan.
Scott Kleckner: And I feel that I’ve found a freedom in being able to be public, which is something based on the people I worked for in the last half of my career was legally and literally not an option. I’m enjoying that. I’m enjoying the flexibility to go away with my family for a week without a founder or high net worth individual calling me and saying, how can you be out during this time? And I also know that I’ve found a path to — I’ve not just replaced my income, but I’m in a better situation than I was before.
Scott Kleckner: So for me it was the right thing. If somebody else is looking at betting on themselves, I’d say, I hope you have a passion for the business. I would not recommend — a lot of people talk about the boring business, open a laundromat, buy a landscaping or HVAC company. That wouldn’t have fed my passion and that wouldn’t have kept me grinding the way I do. If you’re not from a hospitality background, if you haven’t owned a restaurant, don’t do it. And if you want a separate phone call, I’ll give a free one at any point in time to a doctor or somebody else who’s like, well, I love restaurants, I should open one. But for me, I’m in a great place. I’m super proud of what we’ve already grown and how we’ve already scaled, but I’m even more excited for all the things in the fire, as we say here.
Jeremy Julian: Love it. Well, I thank you for building in public. How do people stay in touch? How do people engage if they want you guys to come out to their events?
Scott Kleckner: Yeah, olivewoodpizza.com. We have a lead form on there. You fill it out. If we’re available, we’ll quickly send you a proposal. And then me personally, Scott Kleckner on LinkedIn. Always want to offer support to others. Any way I can lift anybody up that’s in a similar business or thinking about being in one, please, I’m always available.
Jeremy Julian: Fair warning — you get on the website, you’re going to want a Neapolitan pizza, because it looks damn good. I was telling Scott before we hit record, I have my own little small pizza oven out back, and now it’s making me want to create some pizza. So Scott, I’m proud to know you, proud to watch your career grow. I’m happy that you and I reconnected after so many years, and so happy for you and your family that you’ve been able to do what you’re doing. Can’t wait to try the product at some point on one of my visits to SoCal — I’ll just wedding crash one of the weddings you guys are doing or something.
Scott Kleckner: You can come by the commissary. I’ll fire off a couple of pizzas.
Jeremy Julian: I appreciate it, my friend. To our listeners, guys, like I said at the onset, I know you guys got lots of choices. So thank you guys for hanging out. And Scott, thank you for your time, and make it a great day.
Back to the episode: Olive Wood Pizza Does 1,000 Pizzas a Night — Scott Kleckner, RTG Ep. 362, with show notes, takeaways and all three players.
