In this episode of Strategy Simplified, we chat with Brad Kuntz, Senior Managing Director at Stax, to get a real look at what makes the firm tick.
Brad shares how Stax’s private equity focus, small-team model, and fast-paced culture set it apart - and what that means for consultants at every level.
We dive into his career path, a surprising case in the industrial sector, and what type of candidate thrives at Stax (hint: it’s about curiosity and flexibility). Plus, he shares practical advice for landing a role and building a meaningful career in consulting.
See open roles at Stax and find out if it’s the right next step for you.
Stax Links
- See job openings at Stax
- Learn more about Stax
- Follow Stax on LinkedIn
Additional Resources
- Learn about MC's storytelling training with the Pyramid Principle
- Unlock top consulting jobs on the Management Consulted Job Board
Transcription:
I'm Jenny Rae Le Roux, excited today to have with me, Brad Kuntz, the senior managing director at Stax, who's gonna share us all the things about Stax. And I'm gonna just read Brad's bio before we get started. Brad, welcome to Strategy Simplified.
Brad Kuntz’s Background and Career Highlights
Brad is a senior managing director at Stax, leading the New York office and specializing in large-cap private equity and the industrial sector. We're gonna hear more about that today. With over 25 years of experience in strategy consulting and investment management, no big deal.
He has a proven track record of scaling consulting operations and advising private equity clients on complex investment decisions. Before joining Stax, Brad founded New Amsterdam Capital Group and held senior leadership roles at EY and EY Parthenon, where he played a key role in the integration of Parthenon Group into EY. He began his career at JPMorgan and later led a telecom services company through a successful sale.
Brad holds a BA in economics and international relations from the University of Wisconsin–Madison and an MBA in strategy and finance from Northwestern University's Kellogg School of Management. Brad, really excited to have you here. Welcome to Strategy Simplified.
What Stax Does in the Private Equity Space
We would love to just kick off hearing from you an overview of Stax, the company's core offerings, the industries it serves, and we'll dive into some more of your specific experiences we do.
Thanks, Jenny. Happy to be here and certainly happy to share my story in consulting and what the folks can learn about Stax. So Stax is focused exclusively on private equity. We serve private equity firms throughout the industry lifecycle—from the beginning of value creation, looking at new sectors or targets, all the way through the transaction lifecycle to commercial diligence—helping them really ultimately understand the industry conditions around the deal and how that might impact the go-forward position for that company.
And so, you know, the business, we've been in business for 30 years, really with an exclusive focus on private equity for the last 20.
What a Stax Consulting Engagement Looks Like
Amazing. I didn't know how cool private equity was when I worked at Bain. And you have had a lot of experience. I'm gonna dive into that in a few minutes.
Before we get there, just talk a little bit about what a private equity consulting engagement is like with Stax, right? How many people are on the team? How long are these? Is it in the diligence phase? Is it in the operational change phase? Are you in office? Are you remote? Just give us some color on what one of those projects looks like.
I think in general, they're relatively small teams—four to five people—that are really ultimately the ones working on the case. And I would say the usual length is about four weeks, maybe five weeks, depending whether it's on the front end, helping on the strategy side as it relates to valuation or around commercial diligence.
I think we have a three-day hybrid model at Stax, so three days in the office, two days remote. And frankly, I think the technology is such that we can really be connected on a virtual basis very effectively when we're across offices or across different locations. But I would say that what I love about the structure is that it's almost like a SWAT team approach.
You have a SWAT team of relatively few people that really attack whatever the case might be or whatever the situation is.
How Stax is Different from Traditional Consulting Firms
Absolutely. Okay, so let's dive in a little bit about how your approach in the private equity space differs. So I'm gonna put you in sales mode for a second, right?
Sure, sure.
If I'm selling against a traditional consulting firm who's also offering PE diligence services or PE optimization services, what is different about what Stax brings to the table?
Sure. I think our differences are in a couple areas. One is there's really not another firm out there of scale that really is exclusively focused on private equity. So the importance of private equity to us, the way we obviously learn about their needs and vice versa is really critical and it translates into how we do our work.
I think also the fact that our average individual coming from undergrad, coming from college, three years in—we did this analysis recently—they probably have two and a half times or more the level of experience doing this kind of work than some of our other competitors.
And so because we have a specialized approach around value creation and CDD, it really allows them to become experts in a very quick period of time. And that translates into how we approach the market and working with our clients. So they're seeing a significant amount of expertise with our consultants after just two or three years.
Deep PE Exposure and Broad Industry Learning
I love that. So some of the benefits for consultants include more reps, deeper expertise—and you better like private equity though, right? 'Cause you're gonna get to do a lot of it while you're there.
I mean, I think, one of the things I've always said—and when I was a young consultant, I always after business school was fascinated by the fact that I could look at all of these different industries and learn about them, understand their business models, understand the issues facing those industries.
You know, our average consultant could see six industries or more just from an engagement standpoint over the course of a year. And that's relatively rare, you know, in the world of consulting, even in the world of strategy consulting, that's relatively rare. So I think it's a—to me, that's always been a fascinating part of what we do. And I think especially for those coming out of college.
Inside a Unique Case: Scaffolding and Industrial Stickiness
Well, obviously we'll have to go back a little bit to get a deal that's become public since then, but can you share an example of a particularly interesting project that you've worked on?
Sure. And at Stax, just to bring some color to—this is what they needed, here's how long it took to sell it, this is how we staffed it, this is what we solved for.
So we had a situation not that long ago where we were looking at a space around scaffolding and insulation as it relates to plants. So this is like liquid natural gas plants, chemical plants, general industrial manufacturing plants. And it was really interesting because part of the whole thesis was this idea of: if you can get in initially when that plant's being built and see it all the way through with the products that they sell and understand the relative stickiness of that relationship.
It really turned out to be a very fascinating business because the level of stickiness, once they were inside in that initial insulation and scaffolding stage, was quite remarkable. I mean, every industry out there looks for stickiness with their clients and that consistency of revenue. And we saw that in this case.
It also was very—you had some very large projects, as you can imagine, based on the contracting side of that particular kind of business. So it was really interesting. And the other thing we did that was quite interesting—and I think our consultants enjoyed it—is just how we actually then looked at the end market of number of factories, especially in LNG, liquid natural gas, and how those became a critical part of really understanding what the total addressable market was at the end of the day.
And so it was, you know, a very sort of, I would say, a straightforward industrial project, but at the same time, I think they really enjoyed understanding how to frame the TAM or the addressable market in a way that was really just using these factories and plants to figure out what that market could look like.
So the PE firm had found it a dirty darling, right? One of those businesses that you'd never think of starting, you know, talk about in business school, but man, you want to be in that business.
Absolutely. Sleepy, recurring revenue, stickiness—it’s perfect for private equity.
And big contracts?
Yeah. Absolutely.
Why Brad Chose Stax: Vision and Opportunity
That's incredible. Well, you know, you have such an interesting background. I want to pivot really quickly to talk a little bit about you and why you came to Stax.
I mean, through the different career transitions that you made, you could have gone anywhere. You could have done anything, or you probably could have done nothing also as one of the options. And so why Stax?
Why was this the next season that you wanted to pursue? What was it about either the value proposition, the work, the culture, or all the above? And how did you figure that out too?
I think one of the things that helps just understand my career in context—and it’s not maybe as obvious—is that although I've worked within large consulting firms, I've had a very entrepreneurial background as far as starting practices, scaling them.
So I would always kind of describe myself as entrepreneurial first and foremost. And so at this point in my career, I was really looking—you know, if I had to write it out on paper—it would be a market leader. It would be somebody that was maybe backed by an investment firm and was really focused on growth and scaling the business and increasing their leadership position.
So it's almost like if I had made a list a year ago, Stax would have really fit very nicely.
But specifically, when I got to know—and I'd known some of the folks at Stax over the years—but when I got to know the firm better, the exclusive focus on private equity was really interesting for me. Because as I've said, I've always just thought that part of consulting is really interesting for somebody that really enjoys learning about different industries.
And I think, as I mentioned, the fact it was private equity-backed just put that sort of focus on growth and that impetus that this is what they wanted. They needed to obviously grow thoughtfully, but that growth was an important part of the story, which, as you know, is not always the case with consulting firms.
Sometimes there's a traditional partnership approach and they really enjoy the work as a profession, and it's not really focused on growing the business.
And I think also just for me, working across the investment lifecycle—that was interesting. Being able to help our clients at the front end with new sectors or targets, and then also helping them analyze—we call it like a re-diligence—like you've held it for three years, has anything changed? Was your thesis still the same or how have conditions changed?
And then obviously on the M&A side, on the transaction side, which I've always found fascinating. And it certainly is fast-paced, but the ability to go deep quickly and get that sort of intellectual curiosity satisfied was always appealing to me.
And also I think the other thing is it just struck me as a very collaborative firm and also very entrepreneurial once I really got to know the people better.
Who Thrives at Stax: Fit, Flexibility, and Fast-Paced Work
I love it. You've mentioned a little bit about this kind of investment-backed growth-oriented culture. I want to shift a little bit to talk about how people can assess whether that's right for them. It sounds like you already knew. Right, you'd already kind of like gone—were you at Parthenon before it got integrated into?
I was. So I was there. I started the practice at EY years before that as part of growing it organically.
Okay.
And so, yeah. So, you know, your profile, like you already mentioned, is a little different than somebody who kind of wants a lifetime career as a consultant and also the work that you do is different. So for someone who's maybe not even as senior as you, but looking to join the firm at any level, how do they tell whether this is the right place or the wrong place for them?
I think it boils down to what really is their passion—what turns them on at the end of the day when it comes to work. I think those people that really enjoy that natural curiosity—just trying to understand something, probing a little deeper, and learning about new things—is really one area that I think Stax is great for someone who has those desires.
And I think also somebody that really enjoys the fast-paced environment. They like being around M&A. They like working in these relatively quick timeframes when you look at the world of consulting. In that respect, it's great.
Plus, because of the nature of our work, we generally don't travel. We certainly travel, but it's very limited compared to maybe a traditional consulting model.
Who Might Not Be a Fit at Stax
Amazing. Okay. So yeah, travel was one of those big differentiators for such a long time.
Oh yeah.
And like you said—gosh, we all knew it. We knew we could deliver without it, but the clients didn’t want us to be there. We weren’t sure about culture. I think we’re figuring it out though.
COVID helped a little bit, right?
Yeah. Yeah, there were some upsides. So can you share a profile of someone who might not be a great fit? That doesn't mean somebody that you've brought in, but maybe even in the interview process, you're like, look, this isn't gonna be it, right?
We've all seen that happen. We've all seen that.
I would sort of sum it up—and we were touching on this a little bit—is, and there are many people in the world of consulting that fit this mold and love it. And that is, I want to work hand-in-hand with clients. I want to help them solve their problems. I want to be with them on-site for some period of time.
And I like the idea of building a long-term, six- or twelve-month project working relationship as part of how I see my contribution in the world of consulting. I would say that individual—there are plenty of wonderful firms and opportunities for them to find that—but Stax would not be one of them based on the nature of our work.
So I think really it boils down to those issues and individuals that probably would not enjoy a Stax environment.
What Makes a Great Consultant: Science, Storytelling, and Speed
Brad, we do a lot of training with engineers and with PhDs, and I always tell them, the engineers and the PhDs that I've met are the best consultants and the worst consultants. And I do think it really boils down to that.
It's like, can you stay at the cream level or are you trying to get down into the milk and the entire dairy universe? Because the deeper you go, the richer it gets—but the lower return on your work there is, and then you're missing timelines and deadlines too.
No, that is really well said. I always have joked over the years that it's the engineers and the liberal arts majors that are the best at what we do, right?
And hopefully you have them both on the same team and they complement each other because both skill sets are so important. And I think like anything, there's an art and science, right?
Part of the art and science is, the art part is you need to know what good looks like in our world. What is a buttoned-up analysis? How are you proving that hypothesis? And there's a bit of art in that—using different data like we talked about and different findings.
And then the science piece, which we've talked about previously, are really the critical elements to bringing that together. So you could have a religion major and an engineering major, and they would both be great.
What Makes Stax Different: Culture, Access, and Growth
I love it. Well, let's talk just a little bit on the candidate side. So you've worked at a number of different major consulting firms. We've already talked about how the work at Stax is different. What about the culture?
If I had to look from the outside and decide before I even interviewed where I was going to apply, why should Stax not just be on my list but maybe at the top of my list?
Yeah, I mean, I think it really boils down to having that exposure to clients from day one, right? I mean, the first day, first week or two you're involved, you're on calls with readouts and clients very quickly—probably contributing to those readouts with your area of expertise of what you've been doing on the project.
I think also just—it’s an apprenticeship business, especially this area of consulting. And I think access to senior leaders, access to our senior managers and our directors, really allows for a first-year consultant who's an associate to have that exposure and to learn side by side—even just through osmosis a little bit—listening to them, watching them work, watching their thought process.
And I think it really is—as you know, I've worked at some very large firms—and one of the things I love, and I think are all the way through, everybody sees and feels that it's a collaborative culture with really very little bureaucracy at the end of the day.
It's sort of: our work with the clients, it's going to market, it's working with our teams, and that's really it. It's a very—I think that flat meritocracy really helps to make it more of the focus on the work and the findings for our clients.
Busting Bureaucracy: A Real Difference at Stax
So just to translate that, can you tell us something bureaucratic you would have had to do at a bigger firm that you don't have to do at Stax? Can we get like down to kind of the specifics?
I'll give you a very clear one, and I think it's very real for maybe folks that are senior managers growing into that business development role as an example. So at EY and other firms I've been at and seen, you have a really powerful account management structure, right, which is great.
I mean, they have world-class relationships with many of these private equity firms. And it's wonderful, but the challenge is you almost have a dual selling process. You have to basically convince the account team that what you're doing is important for the client, and they want to understand it more before you actually talk to the client.
And in our world, I mean, we certainly have an account management structure, but it's very entrepreneurial. There are leads for each account, especially our major ones. But at the end of the day, going to market is much more direct.
I mean, we go, we reach out to firms, we leverage in different sector groups, we bring our sector specialists to play. And from my standpoint—and I would say anybody that's focused on business development, sort of that in our world, that would be sort of like an associate director, director, MDs—it’s a much more straightforward process working with our clients than at a larger firm.
You just go get them.
You just go get them. Just send them an email. Pick up the phone. I mean, it's amazing, but the reduction of friction in doing that is a big time change.
It is. Yeah. It took me a minute to really sort of start to feel it and get it in a different kind of way. And once that sort of piece was removed, you could sort of see just being much more effective at what we do—both advising our clients and just getting to know them on the business development side as well.
Training and Growth at Stax
So let's talk a little bit about—I can imagine one of the things that you would argue in a larger organization is that you have a well-oiled machine for employee growth and development, right?
And so—but I do think that there are pros and cons to that well-oiled machine, right? You know, your special unique sauce may or may not be recognized in a well-oiled environment. For example.
So can you just talk a little bit about the growth and development process? I know that once you all have somebody on the ground and they've done six projects a year, you want to keep them. So how do you keep them there? What do you do to invest in your people?
Yeah, no, that's a great question. I think, you know, as with probably most of consulting—but even more so in our world of consulting—there's a real mix between what I would call formal training and apprenticeship, right?
So we're very focused on from day one, making sure that they have the consulting toolkit, right? Making sure they understand what hypothesis-driven means, what good research is, triangulation of information. So teaching them what's storyboarding, right?
What's the story that you're going to tell, you know, our client at the end of this effort and how do you know whether it's holding true as you go through the project?
So all of the toolkits. But then I think it's also, you know, we think about this as we think about CDE—making sure our associates are sitting next to more experienced consultants so that there's a natural learning and a give and take that happens on the floor, if you will, even not on a project.
So I think that's one piece. It's very important to us and certainly making sure that they're exposed to different types of projects. You know, we do this in team meetings: here's a project, here's what was unique about it, here’s the key learning.
And then I think also—we have a whole offshore capability. It really allows us to be productive from a 24-hour standpoint. So I think it allows our consultants to spend the most time on probably what they would consider the most interesting part of projects.
You know, they can get some analysis, there's some data back overnight, and at 9 a.m. when they're starting their day the next day, they have somebody that's been at this for six or seven hours overnight and moved along what they’re trying to do.
Work-Life Flexibility at Stax
I don't actually love this question in general, but people ask it, so we gotta answer it for them, right?
No, I'm really interested.
It's about work-life balance. The reason I don't like it is I don't like the premise of the question. I think the premise of the question is like, how do I work less?
Yes, that is fair.
Not how do I add the most value in the least amount of time. So whenever I get that question, I kind of cringe a little bit. So, but I don't, you know, I'm not gonna put words in their mouth. So what do you say, if somebody asks you, what about work-life balance or what is this like?
It's interesting, 'cause with our team in New York as an example, I've been in a lot of our different interactions really kind of harping on the point that this is ultimately a job with a lot of flexibility. And what do I mean by that?
And I've given them concrete examples. I said, listen, you should be able to be communicating enough with your team and your project manager to be able to say, listen, I'm gonna be out of pocket for 5 to 6:30, but I understand what I need to do, I'm gonna send over this at 8:30 in the morning and you'll have it in your inbox to do a review.
Like that kind of communication and handoff, I think is critical. And you would think it's sort of prevalent in all places to some degree, but it's, you know, I think sometimes what I don't want them to think, I don't care if they just started two months into their career, I don't want them to think like, they need to stay in the office till 8 o'clock or something to finish their work for the next day.
You do what you need to do. If you want to go meet a friend and have a drink at five o'clock and for a couple of hours and then pick it up from seven o'clock on, I think that's great.
So that's something culturally that we're really focused on. And certainly on the projects I'm involved in, I'm always very just laser-focused on the transitions, the reviews, the timing, so that people feel a sense of the ability to sort of manage their own schedule, if you will.
Recruiting at Stax: Who Brad Wants to Hire
Well, let's talk about how they get into this magical unicorn place. Let's talk just about the recruiting process a little bit. We know that you're growing quickly. We know that you're interested in having people come and we also—nobody wants to waste their time, they don't want to waste yours either.
So tell us who these people are that you would just love to see? What are some attributes of them? And what do you notice about them right away out of your pool of candidates?
No, that's a great question. There's a—it's just a quick little side story and then I'll get into it. There's a consultant—she came out of undergrad, I guess it was about 10 years ago, maybe a little bit longer. I still remember to this day our interview. And I remember where it was, I remember what she drew up on the whiteboard because her ability to quickly articulate in a very comprehensive way some of the key issues.
And keep in mind, she had zero consulting experience at this point. But she was able to, in this case, articulate here's the issue and here's the kind of information that would really help to support that particular point.
So I think those individuals that can sort of take the high-level key points and, in a tailored bespoke way, bring the right data and information to light and marry it with those key points are the ones that do the best.
Because if they understand information that's not relevant, they're quickly able to understand the information that is. They sometimes naturally just understand how to marry the different data points together to tell a story. And those are subtle things to some degree, right?
Everybody's smart in this industry, but at the end of the day, it's that sort of unique ability to operate at the highest level, but also in sort of an artistic way, marry very quantitative and qualitative information into a story.
We do a lot of pyramid principle training for corporate organizations that's based off of some of the work that we've done with our consulting clients as well. And I think what you're saying is that it's somebody who's not a story spinner, right?
They're not trying to just tell you a story that's not based in facts. But they're also not so linear that they're stuck in the facts and they can't see the story from it. So they're weaving a story that's really grounded in those facts. But you're right, great storytellers are hard to come by.
They are. It's important to be able to tell that story—to step back and piece it together in a way. Because as I said, it's a bit of art in many ways.
Advice for Aspiring Consultants
Well, I know that you don't require private equity experience. But what is a piece of advice that you would share to somebody as they're considering applying for a role with you?
I would say—so at the junior levels, I would be—let's say they're out of college, let's say they've done something else for a couple of years and they want to get into consulting—I would say just become very, very deep on the whole case interview process.
Because I think at—A, it's obviously most strategy consulting firms do provide case studies as part of their process. And I think it also gives you a glimpse into how the thought process works—everything we've been talking about: the hypothesis driven, the data, the analytics.
And I think—I’m still surprised sometimes those folks that are even very interested in consulting maybe don't put quite as much time or in quite the right areas and learning about the case approach. So I think that is one thing.
And I think also—just staying very flexible, right? Just staying flexible and thinking about what industries you want to focus on or the type of work you want to do. Because I think sometimes people get very focused, maybe a little too early, on trying to get into a certain industry or do a certain thing.
And I would say just keep a very broad view, both going into the process, but also what you're hired on—just learning and absorbing in different areas.
Spiciest Career Advice for Young Professionals
Well, Brad, I could listen to stories from you all day, but I want to just conclude our podcast with a couple of stories about you personally. The first one is one that I think a lot of people will benefit from. Tell us your spiciest piece of career advice for young professionals.
Oh wow, spiciest piece of career advice. I think sometimes—especially in your early years—it's all about getting the exposure like we talked about. And I get very, very emphatic about—listen, if you're not staffed or on the beach, as we like to say, right, in the industry, find a way to get involved in a pursuit.
Find a way to get involved in helping somebody. And I remember doing this out of business school: be present. And obviously "be present" has a different connotation these days in a remote workforce. But still—be present, get to know people in different sectors, find ways you can help them on a proposal.
I think what I see sometimes is somebody gets very like, "I'm staffed or I'm not staffed." I'm like—if you're not staffed, you should be engaging in all these areas as part of your learning process.
And so I think the idea of getting involved and staying flexible—very flexible—when it comes to the work, the sectors, and everything else is very important. I think those individuals still eventually find their sweet spots, whether it be sector or type of work, but getting that broad exposure and being flexible from day one is really the most important piece.
So are you saying that when I actually went to the beach when I was on the beach and I was camping in Cumberland Island, Georgia, like maybe I shouldn't have done that? Is that what you're saying?
Well, if you called somebody that worked in consulting and you said I'm on the beach, that's not what they would think of.
That's for sure.
I wasn't even in a hotel. It was like the anti-consulting on-the-beach experience. But I did that. I did a four-day camping trip to—I mean, I was like within driving distance or if I got staffed, I could be back overnight.
Right, right. You could get back in time.
Exactly. One of my spicy pieces of advice is question everything. Do exactly what people say—and question it at all. I think that's part of the entrepreneurial spark.
I always say one of my slogans—and I truly believe this—is "the power of the idea, not the person." And I really, I say that to all of our associates as a way to get them contributing, get them thinking about it. Because it really is—ultimately, our clients are paying for good ideas. It doesn't really matter where they come from.
And I think it's an important piece. Same idea as you're saying.
Off the Beaten Path: Brad’s Travel Story
Such an unbelievable evolution of the industry too. I mean, it used to be that you had to have the name, the rubber stamp, right? The PhD had to be—everything had to be tied to the expert.
Perfectly buttoned up, right?
That's exactly right. Okay, well last one question. This one could get us on a really, a really, really wild tangent, which I love. That's why we put it at the end. So I hear that you're an avid traveler, but I don't know exactly what that means, so I need to get a little bit more color on it.
And I'd also love to know one place that you feel like—maybe even like, I've been to 56 countries. So see if you can find a place that you think maybe I haven't been, and tell me about an off-the-beaten-path destination.
Well, interesting. So I don't know if this is a place you've been to. I don't know, I think over 60 or around that same number. And I've been to some of the countries I've looked at to go to—when I start reading about them, they're like, there's a lot of country counters here.
And I'm like, okay, I don't want to be a country counter—just to go someplace that's had been there. But this is a few years back, so I will give that context. I was in Brazil. I don't know if you've been to Brazil?
I have, but not actually probably the places you're gonna mention. I sailed in Brazil. So I sailed like up the northeast coast into some of the islands off the coast of Brazil. I didn't go to any of the majors.
So I've been there, I think, three times. One time kind of Rio was obviously a key focus in São Paulo. And then another time was going up to Búzios. And then one time we were actually there for Carnival.
But the story that's a fun story is—we were looking to do hang gliding, right? And hang gliding in this particular area, it was all about doing it tandem. You had to do it with somebody else. And you probably can't tell by my sitting down, but I'm about six foot four, six foot five.
And so everybody's passing by and everybody's like, "No, no, no, no, I don't have big wings." They would go like this with their hands. And then this guy comes by, he's like, "I'll take you. I've got big wings." And I said, okay.
And so literally we’d go up to this cliff and he told me what to do. He said, "Just lean forward." And we leaned forward and we did a relatively short—because I'm not 100 pounds—we did a relatively short pass through all the way down to the beach and safely landed.
Almost like you would see a parachute land—kind of a running, running landing. So I loved it. Brazil is one of my favorite countries and that experience was a lot of fun.
Closing Thoughts
Incredible. I love it. Well, Brad, we could talk for hours, but I just want to say thank you for all the kind of cultural insights that you've given today, some great career-focused insights.
In the show notes, we'll have a couple of links to places that are currently open at Stax. I'm going to encourage everybody at the end of the call today to apply. You're going to get to work with Brad and people like Brad when you're at the firm.
We're excited to share the story of Stax today. Thanks so much for joining Strategy Simplified.