In this episode, Ryan Goulart welcomes executive coach, leadership expert, and Think2Perform Senior Vice President Ray Kelly to explore the role of communication in leadership. Drawing on decades of coaching and executive experience, Ray shares how effective messaging isn’t just about clarity it’s about intention, timing, and ensuring the message lands.
Ray discusses how leaders can strengthen connection and trust by communicating with empathy, repetition, and purpose. From navigating one-on-ones to leading organizational change, this conversation highlights how thoughtful communication can transform outcomes, deepen alignment, and elevate leadership impact.
The Power of Message Delivery
Ray opens the conversation by reframing communication not as a one-way transmission, but as a shared experience. He emphasizes that being effective as a communicator involves shaping your words with intention, and being mindful of how they will be received not just spoken.
Repetition with Purpose
One of the challenges leaders face is what Ray calls “the curse of knowledge” assuming others know what you know. He underscores the importance of delivering key messages multiple times, in various formats, to make sure they stick and resonate throughout an organization.
Connecting Words to Values
Ray and Ryan explore how great communication reflects and reinforces an organization’s vision, mission, and values. Ray emphasizes that leaders who consistently anchor their messaging in these foundational elements build a stronger culture of trust and alignment. When teams hear language that mirrors the organization’s core beliefs, it sends a powerful signal: “This is who we are, and this is where we’re going.” Ray discusses how this alignment not only enhances clarity and credibility, but also increases emotional engagement helping individuals see their own role in the bigger picture and why it matters.
Crafting Clarity in Complexity
In moments of change, growth, or uncertainty, people crave clarity and leaders who can provide it become stabilizing forces. Ray highlights the importance of empathetic framing meeting people where they are emotionally and intellectually, so messages are not only understood but also felt. When done well, this kind of communication can reduce fear, foster resilience, and inspire confident action even in challenging times.
Leadership Presence and Emotional Intelligence
Effective communicators don’t just speak well they listen deeply, adapt their message, and lead with emotional intelligence. Ray reflects on how being present, curious, and grounded in values enhances not only what you say, but how you’re experienced as a leader.
Transcript
Ryan Goulart (00:02.166)
I have with me today Ray Kelly, think to perform. Ray, welcome back to making the ideal real.
Ray Kelly (00:09.787)
Good to be back. Good to see you and talking to Adam beforehand. Happy Mother’s Day for the folks out there. We’re doing it a little after Mother’s Day, but I know we’ll drop it probably in June, but it was a great day yesterday and look forward to always talking to you too.
Ryan Goulart (00:25.454)
Well, it’s funny that you say talking because that’s what we’re talking about today. We’re talking about communication. so Ray, I know it’s a really big component of leadership when it comes to communication. It’s a behavioral component that people see, people hear how one intends to have a message land and how it doesn’t. You know, all the nuances that go with being human and trying to connect with others.
Ray Kelly (00:31.867)
Okay.
Ryan Goulart (00:55.906)
When it comes to communication and being effective at it, where do you start? I’ll ask it that way. Where do you start with effective communication?
Ray Kelly (01:07.259)
Well, let’s just look at those two words, effective communication. I want to work with the word effective first and foremost, then we’ll talk about communication and then how to make it effective. You love it how I turn the questions on you. You ask me a question and I turn it to you and like, damn, and there he does it again. So let me start by asking you, what would you rather be? Would you rather be right in your communication or would you rather be effective?
Ryan Goulart (01:34.942)
effective.
Ray Kelly (01:37.147)
Okay? And most people say effective. Occasionally they say, I want to be both. Okay? And that’s okay too. Because if the listener out there, this is a math equation, I would write this down. Effectiveness is your rightness multiplied times your delivery equals your overall effectiveness. And you get a score of zero to 10 in your rightness and a zero to 10 in your delivery to give yourself a score of zero to 100 in your effectiveness.
Now here’s the thing about rightness. This is why a lot of people say I want both. Because rightness is part of being effective. If you want to communicate effectively, if you’re way off in your thought process and you’re completely wrong, you’re not going to be real effective with a lot of folks. But here’s the thing, almost all of us, it’s human nature to try to be right. Okay? We were just talking about our mothers and stuff like that earlier and before we started today.
Once you get married and or old enough to have an argument with your mother, you will never go into a situation trying to be wrong. You don’t. Just try this with your significant other. Try this with a friend, a partner, stuff like that. Try to be wrong in an argument. It’s hard to do. It is wired into us pretty strongly that we like to be right.
But what we don’t always do is focus on our delivery. When I say delivery, it’s not just the oratory delivery of a message. It’s also listening. It’s the empathy. It’s asking questions, using stories or analogies to make a point, get that oxytocin flowing that we talked about in prior shows. All part of the delivery equation. And I see in a lot of our society today, we focus so much on being right.
We don’t think very much about their delivery. So all of sudden you’re attending your rightness and you call a person an M and F and F-er. It’s 10 times zero and your effectiveness with that person is a zero. So one of the things I think about when I’m communicating is I spend a lot more time on my delivery. How to think about my delivery so that I’m more effective. Okay, so that’s the first thing I think about all the time and train people on is that element.
Ray Kelly (03:52.929)
about being effective. It’s much more about delivery than it is about being right. Because I can actually lower my rightness just to say I needed to give some feedback to someone. What I’ve heard all the time is give the feedback immediately, close to the event as possible. That way it’ll actually sink in and have a better effectiveness with someone. But all of sudden you scream at someone for doing something wrong and stuff like that. And your rightness is probably pretty high. Hey, don’t touch the oven. All these different things. You’re getting too close to the edge.
But you scream at them because you want to be right and your delivery ends up being a two or a three and you get a 10 times two. Your effectiveness with them is a 20. They cry and they don’t want to listen to you anymore. Okay. Maybe I could have held back on my screaming at them. Okay. Maybe said, hey, I’ll deliver this message to them tomorrow when they’re less emoted.
It may be my rightness in terms of my rightness on this thing goes to an eight or nine, but my delivery goes up to a nine or a 10 because I get them in the right frame of mind. That’s an example of focusing on your delivery to get your overall effectiveness up. So let’s jump into communication. And you’ve heard me use this analogy before, Ryan, but I think of communication, successful, effective communication requires what? A message to not only be delivered, but to be received. Okay.
and acted upon. Because there’s one of these things, you know, my wife did this to me recently. She just looked at the flower beds around the house and she said, gosh, those flower beds need to be turned up. You know, we need to get the ground ready.
She didn’t say I need you to do a ray. She just said it looks like and I was like I was in a complete agreement Yeah, it looks like it that needs to be turned up for flowers to be planted here this spring Okay, I didn’t realize she was sending me a message her intent was to send me a message Would you dig it up for me so I can put flowers in tomorrow? I? Thought she was just sending me a signal saying I agree it’s cash those things need to be turned up That’s a difference between a signal Hey, those flower beds
Ryan Goulart (05:41.23)
You
Ray Kelly (06:03.355)
look like they need to be turned up versus the message. Would you mind turning those flower beds up for me so I can plant some flowers tomorrow? Difference between a signal and a message. So effective messaging requires a sender and a receiver and they both connect. My favorite analogy is a pilot landing an airplane. Okay, when they land on the airplane and successfully hits the ground and no one crashes, everything is good.
that we’ve had effective communication. Now with that, I want everyone to think about it. The deliverer of the message and the receiver of the message both have skill levels. Most communication focuses on the deliverer of the message. We have a lot of public speaking skills, we have lot of delivery of messages, we have all these different things that work on how we deliver messages, our tone, our presence, because we’re
I saw a statistic years ago, you may have heard this one before. What percentage of effective communication is verbal? The words you use. Very low. It actually is around 10%. 90 % plus of effective communication is nonverbal. So it’s back to the confidence you show, the tone, etc., etc. lead to effective communication. So let’s just talk about the analogy of the airline pilot is to deliver the message.
Ryan Goulart (07:09.854)
low.
Ray Kelly (07:30.927)
and then the receiver of the message is the landing. Whether it’s an airport, it’s an aircraft carrier, whatever you’re landing on is the skill of the receiver. So the deliver of the message, you can have pilots that have been trained by the military. They’re flying jets, they’ve flown planes for years and years and years. They’re top gun, they’re maverick, okay? That type of skill level. They can land.
and fly and do different things that no one else can versus the person who just grew up on a farm and they’re used to flying over the corn fields and dumping fertilizer and chemicals on their field or water or whatever it may be. Different skill level of the communicator of one of the Bavarik Top Gun school and the person who’s just used to flying on over the farm fields and stuff like that. Then you have the receiver of the message, skill level.
You have the person who is a very, very mature experienced listener. Okay. I remember early in my life, I was not a very good listener. Luckily, I had a good mentor said, Ray, you don’t listen very well, do you? Okay. Maybe not. My wife says that to me all the time, but when my mentor said it to me, she recommended that I put it in an IDP, an individual development plan. I remember for a year, that was my number one focus was.
my listening skills because I want to improve my landing so even the least skilled pilot could land their message effectively on my airstrip so I wanted to be two miles long in terms of the biggest jets can land on it a mile wide so the least effective person can land on it if such successfully get it across versus the person who is very ineffective at their listening Ryan is that person was like an aircraft carrier okay
The deck is only 40 yards wide. It’s probably 150 yards long. Only the most skilled pilot in the world can land on an aircraft carrier effectively, okay? Because they don’t listen very well. So I think one of the things about effective communication is understanding those two sides of this thing. Because again, the successful communication, effective communication, is a pilot landing on the airstrip, okay?
Ray Kelly (09:52.127)
Everyone’s surviving and then the action the intentions of the actions afterwards are actually taken and moving forward with clarity Okay, so there’s a lot there. I’ll pull up there because I know I’ve I’ve dominated the old axiom we have Two years and one mouth you should have that in your percentages when you’re communicating with the people
Ryan Goulart (10:12.46)
Yeah, well, I’m kind of breaking it apart too. So we’ve talked about effectiveness. What does effectiveness mean? It means that we need to dial down occasionally our rightness and improve our delivery to make sure that we’re able to communicate or at least be effective. And then when you add in the communication component where you have a sender and a receiver,
a signal or a message. What would be some recommendations now that we have that foundation established? What would be some recommendations on how one might be able to implement this idea? What does a, what does, and I will start with the sender because that’s usually where for the listeners on here, there might be thinking to themselves.
Ray, I have a difficult conversation coming up. have an effective, I have a one-on-one coming up and I want to say this one thing, but how do I get myself into that mindset? What would be something that you would, how would you coach that individual?
Ray Kelly (11:20.111)
Well, first and foremost is who is my receiver? Okay, who am I trying to deliver the message to and what is the message I’m intending to deliver? Okay, those are the first two things. Anytime a person gives a speech or presentation, they always say, who is your audience? Okay, when you’re delivering a message, who is your audience? So back to do I have to land on an aircraft carrier person is who’s
not a great listener and also maybe dealing with some challenges because if I can identify who the receiver of the message is, one of the things I need to evaluate is weather conditions. Okay, what do I mean by that is I don’t care how skilled a pilot you are and how skilled of a receiver of a message it may be, but if you’re trying to land your airplane, you land your message in a very volatile time, okay, the person just lost their significant other.
unexpectedly and also you decide it’s time to deliver the tough message to your brother okay that’s kinda like landing an airplane in high winds or tornado okay I would actually recommend hold off delivering the message for a while this is back to your rightness I’m at 10 on my rightness but back to part of my delivery is assessing the situation of my receiver
Okay, and also for me is the sender. Am I highly volatile in this situation? So I like the 24-hour rule. I’m highly elevated in my emotions. You know this better than anyone, Ryan. The amygdala, the emotional center of the brain gets so activated sometimes it hijacks the rational part of your brain and all of sudden, I’m gonna tell him because he needs to hear it.
It doesn’t go well. Almost all of the really bad communication occurs if you look back on it you were emoted and or the person you were sending the receiver was highly emoted. I love the 24-hour take a big deep breath even if you have to say to your brother hey this you’re not ready for this message right now I’m gonna come back tomorrow when I’m a little toned down and you’re also toned down.
Ray Kelly (13:30.693)
Okay, that actually is just one of most things to think about is the sender. You control that. When do you deliver the message and who do you deliver it to? There’s a whole bunch of elements. when I was, you asked me this question right up front, I’ll give you guys just a tip for effective communication. We had a speaker at our conference, think of a firm conference, is that, is it Mercurio? Mercurio? Mercurio.
knew I was mispronouncing it. And one of the things he talked about, he said an effective story is often 400 times more effective. Using a good story, 400 times more effective than a good factoid.
So all of sudden you say, hey, if you do this, you’ll save 10%. Versus all of sudden you give a good story or analogy, and all of sudden everyone saves 10%. Because everyone goes, I get it. It’s a good analogy or story. And one of the things you’ve seen me do throughout my career is I use analogies and stories all the time.
I even have think about it. I’m always thinking about I need to get through back to my rightness times delivery 400 times when you get a really good analogy or story that connects with that person. So for example, when I know my audience, okay, Ryan and Adam love Timber Wolf basketball. I’m gonna use a Timber Wolf basketball analogy about Ant-Man to get through to these two knuckleheads. Okay, if I use that with my mother-in-law,
I have no idea what I’m talking about. Okay, it’s just like that one doesn’t It is an NBA basketball for us. Yes, could be a superhero. So back but when Zach said that to me, I’d seen that happen. We’re trying to get across to a group or organization and all of sudden use an effective story which all of sudden becomes the rallying crowd of cry for the group.
Ryan Goulart (15:11.374)
Was that a superhero?
Ha
Ray Kelly (15:34.651)
versus, you need to play harder. So that’s one of things I’m always thinking about is how to use the effective story or analogy to get through. Because there’s three levels, and I’d write this down if I were listening. There’s three levels of agreement. So when I’m trying to get through to someone to potentially change their action and behavior, which often is the objective effect of communication, is to help someone change their behavior.
The first level of agreement is the rational logical. Okay, that’s the factoid. That gets to people typically when you give them the factoid, if you do this, you’ll save 10%. go, hmm, makes sense. That level of agreement basically opens the mind to the possibility. They go, huh, I can see that. It doesn’t necessarily get them to act though. It just opens up their mind.
The second level of agreement when I’m trying to communicate to someone is I get them to think about the emotional level. Okay, this is the thing that gets people to act. gets people to decide. It actually gets them to decide before they act. Okay, you use the story, you use the analogy. It gets the amygdala going and they go, huh, I gave a really good story that gets people to go off. I see that.
First level gets people to open their mind to the possibility. Emotional level gets them to decide. So Ryan, I know you know this question’s a riddle. You even know where I’m going with this. And that is five frogs are sitting on a log. One decides to jump off. How many are left on a log? I’ll say it for the audience one more time. Five frogs are sitting on a log. One decides to jump off. How many are left on a log? Simple math.
Ryan Goulart (17:19.608)
four.
Ray Kelly (17:22.031)
while playing along. Or the answer is five. And the answer is five because there’s a difference between deciding. The second level agreement, the emotional level, gets people to decide, but it doesn’t necessarily get them to jump. I need people to jump after they’ve decided. Okay, and that’s the physical level. Effective communication changes behaviors. It gets people to go, huh?
see that I need to do that I think I’ll do that and then go do it getting people to go do it is the most part important part of this effective communication unless we have a lot of communication everyone kumbaya sits there and agrees and agrees but if they don’t change their behavior yes this is what leads to effective leadership influence you want a person to change their behavior and I’m gonna give you guys a quick equation because I find that most
dissatisfaction ineffective communication okay when people are dissatisfied when I look at it dig into it there’s an old adage that’s a satisfaction equals expectations realized okay most satisfaction expectations realized most dissatisfaction occurs I found is because expectations were never set
So if I want to be a really good deliverer of messages, one of the things I’m going to want to be clear about is being clear about what’s expected. This is what I expect from you, which you can expect in return from me. Okay. And everyone gets mad or goes, yeah, that makes sense. Satisfaction equals expectations. Realize dissatisfaction most of the time occurs because expectations were never set one way or another. So what I have people do is I have them write this down as a, an equation.
for effective communication, effective expectations. So think about writing down these four equations. Okay, the first one already we got you right in this time delivery was overall effectiveness. This is the next one. Expectations plus support and follow-up equals builds trust. Say that again.
Ray Kelly (19:36.973)
Expectations with plus support and follow-up equals builds trust. Another way of saying that equals satisfaction. So you set clear expectations of what is expected of you, what is expected of me, and then you follow up and you do it. It’s amazing. It builds trust and you have satisfaction. Let’s go to the second equation. Expectations plus no follow-up or support equals erodes trust.
Thus dissatisfaction. So let me say it again. Expectations. You set clear expectations. What you can expect from me, what I expect from you. But whatever reason, someone doesn’t follow up and do what they say they’re gonna do, it equals erodes trust and dissatisfaction. We’ve all had that happen to us. Let’s get to the third equation. No expectations with support and follow up equals not very smart. Okay.
I have no expectations, but I continue to support and give you everything you need and stuff like that. And I’ve been bright.
Let’s get to the fourth one. See this one a lot. No expectations with no support and follow up equals wild wild west chaos. You can do whatever heck you want. I don’t care because I’m not doing anything around here to help you support you. You don’t have to do anything for me. Equals whatever happens happens wild wild west. So if I want to have a chance of effective communication and satisfaction of my communication which one would you choose Ryan?
Ryan Goulart (21:14.226)
well, I want the first one.
Ray Kelly (21:17.539)
least error on the side about being clear about your expectations What’s expected of you what you can expect in return for me? This is where I spent all of my time in terms of effective communication with folks not even worrying about the necessary the delivery yet What is it you want? So when my wife came out and talked about the flower beds need to be turned up and stuff like that
All she had to say is, Ray, what I would like for you is to turn those up for me by the end of the day so I can plant flowers tomorrow. I either say no or yeah. OK, I have a chance by being clear about my expectations.
Ryan Goulart (21:58.681)
Do you find in both coaching, consulting, leadership development, that oftentimes the individual who wants to have an effective communication, they’re like, Ray, I need some help. I want to be able to communicate this message. It’s going to, I think it’s going to be difficult. I don’t know. How would I structure this? Is your next question, what do you want?
Ray Kelly (22:26.811)
What is the outcome you’re looking for? Yes. What is the outcome you’re looking for? And then I have a model that I was taught at age 25. I got really, really lucky. Okay. I bet I’ve used this thing a thousand times. Ryan, you and I have talked about playing golf. Okay. For the people out there, was very much a novice golfer the first time I saw him swing at club. And not that I’m…
Ryan Goulart (22:53.454)
Still there.
Ray Kelly (22:56.443)
You still achieve in that. Still achieving that. And I remember having a little brief conversation with you about your golf game and you had no one had ever told you this. This is the same thing about effectively delivering messages, especially those tough messages. And it’s like having a golf coach come up to you and saying, hey, your stance is all wrong. You’re holding the club wrong. And that’s what I do with Ryan. Like, Ryan, you know, you should do this. And you’re like, really? Makes me I know I tried it. It worked.
Unfortunately, it didn’t work last week. I forgot what you told me. But then back to what I’m share with you as a foundational, again, a really effective communicator said at the foundation, if you wanna get better at delivering direct tough messages to people, follow this model. Get your stance this way, you’re holding this way and do it this way. And it’s called the whole message model.
Ryan Goulart (23:27.553)
Mm-hmm.
Ray Kelly (23:51.137)
the people just writing their notes whole message model then what I would like you to work write the words I see I think I feel I want and then write the word listen see I think I feel I want listen and this is a preparation tool when I’m going into delivering a whole message so back to the message my wife delivered to me about the flower beds
Okay, it starts with I see. Always this is the first thing it’s fact base it can’t be argued with. It’s very objective numbers or something you observe. She said I see the flower beds are not turned up. I’m like you’re right. I see. From what I see I think what we need to do is turn those things up. Someone needs to turn those things up so we can plant flowers and tomatoes in there.
She connected with what she saw to what she was thinking. Okay. Notice she didn’t tell me what I was thinking. Common error. Hey, I see this. Thus, I think you’re thinking you’re gonna go turn that up for me. Sometimes you’re right, I, you know, Ryan, are you very good at reading other people’s minds? No.
Ryan Goulart (25:14.378)
Absolutely not.
Ray Kelly (25:15.727)
This is part of effective communication. Don’t tell other people what they’re thinking. Hey, I saw that you were late. Thus, I think you think I’m not very important. Whoa, you jumped to a giant conclusion of what I was thinking based on one observable facts. This is what I’m thinking. But the orders are important. Always start with concrete fact-based observable, either data, facts, et cetera.
It’s basically delivering your message in concrete. like, boy, they can’t argue this. This is what I’m thinking. They can’t argue that because this is what I’m thinking. They may say, I’m thinking about it differently, but it’s completely different. The third one is really powerful because remember the second level of agreement? Ryan, what was the second level of agreement? Emotional. Do not leave the emotions out. This is what gets people to decide. It gets people to kind of go, I better do something.
Ryan Goulart (26:03.649)
emotional.
Ray Kelly (26:14.435)
Share with them what you’re feeling.
I’m feeling kind of motivated to get the flower gardens in. I’m kind of frustrated that you haven’t already done it. Okay? That type of thing, that kind of goes, oh yeah, she’s right. And what I want, this is why I watch communication all the time. This is what happened with Amy the other day. She delivered that message. She was a signal, but she didn’t become a message because she didn’t tell me what you wanted. I can infer she wanted me to dig it up. But she definitely wanted to say, I want you to dig it up today.
Ryan Goulart (26:25.346)
Ha ha.
Ray Kelly (26:48.379)
Not tomorrow, today, so I can get it in tomorrow morning. Oh, I see, I think, I feel I want. And for the person who’s a novice plane pilot, deliverer of messages, this is huge.
gives you a format so you’re effective in your delivery more often than you’re not. I see, I think, I feel, I want. I would write this out even the part that at the end of it says now listen. Hey what I want Ray is your agreement you’ll get this done sometime today so I can get the flowers in tomorrow. What do you think? And a person says yeah I got time today I’ll get that done.
Ryan Goulart (27:37.389)
So bringing this back to how we started the conversation where we have broken down effectiveness, we have broken down communication. We now have a framework to have a conversation that we could perceive as difficult. This is going to get philosophical in the next two seconds. How do I know that what I want is right?
Ray Kelly (27:37.499)
Thank you.
Ryan Goulart (28:11.468)
Because if my right, you’re back to your equation of rightness, how do I, I mean, how do I know what I want is right?
Ray Kelly (28:22.181)
Boy, I bet back to philosophical, I’m gonna give you a philosophical answer, because that question gets asked to me all the time as a coach. How do I know if I’m right? How do I know if this is the right decision? How do I know if this is the right speed in which they act? How do I know if I should hire this person? How do I know should I make this investment? It comes in different ways, but bottom line it comes down to how do I know if I’m right?
And my answer often is you often won’t for a long, long time, if ever. Okay. You have to use judgment as a You have to use judgment. How do I know if I’m right? If I discipline my child or not, will this be the right thing for her? And you’re like,
Maybe it is for this moment, but will this long term have a negative impact on my child? You may not know until they’re an adult. Or again, if ever. Was this the right decision on making this hiring or firing decision? I don’t know. We have these biases that try to confirm our decision for all the time. But often you don’t. So my answer to people,
is the essence of whether you’re effective or not. The essence of whether you’re effective or not is judgment. You have to use your judgment.
Ray Kelly (29:49.755)
And it’s back to me. That’s what they look at me up. You didn’t answer me, right? I’m just like, I don’t know the answer. Here’s the thing is, I hate to tell you this, me and my grandfather know everything. Go ahead and ask me any question and I’ll go, I don’t know that one. That’s my grandfather. That’s my grandfather. I don’t know the answer to all of this stuff. There’s some stuff I have confidence in, whether it’s the right decision. But how do
Ryan Goulart (29:50.274)
good answer.
Ray Kelly (30:16.985)
and you won’t for a long time. This is why, by the way, why people love to use sports and military analogies. Because the decisions were made and there’s a winner and loser. go, we were right about D-Day. We were right about letting Patton lead this. We were right about calling the play to the left versus the right because it worked out or it didn’t work out. They were wrong.
I’ve seen so many different things where a three point shot is hit at the buzzer from 48 feet with a hand in the face and then the coach gets fired on the team that the three point shot, if that hadn’t missed and they were with the champion, would they have gotten the big raise? And all of they’re a better coach. That’s crazy. But that’s how we were. How did we know? That’s why they love sports and military now is because there’s a rightness and a wrongness.
by who won most of the decisions how you discipline your child was it the right decision or wrong decision
Did I get the extra hour sleep or first to get on and get a workout in? I don’t know. If I find out in a decade how I feel later today would maybe impact that. Essence of effectiveness is judgment.
Ryan Goulart (31:40.662)
Well, Reese is getting ice cream for dinner then. thank you so much, Ray, for coming on. You’re always, what’s that? I’ll attribute it to you. Ray Kelly told me Reese gets ice cream.
Ray Kelly (31:46.24)
Those are… are… Those are Dad Weet-Tats, man. Those are Dad Weet-Tats.
Ray Kelly (31:56.289)
Off your first Mother’s weekend away, just you and the kids or kid. Man, what do want for dinner? I want Captain Crunch. All right. Oreos for dessert? Yeah, dad so much more.
Ryan Goulart (32:05.966)
Hahahaha!
Ryan Goulart (32:10.943)
Mm-hmm, best data word coming at you. Thank you so much, Ray.
