What Transfer Agents Really Do and Why Communication Decides Outcomes

Chaz Churchwell: What's going on everybody? This is Chaz, your host of the DESPAC podcast. It's gonna be a good one today. Uh, you may or may not know if you've ever spent any time in the capital markets ecosystem. There is somebody who is. Everybody, and his name is Seth Farman. Um, and what I mean by that is this guy is everywhere and somehow he manages to be all things to all people.

I, I just don't know how you do it, Seth, but you're, uh, you seem to be loved by everyone. It's just kind of how it is. But, um, I just take a moment, kind of introduce yourself and, uh, and your company real quick. 

Seth Farbman: Well, first of all, thank you so much for having me. And, uh, you know, don't, don't listen to anything that anybody tells you about me.

It's not true. And, uh, and I, and I think that that energy, you know, really goes back to the energy that people give off. And, and, and you're certainly abundant in good energy. So again, thank you very much for having me. Um, so I, uh, I run a company called V Stock Transfer. We're a, uh, traditional transfer agent, but, but I've been in this public markets, uh, fun and games for about 25 years.

With different hats. I was a securities attorney. I ran a, uh, an SEC filing firm. We ended up selling, uh, to Pierre Newswire, a, an incorporation firm. We sold to Walters Clore, a background check company that we sold to private equity. So anything to do with unsexy, boring compliance businesses in, uh, in the capital markets world.

That's sort of where I like to play. 

Chaz Churchwell: I love it. Okay, so speaking of high energy, if you're watching this right now, do me a favor. Smash the subscribe button so you can make sure that more content as it comes out, you get privy to that information. 'cause you're not gonna wanna miss what we have going on.

But Seth, you're a transfer agent. I want to know, like let's talk like I have a freshman in high school for a daughter. Tell me at that level, can you kind of explain what a transfer agent does? Like what's the role that they play in helping this private company that's going to go public? Um, how does, how do you help them make these stocks appear out of nowhere and like, and all of the sudden get moved around?

What's your role in all this to make it smooth? 

Seth Farbman: This is a great question and I'll try to break it down, but I will tell you that, um, you know, in explaining this in theory to your daughter, um, you know, I've got a bunch of kids in high school and, and grown up and forever they have no idea what Daddy does.

So I've tried and I've tried, so I'm gonna try again. Um, but uh, you know, the analogy that I give to them is like a pizza store analogy, but at the end of the day, for your audience, um, which is somewhat more advanced, but basically we are the gatekeepers. Of the cap table of the shareholder data and information.

And the way I look at it, Chaz, is that we have two customers. The first customer is the company and the board of directors. And they say jump and we say how high, uh, we take instructions from them in terms of issuing shares. But at the same time, I look at it as the other customer that we have as the actual shareholder, the person who's putting his hard earned money into this investment, and they want records, they want their certificate, they want to put it into their brokerage account.

So anything and everything to deal with the actual, um, securities. Of the company. Uh, we take that administrative burden off the plate of the issuer and onto our team, uh, sitting right outside my office here, 

Chaz Churchwell: so I appreciate that. Okay, so now for those of you all that don't know, when I tell you that this guy is, uh, is everywhere, he has about a thousand clients, and is that right?

I think you got about a thousand, right? Yeah, roughly just under a thousand. Got it. So you, you, you're working on. On a thousand different public companies at a time. What separates the ones like, 'cause remember we're talking about private companies that are watching, looking to go public, maybe doing it through a DESPAC.

What separates the ones that stay stable and credible post-transaction from the ones that are gonna struggle? 

Seth Farbman: I'm gonna give you. A one word answer and then I'll, and then I'll elaborate. I think that the word is communication and that that plays out in a couple of different ways. Uh, without being too long-winded, I think communication is important, um, on the, the day-to-day nitty gritty of operations.

And so very often a, a shareholder, let's just break it down real simple. A shareholder's got. You know, a thousand shares in this company and they want to transfer it from the books and records of the transfer agent. They're like, Hey, I want to get this into my Schwab account, really simple so that they can then have it at their broker dealer.

Then sell it. So very often there's a lot of miscommunication and, and rightfully so in understanding that process because their broker has to initiate the request. Um, then the transfer agent has to match that request. I always say we're like the quarterbacks, um, in a football game, like that shareholder has to be waving like, I'm here, I'm here, I'm here.

And then we throw it to them. If they don't put the request up. We can't, we can't hit them with it. And so very often we try to help companies just. Educate the shareholders that it's a process. Once you've got that process down, it's smooth sailing. And so I think communication from that standpoint is critical.

And, and the other thing that I think just in terms of their business model, what they're up to, what their intentions are, they have to constantly be communicating. I don't think that the ones that put out a press release in January and then there's, there's radio silence and then they resurface again, you know, six months later.

That doesn't, that doesn't convey a lot of trust. So True information. True. So yeah, communication is key. 

Chaz Churchwell: Yeah. And I mean that obviously that's not, it's not neurosurgery, you know, it's not, uh, it's not brain surgery. It's, that's one of those things to where every relationship under the sun. Communication is so clutch if you're gonna have an, a non-toxic, healthy relationship, I, I love that you put that the way you did.

So, okay, let's, let's stay kind of on that vein real fast. And when a SPAC announces a target, so that means this private company that's watching right now, they do a deal with the SPAC and they, uh, the SPAC target, um, they work with 'EM proxy S four, they go out, get announced. Um, what did they need to be thinking?

From a communication and visibility standpoint, like dive for me just a little bit deeper into that so that these guys can kinda like X's and O's, you said quarterback, so let's roll with the football theme. Right? Right. So kind of what are some of these X's and O's that they need to be looking at for their play?

Seth Farbman: Yeah, I mean, I think, I think by the time that they announced the DESPAC, um, they should, they should have run some of their, their playbook at that point in time. And like I, I'll just tell you, okay, 

Chaz Churchwell: real quick, what should they already have dialed 

Seth Farbman: in? Nothing. Yeah. I mean, because be, and, and, and what I'm gonna say is, uh, I'd love to come back on your podcast in another six or 12 months.

I'll tell you why. Because. Right now, all my experience has been as a service provider, right, as the transfer agent, working with the underwriters and the attorneys and the, the d and o specialists and like all the service providers. I know where you're headed outside. Yeah, a little bit on the outside, but I've recently joined the board of two SPACs.

Um, and so I'm gonna be like, even more so under the hood. Like, what's the play by play that people should be executing? But, but to answer your question, I mean, I think that the, they, they, the company's donors recognize that that clock. Starts ticking and it moves really fast. So, you know, as you know, as some of your audience knows from the time that they go out, they've got 18 months to find a target.

And, and people just think like, you know, I'll put the word out, I'll speak to some people, I've got some great management. Um, then they have connections. But you blink and before you know it, three or four months have passed. And now it's like uhoh, like we, we better start rolling up our sleeves a little bit more.

And so I think that, that, that, um, heavy lifting has to be done beforehand to find the targets. 'cause the last thing that you wanna do is make a decision or bring a potential, uh, acquisition to your, to your shareholders. When your back is up against the wall and they know that. Yeah. Listen, I know you guys have six weeks left and so this is just like a hail Mary back to your analogy.

So, um, you know, I think it's just a matter of constant communication, uh, with the shareholder of the board. Um, and then just trying to find, uh, that diamond in the rough as the, uh, as the acquisition target. Okay, 

Chaz Churchwell: so when we're talking, thinking, um, about specifically from a transfer agent standpoint. Do they need to be talking to a transfer agent, like ahead of their S four popping out, or, um, is that something to where they can wait until just a, a week before DESPAC and, and bring somebody on board?

Seth Farbman: Right. No, it's a great question. And, and there are times that some of, some parts of the process are just, the ball has dropped and people wake up like too often sometimes people wake up two weeks before they start, before they list on nasdaq, and they're like, did you take care of DTC eligibility? No, I thought the underwriters did.

No, I thought the, the lawyers did. And then, you know, it's a scramble to try to, to make, to correct some of those wrongs. Um, but in terms of the transfer agent, that is typically brought on. Um, I'd say anywhere from a few weeks to a few months before the initial S one is filed for the spac uh, entity. And then once they do that acquisition, you know, 10, 12, 18 months down the road, um, that SPAC will continue on, uh, after the DESPAC for the life of the surviving entity.

But the, the appointment is beforehand, 

Chaz Churchwell: so the surviving entity is just. Stuck with whatever transfer agent they had stuck

Seth Farbman: or blessed, depending on how you look at it. But yes, the answer is yes. Typically, once you start with that transfer agent, um, most often you're gonna end up, um, staying with that transfer agent.

Chaz Churchwell: Got it. Yeah. See, that's, uh, that's really good to know. So let me ask you this, um, on from that communication standpoint, how, how good of a relationship do these go forward? Companies need to start working to build with your team? Like, 

Seth Farbman: so that's a, that's a, that's a magic word in, like you said before in, in any of our businesses, right?

Is that relationship. And, and I'll tell you like this, you know, very often the shareholders or the investors, they don't necessarily understand that the transfer agent is a third party to the company. At the end of the day, we are that window between the shareholders and, and the issuer. And so unfortunately, there are times that if that.

Communication or understanding of that relationship is lacking. It can have, it can have some serious financial repercussions. I'll tell you a quick story where, again, as an outsider, I was an investor in a spac and, uh, you know, as, as they often do, it's $10 at, pretty much at the outset, and it hangs out at about $10.

And then they were doing the deal. I reached out to the transfer agent, totally doesn't matter who it is, and I said, Hey, can I get my statement? Because I, I just want to get my affairs in, in order so that I can benefit from this opportunity. And they said, well, you need to, uh, you need to mail that in, mail that request in.

And I was like, yeah, yeah, yeah, yeah. I'll email that in. Like, no, no, no. We mean mail it in. I'm like, mail it in. We're in 2025. What does that mean? And um, and they said, well, because you own the shares in a corporate name, you can't do it online. I was like, oh, this is not gonna, I, I could tell what I'm in for.

So we mailed in the request. A week or two goes by, we get our statement and it had a misspelling of the name. Again, not necessarily their fault, but it was misspelling, called them up, Hey, can we get that corrected? Can we email you the correction? No problem. Just mail it back and, uh, tell us what you need fixed.

I'm like, literally with stamps again. And we did that process. And Chaz, I kid you not six to eight weeks later, we got our document. We got our statement. Stock was under a buck 50 at that point in time. Yeah. So having that relationship, communication, pick up the phone, shoot an email log onto the portal, sounds like basics, but it, it could be the difference between, you know, a buck 20 and $10.

Chaz Churchwell: I'm with you. I'm with you. Yeah. It's, uh, it, it's genuinely one of those things to where in, in the transfer agent ecosystem. Who a SPAC team has as their transfer agent matters. It can, uh, like post combination. It can make your life. Um. It, it, it can make it difficult or it can be a blessing. It's so true.

So, uh, speaking of the operate, like just kind of pain points, what are some of the pain points that you see when you have this new public company going forward? Uh, they've completed the DESPAC. What are some of the pain points that you see that they, uh, that they come across specifically from a transfer agent side?

Seth Farbman: From where we sit, we see, we see some crazy things, right? On a day-to-day basis, we're speaking to shareholders. Did I 

Chaz Churchwell: see your stories that you put out on LinkedIn? Uh, yes. Crazy. 

Seth Farbman: All the time. As as I'm sure you do, as I'm sure you do. Um, absolutely. You know, again, I think it's a question of just education, educating the, the shareholders, because listen, at the end of the day.

A lot of the, um, investors in these deals are, um, SPAC sponsors and well-educated people and funds and, and deal guys. And like they know the drill. You don't have to spend the time educating them. But, um, because SPACs have been somewhat hot, there are uneducated, uneducated in the capital markets. They could be brilliant like biotech and pharma engineers, but they're uneducated in the capital markets game to the point where it cha we've had calls where.

Stock goes down, shareholder calls up V stock as a transfer agent and says, well, stock is down today. I'd like to get my money back. Can I say, can I get a refund? And we're just looking like, we are not Walmart. You cannot show us a receipt and we'll just do a quick little exchange and then send you out the door so they don't understand the mechanics of, you know, the, the timing, the, the units, which we don't have to get into, but the units and the warrants and the break offs.

The, the better job that a company can do, educating everybody, I think the, uh, the better position that they'll be in, be in for the long term. 

Chaz Churchwell: Got it. I like it. I like, okay. Now I want to, like you, you mentioned a few different things over the past, couple of questions I asked you, so I kind want, I want to hit you with something you said that once the SPAC team does the deal with the transfer agent, the target company.

By, by default, kind of ends up married to that transfer agent. So what is it within that relationship that becomes, if not immediately, eventually adjustable? Is, is it something to where it's completely, um, IM malleable, or is there some flex and changing that can happen in the relationship down the road?

Seth Farbman: It's a good question. I mean, the, the, at the end of the day, it's, um, the core answer to your question is it's a contractual relationship, right? If you're gonna be just very unemotional and cold about it, it's like, Hey, you signed the five year term. The new guys just inherited it. You're stuck. But at the end of the day, you and I both know.

Y you know, you probably run your practice very, very similar to the way we do is that nobody wants to twist arms to force people to work with you. You want, you want people to work with you because they love you, they respect you, they appreciate you. That's, that's the type of business everybody wants to run.

Chaz Churchwell: People love to do business with people that they like. 

Seth Farbman: That's it. Right? And so at the end of the day, the goal is really to, when, when the new management comes on, you know, pick up the phone, call them, speak to them, um, gauge how educated they are in the process. Um, you know, explain to them, or at least we do, no question is, is too silly.

Um, we can do as much handholding or as little handholding as you want, but at the end of the day, it, it, it is a contractual relationship that they're inheriting. So. From the get go, you just, you, you just wanna make that a, a great experience for, for the company and for the shareholders. 

Chaz Churchwell: I like it. Okay.

Now I want to, uh, I want to kind of shift gears for a moment and I want to talk about who. You are who Seth is because, uh, we talked about people love doing this. Thanks for joining the 

Seth Farbman: podcast. We're gonna end right here. No, I'm just kidding. We don't have to talk about me, but 

Chaz Churchwell: happy to, happy to answer any questions, man.

We got to, we got to like, I, because I believe that you are somebody that's worth talking about as an individual. Um, I, I know that whenever. You go to conferences, um, you're, you're always working the room. You're always incredibly humble. You're always edifying the people that are around you. Um, you have an amazing spirit about who you are as a person.

You're very caring and compassionate, and I, I see you trying to find ways to pay it forward, and I appreciate that about who you are as an individual. Um. Uh, and, and that's part of, I mean, that's part of why you're here, is just because I know the character of who you are. And so, and, and so if people, if you're watching this, I want you to know that this is a, a man of great character.

And so, um, for me, I want people to know like you're a guy who. When everyone's going wild at after party cocktail hour, you're kind of on the fringe and, and like just kind of, um, hanging out, being there, but not really in the, the craziness whenever, uh, when it hits a certain time and the bell rings, you're off to bed early, um, you've got.

Uh, you've got a, a wife, and I believe you might have enough kids to fill a, a hockey team bench. Um, like I, I mean, it's the, there's so much to who you are. I would really love to know from you, um, what is, like, what, what's your motivator? What's your driver that causes you to be the guy that you are? Just no wrong answer.

Yeah, that's 

Seth Farbman: an overwhelming question. So let, let's break that down. Let's unpack that. 'cause you asked a lot of good questions. Um, and I don't know if you're so different, right? I mean, you and I have had some conversations about your 4:00 AM gym workout, so, you know, I know, I know a little a thing or two that goes on over there also.

And so listen, at the end of the day, let's focus on your comment about the working the room and working the conference. I'm gonna, I'm gonna give you the, the, the inside scoop here is that I do it outta necessity. Um, and I learned a, i, I, I learned and I try to continue to learn from my original partner, shy Stern back in the day.

My personality is probably, Chaz, one of the most antisocial guys you'll ever meet. Meaning if I had my pick, I'd much rather stand in the corner of the conference, like pretending to be on my phone. Then walk up to a stranger and say, Hey, my name is Seth. How's it going? What do you do? What's your name? I, I, I just, it's not my personality, it's not my DNA, but 

Chaz Churchwell: you and I actually, that first time we ever talked in person, you were doing that exact thing.

I was 

Seth Farbman: hiding in 

Chaz Churchwell: the corner few years ago at, uh, at the deal flow conference in uh, Jersey. 

Seth Farbman: That's right. That's right. But, but, but you know what I found that, like in business. Number one, you have to, you have to force yourself. Sometimes you have to force yourself to get out there and meet people. But what I found, and that goes to your, to your point about introducing people, pulling people into a circle around at a conference, is that I find that if I can offer value.

To someone, then I don't feel as uncomfortable in either engaging with them or having a conversation. And, and so if I'm in a room and I know that this guy is looking for a banker or an underwriter, or this guy is looking for a bridge and this guy is looking for, uh, a, a way to get onto NBC or Fox five, and I know who those people are in the room, I'm gonna make sure to just make those introductions.

So, yeah. I'm hoping that, that the karma comes back and, um, you know, it's, it's, it's something that I saw s shy stern do 25 years ago and I've tried to, to replicate it at my level. And, uh, you know, I think a lot of the grades do do that. That very same thing is just continuously try to find reciprocity and that by doing that you will organically stay top of mind presence for all the people that you wanna get in front of.

Chaz Churchwell: Yeah, man, I, uh, I, you ever heard of Zig Ziglar? 

Seth Farbman: Sure 

Chaz Churchwell: he zig one of his most famous taglines is if you help enough people get what they want, you can have anything that you want in life. 

Seth Farbman: Great line. 

Chaz Churchwell: It is a great line and I, uh, it's something that I've held onto and it's something that I see in you and, uh, and so a lot of respect for that.

Continuing on. 

Seth Farbman: Thank 

Chaz Churchwell: you. Um, I know that there was, you had multiple layers to that response. I don't wanna stop you. 

Seth Farbman: No, it's, um, you know, listen, as far as the, uh, the after parties, that's a personality thing, right? I never grew up with that. And so, you know, it's not necessarily, it's not like I have this drive to be there and I'm like forcing myself to turn in early.

Um, but yeah, and you know, life, life on the road is not easy. You mean you, I've seen you at a ton of conferences recently. And, uh, you know, I've been doing it 24 years, and so at the end of the day I pound, like, I pound those conferences. Um, you know, whether it's from 8:00 AM to 4:00 PM or 5:00 PM and then either before or after, you know, I wanna hit the gym, I wanna, you know, hit the boardwalk or, or whatever the case is.

Um, but, uh, but so that's, yeah, that's, that's probably just a, a DNA thing. Not that there's anything wrong with, with, with some of the conferences, some of the, uh, performers are great. Um. Uh, and yes, I, I'm gonna admit my ignorance, I'm, I'm a big basketball guy. I don't even know how many players are on a hockey team bench, but I've got seven kids.

So, um, it, uh, it keeps us busy and, and thank god that's, uh, that's part of the hustle, you know, got tuitions to pay, 

Chaz Churchwell: you got to tuition in a pay. New York schools are not cheap, so, man, Hey, um, let me, I wanna flip, I wanna flip the script a little bit and I want to talk to you about. Um, uh, when a new company is gonna be public, they're coming out of the DESPAC.

Uh, obviously stock awareness. I don't think that enough companies realize how mission critical, especially if you're a company with a, with a market cap under $4 billion, $5 billion. The truth of the matter is, even though you're doing a great thing, like you've got a, a wonderful company you're building, I don't think that these companies realize that most people just don't know who you are.

You know? And there's, there's 6,000 other stocks that are out there on NASDAQ and NICE e that are like, that are floating around. And how do you get attention drawn to you? Right? So I would love to hear from you because you are somebody. That you actually do some very interesting and unique things on LinkedIn to give some, call it executive visibility to these public companies, um, utilizing LinkedIn.

And I, I would love for you to unpack what that looks like. 

Seth Farbman: Thank you for asking that question because it, it is more of a passion of mine to try to help these companies and really any business recognize the, the ability to leverage a platform like LinkedIn, social in general. But, you know, for our purposes, LinkedIn, which, you know, you do a, a fantastic job at, um, you know, I think that too often.

At least back in the day, five, 10 years ago, the extent of IR was you go public, you ring the nasdaq, they throw the confetti, you have some champagne, and you expect that by putting out one single press release, everybody's gonna. Right, right, 

Chaz Churchwell: right. 

Seth Farbman: Because, because every, every CEO loves their company and they love their own story and they love their own success.

And it's like, who wouldn't want to run out and buy my stock after they read that press release? But you know, whether it's the times that we're in, there's a lot of white noise, and like you just said, there's thousands of companies to choose from where Yeah. An investor could put their money. And so what we encourage, um, anybody that I speak to, private or public, it could be law firms, it could be, uh, bankers.

You're not really a law firm, you're not really a banker. You're a media company who happens to practice law. And I'm not, I'm not the only one that says this, right? Everybody in in marketing has been repeating this. Um, so you're a media company and oh, by the way, you might be a biotech and a pharma or insurance and and whatnot.

And so, um, we try to do is encourage these CEOs to, um, you know, whether it's with us at Shared Media or anybody else. Leverage, leverage. The, the amazing the world that we're in with video and with content and with AI to, to tell your story. Um, I'll just tell you quickly, most CEOs will respond or many will respond.

Come on Seth. I'm a private guy, or I don't do anything exciting. Nobody really wants to follow my story. I'm not like one of these influencer types. So I, as an exercise, I said to this guy, Jonah a couple years ago, I'm like, Jonah, let's just. Humor me. What are you doing next week? And he is like, well, yeah, I've got a board meeting.

I'm like, okay. People wanna know about board meetings. Like, where, where, what? When? Yeah. I was like, where's the meeting at? He's like, well, one of our board members has a villa up in the Swiss Alps, so we're all heading out there. I'm like, come on, you guys are, we're meeting the Swiss Alps in a villa by the fireplace.

You don't think? Yeah. His life sucks. Would love to relate to that or like, just like, see that or anything. He's like, yeah, I guess you're right. I was like, all right, Jonah, when you get back, just send me all the pictures. We'll create the content for you. A week goes by, two weeks go by. I forgot about it.

And I was like, oh, yeah, what have happened? Hey, Jonah, whatever happened to those pictures that you were supposed to send me about the, the board meeting? He is like, oh, I forgot. You know, I'm not really trained to think like that. I was f you have to train yourself to be a media company and I think that the, uh, the eyeballs will follow.

Chaz Churchwell: So I, I will tell you one thing that, um, because man, you're so right from, from that media perspective, like nobody's gonna toot your horn for you. You have to do it. And if you think right now, like you mentioned like Charles Schwab earlier, Schwab, you know, they got their commercial, whatever, right? Right.

Um, if, if you think about, if you look at your current portfolio of holdings. You probably have somewhere between 20 to 70 companies in your portfolio, right? 

Seth Farbman: Right. 

Chaz Churchwell: That means that you're only holding a quarter of a percent to 1% of the public companies on Nasdaq and NY C. So it, it comes down to CEOs struggle, a lot of CEOs, and you've got to, you've got to have a big personality to be a CEO on a public company because you're gonna catch a lot of heat, right?

But, and so, like, you have to, you've gotta have that swagger about you, but you also have to have that humility to where you gotta realize. People are only holding a quarter of a percent to 1% of all public companies on Nasdaq and NCI and their portfolio. Why you? Why would it be you? And you have to make them know that you're there.

And so what you're doing with Share Media, I, I actually think is a, a beautiful thing. It's a brilliant thing and uh, and I think more people need to be diving into that and bolting onto it. 

Seth Farbman: I appreciate it. And, and to your point, like when you've gotta cut through the noise, it's also that, you know, you said people wanna do business with people that they like, they also wanna do business with people.

Just people not logos. And so if, if, if a shareholder or a potential investor has an opportunity to, or, or not even invest, right? Even work with, let's say you've got a choice of let's, let's go outside of both of our professionals. Let's say you've got four lawyers to choose from. Um, and you know, this personality, this price, it's pretty much all equal in terms of experience and price.

If I see, and it's gonna sound simple, but it's not. If I see that this attorney, you know, has a passion for Formula One or um, or cars or tennis, and that's why love, I'm going with that guy because we connect as people. And so that's something that is really important to try to get out there and in a professional way, but to really let people know who you are, what you're about.

Chaz Churchwell: So true it, man, that's so true. And. With that said, um, when are you gonna take me to a Knicks game? 

Seth Farbman: I actually, my kids are big nets, more nets than Nick's, but, uh 

Chaz Churchwell: Oh, really? 

Seth Farbman: I'm a fan of the sport, so I, I just love watching it. That's all. 

Chaz Churchwell: Dude, I, I, I feel you like my house. Um, as for me and my house, we will serve the Dallas Mavericks.

So, um, where we are. Big fans of the Mavs. So 

Seth Farbman: you, you know what? We, you would've, you would've appreciated this. We haven't done it in maybe four years now, maybe five. But, um, a couple years ago we rented out the Barclay Center and we invited 120 CEOs, CFOs, attorneys, insurance guys, bankers, Chaz, everybody's fun and games till you get on the court.

I'm telling you, watch out the trash talking that starts, it is off the charts. Uh, but it was great. We, we broke it up into teams. We rented out the, the, the Barclay Center. We played it on the floor. Uh, we had, um, you know, networking and hor d'oeuvres on the side for, for those who didn't wanna, you know, play.

But, um, but it was awesome. So, you know, you mentioned basketball. That's what you gotta do, what you love, 

Chaz Churchwell: dude. Um, honestly, I would've been afraid if I had been invited. I would've been afraid to go out there because I would think that everybody would probably hate me by the time it was all said and done.

Seth Farbman: Right. A couple of elbows, 

Chaz Churchwell: like just, I, I mean, obviously I'm not the smallest guy that's gonna be on the court, and I'm fairly agile, but it even more than the, the pain, it, it's this, this would've gotten me in trouble out there because I, I, I, I do, man, I run my mouth a little bit whenever I'm competing. And, uh, and I don, I don't want to be that guy.

I don't wanna let the ugly side of me come out with all the people that I work along. I'm 

Seth Farbman: sure you would've been fine, but, uh, what, it hasn't been available in that, in that same format. So we, we haven't participated. Listen, maybe we'll do pickleball. I mean, you could get pretty, uh, pretty smart mouth with, uh, with pickleball also, I guess.

Chaz Churchwell: Maybe, I don't know. I, I tried to play that with my wife one time 'cause we have it in our, in our, in our HOA, there's pickleball courts and she's like, let's go play. I went out there just wearing slides and she had her, like, her tennis shoes on and she's like all over the place and I'm just like, 

Seth Farbman: yeah.

Chaz Churchwell: She's busting a sweat and I'm just like, seriously, what? What is happening here? So, I don't know. It, it didn't, uh, it didn't get me, didn't really get me moving around too much, but man. Hey, with that said, I wanna make sure that I'm respecting your time. I know we've been going now for about 40 minutes, and I know that you've got a busy afternoon serving your 1000 clients with V Stock.

Not to mention all of the other clients that Share Media is crushing it for, uh, Seth Farman. You've been phenomenal to have on the show. Thank you everybody. If you have not hit the like button or the subscribe button, please. One more time, I'm asking you, you don't want to miss what's coming down the pipe.

If, uh, if you're watching this one, it's probably gonna be broken up into shorts and there's more from Seth. That you don't want to miss, along with other amazing service providers anDESPAC teams. Again, my name's Chaz with churchwell Insurance Agency, your host of the DESPAC podcast. Have an amazing day.

Seth Farbman: Thanks, Chaz.