Launching Lyx: ‘Gatorade for Dogs’

Introduction:

In this week’s bonus episode, special guest Dylan Jones shares his entrepreneurial journey, which includes serving in the Air Force, a Master’s degree in business analytics, a failed software business, and a brand new consumer packaged goods startup that draws on his knowledge of military working dogs—most importantly that it can be a challenge to keep military dogs (and pets) hydrated. Jones came up with a solution and started selling it at farmers markets where he would simply announce, “Hey, I have Gatorade for dogs.” That drove interest and sales, but not enough to make money. And when his wife delivered their second child, Jones started thinking about maybe selling out his inventory and looking for a job. But then, at one of the last farmers markets he planned to attend, he ran into an investor. That led to a conversation, an investment, a reformulation, a rebrand as Lyx, and a product that is now rolling out with big aspirations, especially for a solopreneur. As Jones puts it, “We want to be the Kleenex or the Google or the Apple of dog hydration.”

— Loren Feldman

Guests:

Dylan Jones is founder and CEO of Lyx.

Producer:

Jess Thoubboron is founder of Blank Word.

Full Episode Transcript:

Loren Feldman:
Welcome Dylan, our special guest today. It’s great to have you here. Dylan, you’ve had a very interesting journey to building a business. Maybe we could just start with: How did you end up becoming an entrepreneur?

Dylan Jones:
I think it was really kind of rooted back when I would watch my dad work for himself growing up. He had this tractor mechanic shop here in the city that I live in, and I always just watching him.

Loren Feldman:
What city is that?

Dylan Jones:
I’m here in Fort Worth, Texas, just right outside Dallas. And he had this tractor shop, and I always just watched, growing up, helping him out, meeting with customers, and the relationships he would build—and his ability to be a problem solver. And I think that really just stuck with me.

So, a little bit about me: After high school, I graduated high school, and I went into the Air Force, and I really felt like I gained a sense of independence and work ethic. And while I was in, I really fell in love with education, and that ended up taking me to Texas Christian University where I studied entrepreneurship, because I would just think so much about my dad and his business that he had. And during that time at TCU, when I was studying business, that’s when I just really fell in love with being an entrepreneur and this idea of entrepreneurship and wanting to go out on my own and start something myself.

Loren Feldman:
Tell me about your experience in the Air Force, Dylan. Because for someone like myself who has had no such experience, I think we tend to think of being in the service as a position of following orders. How did that give you a sense of independence?

Dylan Jones:
Yeah, it definitely is. You definitely follow orders. You do what you’re told. I mean, sometimes we’d joke and say it’s the easiest job in the world, because all you have to do is just show up where you’re told and do what you’re told. But really, a sense of independence came, for me, from the fact that when I was in the military, I was a carpenter. I worked with the civil engineer squadrons, the civil engineer units, and so we did all the projects on different bases and deployments. And when you’re doing construction projects, especially for customers, there’s quite a bit of independent thinking and problem solving on how you’re going to get from point A to point B.

And that time spent talking with those customers—really deeply understanding what they were trying to communicate and then how you can build something or create a solution to what problem they’re experiencing—really reminded me of the way my dad was a problem solver and the work he was doing and the relationships he would build with his customers. And you’re doing this type of work without someone who is telling you how to do it.

I was on a job once, and I was building this door. And I kept going back to the shop where we all meet and stuff like that. And I kept going to my senior sergeant and asking him a question, “Hey, what about this?” “Hey, what do I do here?” And I just kept going back all day to him to ask questions. And I remember one time he was just like, “Look, I don’t care if you break the whole thing, and we have to buy a new door, or whatever the case is. Don’t come back anymore with questions. Just go out there and do it. Just just build. Just do what you think is right.”

And so, really, that was a moment of that sense of independence, that freedom to realize, like, “Hey, we’re all just doing the best that we can, and we’re doing things that we think are right,” and sort of that wisdom, that I always thought my superiors, those sergeants, those who came before me, how they could always solve the problem or they knew what to do—it was just from figuring it out over and over again and trying and failing but not being afraid to take that risk and do what they think is right. So, I think that’s really kind of where that sense comes from.

Loren Feldman:
That sounds like perfect training for being an entrepreneur. So then you went to TCU and studied entrepreneurship, and again, that’s kind of interesting, because, as I’m sure you know, a lot of entrepreneurs—there’s kind of an anti-academic streak, a sense that you can really only learn how to build a business by building a business. Did you find the education useful?

Dylan Jones:
I really did. And I really just loved it. I found it useful because it gave me a language of business. Before going to TCU, I didn’t know anything about accounting or what a balance sheet is, or how to get a gross margin or a net income, or the differences between them, or different marketing strategies, or corporate governance, business law. These are very foundational things that are really important when you find yourself as a solo entrepreneur, kind of having to wear every hat. And also it helps with deciding if an opportunity is worth your time and how you measure that.

That’s what the foundation of going to business school really helped me with. Now, I’ll say, the caveat to that is, sometimes entrepreneurship students create the worst businesses, because they’re business students. Their domain expertise while going through school is the business side of things. And so I really learned at TCU how to work cross-functionally between different colleges—so the College of Science and Engineering and finding subject matter experts when you have an idea for programming, or the design school or different things like that—and realizing that there’s students all across campus who have really great ideas, but are looking for someone like an entrepreneur with the business background to bring it to market and make it thrive.

Loren Feldman:
The conversations I’ve had with some entrepreneurs is that they did get that kind of grounding that you’re talking about, in terms of learning accounting or some of the fundamentals of marketing, but that actually running a business was something that they had to figure out on their own. Has that been your experience, too?

Dylan Jones:
Yeah. The fundamentals of business—a unit of something times a sales price is revenue—that’s just a fundamental of business. But running that business, how you’re making the product, the relationships you’re building, how you manage those relationships, what does it feel like, actually, when you’re an entrepreneur, and you’re going off on your own, and you’re working without an income? How do you teach risk like that in a class?

You can teach it in a spreadsheet to say, “Hey, you’re gonna lose this much money until you turn profitable in this venture.” And that’s one thing. But it’s a different thing on: How do you live through that and sleep at night? How do you find mentorship? Who’s going to mentor you? What communities are you turning to? So, I think these are things that aren’t taught in the textbooks of business school.

Loren Feldman:
So what did you do after TCU?

Dylan Jones:
Well, I actually didn’t wait. I started my first company while I was in school. Because I figured to myself: I have all of these leading experts in every field right here. Why wait until I’m gone, and then you’re trying to ask them questions? Just do it while you’re sort of on the payroll, or you’re paying for the time.

Loren Feldman:
Did a lot of students do that, or was that unusual?

Dylan Jones:
I think it was unusual, in the sense that I was a later-in-life college student, so I already had eight years of experience in the military and knew management and how to build teams and things like that. So, I was a little more just ready to get going than those who are looking for internships and their first experience and stuff like that.

But, yeah, I just decided I was going to start my first business, and it was a defense-contracting business. And I was working to commercialize military software to help out with military working dogs and track the analytics of their training and the organizations and the health and so on, like an ERP system.

Loren Feldman:
Was this an opportunity that you were aware of because of your service? Were you working with dogs as a member of the service?

Dylan Jones:
I was not working directly with dogs, although, whenever you would deploy or go on base, they were sort of like your first line of defense. They would check cargo. And being in construction, I would go off base and bring lumber and other materials back on, so they would always check us out and make sure nothing nefarious was trying to make its way on base.

And we always joked that if these dogs have a cough, they’re going in for an MRI, because they’re just such high-value assets to the military. Like, they were taken much more seriously than we were. [Laughter] And it just always looked like a really fun job to have, just to be a dog handler in the military. I always thought that was cool, but I didn’t work with them. I just remembered these experiences and how much these dogs mean to us. So, when I had the idea or the opportunity to work with some military software that was being used with soldiers in the battlefield, and we were adapting that software to also be used with military dogs, and that was a combination of my experiences in the military and also what I was learning in school in terms of defense contracting, technology commercialization—these things that I’d never been exposed to before.

Loren Feldman:
How did that business do?

Dylan Jones:
It did well in the beginning. We were winning defense contracts and building software and working with different military units. And we went for about four years: three of them really, really good. And then the last year, the contracts, they just stopped being awarded. We stopped winning them, and we just didn’t have the resources to continue to do the business justice, and that’s when we had to make the decision to shut it down and stop what we were doing.

Loren Feldman:
Do you know why you stopped winning those contracts?

Dylan Jones:
You know, there’s so much discussion, or speculation, I guess. We were getting to the level of contracting that was going up beyond localized bases and looking to implement our software across the DOD. And once we started to get at that level, there were a lot of conversations being had at the Pentagon, and the program that we were looking to displace was Congressionally mandated and funded. So I think I just started to find myself in a bigger situation than I knew how to handle, maybe. And we just couldn’t disrupt the legacy system that was in place.

Loren Feldman:
How big had the business gotten?

Dylan Jones:
At our largest, we were about five part-time and some full-time employees, and we had a handful of advisors who were involved in the business. We were recognized in Forbes and did a high-tech accelerator, and at the time, I guess you could consider us the leading defense contractors in military working dog technology. And I really thought we were going to get it over the hump there for a while and implement a new system.

Funny enough, though, now that I’ve been out of it for a couple years, I’m seeing the military starting to write requests for contracts very similar to the stuff I was proposing. So it may have just taken them a little bit longer to come around and realize like, “Hey, this AI boom thing is real, and maybe someone was trying to tell us something a couple years ago.”

Loren Feldman:
Did you have to raise money for the business?

Dylan Jones:
Yeah, I did. We raised money through the Technology Accelerator we took part in. It’s called Ocean Accelerator. It’s out of Cincinnati, Ohio, and it’s the only faith-based technology accelerator out there—at least at the time. And it was a phenomenal experience. We raised about $75,000 through them, and then the rest of it was contract. We were doing contract revenue with the DOD.

Loren Feldman:
How difficult was it for you when you had to shut down the business and tell your investors and close up shop?

Dylan Jones:
It’s one of the worst things when you kind of come to the end of the road, and you’re left out of possibilities or ways that you can pivot the business into something. And luckily, our investors were high-risk investors. They understood the risk that they were taking and helped us out the best they could with the closing-down process, and same thing with any vendors or anyone that we had. Just having that conversation up front and being in communication with everyone along the way makes things easier and not so much of a shock or a surprise. So, definitely learned lessons there.

But yeah, it wasn’t a happy time, but it was also a time of relief, in a sense, because it was just getting so difficult. And you could just feel the business getting choked. And when we all decided to just just stop and close up shop, it was kind of a moment of relief and like, “Hey, we’ve done everything that we can. And we can start to move on and just reflect on what we did here and what we accomplished.”

Loren Feldman:
Did you know by the end what you wanted to do next, or did it take some time to figure that out?

Dylan Jones:
No, I hadn’t identified if this was going to be the best opportunity, but I had an idea, and it was how I got into what I’m doing now. So as I was ending that business, I had positioned myself to be a person who learned all these different pieces of research or projects that were going on with military dogs. And sort of like I mentioned in the beginning how entrepreneurship students sometimes start the worst businesses because they’re not the subject-matter experts, I had turned into a certain subject-matter expert in this community and with these dogs and technology and research and all this type of stuff.

I knew I wanted to stay within this space that I had put myself in over the last few years. There’s some research being done with military dogs and their hydration and getting them to drink more water when they are active and on the job and working and stuff. And I thought that was really interesting, because military dogs are the most well trained dogs in the world, right? They can jump out of planes and apprehend suspects and sniff out bombs and drugs and do all these incredible things—and they were having trouble drinking water. And the problem the military was having is their dogs are just excited and enjoying being on the job. And it’s hard for the handlers to direct the attention of the dog to the water bowl and get them to drink water when they need it, because the dogs just want to keep working. They associate it with play.

And so I thought that was a really interesting piece of research. And I thought to myself, “Is this something that other pet parents experience?” Like myself, just like with my dog. And so I started to kind of just observe my dog, like take him for a walk and just see what he does afterwards. And I would notice the first thing he would do when we would get home from a walk is just want to lie down on the tile, and he would be panting, and he would just look really hot, but it was very difficult for me to get him to drink water.

And so I started to mimic some of the research being done and how they get the military dogs to drink water. And when I would do this, and we would go on a walk, and we would come home, my dog—his name is Miller—he would just pass out. But I’d bring him over a sample of the solution they would use with the military dogs, and he would just drink his entire water bowl. He would lick it clean, and his tail would be wagging, and he would just be fully refreshed and bouncing around and having fun again and look like a whole new guy. So, I thought that was really interesting.

Loren Feldman:
What was in that solution?

Dylan Jones:
Well, it’s actually not complicated. The military was studying electrolytes, like a medical electrolyte solution, and they were flavoring it—diluting it with water and flavoring it with chicken. And so I just started to give my dog a type of chicken broth and coconut water as an electrolyte solution. And the reason I had the idea of coconut water was my wife was nursing our first child, and she was just drinking so much coconut water to stay hydrated. And she was telling me how it’s this miracle food that has all these hydration properties. And in small doses, it’s okay for dogs.

So I started to do that, and he just loved it. He was just drinking it up, and he would be looking for more, and his tail would be wagging. And he’s just a whole new dog. I didn’t know, like, “Hey, is this my dog, and he just loves this, or is this like other dogs?” So I found a manufacturer who would do a canning run of this product I was serving my dog, and they did like a small batch for me. And I took it to farmers markets to test it, and people just went crazy. They were just buying it so fast.

Loren Feldman:
Did you have to convince them that they had a problem that you were solving, or were they aware that hydration was an issue?

Dylan Jones:
No, that’s the thing. The awareness of pet hydration, it’s kind of scary because it’s not very well-known. A lot of people don’t think about it. But then, if you’re someone who has had to take your dog to the vet, like an emergency situation because they’re dehydrated, you know from experience how scary the situation can be, and then also how expensive it can be to go to the vet and get your dog an IV and rehydrated. So most people, when I would pitch this, I would just say, “Hey, I have Gatorade for dogs.” And, you know, it would just turn heads.

And a few people would come up. I would just tell them the story of how I learned about this through the military, and my dog loves it, and what’s in it. And that was it. People would just purchase it, because I think there’s a lot of love people have for their animals. They’re family members. So everyone, they just went, “Oh, I don’t really think about that. I give my dogs vitamins and this and that, but never anything to drink.” So I think it’s a new product that just resonated well with a lot of people who I was talking with.

Loren Feldman:
So what was the next step after the farmers markets?

Dylan Jones:
Well, I didn’t have that figured out, to be honest. I was just trying to do customer discovery and really understand, “Am I crazy, or is this something that people care about?” And I went to different markets. And then I started to go to different dog competitions, and that was a whole world that I had never known about and began to learn about. There’s all these dog competitions, from agility competitions where you and your dog go through obstacle courses together, to water-diving competitions—it’s called dock diving—and the dogs jump off these long wooden docks into a pool of water, and they measure them for speed and distance.

And there’s more of these competitions in a year than the MLB has baseball games. I mean, they’re just everywhere: every state, every city, a massive community. They’re growing so fast. Every time I go to some of these, they grow two or three times over from the year previous, and it’s just a really strong community. So it kind of went from farmers markets to learning about this world of competitive dog sports to doing those two things: farmers markets and dog sports for essentially a year.

I started this in the summer of 2023, and by the summer of 2024—my wife and I, we’d just had our second daughter together on Mother’s Day. And that was a Sunday, and I had a farmers market planned for that following Saturday, and I had a million reasons not to be at that market. But, you know, my wife and I were like, “We’ve had a kid already. Just go do it. We’re fine, you know, we’re parenting pros now”—number two—so I went. [Laughter] And I was at a point where I was like, “There’s demand here.” I had a little fulfillment warehouse I was working out of. I was getting orders online from those competitions and shipping around the U.S. and all this kind of stuff. But I just wasn’t making any money, because there’s nothing more expensive to ship than water.

Liquid cans are just so expensive to ship, and so I ended up not making any money, but I learned so much about the market potential. And I was at this farmer’s market the Saturday after my wife had a kid, and I was like, “I’m just selling off the last of this inventory. I’ve got two kids now. I’m not making any money doing this. Like, I probably need to go find some stability for my family.”

Loren Feldman:
Like a job?

Dylan Jones:
Yeah, like that scary word, right? The one entrepreneur’s nightmare. We work 80 hours a week to avoid 40 hours a week. [Laughter] And so I’m out there at this farmers market, and this guy comes up to me, and his name is David Deering. I thought he was a customer, and I was just giving him my sales pitch. And then he was telling me he’s a VC in Fort Worth, and asked me to give him a call that following Monday. I gave him a call and gave him my spiel, and he and I talked for a little bit, and he was walking into a meeting like 15 minutes later.

So I sent him over a pitch deck, and a couple weeks later, I was in the office of Rogers Healy, who runs Morrison Seager Venture Capital Partners in Dallas. And they’re a very active CPG venture group, and they came on as my first investors in the business under the condition that we pivot away from the liquid and we moved to a powdered product. And I sort of had that supply chain figured out, but not fully at the time. So we agreed to do that last summer, and we’ve been rebranding the business for the better part of, I guess, almost eight months now, and just about ready to launch and get to selling.

Loren Feldman:
Tell me about the rebranding. Had you had a name for it before that point, or was that part of the rebranding?

Dylan Jones:
That was part of the rebranding. So I was calling it Pet Water Project. And I called it that because it was a sort of project of mine to give back to rescue organizations with every unit sold. And so we went into the rebranding phase, and we did that through Morrison Seeger. They introduced me to an advertising agency called Six+One. And Six+One is an agency in New York, and I pitched them on the business idea and the opportunity, and they came in as equity partners to support the entire rebrand and go-to-market strategy for the business. They really believed in the opportunity and me, and I’m just so grateful and blessed that they decided to become a part of this.

And so, once we decided to get into business together, the first thing we had to do was come up with was a name, and they presented a few options. And I know just from the experience of starting businesses and some of the branding things, it’s all about feelings. And like, as soon as they said Lyx, it just felt like electricity to me. And that’s the name that we went with.

Loren Feldman:
Can you tell me what percentage of the company you still own?

Dylan Jones:
I own about a third of the company.

Loren Feldman:
And how do you think about that? Are you comfortable with that? Do you feel as if it’s still your baby? Do you feel like you have a job, in any sense, because you have other people who you have to discuss decisions with? How do you think about it?

Dylan Jones:
There’s a really good book, I believe it’s called The House That Jack Ma Built. And it’s talking about the founder of Alibaba, and how he basically gave away all of Alibaba to get that business up and running. And when it was up and running, then he built Alibaba Pay, which is kind of like a PayPal. And he made a fortune on that. And to me, the lesson is, when you’re an entrepreneur in the position that I’m in, you’re going to war. And when you go to war, you have to build a coalition and surround yourself with the right advisors and the right people and the right partners who wake up thinking about you and the business.

And as long as you do that, and you feel like you made the right decision, there’s no reason, at least for me, to feel any kind of way about my position in the business. Because at the end of the day, I’m out there at, I think, one of the final Saturdays I might be at those farmers markets, doing my last thing. And I run across an investor. It just felt right for me and my family and the mission that I wanted to accomplish. So, I think everyone has to maybe do a little soul searching on their own and determine what they’re comfortable with.

Loren Feldman:
I guess everybody thinks they have the right partner, until the day comes when they realize they don’t. How did you get comfortable with the idea that these were the right partners?

Dylan Jones:
Again, a lot of it had to do with the interactions that we had leading up to agreeing to the different investment, or bringing on the different partners, the work that we did together.

Loren Feldman:
It just felt comfortable.

Dylan Jones:
Yeah, it just felt comfortable. It just felt right. And I’m also spiritual. So you pray on it and if you feel like this is the right thing for you to do, then I want to hop on it, and I want to move. And I want to get action going and get back to the fun part of business. And that’s innovating and trying to create new categories and blaze a new trail.

Loren Feldman:
So where does the business stand today?

Dylan Jones:
We finally got fully rebranded. I was able to establish our supply chain extremely lean and efficient, able to handle scale.

Loren Feldman:
Is that through a co-packer you’re working with?

Dylan Jones:
Yes, so I have a relationship built with a co-packer, and they’re able to handle all the raw materials for me and the relationships with different co-packers, so they sort of manage the relationship aspect with different suppliers and production partners for me, which is great, because here in Dallas, there’s no lack of different manufacturing partners for stick powders. There’s a lot of capacity here in the city, so we’ve been able to set up that. Then on the demand side, gearing up to launch on Amazon, so finalizing the Amazon listing, getting our product out there to the Amazon fulfillment centers so we can be a Prime product. And then we’ll move to influencer marketing here shortly, too, after launch.

Loren Feldman:
What went into the decision to launch on Amazon? Did you consider other options?

Dylan Jones:
Yeah, so the way I look at it broadly is, it’s a function of capital requirement. So Amazon, they take a larger margin out of the final sell of the product due to them, basically, doing some of the demand generation for you and drawing people to their platform. That’s a long way of saying it’s cheaper to advertise on Amazon to get a sell, which requires less capital upfront to generate revenue.

If you’re going through a direct-to-consumer, you’re going to have to do all of your own demand generation, so through social media content. That generally creates a higher customer acquisition cost. It can pay for itself down the road, but it’s just a larger upfront capital cost. So as we’re just getting our foothold into generating revenue, working with a larger platform like Amazon to put most of our focus into at the start just made sense.

Loren Feldman:
Correct me if I’m wrong, I kind of think of Amazon as a place where you go to buy products that you already know you want, as opposed to discover new products. Do you see that as a challenge to let people know what your product does and why it solves a problem for them?

Dylan Jones:
Yeah, that’s a great question. All I can say about that is that I have a lot of faith with my partners who are running our Amazon listing, an agency, and as we collect data, and we start to get that data back, we’ll just have to interpret that how it is. And if we’re seeing that there might be some vulnerability and exposure that might signify that: Hey, we need to dial back how much concentration or capital that we decided to allocate over to that channel and test another channel.

Loren Feldman:
You mentioned that you intend to ramp up influencer marketing. Would that be to support the sales on Amazon or through a different channel?

Dylan Jones:
I would say both. Influencers, you can partner with them to push sales to Amazon or through other channels. But for our influencer marketing, I would say 80 percent of the strategy is focused to drive sales directly off of our website, through marketing on Instagram and Tiktok.

Loren Feldman:
Do you imagine eventually being on retail shelves and available in other ways?

Dylan Jones:
Yeah, I think right now, we’re in the trenches. Let’s get the product out there. Let’s educate the market. Let’s open up our first two channels, and then let’s work to become the choice product for distributors in this new category. A lot of the conversations I’m having with early interest with buyers and people who have been buyers before say this is a great brand that could potentially be in some of the clubs, or a national rollout to something like a Target or a Walmart way down the road.

I would love to strategically just have distribution channels in brick-and-mortar, would be phenomenal. On the product line, just continue to innovate on different formulations. There’s a lot of interest in functional benefits for your pets as well: supplements that could go along with hydration, like immunity or probiotics, things like that. Strategically developing the product line to capture more of the market share, and just really own the hydration space for pets. We want to be the Kleenex or the Google or the Apple of dog hydration.

Loren Feldman:
Is there anybody else in that space right now?

Dylan Jones:
There are competitors in the space, and that excites me, and it shows that there is market traction there. I think we’ve positioned our brand to be an interesting choice in comparison to others. It looks a lot like a mainstream beverage type consumer brand that you would see. Very competitive in that space. And we’ve positioned it into the pet supplement area, so looking to see how we benchmark against some of the competitive brands.

Loren Feldman:
Do you have employees?

Dylan Jones:
No, just different partners as part of support with advertising, branding fulfillment agencies, but no employees other than myself.

Loren Feldman:
Do you like it that way?

Dylan Jones:
Yeah, I do, because I don’t feel alone in this. I have really, really great partners who just pick up the phone and talk to me daily and kind of act as different heads of their own departments, in a sense, is how I kind of treat it. But, you know, I think one day I would enjoy having someone along my side who complements me and helps push the mission forward.

Loren Feldman:
Are there times when you feel like you wish you had someone to talk to?

Dylan Jones:
Oh yeah. I mean, being a solo founder, or even if you just have a co-founder, it can still be just such a lonely road. And sometimes, you’re just like, “Man, if I had one other person, then I could divvy up the work or not feel so much pressure or like I’m grinding so hard.” But I think that’s just part of earning your stripes right now in the business. My partners are good at slowing me down and making the right decisions—so very good sounding boards and feedback mechanisms in place.

Loren Feldman:
Have you approached the military about selling your product to them for the military dogs?

Dylan Jones:
So when the time is right, I would love to reintroduce this product for the military dogs, and also just on base retail outlets, just sell through military installations, I think would be phenomenal. Our mission is rooted in military dogs, so we have a give-back to the Warrior Dog Foundation. Every unit sold supports the Warrior Dog Foundation, which was founded by Mike Ritland, an ex-Navy Seal.

He was a dog trainer for Special Forces, and now he takes in these dogs after service, after they retire, and he rehabilitates them if they have issues, anything they need rehabilitating on, and he gets them adopted out. And it’s a really special mission. Just that story and my background, and the fact that it was kind of formulated and rooted in military dog research, I would love to just re-approach the military and do anything with the armed services.

Loren Feldman:
My thanks to Dylan Jones. I really appreciate your taking the time, Dylan.

Dylan Jones:
Thank you, Loren.