[00:00:28] Jay: Hi everyone. Welcome to the First Customer Podcast. My name's Jay Aigner. Today I am lucky enough to be joined by Tim Haak. He's the founder and vice president of Innovation at Mile6, a development studio, I believe, located out in Amish country.

Lancaster. Is that right, Tim?

[00:00:44] Tim: Well, our office is in Philly. Yeah.

[00:00:45] Jay: You're in Phil, you're in



[00:00:46] Tim: yep. I live in Lancaster. A couple of us are here in central pa, but we're located downtown Center City.

[00:00:53] Jay: Would you rather, have an app crash on launch or be stuck behind a buggy on a one lane road? Sorry, I had to ask this

[00:01:00] Tim: Oh man. probably the buggy.

[00:01:02] Jay: probably the buggy,

[00:01:02] Tim: I'm never in that much hurry that I can't wait behind the buggy.

[00:01:06] Jay: Alright. where did you grow up and did that have an impact on you being an entrepreneur?

[00:01:11] Tim: Oh man. I grew up in Lebanon counties, small town called Anil. And my dad has a small car lot and garage, so he was a mechanic, so I was always kind of around entrepreneurship in whatever everyone's version of that looks a little different. So his was just hard work and flexibility and freedom and I kind of just got that from him.

Yeah.

[00:01:31] Jay: Beautiful. And you've been around, is it, is your LinkedIn Correct? 29 years.

[00:01:36] Tim: Yeah. Yeah. Next year will be 30 in June will be 30 years in business and I'm only 25, so

[00:01:43] Jay: I was gonna say, you look ridiculously young. I'm sure you

[00:01:45] Tim: I act 25 and I certainly am not

[00:01:47] Jay: 30 years, that's, how do you stay in business for 30 years?

[00:01:51] Tim: basically just reinvent the business every two to five years.

[00:01:56] Jay: Okay.

And what is, what was your last big reinvention?

[00:02:00] Tim: Oh man. we've been working to, to our agency we've, we, for the longest time, we've always had two sides. We've always done custom software development, mobile apps, web-based software, and website design and development. And those two sides of the company have been growing at different paces.

We've been doing enterprise work on the software side for many years for. Probably 15 years now. And on the website side, we've been, we're doing SMB work,for a long time. So over the last five years we've been working to, to elevate and through just process improvement, bringing in key roles, to just elevate the website side as we keep moving up market to better align and essentially serve the same customers across all aspects of our business.

yeah.

[00:02:42] Jay: How do you keep, I mean, website design, you know, project based typically shorter, you know, runway when it comes to budget and things like that. how do you keep that growing compared to custom software development? You know, and again, I don't know your contract size or that stuff, but just in generally speaking, custom software development, bigger projects, longer timelines, maintenance contracts, all that sort of stuff, how do you in 2025 keep the website stuff the revenue high enough to like make it a valuable income stream for you guys?

[00:03:19] Tim: Yeah, that's a great question. so we are fully vertically integrated, so everything from strategy through design, development, and then growth. The growth thing is an important part of that story. so our projects are typically three to six months for websites, but we look at the launch of the website, not necessarily as the finish line, but almost the starting line.

we consider that almost MVP or the, just the first iteration. So a lot of times during those projects, especially fixed scope projects, new ideas come up. our clients are asking things. Their businesses are still evolving. So there may be things that are happening, outside pressures or new things that are happening within their organization that should be factored into the website.

But we don't wanna derail the project. So. Launch the launch, that first iteration, and then be ready post, post-launch, or post MVP to do some iterative growth, initiatives to help it continue to grow. we basically take all the research that we do during strategy and during discovery, formulate the plan, and do the design and development around that.

but really only once it's launched do we, can we measure how successful it is and if our hypotheses were correct? and sometimes we have to make adjustments because of things that, that we can continue to do better and continue to improve for our clients. so they are typically longer term engagements then just the, and trust me, the first.

25 years of this company, we would just build things, launch them, and then move on to the next thing. And we've learned that's kind of doing our clients a disservice to think that this piece of production software, even if it's a website, can just exist on the public internet indefinitely, untouched.

And we, we all know that's wrong. It's just took, it was a long journey to get people to, to see that and for us to really realize it too. And living through what we've lived through all these years,we know better now.

[00:05:03] Jay: company, existing companies that you're building new like that don't have a website in 2025? Like the ones that have been around? There's not, right? Like

it's all Retreads Reskins or a brand new company, right? There's no

[00:05:16] Tim: Yeah. And a lot of organizations have multiple websites too, like the days of just this one thing that each product line has their own, different divisions have their own, there's internal, products,that they're promoting just for their own folks. Yeah.

[00:05:29] Jay: Okay. All right. Well, take me back to the start. I mean, how did you get the company started? I mean, 30 years is a long time, but like how, what was the first, you know, week like working there

or as you start spun this thing up?

[00:05:42] Tim: Yeah, it was for some reason, as a kid, I was always fascinated by, and I think it's because, you know, being around my dad and his business, I was always interested in the idea of business, like. like, I remember just making letterhead because I had a, my parents had a personal computer.

It was like we had an Apple two E and I don't know why. My mom is a nurse and my dad is a mechanic slash car person. Bought my older brother and I technology, but we would do all kinds of stuff on the home computer. So I'd make letterhead, make business cards and just there was the software that came with it.

So, was kind of interested in that, but convinced my folks to get us on dial up internet in like 94, maybe 95. And, prior to that was doing like BBSs, like dialing into modem banks and it was all text-based where you could download shareware and there weren't that many viruses then, I guess, or if there were, no one really knew.

so yeah, convinced them to let us sign up for dial up internet and then wind up learning HTML just. on my own, through a pamphlet that I found or bought or got somewhere and, figured out FTP and I was using Mosaic as my browser and then Netscape Navigator and it was before Internet Explorer.

but yeah, just kind of started as a kid, just haphazard. I wound up, I guess hanging the sign on the virtual front door when I was 15 years old. I don't know what my parents were thinking letting me do that. They, I don't know if maybe they didn't know. But at one point I didn't have my driver's license and my mom would drive me to clients and drop me off up the road and I would walk in 'cause they didn't all know how young I was.

So to think that this kid was building their website would, was probably an unusual thought to them. So the start was pretty haphazard and yeah, I'm gonna just start making websites now and I guess I'll charge 50 bucks or whatever.

[00:07:29] Jay: I remember those days, and we talked about this before the show. I used to do, I had a similar, I think I was 12 or 13 and it was Dream Mover and my mom had a business and I would make websites for her

company. And same thing, like they didn't know like, who's this kid? And like, what do, why do we want a website?

And then, what got me started in technology. when do you think, well, like when would you consider like a real business? Like when did you get your feet under you and you're like, okay, I've

learned a bunch of stuff, like I'm gonna hire some people. Like when did all that stuff start to happen?

[00:07:55] Tim: Yeah. So like I, officially started June of 96. The, my first client was that project was done around that summer. I wound up leaving and my story is kind of takes a dumber of twists and turns, which we, we've talked about. But, I wound up, Leaving college to, to get a job. And after that job, I was there from 99 to April of oh five.

I left there full-time to do Mile6 full-time. So a little over 20 years ago was when I actually went from solopreneur kind of on the side to, alright, this is it, full-time. And then in oh eight I hired my first coworker, because the workload had just grown to be too much. Had to figure it all out, all over again.

And I think that's part of that reinvention I was telling you about. You go from writing code and notepad and whatever else to front page, to Dreamweaver and everything kind of looks different every couple years.

[00:08:48] Jay: Front page. I forgot about

that one in two, 2008. What a great time to start a business. That's

a great, everybody was, it was a great time for everyone. so who was, who would you consider like your first real customer? I mean, you could talk about the 15, when you were 15. You could talk about, you know, in 2008, but who was your real, like kind of, oh, this is somebody I need to, you know, take care of?

[00:09:08] Tim: I remember, so it was in high school. So in, in 96, that first project that I did, it was for a small, florist and balloon shop in my hometown. And, it was their first website, like a lot of the websites back then. I got a nice email. I keep it framed,from this, you know, first client just telling me how impressed he was, that Amir and he put in quotes, high school kid could create a business like this and produce such a good website.

And that thing is still in the internet archive. every now and then these things resurface. My team will send me these things like, Hey, remember this? but yeah, so I have the original dollar bill, or a dollar from the probably a hundred bucks. He paid me. Frame just as a reminder of how simple things used to be and how we got our start.

[00:09:50] Jay: so tell me, a little bit about, your personal branding side of things. You started young, you've done this for 30 years. You kind of live, I'm not gonna say the middle of nowhere, but like, you're out there, you know, you're not in the heat of things in Philly. how have you integrated yourself with the Philadelphia kind of tech ecosystem and started to kinda like, and owned your territory?

[00:10:13] Tim: Sure. Yeah. So, and that was a strategic move for us, like during COVID, we had an office building downtown, here in, in a small town called Elizabethtown here in Lancaster County. And during COVID closed that building, and eventually never went back. We wound up hiring people in different states, different time zones, and when it was time to kind of reevaluate going back to office, we looked around and we're like, well, this.

This doesn't make sense. We don't have enough people here in our, in this area to use this office. and it was at that time that we had kept moving up market and we're aligning the different aspects of our business. So part of our strategy was, let's open our door in Philadelphia. Let's get an office there and let's invest in that community.

we had a couple coworkers in the city at the time, and we still do to this day. One had one moved across, the country to Seattle. But now we're really involved in the Center City Business Association, the Philadelphia Chamber of Commerce. and our company president Josh, has a board seat in the CCBA.

We're sponsoring things. So we've really been getting ingrained in the ecosphere there, within Center City. 'cause we love it. Like I'm in town at least once a week. Josh is in town probably once or twice a week, and it's a good hub for us. 'cause it's not hard for other coworkers to, to go into the city and use the office or meet with clients or go to networking events.

but yeah, love, love the culture, love the city. I'm a big Phillies fan too. I'm married into a Steelers family, so I know, but su your battles.

[00:11:39] Jay: I was in Pittsburgh like three months ago

and I just forgot how ridiculously hardcore their fans are. We ended up, we somehow stumbled in like a gift shop and it was like. Steelers everything. And I still have nightmares about it. it was, it's fine. It's fine. I don't, I mean, whatever. They're Pennsylvania, they're not even, you know, they're not in our division, they're not in our conference.

it's fine. It's whatever. Um,if you had to, if you had to pick one business group or any group or somebody starting out in Philadelphia, specifically in the tech space, uh, who would you recommend, you know, they connect with or what group you know, you think is good for people to start with?

[00:12:16] Tim: Man, I think it depends. Like for people who are into DIY and like the hacker community, I've been following iffy books for a while. They have a bunch of tech, workshops where they're building mesh networks and running local web servers. I think that's the coolest thing. I've never made it to any of their workshops, but I'm on the.

The, Philly Tech Week list and I see that stuff all the time. Like, man, I gotta go check this out. 'cause I think it's super cool 'cause it's just, it's that sense of community and people just figuring stuff out, which is kind of what, and that curiosity that still runs through me, that is why I started doing this so long ago.

Just how does this work? Like what's, what if people do this way, what does this thing I hear about? I think that's a cool thing for anyone that's interested in the tech space to, to check out is that whole scene.

[00:13:00] Jay: I love that. Um, you mentioned moving up market. it means different things for different people.

what did it mean for you guys and why, and what necessitated, you know, kind of shifting your ICP at that time?

[00:13:14] Tim: Yeah, so on the website design and development side of our agency, we had found that we were creating websites for people who really didn't need us to create the website for them. They were prime candidates for some DIY approach or like a solopreneur who, or freelancer who can make websites.

we were creating custom. Design custom development. We're not using visual builders or prebuilt themes, like everything is, tailored towards their brand. And we just found that it really, it didn't make a difference to them. they needed a website and a better website. We were probably too many steps removed from where they really needed to be.

And we were sending a lot of people to Squarespace,and Shopify like, Hey, you could do this yourself. You don't need to hire us. And we've even partnered with a company that helps people get their first website really quick. and when just send people to them, so. We found like we're pouring so much into these projects and our team of experts is doing such good work.

But the website again, is just sitting on the public internet rotting like it looks just like it did on launch day. They're not touching it. They've moved on to their, the next fire to put out and we found that the website was just a. An item on their to-do list, they were like, yep. Got my website moving on.

and we believe that the website is the central part of their entire digital ecosystem. All roads lead to it one way or the other. And to see them kind of just launched and then neglected and eventually harming businesses because it gets compromised with the information's outdated or who knows what.

SSL certificate expires, you know, there's dozens of things that can go wrong. it starts to hurt their business. So, that was kind of the realization along with the fact that we're doing enterprise custom software development and, we can do these products and services for the same people.

We don't have to have this disparity between the two.

[00:15:01] Jay: Interesting. And how did you shift, like how did you shift kindyour lead generation qualification, you know, outreach or, you know, marketing to, to face this new persona?

[00:15:13] Tim: Yeah. So, one of the first things we did, we hired some new team members and changed our process. So years ago, we would just meet with someone in marketing or the business owner, or the executive director, kick ideas around and create something that we all thought was cool. Like, this is great.

This is a cool looking website. It looks like what their website probably should look like. but we felt like that was wrong. We need to create websites for the people, the humans that are going to use it so that it meets their goals, why they're coming to the website in the first place. And align it back to the goals of their, of the organization, of our client partners.

that takes a special kind of strategist and a special kind of UX personnel to, to do that. So we brought in a director of user strategy, and he leads that entire effort and has really helped us revolutionize how we do things for our clients. so that has started help. Just that fact alone has started to elevate us in and our ICPs around us.

because hiring him gave us, you know, much more, much more access to larger clients, I'd say. we al already had the team to do the execution. We just needed the strategy piece. Really locked in. Locked in first. Moving to Philadelphia helped too, because again, we're working with these really large brands already.

It kind of just said, Hey, we're in the city now we're here a lot. and we're showing up. and we can do really good work. So there's really no reason that we can't or shouldn't be doing this. and we, because we've been in business for so long, we've have these clients that are already in the new ICP.

That are already doing business with us. We're kind of just building off of that existing network that we have. And I'd say it's a little bit of everything that has helped us move in that direction.

[00:16:52] Jay: Yeah.

every dev shop says they're different. if you didn't, then you'd probably be something wrong with you. 'cause that's what you have to say as a, just a business owner in general. if Mile6, had a bumper sticker to say why they're different, what would it be?

[00:17:05] Tim: oh man. It has to fit on A bumper sticker. Can't be like,

[00:17:09] Jay: I mean, it could be one of those annoying bumper stickers that has like a million words on it, but

like yeah.

like it's like the whole stack of your car. Yeah. Like what's a, what's the

one liner? 

[00:17:18] Tim: man. The one liner. so. I think one of the things that differentiates us, I don't know if it'll be one line, so I apologize, it's gonna be a big bumper It's, it's okay. As long in my car. It's fine.

I think one of the thing that differentiates us is like we are, you know, we've transitioned from a website and dev shop to a digital product agency.

So the entire life cycle of the digital product is what we own. This is where we thrive. So we're essentially for our client partners, we are their entire outsourced. Product agency, they don't have UX personnel, they don't have strategy, they don't have DevOps people, they don't have data people.

They don't have full stack engineers or front end developers. They may have pieces or pockets of that, but they don't have enough personnel to do the entire life cycle of a digital product and to see it grow and thrive and have it iterate. so I think that's our thing is we are that entire product team.

I think as from a differentiation standpoint, because we've been around so long, we've built a ton of things. Crazy things. Alexa skills, things on in movie theaters, on screens, obviously mobile apps. We built a mobile app that talks to a, essentially like a welding device that fuses pipeline together that can send firmware updates over Bluetooth and Bluetooth.

Ellie, like we've got dozens of these examples that are just the most bizarre projects, so we have that. Deep bench and deep knowledge of building tons of things for different industries that we can apply that to just about anything, moving forward and we've learned a lot, we've made a number of mistakes over the years, and because we're not new, we're not five years old or 10 years old, we're leaning on decades of both good and bad decisions to, to continue to head in the right direction.

[00:19:07] Jay: I think you might need like a bus

to put that bumper sticker on. But I get it. the experience piece, I think is what I would pull outta that. Right? I mean, there's not a lot of companies that have been around for 30 years, especially in a space that's evolved so much. And that does lead me to my next question.

As an agency owner, it's a seesaw. You have too many clients, not enough people, too many clients. You have too big of a bench. You don't have a big enough bench. You have all, how do you guys manage that while kind of keeping the lights on and then actually turning a profit and like having a real revenue stream?

I mean, how do you manage resources internally when the landscape is just constantly shifting on the client side?

[00:19:45] Tim: Yeah, it's, there is no one thing to do. and part of our, you know, if I were to add to the bumper sticker, we're fully US based and everyone is a W2 employee, so that adds to the, you know, keeping the bench full but not overworked factor. So our approach is because of the process we have while of how we create these digital products, there are spikes in people's involvement.

We're doing strategy at the very beginning, it's very front loaded. Then it kind of tapers off and there are some spikes in the timeline so we can space our projects. accordingly, so that there is really no big dip or spike. It's pretty level as coworkers switch from project to project.

so we have a good blend of fixed scope projects and then also recurring retainer like engagements. So we can use that to kind of spread the work around, plan around vacations. And we have unlimited PTO, so. people are thankfully using their vacation, which is why it, it exists and that policy exists.

and it's not a perfect process, but nothing is. So we still hit some spikes where you have to maybe add another week to a project as we're planning the timeline just to account for things. But, we would rather do that than overwork our team. the other thing is using AI tools now is helping to make everyone more efficient and helping just quality of life for our team so that.

A lot of the mundane, more, nuanced parts of their roles are being automated thanks to these new tools. we're able to do more with the same number of people, which, which helps. So we don't have to worry about artificially scaling our workforce, just because of a big project and then having to somehow scale down or sustain that project load.

so yeah, I think there's the recipe's complex and it's constantly evolving, but there's a number of tools in the toolbox that are working.

[00:21:29] Jay: Favorite old school tech sound, dial up modem, floppy disc grind, or the a OL you've got mail.

[00:21:36] Tim: Oh man, the dial up modem 

[00:21:38] Jay: the best, right? I mean, I feel I could sleep to it at night. Oh,

it's just such a great noise,

[00:21:42] Tim: it is. It's almost like, crickets. Like when you're camping, like, oh yeah, that's, I'm about to be online.

[00:21:48] Jay: such a nostalgic feel, isn't it? Oh my

[00:21:50] Tim: Never really used a OL, like, I kind of missed that whole 

[00:21:53] Jay: I.

didn't either. My, my rich friends had that. Those were like the kids you were like annoyed with when you were a kid. You're like, oh, they have a, we would go to their house and like do instant messenger, but yes, I didn't have it

[00:22:02] Tim: It wasn't the real internet either. It was like the a OL version of the internet. Like I needed Netscape or I Internet Explorer 1.0. I needed like the real internet

[00:22:12] Jay: Oh, we could talk about this stuff all day. First thing you'd patch if you could debug in real life,

[00:22:17] Tim: first. First thing 

[00:22:18] Jay: thing you would patch if you could debug real life.

[00:22:22] Tim: Oh man. I would say like the vibrations that happen when your brake rotors need like replaced, right? 

[00:22:30] Jay: I was not expecting that. That's a great answer.

[00:22:33] Tim: you only notice it when you're barreling down a hill and you hit the brakes. You're like, man, I should probably get that fixed. 

[00:22:37] Jay: Or the squeak, the loud squeak, the awful noise. Yeah. That's a

great one. God, that's a great, I've actually never asked that question before,

and that's.

a great answer to that question. all right, a couple more. why are you the vice president of innovation if you're this founder?

[00:22:52] Tim: That's a great question. So I had, about a year ago, a little over a year ago, like as our company was growing, th this is, I'm not sure which version of the story to tell you, so I'll just, I'll give you a little bit of both. They're both true. It just one's a little more transparent. The other, but so, so LinkedIn does a great job of showing people jobs for them.

It would recommend jobs for me, which is funny 'cause I'm not looking for a job. and the jobs would be C-E-O-C-O-O President. And I would think like, why is it recommending those jobs for me like that? That job doesn't sound fun. And then one day I was like, well, you idiot. That's actually the job you have.

You're the president of this company and all the things that don't sound like fun are actually what you do every day. So I kind of just had this realization like, yeah, I don't know that I'm. Meant to be in this seat in our company. and I, so, you know, looking inward there, my, my business partner Josh, he's a partner in the business, he, was our vice president at the time.

I said to him, I said, Hey man, I think you should run this company and be president. And he was like. What are you talking about? this is your baby. Why would you do this? And I said, what are you doing today that you wouldn't keep doing as president? Because I'd kept giving him things to do. He had kept taking on more responsibility to the point where essentially he was basically the president just without the title.

And he was like, you're right. Shoot. So 

[00:24:20] Jay: Is it one of those? Is it one of those things though that it's hard for people to look at you as not the CEO and founder guy?

[00:24:26] Tim: that long.

well, it's funny, like some people think I retired, like we announced it to our clients and you know, our team knew. And when I talked to people like, Hey, how's retirement? I was like, I'm not retired. I'm still working like 50 hours a week. I don't if this is retirement. I've made a terrible mistake.

[00:24:41] Jay: It does sound like you're retired though. it sounds like you're like, oh, I'll just be like the VP of innovation. I'm just gonna like, I'll just make the coolest.

I'll make, I'll just come up with cool ideas.

[00:24:49] Tim: Yeah, no, it's, so, I do a lot of, I'm essentially like the cheerleader for the company, so I'm going to networking things, talking to folks like you. and on the innovation side, I'm back to my roots figuring things out, like the curiosity in me, especially with our AI fueled reality and future.

I'm the member on the team that gets to figure that stuff out and then build a business case around it and then present it to my coworkers and, Hey, check out this thing. I've tried it, I've built this thing with it. I think we can use it for this project. So I get to do that stuff. I have an intern that helps when I don't have the time to, to really dive in and invest things.

but it's, I'm kind of going back to my roots, just less dial up, less notepad. and actually no note, no dial up thankfully. but still get to tinker and figure things out and then equip the team to really build the solutions from there.

[00:25:36] Jay: How do you guys integrate quality into everything you do? Because as you're doing stuff at scale, if you have multiple lanes of stuff, it's easy to like get in this mode of, like you said earlier, like build it, put it out, be done, et cetera. how do you kind of bake in. Not just quality, but just like high user experience, high, you know, fidelity designs.

And how is everything kind of just crisp and the quality super high for you guys? how do you make sure it stays at the forefront?

[00:26:04] Tim: Yeah, so, so we don't have, I can remember when this company would have developers designing, which is just where we were and where the technology was. At that point, the expectations were low. and people needed to know what something would look like, so the developers would just do their own thing.

That was like 15 years ago, or maybe 20 years ago. but today we have experts in all of those things, so no one's doing something that's outside of their lane that they really shouldn't be doing. so that coupled with the process of. User research, user persona development, user journey mapping, wire frames, high fidelity prototypes, design systems, all of that just keeps building to something and injecting our clients for approvals at the right time so that they can get buy-in.

By basing everything on the user and the needs of the user, our own biases aren't involved. So we're doing it for each of those user personas and our clients are on board. They know why we're doing this is for Jane, or this is for Bob, and this is why this CTA is here, or why this form looks the way it is, because they're coming to the application or the website.

To do this thing. so I think that produces,I know that produces a much higher quality product. and then add in the s the software development lifecycle, the SDLC, with a good PR process and code reviews, product owners who know the product and who know the business requirements behind it. and then their own testing that they're doing.

all, I mean, we're not perfect. There are still bugs obviously, but our goal is that one, by the time the client gets it or their customers get it, it is damn near perfect. and ready to go.

[00:27:40] Jay: It's a great answer, and he knows a quality assurance guy. I had to ask that

[00:27:43] Tim: I knew,

[00:27:44] Jay: I couldn't let you. I couldn't.

I couldn't let you off. 

[00:27:46] Tim: Yeah.

[00:27:47] Jay: I couldn't let you off the call without. All right. I have one more question.

This is not about business. It's not about Mile6, it's not about any of that stuff. If you could do anything on earth and you knew you wouldn't fail, what would it be?

[00:28:01] Tim: Oh man, I, there's ano, there's an, I think I have undiagnosed A DH, D, so I thought of like 10 things. 

[00:28:09] Jay: I think we all do to some degree, but Yes.

[00:28:11] Tim: We've talked about this. man, I would say. I think I would open like an ice cream business, like making some crazy 

[00:28:21] Jay: Oh, I love that answer.

God, I love it so much.

[00:28:24] Tim: I've got like the little Cuisinart thing, like, and I make some pretty good,

[00:28:28] Jay: you make it? Do you use it? I, my, so I had a guy on the podcast who started a ice cream company with his mom and it, then they got into like owning the commercial stuff and they do the whole thing of his crazy flavors, just kinda like you're describing. And I was gonna buy the quiz art thing after it.

So do you like it and do you use it?

[00:28:45] Tim: I do. Yeah. I don't use it, so I, it comes in spurts. Like you have to remember to get the things at the grocery store like, all right, I need whole milk. I need this. so I don't always remember that. but yeah, if I've got the ingredients or I plan ahead enough,I'll do it. I did learn one time though, like I would, I overdid the Oreos and also like the store brand.

Oreos are just as good as name brand. Oreos when it comes to ice cream. 

[00:29:07] Jay: Mm-hmm. 

[00:29:08] Tim: much for your 

[00:29:09] Jay: Sure. Yeah.

[00:29:10] Tim: But I overdid it. I was like, Hey, all the powder, the like the black Oreo dust that just gonna add that to the ice cream, and it came out and it looked like asphalt. I was like, this is 

[00:29:20] Jay: Was it good though? Did 

[00:29:22] Tim: it was delicious, but it was 

[00:29:24] Jay: That's all that matters. That's a great 

[00:29:25] Tim: fine that one a little bit.

[00:29:27] Jay: That's a great answer. Well, I'll be, I'm happy to taste test. I wanna do ice cream in my house as

well. Um, Yeah.

Damnit, now I'm gonna have, now you're gonna make me go look again. I like had it in the cart like I was gonna buy it.

I was ready to go and I was like, ah, if I do I need another

thing. 

[00:29:47] Tim: Yeah.

[00:29:48] Jay: or just like another thing, 'cause like I'm annoying, like I'll like get into it, like you, like I'll get into it heavy up front

and then I'll research a million of 'em. I'll do all the stuff. I'll buy it and then like I'll do it a few times and then it'll sit and then I'll come back.

So do I need another one of those things? Probably not.

[00:30:03] Tim: I think like, I think it's that curiosity, like I have a dozen or more hobbies. Like I just like, yeah, I want try this thing. I'll try and like, all right, cool. I did it and then I'll move on to the next thing. and it's ice cream, so.

[00:30:13] Jay: I love that. My dad, I always, we just, we're gonna end after this, but I do have to tell this story. I always thought that was my dad. I thought he like gave up too soon on hobbies, right? Like we had a, we had a ham radio tower that was like in our backyard, laid down for probably like 20 years.

'cause like he bought it and he did the hobby, he got the certification, did all this stuff, and then he never put it up. And then he bought golf clubs and then he like went golf a few times and then he, and it was always just this thing and I was like, why does he never stick with these hobbies? It's so dumb that he does all this work.

and then as I got older, I was like, that's exactly the same way that I function. I'm like, you have to try stuff. You have to buy the stuff. Like to. to. try it and then you end up with a bunch of shit laying around that's like, okay, like I'll get rid of it or give it to somebody, but at least you're trying

new stuff and like you'll never know what you know, what you actually end up

liking unless you try a bunch of different stuff.

So I think that's great that you do that.

[00:31:06] Tim: absolutely. If you ever wanna get into ice cream or kayaking, or guitar playing or drone flying, all those random things that 

[00:31:13] Jay: Yes. Yes.Yeah. 

[00:31:14] Tim: do, like, let me know and I'll rekindle my past hobbies and 

[00:31:17] Jay: thing with astrophotography, learning to fly, all these different, all same stuff. We're we very similar where we try this,

we, yeah, we swim with sharks. Yeah. That, I don't know how much that's gonna be a hobby 'cause I like having my arms and legs, but, it was a good time. All right.

You were awesome. If you wanna find out more about you specifically, or something they heard today, how did they reach out to you directly? And then also how did they find Mile6?

[00:31:38] Tim: Yeah. LinkedIn. I'm on the LinkedIn just Tim Haak,or our website, Mile6.com. Either, either one. I'll will be a good way to get ahold of me.

[00:31:46] Jay: It's beautiful. Well, you are delightful. It was a great, interview. I think there was some

good stuff in there. Let's do this again sometime, please. This was great. and I'm sure I'll see you around Philly sometime. So, other than that, have a great weekend and go Phillies. Go Birds. Philadelphia, the Sixers and the, we've got some. Other than that, buddy. Thanks. 

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