From Basements to Breakthroughs: Cliff Stephens & Kody Smith on Redefining Home Entertainment with F

Quinton Comino: Hello everyone. Today, my guests are Cliff and Cody from Forefront Simulator Solutions. They’re in the Georgia area, but they service up to Tennessee, Alabama, Florida—the Southeast—and they do golf simulators. And with an idea to expand into more sort of technology-augmented reality simulation systems that you can install in your basement, in your garage, upstairs, in your living room—wherever you’ve got room for these. It’s really just computers and components.

Quinton Comino: They’re able to put that together into a really fantastic real-life simulation for a sport or some different games. So tune into this. We’re gonna learn a lot on being on the forefront of modern gaming simulation.

Quinton Comino: Just to get us started—so here with Cliff and Cody—can you let us know the two different companies that you represent and then just give us an idea of how you guys work together?

Cliff: You wanna start with the basement side?

Cody: Yeah. Yeah. So my name is Cody Smith. One of the owners of Forefront, and also own New Edge Innovation—where we do custom and luxury basements. We were doing golf sims, and then I did Cliff’s basement. And we decided to start a golf simulator business because Cliff is wildly intelligent when it comes to technology and that side of the business.

Cliff: And the simulator business—like Cody said—it started from me doing my basement—putting a simulator in my basement. And Cody did such a good job—his design ideas were so awesome. Honestly, I was just trying to help him out and say like man there’s something to the golf simulator thing—you should market it separately—go after it separately. That’s where Forefront was created. We had a leg up because his structured background is design background. And then Forefront was created—we did a couple projects together—one thing led to another and just started to snowball—before the golf simulator company was kinda born from that.

Quinton Comino: So Forefront Simulator Solutions—golf simulators. So what were you doing before that, Cliff?

Cliff: Yeah. So I had a twenty-year career in corporate. And then I actually worked for Home Depot for about eight years. The rest of the twenty years was in different types of consulting—so data and analytics and technology consulting. So it’s usually a wild shift.

Quinton Comino: I get the intelligent comment there, Cody—makes sense.

Cliff: Yeah. I was leading like AI go-to-market for companies like Coke and Delta and IHG in Atlanta. So huge shift obviously.

Cody: But—

Quinton Comino: Very.

Cliff: Yeah—this—it actually really perfectly aligns with my passion areas. I’m a huge golfer—I love technology—and I love home improvement. So like the golf simulator business is like at the epicenter of those three things.

Cody: One or the other—it’s just like perfect. So I quit my corporate job about three months ago now. Yeah—so we’ve been in business for about a year. Yeah—and I’ve been full-time for three months and it’s—I hope I could never look back to the corporate world because it’s just so much fun.

Quinton Comino: Really man? That’s awesome. What are some of the biggest differences you found?

Cliff: You know it’s funny—I—it’s so wildly different. In my old world I was booked in thirty-minute increments from 8AM to 5PM all day every day—five weeks out. Like if you wanted time on my calendar you had to look three, four, five, six weeks out. My calendar is wide open in this new world—but every day is frenetic and hectic and busy. Like I’m like oh great I’ve got all this time on Tuesday to go knock all this stuff out—and then I look back at 6PM and like I didn’t accomplish the thing that I thought I was gonna do.

Cliff: So I’d say every day is so different—I’m not on Zoom calls all day which is nice. And then just honestly the lack of corporate bureaucracy is huge. Right? Like Cody and I talk about something—we wanna do it—we go do it—if it makes sense and we’re the decision makers. I don’t wanna HR and legal and all these layers to get things approved. The level of autonomy and decision-making is massive.

Quinton Comino: Yeah—that’s really awesome. But so cool man—congratulations for being able to quit your job and do full-time what you’re passionate about—it’s just so much more fun when you’re passionate about something—it doesn’t feel like work and you—it’s like that—you look at the clock at 6PM you’re like oh man—

Cliff: I gotta go home.

Quinton Comino: Or I—you know I gotta get back to my family—so that’s—that’s man just really interesting transitioning the day-to-day structure—would you say it’s a good thing that you get to 6PM and you’re like I didn’t—I didn’t get the stuff I wanted to get done today?

Cliff: Yeah—I mean sometimes it’s a good thing—sometimes it’s a bad thing. Right? Like a lot of my focus in the company is sort of the back office. Right? I’m working on setting up our systems and processes—structure—so sometimes I don’t get to those things—but I always gotta be doing what’s most important for the company. Right? So sometimes that’s going to a customer’s house and making sure things are going well or fixing something that didn’t go well.

Cliff: Right? Like so I’ve gotta be doing some of those things to make sure we’re keeping up the way we wanna keep up. In some ways it’s a good thing—some ways it’s a bad thing to be honest. But that’s—you know in a new company I think one of the things we’ve been good at is finding the things that take up most of our time and hiring to backfill that. Right? Like in the beginning sales was probably 80% of my effort—we hired an amazing skilled guy—he’s killing it—that took that off my plate.

Quinton Comino: Nice—now—

Cliff: Then it’s the technology stuff. Right? We install these things in customer’s homes—there’s a technology aspect—they need help—we’ve got a guy that we hire that’s helping us do that. So it’s in some ways it’s a bad thing—but the bad things I figure out what they are and then I hire people.

Quinton Comino: That’s good—yeah—the outcome is well worth it because you’re like okay I need to stop spending my time doing this every day—what do I need to spend my time doing?

Cliff: Yeah—yeah—so I mean it’s a broad range of things but like getting our marketing collateral where it needs to be—getting our website—our search-engine optimization where it needs to be so we have the right number of customers coming in through our funnel. Right now I’m working on standing up an ERP—so inventory management and financials—we’re working with NetSuite on that. So I need to be doing some things like that. But you know customer challenges are always gonna rise to the top. Right? We’ve got customers—have to be happy or we’re not gonna be a successful business—so those are the things I need to be working on—but I’m always gonna place customers ahead of them.

Quinton Comino: Yeah—yeah—you know for better or for worse—like sometimes those urgent things take place over the important things and it’s just an urgent thing. So coming from corporate—seeing the business structure there—all these different layers of authority to make decisions and what have you—the day-to-day schedule—just how the business is designed and built—has that had an impact? Because you sound very calculated—you sound very specific with here’s what we’re doing—here’s how I’m building—

Cliff: The table.

Quinton Comino: Yeah—has that had an impact on how you built Forefront?

Cliff: I think it has—no—I’m that way—like and data and analytics was my career—so like analytical, numbers-driven—it’s gotta—you gotta test a hypothesis and prove it. Right? Like—I know I have a tendency to want to have the perfect answer—and so I have to—it’s something I’ve known about myself for a long time—so I have to push myself to say if we have 60 or 70% of the answer let’s make the decision and go for it. And I think that becomes more of a challenge and more apparent in say small business that’s only a year in.

Cliff: Right? In my old world right we had HR systems and financial systems and crazy detailed financial reporting—we knew to the penny where every dollar was. Right? Like—in a small business you’re gonna have to make decisions based off of less information. And 100% that shows up—but I know that about myself. And Cody’s lived this role for such a long time that he’s used to that—so he you know I think we help balance each other in that way—where I want the 100% answer and sometimes you just gotta say is this the right thing to do? Do we think it’s right? Yeah—let’s go for it.

Cody: Yeah—yeah—I think the cool part—him coming from corporate—I’ve never worked a corporate job a day in my life—being able to blend what is good about a corporate job and meshing that with entrepreneurship has been really cool collaboration. It’s been neat to see you know obviously all the things you didn’t like about it so it was easy to get rid of those—but the things that did work well in a corporate environment—blending that with the entrepreneurial world and really just creating a super-solid tight company culture—that’s what we’re really geared towards—so maybe it’s been extremely helpful in that aspect.

Cliff: Yeah—yeah—sometimes I think you pointed it out but like I say a lot of times like sometimes you learn what you don’t wanna do or what sometimes you learn the wrong way to do it—and then that’s the learning experience too. Right? So yes—like I said I picked up a lot of good things from corporate but I’ve also picked up a lot of things I would never wanna do.

Quinton Comino: Oh yeah—no—it’s that—I love that. So well I like the company culture and we’ll get to that because I’d love to hear more about it because that’s just so important especially in a small business—I mean especially in a big business but it can be harder to retain that. But like the bias toward action—so I think that’s a phrase that Amazon has as one of their core values—is a bias toward action—and most decisions are reversible—so just make the decision. Indecision is—you’re just incapacitated if you don’t make a decision. That’s worse in most cases than simply making the decision—because maybe you make the wrong decision but you learn from that—reverse it—and you move forward. But then there’s also the calculated side where it’s like well if we make this decision like that’s gonna hurt us—that’s a harder one—that’s a harder ship to turn around than this other decision—so that balance is so imperative.

Cliff: And you gotta know the difference. Right? Like this ERP decision we just made—that’s a very big decision—it’s a multiyear contract—there’s a lot of dollars on the line—it’s important to our business—so we took a very long time and we’re very deliberate about making that decision—we talked to a lot of people. Right? So knowing the difference between the decisions that you can make that are reversible versus the ones that aren’t—that I think that’s huge.

Cliff: That’s super cool—you maybe think of a boss I had from Deepa—one of my favorite bosses ever—one day in our office she was just like Cliff you’re smart—make a decision—run with it—if it’s the wrong decision we’ll learn about it as fast as we can and we’ll fix it. Right? Like that’s—it’s a super-important lesson I learned in my career—and it’s if you analyze it to death you’re just gonna be paralyzed and never make a decision and never make progress.

Cody: So it’s also like we’re applying that principle—one of the most important things—in order to scale at the rate that we’re trying to scale we have to bring on a lot of people—so we’re applying that like call-to-action with hiring—and it’s like hire fast—fire fast—like to the point where we’re down—new people that we bring on they’re on like a two-week trial period instead of just you know spending months trying to vet the right person—and like we’re just like hey come on—let’s go see if we’re a good fit—if not you know here’s your two weeks.

Cliff: And—

Cody: Yeah—I mean if—

Quinton Comino: If you can on-ramp someone that quickly then yeah it makes sense.

Cliff: Yeah—yeah.

Quinton Comino: But those—but if—

Cliff: You just—

Cody: Like for me and my other business I can’t do that as much because I’m looking for like just a few people at a time—like you know three people every year that we’re adding to the team—yeah—it’s like I can select them and take more time—here we’re trying to build something really big—so it’s like hey if you’re good—you’re a good fit—we’ll train you up—if not like hey at least we tried—but we’re not gonna spend months trying to make a decision about it.

Quinton Comino: So when you’re finding if someone’s a good fit for you—are you looking at a culture fit or a technical skill-set fit?

Cliff: Both—it’s both—it’s both—I think culture is probably more important for us because we can—we can train the technical side. Right? Like there’s aspects that we do that’s highly technical but there’s a lot of just general basic skills that we need. So you know you can use a skill saw and a drill and a stud finder—probably a good technical fit for an early more junior-type person.

Quinton Comino: Mhmm.

Cliff: But being professional to customers—have attention to detail—you know you’re spending a lot of time with these guys in a work environment—like we need to have a good cultural fit—so to me the cultural side is probably more important than the technical because we can always train.

Quinton Comino: Yeah—there was—there are a couple things—what is it—I’m gonna write it down here—my father so he owns Home Nation right—and I kinda run things—and there are a couple things that he says he hires for—I think it’s like three or four things—you need to be nice—you need to have integrity—you need to have intelligence and you need to be motivated—because he’s like I can’t—I cannot do the other stuff—like the core values that you need to have as a person—and if you don’t have those values nothing else really matters—I’m just not—those are the type of people that I need—everything else like expands outside of that.

Cliff: Yeah—I like that—I might have to steal some of that—because yeah—yeah—exactly—I can’t make you motivated—right?—like but if you’re motivated I can teach you things—you can learn—so those are all you know?—and again without integrity none of it matters because you’re stealing from and you know lying.

Quinton Comino: Yeah—and I want people who are intelligent just like your boss came and said Cliff you’re smart—figure it out—yeah—like I want people then I want people who are nice because that company culture is so important—don’t wanna—if you’re the best person for the job but you’re a total jerk like I just I don’t wanna deal with that and I don’t feel like I have to.

Cliff: Yeah—yep.

Quinton Comino: I know—I feel like I can find—I can find someone—so you have a ton of job postings from what I could tell on the website—how do you maintain some of that culture? Because you’re bringing that in—you are either elevating or you know bringing down your culture with each hire that you make—yeah—and how do you maintain that?

Cody: We really have our like I guess we’ll call them like our core four that we originally hired—like and forward into them this standard—and so now the new people but they’re in their two-week trial period have to be with those guys—yeah—and then those guys are the ones maintaining and upholding our standards that we’ve set within the company culture—and they have in the past they’ve immediately like hey I don’t think this person’s gonna be a good fit—like they didn’t carry themselves like a certain way or a client or like even when they went out to lunch then he was like they just did some things that we were like questioning—so it’s just beyond if their skill set is there—it’s more like hey are they upholding our values that we’ve put in place?

Cliff: And I think—I can’t remember if it was like Zuckerberg or Musk that said like I don’t hire B talent because then when my B talent progresses they start to hire C talent—that C talent hires D—it’s like this cascading effect—since I didn’t leave the early folks that are core to our construction crews and our team they’ve gotta be A talent—they’ve gotta meet all those standards because—

Cody: Yeah.

Cliff: They’re gonna be ones hiring the next tier of people that come in—and if they’re B’s they’re gonna hire C’s—C’s are gonna hire D’s—so yeah—especially in this quarter to get really solid talent—have a really strong—

Quinton Comino: Yeah—absolutely—that’s really good—I—it’s a great point and it’s totally true—so choose Forefront Simulator Solutions right? You’re doing these in-house golfing simulations—but you come from really big business Cliff—and then Cody you come from the entrepreneurial—like we’re just going after it—we’re renovating basements and we’re making decisions—I’m in—bad decision—fix it—go on—but as you’re building this business together but like a couple questions—do you decide to focus on renovating basements because it’s like that’s really where progress is at—do you focus on the simulations because that’s where it’s at—and then you come Cliff from that big-business background and it sounds like you wanna grow something big and you wanna grow it rapidly—there’s only so—and correct me if I’m wrong—but there seems to be only so much runway with golf simulators versus general construction like being a general contractor—so is there a turning point in your future for that—have you thought about that—what is the future—and I know it’s like a year in right?—but what’s the future for Forefront?

Cliff: Yeah—I mean it’s a good question—and you know we have ideas—we have thoughts on that—and Cody alluded earlier to the fact that we are planning massive scale right? So our plan this year is to do 100 projects—we’re right on pace for that.

Quinton Comino: That’s awesome man.

Cliff: And that’s our first year right?—so awesome—100 projects year one—that requires a good Q3 and good Q4 but we’re on track.

Cody: We’re on track.

Quinton Comino: That’s cool.

Cliff: And next year the plan is to quadruple that—and year after is to double, triple or quadruple it—a hundred, four hundred, call it 2,000 in year three—I think that there’s a couple of things there—so I think we’re confident we know we’re gonna hit the 100 in Atlanta this year—next year with the 400 I think it’s gonna require some geographic expansion as well as product-line expansion—so golf has the starting point right?—golf is certainly huge—simulators are taking off in the golf space—there’s a whole lot of other stuff in this technology space—so the future of the company is actually to bring fun active technology-driven experiences into people’s homes and businesses right?—so that could be—and we’re already doing some of these now—they’re called multi-sport simulators where you can bowl in your basement—you can throw Frisbees in your basement—you can hit soccer balls in your basement—I have just put a laser-shooting simulator in my basement where my kids can shoot zombies—

Quinton Comino: And shoot—

Cliff: Bad guys—movies right?—there’s more high-end like tactical-shooting training that you can put into people’s basements—flight simulators—racing simulators—

Cody: Yeah.

Cliff: Pickleball and tennis simulators and baseball simulators—so like the whole world of just bringing technology into people’s homes—I think to us we wanna keep kinda the base the general-construction side separate because to us the bringing these technologies to people’s homes is what differentiates us—it’s a differentiated experience—I think that’s where people are gonna go right?—the old movie rooms of the past—the old basement with the pool table that nobody ever uses—like people are gonna wanna bring these fun experiences—and I don’t even know where augmented reality and virtual reality—where it’s just gonna be part of people’s homes—so yeah—that’s where we’re really trying to go.

Cody: I see.

Cliff: Does that answer your question?

Quinton Comino: Yeah—that does—yeah—so how do you make sure—how do you keep a customer from being pigeonholed in I made this simulator thing and it was a hobby for a time—now it’s not and now I need to redo everything?

Cliff: Yeah—I mean I think you know we try to think about future-proofing people’s projects as much as we can—so you know we’ll run conduit or Smurf tube in places—if it’s—it’s all just computers and components—so the cool part about all this stuff is it’s very modular—so when we come in and put a golf simulator in there’s a computer—there’s something called a launch monitor that watches the ball and sends the data to the computer—and then there’s a projector right?—like those are all modular right?—if the launch monitor—if that technology progresses over the next five years we can just come swap that out—it’s the same cable that runs to the computer—no big deal—when we install a multi-sport simulator similar right?—it runs off the same computer—we load different software—we install a different piece of hardware up on the ceiling—uses the projector—so we design them in a way that they’re very—so that if technology progresses we can swap things out—or if they wanna add something it’s super easy to add it—and we try to future-proof it in a way that adapts in the future as the technology changes.

Cody: Yeah—and if it comes to worst and they’re just like hey we don’t use the golf sim anymore—then we’d have a standard for our builds so that they are aesthetically pleasing—so if worse comes to worst and they don’t want the simulation anymore—just watch movies and football and whatever you want—turns it to an awesome movie room yeah—turns it to a movie room—so it really—and really we’re still very much on the front end of this whole simulation wave even with golf because—

Quinton Comino: Sounds like it.

Cody: They just now crested the point to where they’re really starting to be affordable for your average consumer—prior like the past five years or so they’ve just been so wildly expensive that it just you know your professional athletes and the millionaires were the only ones that could afford them—but now they just have such a slew of launch monitors from all different types of price range and budgets—so yeah—they’re really getting to the point now where anybody can do it—now we’re not in that you’re gonna have your DIYers just like with any construction or anything in the world—but we’re there for the average consumer too as much as we have a lot of high-end stuff as well—but yeah—so it’s just at the beginning of this wave.

Quinton Comino: That’s really cool—so speaking generally then what did they used to cost and what nowadays might a typical system go for?

Cliff: I mean they used to start like the technology started at a $100—like just to have the tech was $100 and let alone all the build costs there.

Cody: Yeah—but they—

Cliff: Were—you were probably looking you know back in the day you were looking at 100 to some probably the 150 to $300,000 range to get something good—wow—and we actually one of our second or third client was an ex-NBA player and we pulled out a system that he put in and he spent in the mid-six figures probably 150—$150,000—

Quinton Comino: Crazy.

Cliff: We fully replaced it including construction for like 50—yeah—that’s crazy—and so better—right?—way better—it was much improved from what he had—so that cost is just coming so much—so our average build price is in the 40 to $50,000 range and that is all the technology—all the construction—turnkey—

Quinton Comino: Yeah.

Cliff: Literally show clubs and balls if you’re playing golf.

Quinton Comino: Pretty cool.

Cliff: We have levers to go way up and way down from there—you’re at the average—you can put a really nice simulator in for 40 to $50,000 including all the construction.

Quinton Comino: So are a lot of your customers like their luxury homes or just what’s—

Cliff: Yeah—I mean our first project was a $25,000 simulator in probably what was that house? 3 or $400,000?—four or something like that—yeah—probably a $400,000 house so we could put a simulator—that was our first client—but you know we range from $400,000 houses to $10,000,000 houses—so yeah—well it’s a range—I’d say the majority are kinda in the middle right?—yeah—they’re probably the yes 800,000 to $3,000,000 houses—yeah—not the not the ones—but it’s not—not the yeah—yeah—you’re probably 800,000 to 1-and-a-half-million-dollar house is probably a sweet spot—yeah—so yeah—it’s you know—but the range is huge—it’s crazy.

Quinton Comino: Yeah—so there’s—

Cody: Go ahead—sorry.

Quinton Comino: No—you go ahead Cody.

Cody: No—no—no—I’ll take you back off of that—nothing important.

Quinton Comino: There you know it’s interesting—I was—I just podcast with a gentleman—he owns the company ProtectX right?—and the idea is protection from construction debris and damage and what have you while you’re working in a home—and he really focuses you know as he’s here in Bright—he really focuses on luxury yachts and luxury homes because that’s mostly where that matters—when you’re going into someone’s house and you’re traveling through their house and then you’re getting to the job site—it might for you it’s literally in the basement—so you go through the front door—go through the living room—find the stairs—go down and whatever—and so that it’s just it’s—and it sounds like you would have some measure of that I would imagine—because you’re when you’re renovating in particular you’re carrying out studs and drywall and all that—so you’d have to have some measure of protection especially in these really nice homes.

Cliff: Yeah—yeah—certainly—we a lot of times we get in through the basement so it’s a little bit that way—yeah—so a lot of these are exterior basements—we have—or garage—we do a lot of garages—so a lot of basements don’t have 10-foot ceilings and a lot of garages have 12 to 14-foot ceilings—

Quinton Comino: Oh—and you that’s what you need?

Cliff: Yeah—yeah—you are—nine is very doable but 10 or more—so yeah we get in a—we get exterior basement—it’s a lot—we get in the ground as a lot—but sometimes we—

Cody: Get—we get a third-story townhome—yep—that was—that was—yeah.

Cliff: Carry you know carry two-by-fours plywood up through a tiny stairwell and you know?—so we do have situations where you know we’ve gotta protect the house—so yeah that’s a huge—we certainly can’t you know put a simulator in somebody’s basement or somebody’s attic and destroy the rest of their house—so that’s certainly aspects of what we have to do and cleaning up afterwards and all of this stuff—partly overall experience for sure—that sounds like a cool guy.

Quinton Comino: No—it is a first-to-market sort of company what he’s doing as far as the product—it’s pretty interesting—he’s a yeah nice guy—he’s from Australia—that’s a pretty cool guy—so but yeah I love what you guys are doing—it this is fantastic—it’s at the forefront of this sort of scene this sort of industry it seems to be—so kind of wrapping up here—I’m curious—so Cliff and Cody right—it’s easy to remember—you guys are working together—hey just call Cliff and Cody—they’ll take care of it—why did you guys decide to go into business together—why didn’t you say oh I’m doing this on my own man—this is a great idea—I’m doing it—why go together?

Cliff: I think we failed time and so we—we actually have a third business partner—he’s kind of a limited partner—he just kinda Craig—on the—what’s that?—with Cody and Craig or no?—okay—we’ll keep his name off the table for now because he’s got his idea for him but good guy—but one of his favorite sayings is you gotta have all the right athletes on the field right?—so the Chicago Bulls didn’t have five Michael Jordans right?—they had Jordan—they had Pippen—they had the right guys to bring that varied skill sets to the table—and you know I said it in the beginning I was like I don’t know if you really need me to do this man—you got all the construction knowledge—you can start things together—and the key saw the deals I brought on the table right?—I knew—

Quinton Comino: Totally.

Cliff: I you know back to the you know local comment—when I put my own golf simulator in I researched this industry to no end—I know every aspect of every simulator why one’s better than another right?—so like we bring the skill sets that we need—and you know could I have done it on my own and hired subcontractors?—maybe—but Cody knows that world in and out—he’s got a list of vetted subcontractors—his design mind is great right?—so could we have done it on our own?—probably—would it have been as successful?—I don’t think a chance in the world right?—so well—

Cody: You know I know—when we had a conversation in your basement about it and you were like dude can I like come in anyway?—like without a doubt the first thing that came to mind was like why don’t we do it together?—like there’s just I saw Cliff’s ability—his work ethic—his mindset—I never even thought about doing it on my own—I was like we just need to partner up and get it—so it started out as a small like we’re just kinda like hey some side money and you know a little side hustle—maybe it’ll turn into something one day—and then January hit and it was like full-scale growth—let’s go.

Cliff: Yeah—you know he’s a third partner as well right?—he just brings a skill set to us that we don’t have and he’s pushing us to think bigger—and yes you know like so it’s just I think teaming up with the right teammates is huge.

Quinton Comino: Yeah—absolutely—when you have the right people—people you can—people that are gonna work hard yeah—that makes such a huge difference and you can really build a company that’s gonna be sustainable and it’s gonna grow—service customers the right way—sounds like that’s what you guys are serious foundation right now for growth and it’s rapid—rapidly you’re going with that as well which is really exciting.

Cody: Oh yeah—we wanna take over the United States for the awesome better world.

Quinton Comino: I love it—no that’s what—that’s what I deploy—it’s like I wanna take—I want world—that’s what I probably wanna do you know?—it’s just like we wanna—we—that drive that’s what I really value—and it—that’ll take you far because even in the face of adversity like no we’re gonna keep trying yeah—sure that last three times let’s keep trying—so valuable yeah—I love it guys.

Quinton Comino: Well thank you so much—this is forefrontsims.com—would that be the best place for people to go?

Cliff: Yeah—for yeah—Instagram yeah—forefrontsims.com—on our Instagram we’ve got some really good content talking about our projects showing yep—we get a little more into like the details of what we do and talk on there—so yeah—forefrontsims.com or Instagram—I think it’s forefront golf sims—you’ll find it.

Quinton Comino: Yeah—cool—and right now it’s the general Atlanta Georgia and you know with thoughts to expand that pretty soon here?

Cliff: Yeah—Atlanta Georgia but you know we’ve got a project coming up in Destin Florida—we’ve done projects in Nashville—so you know I’d say Southeast really got them coming up now—Alabama’s coming up.

Quinton Comino: Oh wow.

Cliff: The South—the Southeast is a really comfortable area for us—cool—so and we have other models—hybrid models that we can cover other geographies right?—we can do sort of design consultation and support—yeah—I’d say anybody that’s actually gonna reach out and we can see how we can help.

Quinton Comino: Awesome—well love it—thank you guys for your time today—thank you very much—appreciate it—Cliff and Cody—Forefront Simulator Solutions—forefrontsims.com—thanks guys.

Cody: Thank you man.

Quinton Comino: See you.