Breaching/Leadership/Life Shane Foster | Tier1 Podcast

Summary

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Tier1 Podcast – Episode Summary

Episode: Breaching/Leadership/Life with Shane Foster | Tier1 Podcast
Host: Brent Tucker
Guest: Shane Foster, Owner of Guild Solutions
Release Date: March 2, 2026

Episode Overview

This episode of the Tier1 Podcast features Shane Foster, owner of Guild Solutions, in a candid and engaging conversation with former Delta Force operator Brent Tucker. Together, they explore the evolving landscape of law enforcement training, the nuances of leadership and organizational culture, the challenges of entrepreneurship, and the technical and human elements of tactical instruction. Their discussion is rich with personal stories, actionable leadership insights, and the unglamorous realities behind tactical professions and business ownership.

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Key Discussion Points & Insights

1. The State of Law Enforcement Training

• Quality vs. Quantity: Brent emphasizes that law enforcement needs quality training instead of just “more” training.
  • Memorable Quote:

    "They just, they don't need more training. They need quality training." — Brent Tucker, [04:13]

• Practice Makes Permanent, Not Perfect: Both agree that the myth of “perfect practice” is dangerous; practicing poor technique only ingrains poor habits.
  • Quote:

    "Practice doesn't make perfect. No... Practice makes permanent." — Brent Tucker, [05:27]

• Debriefs and Perfection: Even after so-called perfect operations, elite teams focus on what went wrong and what can be improved.
  • Illustration:

    "If you only heard that debrief, you'd be like, oh, this, this mission didn't go that well." — Brent Tucker, [06:34]

2. Shane's Origin Story – From Trouble to Law Enforcement

• Shane shares his troubled youth, run-ins with the law, and how a compassionate officer’s intervention led him to law enforcement through ride-alongs.
  • Quote:

    "The same dudes that I hated... set my life on a really cool trajectory." — Shane Foster, [08:34]

• Irony & Empathy: Highlights the transformative power of seeing ‘the other side’ and breaks down barriers between civilians and law enforcement.
  • Quote:

    "We will hate, dislike, you know, and destroy people without even understanding what they go through. And cops, people don't realize how human they are." — Shane Foster, [09:15]

3. The Realities of Police Work

• Patrol Stories:
  • The unpredictable, bizarre, and often thankless nature of patrol life.
  • “Only zombies and crazies come out at night.” – Both chuckle over the types of people encountered during night shifts. [17:18]
• Job Variety by Agency Size:
  • Small departments mean wearing many hats; mid-size agencies offer the best mix of career growth and action.
  • Advice:

    "Small departments don't afford you opportunities for growth... a large agency, you can get lost... the sweet spot... is that mid-size agency." — Shane Foster, [35:33]

4. Leadership & Organizational Culture

• Comparing Corporate and Tactical Leadership:
  • Corporate world lessons: performance orientation, organizational structure, and consequences for underperforming.
  • Law enforcement & special units often have a “bro” culture where nepotism can exist, sometimes at the expense of excellence.
  • Quote:

    "You must perform every single day. If not, they're going to fire your ass. They'll go find someone new." — Shane Foster, [22:23]

  • Culture as a Garden/Fitness:

    "Culture is... really hard to get, and it's really easy to lose." — Brent Tucker, [29:14]

• Individualized Leadership:
  • Leaders must know their personnel as individuals—not as a sum—adapting management style accordingly.
  • Quote:

    "To lead people individually, not as a sum, is one of the greatest challenges that I'm learning..." — Shane Foster, [30:42]

  • The best leaders are followed because their people want to follow, not because they have to.

    "If people follow you because they have to, you're not a good leader." — Shane Foster, [32:12]

5. Technical Mastery and Breaching Instruction

• Transition to Instructing:
  • Teaching requires learning far more than just performing, as instructors must address diverse skill levels, configurations, and conditions.
  • Quote:

    "You become really the master of your craft... after you quit doing that craft. For real." — Brent Tucker, [41:14]

• Breaching as Problem-Solving:
  • Teaching breaching is compared to solving a Rubik's Cube under time pressure, where deep technical expertise is required.
  • Emphasizing the need to know far beyond the basics—down to the types of doors, materials, and real-world unpredictability.
  • Quote:

    "Breaching is penetration... It's complex problem solving in a very demanding environment." — Shane Foster, [44:02, 44:49]

• Justifying Breaching Training:
  • "It doesn't matter how good your intelligence is... all of that doesn't matter if you can't get in the door." — Brent Tucker, [47:04]
  • The "most important person on the team" changes based on mission phase—breachers, shooters, or support can all be the “key” depending on timing and needs. — [48:55]

6. Upholding Standards & Team Dynamics

• The Three Types: All-Ins (fully committed), Not-Ins (minimum standard), and Half-Ins (in between, swayed either way by team culture).
  • Quote:

    "The war is between all-ins and not-ins, fighting for the half-ins." — Shane Foster, [52:57]

• Appearance and Pride:
  • You can often assess commitment simply by looking at a person’s gear—professionalism shows.
  • Quote:

    "The only people who don't want you to judge a book by its cover are fat, sloppy, lazy people. Because they want you to give them the benefit of the doubt." — Brent Tucker, [55:28]

• Physical Fitness as a Standard:
  • The standard must fit operational realities (urban = stairs; rural = rucking), but there must be a standard and it must be enforced.
  • Fitness is non-negotiable for instructors at Guild Solutions.

7. The Entrepreneurial Journey

• Sacrifice & Persistence:
  • Both share how their respective companies were built on personal and financial sacrifice, living meagerly to survive the lean years.
    • Shane: "We've been traveling the country now, living in our RV for three years and eight months... I remember $22,000 out of my savings account that I took out that we sacrificed to start this company." [72:48]
  • Quote:

    "It takes a special mindset to start a business and to see it through and not quit. It's not a selection like long walk... It is a life long journey and it's one that don't stop." — Shane Foster, [68:29]

  • Not everyone is cut out for entrepreneurship; you can’t entertain failure as an option.
  • Brent notes that many people dream about starting a business but few actually do the hard, unglamorous work required.

8. Instructor Development and The Guild’s Mission

• Instructor Quality:
  • Not all great operators make good teachers; true knowledge transfer is a special (and rare) skill.
  • The Guild prioritizes instructor development as a pillar of raising law enforcement standards.
• Guild Solutions Offerings:
  • Specializes in breaching, team movement, integrated leadership, and instructor development.
  • Emphasizes niche, high-level training delivered by experienced, vetted instructors.
  • Notable instructors: Xavier Randolph, Corey Adamski—praised for blending operational and competitive experience with humility.
  • Contact:

    "Guildsolutionsgroup.com... IG, Facebook... [or] [e-mail]" — Shane Foster, [91:51]

9. Memorable Anecdotes & Light Moments

• Ride-alongs & Patrol Life:
  • Stories of bizarre calls, health and wellness checks, and the humor and chaos of midnight shifts.
• Gear & Fitness Standards:
  • “If you're fat and slobby and you're not making an effort... you might be on the website but you're not teaching courses.” — Shane Foster, [56:30]
• Explosive Breaching Humor:
  • The infamous "dong charge"—a breaching charge that left a suggestive outline in a wall, shared as a tactical blooper and inside joke.
  • Timestamp: [92:32]

    "The dong charge blows through the door... and, dude, it is the perfect outline of a major blackhawk." — Shane Foster

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Notable Quotes

• On Training:

  "Practice makes permanent." — Brent Tucker, [05:27]

• On Culture:

  "Culture is... really hard to get, and it's really easy to lose." — Brent Tucker, [29:14]

• On Leadership:

  "If people follow you because they have to, you're not a good leader." — Shane Foster, [32:12]

• On Entrepreneurship:

  "It takes a special mindset to start a business and to see it through and not quit. It is a life long journey and it's one that don't stop." — Shane Foster, [68:29]

• On Team Standards:

  “Who's the most important person on the team? Well, the answer is when.” — Shane Foster, [49:12]

• On Gear and Commitment:

  "The only people who don't want you to judge a book by its cover are fat, sloppy, lazy people. Because they want you to give them the benefit of the doubt." — Brent Tucker, [55:28]

• On Instruction:

  "Just because you're good at doing the thing does not mean you are good at teaching the thing." — Shane Foster, [83:50]

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Key Timestamps

• 04:13 – Quality vs. quantity in law enforcement training.
• 08:34 – Shane’s transformational moment with law enforcement.
• 22:23 – Differences between corporate leadership and law enforcement “good ol’ boy” culture.
• 29:14 – The fragility and importance of organizational culture.
• 32:12 – The true test of leadership: followership by choice.
• 41:14 – The paradox of becoming a true subject matter expert as an instructor, not just a doer.
• 47:04 – The necessity of breaching and having the right person at the right time on the team.
• 52:57 – All-ins, not-ins, and the tug-of-war for half-ins on team culture.
• 55:28 – Commitment is visible, often through kit and fitness.
• 68:29 – The unique challenges and sacrifices of entrepreneurship.
• 80:14 – Guild Solutions’ unique value and high standards for instructors.
• 92:32 – Tactical “dong charge” story.

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Recap: Episode Takeaways

• Training must be excellent, not just frequent—bad habits can be permanently ingrained with poor practice.
• Culture and leadership are the linchpins of high-performing tactical teams, and maintaining culture requires relentless vigilance.
• Personal transformation and empathy arise from crossing professional lines and understanding the “other side’s” humanity.
• Entrepreneurship in the tactical world is tougher and more demanding than most realize, and success requires both grit and support.
• Technical mastery and effective instruction are not always linked—being subject-matter-expert is not enough; pedagogy counts.
• Guild Solutions is setting a standard for niche, high-level law enforcement training with a focus on innovation, instructor quality, and personal integrity.

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For more info or to book training:
Visit GuildSolutionsGroup.com
Contact: [e-mail]
Follow on Instagram and Facebook

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Transcript

[A]

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[B]

Welcome back to the Tier 1 podcast. I am your host, Brent Tucker, owner of FRCC that's First Responders Cigar, coffee and cask company. We do just that. Coffee, cigars and bourbon. And we do it better than anybody else. Go to FRCC shop and use promo code tier one to get 15 off your purchase. And I'm Drew Tucker, Chaplain at First Responder Coffee, Cigar and Cast Company. Guys, I invite you to join our patreon.

[A]

It's brought to you by Cobalt Kinetics.

[B]

There you get behind the scenes exclusive content. There's a fitness forum, a weapons forum, there's giveaways, and there's a Cobalt Kinetics weapons expert ready to answer your gun questions in our gun forum. Join the patreon and this episode is brought to you by Human Performance TRT. Go to HP D.TRT.com use promo code tier1 to get 20% off your order. Don't wait any longer to get in the best shape of your life. Get your blood work done, see what's going on and make 2026 the best year of your life physically. Yo it to yourself, yo to your family. You won't regret doing it. Do it. Let's go, Drew.

[A]

For new special for

[B]

welcome to the Tier one podcast. This is amazing, dude. Check this out. And with us today, we have the one and only Shane Foster, owner of Guild Solutions. Not only am I a big fan of his company, I'm a big fan of you as a person. Known you for years. So glad that you've. We finally got this, the. The scheduling together. You're a very busy man. You go across the country training law enforcement and at a high level, you have a great story. I. I can't. I can't wait to get into it, man.

[A]

I appreciate it. It's been weird having this secret love connection with you behind the scenes for all these years and now we're going public with it.

[B]

That's right.

[A]

Is this a bad Time to talk to your girlfriend and my wife or what do we do for me?

[B]

They know. Yeah, yeah, I know.

[A]

They know my wife's already jealous.

[B]

They, they know.

[A]

Awesome, man. Well, thank you so much for having me, man. I'm absolutely stoked to hang out with you.

[B]

I mean, I, I appreciate it and we'll get into, you know, a lot more of this later, but basically the we'll, we'll cover basic, how you got, how you got there, why and how the, what you do, what you do. But there's something that being in this space, and in a weird way, I'm, I, I dabble in this space. I, I do it part time at best. Like this, this is what you do. Like you are the subject matter expert when it comes to this. And everyone's saying, hey, our law enforcement needs, needs more training. More training. More training.

[A]

Yeah.

[B]

And I actually hesitate like when I hear that. And I, I know what they mean. Like their intent is good when they're saying, but once you get in this space and when you know what good training is, you know what bad training is.

[A]

That's right.

[B]

They just, they don't need more training. They need quality training. And I'm don't have to tell you, but if our listeners don't know, there are people in this space that should not be training law enforcement, just to be blunt about it. And I don't think that they don't do it with bad intent. I believe they believe they're doing a good job.

[A]

Absolutely.

[B]

But that is, when anyone comes and talks to me about training, there's really only a few people like on, on my approved list. And, and you guys are one of them, man.

[A]

That's, that's super kind. And you know, on that note, I think that we've heard the old saying, right? Practice makes perfect. Well, that's, that's a croc. It's not practice makes perfect. And you can't even say perfect, practice makes perfect because the fact is, is, is badass as the unit is. They're not perfect. None of us are perfect. So what we say is it is excellent practice or excellent training and development that leads to excellence. And I think that's where the missing link is, right? Is we're, we're striving for perfection, we're striving for unattainables. But we can reach excellence and that is in everything we do from the start to the beginning. Of course we can get into that.

[B]

Yeah. The, one of my favorite sayings of that to dovetail off is practice Makes permanent. That's what practice does.

[A]

Dig it.

[B]

And so if, if you're practicing something subpar, well, you're going to have that permanent subpar muscle memory into it. So it's. Practice doesn't make perfect. No, and I agree with you what you're saying that perfect practice doesn't, you know, is, isn't it? I've said this to, I say the SWAT teams almost every time I train them. I've never done the perfect run CQB run the Delta Force. And I've probably. We, you know, especially in training, we, we train a lot. I don't even know if I could count how many house runs that, that I've done and, but there's no such thing as five.

[A]

What I've heard at least five. It's impressive. I mean that's more than a lot of law enforcement.

[B]

So there's no such thing as, as the perfect CQB run.

[A]

Absolutely. And it's just like an operation. Right. I mean we can talk later on about how amazing the operation that, that your former unit did recently.

[B]

Right.

[A]

And man, from what I hear sounds like they were on par.

[B]

You know, I, I assure you this. And it's, it's funny just coming from that unit, if at the debrief after that mission that we hear as we hear sounds like it went perfect. Yeah. You know, and, and from the, from the, you know, 50,000 foot view, it did go perfect. But I sure if you sat in on that, that team debrief for them talking to, the only thing they talked about was everything that went wrong, what they could have done better. And if you only heard that debrief, you'd be like, oh, this, this mission didn't go that well.

[A]

The four star was sitting over there, you know, doing this and they walked away. Damn it, Bobby. You know.

[B]

Right. Just lamenting over there.

[A]

Yeah, absolutely, man. For sure.

[B]

Well, let's, let's get into the episode of what, what no good man ever wants to talk about. And that's talk about you.

[A]

Well, it's not as, it's not as cool as yours. And I'll be the first to say that, man. I'll give you the, the quick and you just stop whenever.

[B]

Sure. Start from the beginning.

[A]

Yeah, So I, I grew up central Indiana. Good old Indiana boy. There wasn't a lot there. Basketball and corn. I decided I didn't want to be a farmer, so I would try my hand at basketball and realize I wasn't all that good at that too. Played high school sports throughout. Just like A lot of us did. And through the course of time, you know, made some decisions that led me down some paths that weren't always the best. Mom is probably shaking her head right now like, amen, and putting her hand to the screen and praying Andrew's over here doing it too. But with that, it led me to some decisions that got me in a little bit of trouble. And then those decisions essentially led me to a really good human being in my life that stepped in and because of that gave me a chance to go do ride alongs in law enforcement. And when that happened, I realized there was a community out there and the same dudes that I hated couldn't stand in some ways were the same dudes that set my life on a really cool trajectory.

[B]

Yeah, how, how's that for, for ironic? You, you probably couldn't stand law enforcement because you're on the other side of it, but you never met one, you didn't understand them. It, it's in, in a weird way, I mean, you kind of take, take yourself to current, our current political situation. We just, we just hate the other side. But if, if, if they ever came and, and talked to us and just really, you know, figured out and decided to spend some time with us, they'd find out, hey, we're not all that. And, and that's kind of what happened to you, man.

[A]

That there's a whole lot to unpack in that.

[B]

Right?

[A]

Just, just for the simple sake of, you know, we will hate, dislike, you know, and destroy people without even understanding what they go through. And cops, people don't realize how human they are.

[B]

Yeah.

[A]

What an incredible group of human beings. To be hated by your own race, ethnicity, hated by your own family. To do the job and to do it for pay and night in and night out, and then they come and they continue to do it to make a difference in their community. And, and I would say this too, also, being a veteran, one of the big things that I kind of have a little bit of an issue with is like, you can go do four years as a vet and you come out and people like, oh, praise Jesus, you're a vet. That's awesome. You know, but you go to four years as a cop and they're like, ah, you're a piece of crap.

[B]

Yeah.

[A]

And, and those are both giving back to their community. Of course, one is conus, one is oconus, one is domestic, one is not. So for me, that was something that really sent me home to realize that these dudes that were given so much back and I'll never forget. Rest his soul. Todd Lynch. First time I went hang out with a bunch of cops, dark skinned dude, big old belly. I swear he was nine months pregnant his whole life. And, and we go out and sit there at Massinawal and he put his beer can right here. Never touch it, just set it right there.

[B]

Yeah.

[A]

And then anytime he wanted to, he'd just grab it and just tip it back.

[B]

Yeah.

[A]

And, and when I seen that humanized side to me, Brent, that was like, wow, this is something that's pretty cool. I might want to be a part of this.

[B]

I think it's. And, and this can only be really told from a, as a veteran because otherwise they would want to kill the messenger. I would argue that law enforcement has a greater direct impact on the quality of your life on a day to day basis. Now don't get me wrong, we need the military. Absolutely we need them in a big way. But yeah, the last time we, well, nine, 11, we needed the military but they weren't going to, they weren't going to take over America.

[A]

Right.

[B]

Just, let's just be real about it. But don't get me wrong, they, they deserve to see some Americans and get shot in the face over that. But the last time we really knew the Americans that it, it affected our way of life was World War II.

[A]

Right. Yeah.

[B]

Cops you need every day. And you can, you can dislike them or all you want, but if someone breaks into your house, who's the first person you call?

[A]

You call the popo, call them piggies, whatever you want, but they're coming, that's the guy.

[B]

And you can dislike them. Giving speeding tickets all you want, but if someone's going 75 and a 35 and plows into you, you're going to wish that they got pulled over for speeding.

[A]

Right.

[B]

Like they, they do. They keep society on the rails.

[A]

Right.

[B]

Yet. And that's all they do every day is try to make their community a safer place. And they're hated for it by some people. Blows my mind.

[A]

And we, we. I hate the term sheepdog. That's so cringe to me like oh, the sheepdog.

[B]

I got a patch.

[A]

You know, it's weird. Don't be weird.

[B]

Don't be weird.

[A]

Yeah, don't be weird. It's not that hard.

[B]

Right.

[A]

But you know what they really are? They're offense. They're offense. And you can look at offense two different ways. You can say offense just from a religious standpoint too. You can say the fence is trapping me, it's keeping me in. They won't let me do the things I want to do. Or you can say that fence is also protecting me. It's keeping my kids from getting ran over. It's keeping all of these things at bay. So that's really what in my mind law enforcement, it's not just a sheepdog, they're a fence. Truly between your way of life or a third world country where there is no rules, regulations or anything.

[B]

Just. Just for the listeners awareness, we decided to let Max hang around because apparently he decided Shane was also his best friend.

[A]

Yeah, he's actually leaving you. We've. We've already had this conversation. Brent. He's like, this dude is not as cool as I thought he was being. Tier one. I'm gonna go hang out with this battlefield airman. He's much cooler in TikTok and contradas short dramas, emotionales rapidos idios dejar descarga tick toca.

[B]

What. What did you guys do? You. Because ironically enough, I've. My first ride along was with my cousin.

[A]

Okay.

[B]

And there's a few things I remember from. From that ride along and it really made me respect law enforcement at an. At least their job. Don't get me wrong, I respect them at an early age because my dad would have beat my butt if I, if he ever found out that I didn't. But the Mike shrum, my cousin going to ride along with them. One of the first things I. I remember from that night is we had. There was just some guy in the ghetto. He, Mike Love worked in the ghetto because that's. That's where the action was, where the crime was.

[A]

Yeah.

[B]

And so that's where he needed to be. Years later, I find out now that I, he. He was a good cop for. For doing that. You know, he could have easily parked his car somewhere and collected a paycheck.

[A]

Yeah, for sure.

[B]

And this guy on this bike just starts mouthing off. Mfing them up and down USOB this. That Mike comes back to the car. I'm like, mike, you, you, you gonna. You gonna hit him? You gonna arrest him? Like, what are you gonna do? You can't talk to you like that. He's like, brett, they talk to me like that every night, dude. I was like, what? He's like, it's not illegal to talk to me like that. I was like, it's not. Blew my mind. Blew my mind that you couldn't say anything but yes, sir, no sir to a police officer.

[A]

There's this little thing called the constitution.

[B]

Oh. And I was like man, that is, you deal with this every night and, and his mind is blown. Seeing how naive I am. Like yes Britt, this is what I deal with every night.

[A]

Yeah.

[B]

The other thing I, I remember about that we get this call with a health and welfare call.

[A]

Health and wellness check. Yep.

[B]

And this lady must have been four or five hundred pounds. And so we were the first ones there and I walk in with them and you could smell this lady in this apartment and the stench that she lives in and apparently her cordless phone died and she couldn't, and she couldn't get out of bed so no one could contact her.

[A]

Shocking. But yeah.

[B]

So we had to get the firefighters in and everyone including me had to help lift this, I'm telling you, 500 pound lady onto the, the gurney like to, to get her out of there.

[A]

So you was actually on your way for a good, good job at Sea World if you just transition directly over. But whatever Brent.

[B]

And, but I did realize like this, this, this job's comics like every, and he's like yeah, every night it's something new. And I was like that's cool. I like that dude.

[A]

That is so, so absolutely factual. I, I, you know, we can talk about some cool guy stuff on SWAT and some of the operations and they're neat and stuff like that that I was a part of for a few years. But patrol, if you just want to have good old fire pit discussion. The times on patrol are some of the funniest, greatest moments that I've ever had. Yeah, it is, is like Jordan Peterson says, it's terribly awful or wonderfully beautiful or something like that. And that', is, yeah, it's, it's the most boring, ridiculous, amazing experience that you can have, especially when you work.

[B]

And I've, since then I've gone on many ride alongs and the night ones are always interesting only because I mean there's a few normal people that work at night, but for the most part all of normal civilization is in bed at 2am yeah.

[A]

Only zombies and crazies come out at night.

[B]

That's right. That's right. Only zombies and crazy is exactly who, you know, we, we run and it's, it just blows my mind the people that, that they deal with and who they run into. And of course that crime happens at night like in, in, in the darkness. For, for the most part. So those patrol cops that, that, that work the bad areas at night, my gosh, do they, they live an exciting life.

[A]

It is. And it's, it's so weird because it's, it's like this massive spike of awesomeness with just nothingness and the balance of those two things. I mean, I remember multiple times, like on a Monday or Tuesday where it's not so exciting that you're sitting there and you're fighting, you know, the sleepy monster.

[B]

Yeah.

[A]

You're taking your OC spray out and putting it under your eyes to get a jolt like, here we go. And then all of a sudden, you know, there's a DV with weapons. You know, the next thing you know, you're in a high speed pursuit because it was a bank robbery. Not a bank robbery, but a robbery in progress. And so you have all these different things. And I think that, you know, that's when you get into to managing your emotions pretty well. Not, not the pseudo cops, but guys that really were cops for full time capacities. They do a pretty good job at managing their emotions because of these spikes that constantly happen and, and sometimes they internalize it, which can be a problem too, and lead to a lot of health issues. But yeah, that's, that's one of the things that I think people just don't realize when it comes to being a law enforcement officer what they really deal with. And I would encourage them. Go out.

[B]

Anyone can do it.

[A]

Yeah, no, and not stay in it.

[B]

No, I mean, go on right along.

[A]

Oh, yeah, right, right. Absolutely. If you can. You know, I don't know how it is in Florida, but I know like in the metro Memphis area, you sign a waiver, just basically if you die, you die.

[B]

Right?

[A]

You know.

[B]

Yeah.

[A]

But if you're willing to do that, then ultimately it makes a great opportunity for you to, to get out there and learn that life, because that's what it is. It's a lifestyle.

[B]

Do you remember anything on that ride along? I'm not necessarily exciting, but like something on that ride on is like, this is a different life.

[A]

Yeah. I remember smacking the ever loving crap out of a vehicle headed to a kid that was in a four wheeler or not a go kart. So there was a go kart accident on the other end of town and I can't remember the name of the intersection right there. And we're sitting there and it was a pretty uneventful day.

[B]

Okay.

[A]

And something I definitely want to come back to later, you know, sheriff's departments in certain part of the countries, some of them are very reactive, doing warrant services. And then the Southeast man ain't like that. They're. They're the tip of the spear, per se.

[B]

Right.

[A]

Totally different.

[B]

Right.

[A]

So we were headed out to a call, and about that time, we cruised an intersection, and it was the old Capris Caprice back then. And we came in and that mirror smacked another dude's mirror and exploded. And I was like, this is straight Dukes of Hazard. This is amazing. And he's not going to jail for clipping this dude.

[B]

Yeah.

[A]

And of course, you know, we had to send another unit there. Go take the report. It's all good. And we went out and checked on that little kid that had flipped over in a go kart, and they, of course, meted him out and stuff.

[B]

Okay.

[A]

So that. That was one of my first experiences where. This is cool.

[B]

Yeah, yeah. What would you do after that?

[A]

Yeah. So at that point, I kind of had to do a little bit of a ride along. It was a community service thing. And then that got me into, hey, I want to go be a reserve at this academy. I was still working, trying to do the whole college thing. And that's where I got into law enforcement initially. Did that for a couple of years, and. And then I got into the corporate world, which we can talk about. But I was part of a Fortune 500 company, and that was great for where I am now. And then 2005, moved back down to the southern part of the country, which is where all my dad's family's from. I kind of grew up around that big metropolis of 494 people down there.

[B]

You know, I just real briefly, I do want to talk about the. The corporate world and. And through a certain lens.

[A]

Sure.

[B]

Because as you teach leadership now, you have. You have a full life experience. I want to say a full one. From being a business owner, an entrepreneur, to law enforcement patrol, tactical, working for other companies within the training environment, and even being in the corporate world. I mean, that's. That is. That's diversity for. For a background. But with that snapshot that you had of the corporate world when it comes to leadership and culture, and it's a high performing. You said Fortune 500 company. I'm not saying they're all the same, but they're similarities. Tell me about leadership and culture that maybe you took with you later and said, this is what I will do or this is what I won't do.

[A]

You know, I want to be straight up. I don't like podcasts. You're like, this is not going where I thought the question would go. I don't. I've not been that one. I love you. I consider you a very good friend. So this is one that I was glad I came on because I knew you would ask questions like that. And I think those questions need to be brought out. One of the big things with the corporate world that people need to understand is, is if you don't perform, they don't care. You're done, you're cut. Now you probably understand that. But a lot of times in law enforcement it's, it's the bro hood, right. It's the nepotism that we experience oftentimes and promotions that happen because you're the boys dude or whatever. And so I think one of the greatest lessons that I learned is number one is organization. Let's face it, law enforcement is not very organized. A lot of training companies, quite frankly, are not very organized. The next thing that I think that, that brought a lot of clarity to me is understanding that you must perform every single day. If not, they're going to fire your ass. They'll go find someone new. And it's, it's this thing that constantly drives forward that you have got to embrace that. And then if you take those lessons as we'll get into with the law enforcement, the military side and you blend the two, it gets really exciting because now you're seeing something that guys at, no offense, that just did the 20 years in the soft community may not have experienced yet.

[B]

Absolutely.

[A]

And it's different. So those are just a few of the lessons. There's a lot. But those are the few that I

[B]

took with me here at the Tier One Podcast. We're excited to have Tasty Gains as a sponsor. A company with values that aligns with ours. I take their products every day, three times a day. And if it wasn't a product that I didn't take personally and believe in and a company with integrity, then they wouldn't be sponsors on this show. Creatine helps the body produce more ATP, which is an energy molecule that your entire body runs on. It helps improve your physical and mental performance in all aspects of life. Let's be honest, creatine powder sucks to take every day. With the creatine gummies, you can take them with you anywhere and, and they taste great. Every batch is third party tested so you know you're getting exactly what you pay for. Go to tastygains.com and enter the promo code tier one. That's T I E R the number one and get 20% off your order. It's interesting, but I kind of assumed that's that was your answer because in special operations it's still, it's, it's better. I mean there's a selection process, it is higher performing. But, but there are other things that are, that are very similar. The good old boy system, you know, is, is, is still there. It's not that easy to, to get fired. It's still a majority government run organization with a government run mentality. And it really wasn't until I got to a tier one unit that the culture of a tier of a, of a Fortune 500 company mixes with the resources of the government that really allows them to be who they are. Which is just that. I don't care what you did yesterday.

[A]

Yep.

[B]

I don't care that you gotten a, that you earned a silver star five years ago. You suck today. Well then you suck and you, and you gotta leave.

[A]

You know what's so weird? Yeah. And we're kind of jumping ahead a little bit. But that's why when I've been fortunate to, to work with these tier one elements, whether it be OP4 or consulting or whatever the case is in the breaching world specifically is there is a very distinguishable difference between the black roll per se and the Tier 1 and Whiteside Soft. And that's not throwing any shade at any of those guys. But it is. But it's because that tier one element, the Marsocks, the devs, the cags, they kind of work inside of this really unique bubble.

[B]

Bubble. Yep.

[A]

And, and because of that when they go train with law enforcement like us, it's like wow, we see it, we understand it. And especially high performing Ellie teams that I was a part of and surrounding. It's a really refreshing thing because there's a lot of yes sir. You know, when you get to the tier 2 levels and below and I,

[B]

and I say it all the time, it really has to do with one. The answer is simple. Now executing this solution isn't always as simple, but it can be. And it's culture.

[A]

Right?

[B]

It's just culture. It's deciding as a team. Today we're doing things different. Today we're holding the standards. Today we're actually going to reassess our standards or our standards where they need to be set the standard and then enforce the standard. It's just a decision to make. You don't have to walk 40 miles to be on a SWAT team. It's not a, it's not, I'm saying it's not a one for one trade off. Like I, I don't need to make you into the Delta Force, but I do need you to accept the culture of a successful organization. And plot and apply those characteristics to your own team, and you'll go far.

[A]

Culture is holy smokes, bro. Culture is everything in a company, in a unit, in everything. I've been a part of some. Some really good cultures. I would like to think for the most part, the guild is a really healthy culture. We, for the most part, started with a certain amount of guys. Me, Jaebo, the whole group. We've all stayed together. We haven't broken apart. I know they're going to be heartbroken that you and I have this relationship now, but outside of that, because it does, it matters. And you see it multiple times. How many training companies out there. So I don't know where the statistic came from. If I'm wrong, don't be throwing shade at me, but just say it with

[B]

confidence and I'll back you up.

[A]

Yeah, it's the truth. It's the gospel. The Bible said it. But that is. They say eight years. That's the average span that a training company rises and falls. Eight years.

[B]

Believe that.

[A]

And if you look at the trends and you go back 15, 20 years, you see it. But it's always because this nasty culture gets crept into their. Their organization. And now you've got, you know, we talk about ego later, but now you've got a dude that's running around, gets in trouble online. Now you got someone who's embezzling, now they're doing illegal activities, they're arrested for domestic violence, whatever. And it comes down to a lot of. It becomes a cultural issue way before the actual evidence of the issue.

[B]

I. I correlated to this, which is culture is a lot like fitness. It's really hard to get, and it's really easy to lose.

[A]

Yeah. Yeah, I like that.

[B]

Really hard to get. But it's.

[A]

But you.

[B]

But once you get it and you fought so hard for it, you have to. You have to be very vigilant about it because you can. It won't. 1. One bad attitude on the team is can spread like a cancer.

[A]

Gotta set standards and hold them. It's a garden. You can't plant your stuff in 2025 and expect to reap the same crops in 26. You still gotta cultivate the soil. You still have to make sure PH is right. You still have to do all these things. It. It's a lot of damn work. We have a couple guys on the team, and I love them. They're. They're so important. I'm not going to say who they are, but me and Jaebo call them Nemo. You know, why we call him Nemo.

[B]

He's got a little fin.

[A]

Nope. Wow. Let's go there. Party time. All right. No, it's because their water has to be right. Their ph has to be right.

[B]

Okay?

[A]

Everything has to be right.

[B]

Right.

[A]

And if it's not, then they get emotional. They get their feelings, and they're Nemos, and it's okay because those Nemos are important because they have a job in that tank. Be it beauty, be it whatever.

[B]

Right.

[A]

And. But again, I think as a leader, I didn't know this five, six, seven years ago. I think as a leader, to lead people individually, not as a sum, is one of the greatest challenges that I'm learning, because I'm going to reference Jaebo, director of training. You know him. You've met him. Phenomenal human being. Incredible speaker. Has so much going for him. I don't lead Jabo the same way I would lead Christian or the same way I would lead some of these other guys out there and all of those. Those individual personalities. And knowing them is ultimately what kind of drives the culture you're going to have.

[B]

Yeah.

[A]

And I think that's one of the things. It's not. The military does that. It's like, no, we're going to shut up. In color. Everybody's doing it. Dress right. Dress line up. Here we go. That don't work in this world, man. Not the. Not in the corporate slash private sector.

[B]

Yeah, actually, I agree with that. I never really looked at it that way. Although, like, as you saw, I believe that's. That's. That's how I lead. I think most good leaders naturally do those things. But, yeah, I absolutely agree with you.

[A]

We.

[B]

We don't necessarily do that in the military. We also don't have to. And. But there's the brig. But. Or get out. I agree with you. Once. Once you're. When you're in the private sector, when you're a manager, when you're a business owner, you'd better adapt to it.

[A]

Yeah. You know, it's a lot like church work. You know, I told you and Drew, I was involved in the ministry for a little while, and of course, weekend, most guys are gonna be like, oh, my God, Shane. But one of the things that I learned most about that is if you're a good pastor, if you're a good leader. And Drew, I'm hoping to get an amen here. No ties, though. Okay. It's fishing. But one of the things is if people follow you because they have to, you're not a good leader. Fact if they follow you because they want to. But probably a good leader. And that is where culture and those two things come together.

[B]

Amen. Yeah. I couldn't agree more. Absolutely. And again, just to put it to my experience, that is definitely one way I could explain good leaders and bad leaders. Bad leaders, they were our leader because we were told they were our leader and we had to.

[A]

Yes sir.

[B]

Good leaders, well we. We'd have voted them in anyway.

[A]

Yeah. Doing any world for them. People will go further, they will go longer. They will have the better attitude. If they follow you because they love

[B]

you and they want to would the. What'd you do after the corporate world?

[A]

So did that and got back into law enforcement. Just I guess missed the circus. I don't know. It wasn't the pay.

[B]

Wasn't the pay.

[A]

No, it's never the pay. Especially down the southeast part of the United States.

[B]

Yeah.

[A]

But worked for small agents for a few years. That was fantastic. Not much of a tact team. None of that stuff. But because I worked for them just almost two years, it was one of those things where I had to do everything. I think that's one of the things when you work for a large agency you have a very specific job description. Right. You're either patrol, you're cid. You're you know, gang's investigation, you know, regional task force, whatever. But when you work for a small agency, what do you do? The answer is yes. I'm a detective today, I'm doing crash reports tomorrow.

[B]

Right.

[A]

I'm a makeshift pseudo SWAT team tonight.

[B]

Yeah.

[A]

And it was a very small agency. I didn't really know what I wanted to do at this point. I was still trying to figure that out with my life.

[B]

Yeah.

[A]

And man, that afforded me so many great experiences from. From fights to pursuits to. The list goes on and on and on. Just a few miles outside of Memphis. About 30 miles outside of Memphis.

[B]

Yeah. I never thought about it like that. It completely makes sense. The. I'm sure there's. There's negatives about working for a small department. In fact everything you just list could be the positive for working for a small department and the same list is the negative for working for a small department. It might be an unfair question but would for someone who wants to get into to law enforcement and they. They had the choice to go to a big department or a small department. Is there one way you would push them?

[A]

Yes, but I wouldn't say either one of those. I really wouldn't. And again this is kind of weird that you. I thought about this question as I was driving up, I would tell them to go to an active mid size agency.

[B]

Okay.

[A]

And I'll tell you why. Small departments don't afford you opportunities for growth. Plus they typically don't pay real well. Not usually. Some do. If they're like, you know, Hollywood area or something and a large agency, you can get lost.

[B]

Right.

[A]

And you can just kind of sit back and you become a Rod, as we call it, retired on duty year three, four, five. Right. And they're just call responders. They're not making a difference. Yeah, don't be Rod. I told you Rod had a big belly. He drank beer. Don't be robbed. Yeah, but I think the sweet spot in law enforcement is that mid size agency to 100 to 500.

[B]

Okay.

[A]

Because they have the resources, they have the opportunity for lateral growth. You're getting real experience, you're getting some great opportunities, but you're not restricted by the FOPs. You're not restricted by the politics as much as. And to me that, that is what I would tell dudes, man. If you really want to go out and get after it, find those mid size agencies, which I was very blessed to move from the small one to that kind of agency, which was a very aggressive agency for several years.

[B]

And was that also outside of Memphis?

[A]

It was, yeah. A little closer to Memphis actually. When you leave Memphis, those two counties are adjacent to each other. So we actually were commissioned to help and support Memphis, Shelby county in that area. So we, we did do some operations

[B]

up in that area as well, which is unique stuff. I've trained several departments that were right on the outskirts of, of cities like that. And what, what you find out is they can be very active SWAT teams because, because of the relationship they can either help and work out, work in the city or sometimes people basically come from their area because not all crime. You don't do. Oh, you don't always do crime in your own backyard. So you go to the, you go, you go to the next city over and then you do crime there and you come back to, to this area. And so that SWAT team gets really busy because that's where the criminal stays, even though he does criminal activity.

[A]

Yeah. And I'll share with you later if you help me remember because I've been blown up too much. I'm probably not. But there's a great story about that where we legitimately was downtown Memphis and then end up going out and working in the, the backwoods of Alcorn county later on. But to your point, you're exactly right. There are times that, you know, that whole north Mississippi region just doesn't have money. I mean, if anyone knows anything about demographics, Mississippi's pretty dang poor. But that particular county I worked in and out of respect, and I won't say who they are, but they're, it's a great, great leaders, great people, great experience. I have nothing but phenomenal things to say about that, that agency. But we would work that entire northern part and into Tennessee. So we would work all the surrounding areas because we had Hilo assets, we had canine assets, we had a lot of things that they just quite frankly, couldn't afford. And we were considered, you know, the top end of special operations and law enforcement for that region. There's a long history to that, why they were. But even the local guys up in Memphis and Shelby would tell you, yeah, they're probably, probably considered, if not the best, at least top three teams in that 300 mile radius.

[B]

So why'd you end up leaving there? Seemed like a pretty good job.

[A]

It was, man. I, during my time there, I got to, you know, play around traffic units, interdiction, got to run the highways, obviously swat, special operations, all that fun stuff. But I also got connected back about five years, six years prior to me starting there. I got connected around 2010 time frame 910 with a privatized company. So I started doing a lot of adjunct stuff with them, which is how the breaching thing all happened.

[B]

Okay.

[A]

And that company came to me and said, hey, we're going to give you a full time job. So as much as patrol and being a sergeant, all that I had a great shift was cool. Blow stuff up, shoot guns all day, supervise do OBRs, let's go blow stuff up. And so I did stay on for a while as a reserve too. So I didn't just all out and leave.

[B]

Yeah.

[A]

But it was just one of those things that became too overwhelming and so I had to eventually give that up as well.

[B]

What is it that you realized was so different between doing it for a living and then instructing? Because I'll, I'll tell you real quick, maybe just from me there. There are times as an instructor I actually had to learn a little bit more than, than when I was doing it. Let's take some. Being a sniper, for example. I didn't, I only, I only needed to know the gun I was using, the bullet I was using, and the distances that I am going to be operating in. But as an instructor, I now have to know your, your gun, your bullet, the area of the world that you may be operating in because of either atmospheric pressures. If we're talking really long distance, you can get some really nerdy stuff. Same thing like you can get some dirty stuff like, like coriolis effects. But so I actually ended up learning more. I look back and I go, man, I actually know more now than when I did it. And I kind of wish I knew as much then as I do now.

[A]

A thousand and ten percent.

[B]

And it's almost unfair. It's almost one of those, like the ironies of, of life that and to some, you become really the master of your craft. Yeah. After you quit doing that craft. For real.

[A]

Yeah. And that's a lot from a guy that worked on your level. But I absolutely believe that. It's amazing. I mean, what I knew about breaching then. Honestly, I tell people if I know anything about breaching when I teach it all over the country. And we've taught some of the highest level teams now with the Guild across the country. But I tell them, hey, look, if I know anything, it's only because of two reasons. Number one, I probably learned it from some good mentors. And number two, it's probably because I screwed up a lot, 100%. And if you have that shameless plug tier one mindset, or call it whatever, you want the mindset to drive yourself to almost madness, you go down the rabbit holes and you truly want to become a master of your craft. And I think somewhere in that journey, Brent, you go from being the charge slapper, the guy that regurgitates the information, to truly the guy that breathes it and you live it. I don't walk indoors like most people. I immediately. Is this a residential? Is this aluminum? Is it still, Is it foam filled? Is this a butt hinge? Is this a security hinge? Is this a hollow core? What's the auto closure look like? What's the psi this value is rated to? And we can go completely nerdy. We can talk about crystalline lattice theories. That's the way that this jacked up brain works. Yeah. Because to your point, it came back to, hey, there came a point where I had to know more than just saying what I already knew. But now it becomes a part of your soul.

[B]

Yeah. Well, and as, as I was thinking about what I, what I said while you were talking, the, the other realism of, of that is that when you're doing the job you're responsible for, so much more was take your case than just breaching. You have, you have to be a shooter. You have to you have to plan, you have to drive, you have to do all the different things that encompass that, that whole job. And breaching is just another aspect of your job. But once you become an instructor, that's, that's your whole world. And it allows you to, to really dig, dig in much deeper.

[A]

It's hyper focus. Right, right. You're getting into that hyper focus place. And this is a terrible analogy, but, you know, you'd have some dudes staying up late at night and they're looking at something with Hub or whatever.

[B]

Yeah.

[A]

And I'm over here watching a YouTube video on how a door's getting made.

[B]

You know, that's a great analogy, actually.

[A]

That is what happened. There was a level that the mentors and there's some great ones out there that helped me get my start, and I will always give them credit. Yeah, there's, there's a level that they helped, but then there has to come a place where you dig it out for yourself. And that's where most people stop. They can do it pretty well. They, they understand the concept of it, but do you really understand the depths of knowledge? And that's why I loved breaching and that's why I got so hungry. It is complex problem solving in a very demanding environment. Absolutely. I love that. And, and even to this day, it's like a Rubik's cube that you don't know the answer to, but you got a few seconds to figure it out. Let's go preaching.

[B]

Actually, I'm gonna step back. You were talking about. I don't know what Hub you were talking about, maybe.

[A]

Well, we went from law enforcement, then we go back, but we're here.

[B]

But. And this, this saying's absolutely true. And they actually kind of join. So I'll say both of them because they're just very. Some of my favorite sayings. Show me who your friends are and I'll show you who you are. Yeah, and that's absolutely true. And actually these two sayings do parallel and, and work in conjunction with each other, or they should. Or the second one is show me what you spend your time on and I'll show you what your priorities are. You can tell me your priorities all day long. Let me follow you around for 24 hours and let me see what you spend your time on. That's where your priorities are, 100%.

[A]

Yeah. Show me your friends, I'll show you your future is what we always say. Yeah. And then good company is corrupted by bad character. And when it comes down to it, who you're around what you're around. It breathes out of you all you got to do. You know this. I mean, if I've done Reed's kinesiology, and you're trying to listen to people and interview people. Interview interrogation, right? And when you let someone talk, they'll tell you everything you need to know about that person. Just listen, right? You'll find their problems. You'll see if it's marriage, you'll see if it's money. I say this all the time. Not to keep referencing Drew, but he's here. You show me a preacher that talks about adultery all the time, guess what he's struggling with. If he's pounding money every single time, probably behind on the bills, you know,

[B]

there's some truth to that.

[A]

It's the way that things are. And so. Because it intrinsically and naturally comes out. Right, buddy? So he agrees. I got a choir up here. So I. Man, I love these topics because I think that this is some of the stuff that we need to understand and be able to dissect and make it palatable to law enforcement out there so that they can also understand, as we say at the Guild, Steve, I'll give you credit. Why are we doing what we're doing when we do it? Those things must come into play.

[B]

And of course, everyone can justify their piece of the pie when it comes to training, but breaching is an. Is an easy one to justify. And in this aspect, it doesn't matter how good your intelligence is. It doesn't matter how good of a shot you are. It, nothing, all of that doesn't matter if you can't get in the door.

[A]

Clint Bruce, I don't know if you ever heard of him. Clint was. I think he was a commander of NSW Team 4. He was speaking at a conference, one of the most dynamic speakers I've ever heard. He played in the NFL as well. You can look him up. But he said this because I want to give credit appropriately. He asked the question. He said, if you're walking up to an objective and we're going to. We're going to have a warrant at this house, as we walk up to it, who's the most important person on the team? And of course, all the snipers would raise their hand and say, me, me, you know, but where I came from, we call it Red Element or containment or perimeter, whatever you want to call it, that is the most important person on the team. But then once you get to the door and you need to get inside, who's the most important person on the team. Well, that's gold element. That's your breaching element. That's your gun ports. They become the most important. And then once we've accessed that structure, who becomes the most important person on the team? Well, that's where cqc, cqb, that's where movement comes in. And then once it's done, it doesn't stop there because we can take this all the way down to. Then you have to process the scene. You have an arrest team. You have all of these things from the attorney. So the answer is really, who's the most important person on the team? Well, the answer is when, right? Because it depends on what time do you become the most important purpose. Timing and purpose have to align, and if they don't, then you don't understand the true team dynamic and structure.

[B]

Right. And again, that's. I love the. The mentality of this. And that's. This is why this really goes back to standards. Everything does. It's why you have to maintain standards. Because who's the most important person on the team? It's. It's fluid when. When we talking about. And when you say we're inside the house and it's the number one man. Unfortunately, the number. You know, just making this up, the number one man is a. Is a generic position without a name. And it could be any person on this team.

[A]

Right.

[B]

Which is why we have to uphold the standard. Because at any. At any moment, you could be the most important person on this mission. And. And you have to uphold the standard that allows for this to be. This mission to be successful when the spotlight's on you. Yeah.

[A]

Amen. Maybe you do have a little bit of your brother in you.

[B]

And get on my soapbox real quick because I love man, We'll. We'll be talking about this all night long, which is why I get so upset almost for them of sorts when they don't uphold standards, because some guys do. And it's not fair to the guys who uphold the standards. It's not fair to them. And it means if you're not upholding it, we're unequally burdened. When that's a problem with a team. And two, what it really means is some people are taking their job serious and some people aren't. And how dare you be in a tactical unit. And you wear that patch with pride and you want everyone to see you and see how much you know what a man you are and the risk you're taking. And you want all the glory that that comes from that but you're not willing to put in any of the hard work, which means you don't really take this job serious.

[A]

You know, Sean Silvers on our team says there are three classifications of everybody on a team. I love this.

[B]

Okay.

[A]

He says there are all ins. Those are dudes that are completely bought in. They're sold out to it. Training's done at 4. Those dudes ain't leaving till 6. Now they're all divorced. Let's throw that out. But they are absolute crushers. And then you have on the other end of the spectrum, not ins.

[B]

Okay.

[A]

They're who you just talked about, Brent. Those are the people they don't. You know, it's the minimum standard. I won't say the unit, but we were doing training one time, and we're doing these drills, and this was a large agency, and our team had a lot of all ins. We had some crushers on that team, former soft dudes, dudes From Ranger Regiment, 7th Group. List goes on and on and on. Awesome dudes. And then you had this other team, and we're sitting here. It's very common. Like, we would end the day with taking a piece of, like, string and seeing at 50 yards who could shoot the screen down, Right? And like, okay, guys, we're 800 rounds and nobody's got it.

[B]

Time to go, right? Yeah. One more. Yeah.

[A]

It's like, let's go.

[B]

Yeah.

[A]

And then this unit at 4 o', clock, we're in the middle of a drill.

[B]

Yeah.

[A]

And all of a sudden it goes

[B]

beep, beep, beep, beep, beep.

[A]

I'm like, oh, they're getting a call out. This is cool. Now they reunion off the clock. We're done. No more take. Cleared out, back into their cars. They're rolling out. And we're looking around like, what in the hell is this? That's your not ends. And then in the middle of those two, you have your half inch. And the war is between all ends and not ends. Fighting for the half inside. And I think that comes down to the cultural issues. And you go with it, because I know you got one on this one. But that's how you can define the three as they flow within, I think, really any organization.

[B]

Oh, man. I think that's a perfect way to describe it, especially the way you ended it with the war is basically both of those extremes are essentially fighting for the half ins to be on their side and a proper culture on the team, for one, doesn't even have and won't allow not ins and. But That's. Yeah. The way you describe that is, man, every team I go train, I hate to say it now, that's, that's how I'm. And you can find, you can. Even though I'm there for a couple days almost by lunchtime, I can tell I can put every person there in, in a category, there may be a couple gray men. It takes me a little bit. I can tell you by the end of the first day, I can put all, all, every person on that team in three categories.

[A]

We just did a course last week in Arlington and man, we've been cranking out courses all over the country. And you can set your clocks by it. You can watch them. You can go see like when we do the math problems going into breaching, which is always the oh my God and all the nervousness that comes out. You can see the dudes that, as I'm teaching, they're in their manuals, they're writing, they're taking every single note. You see the dude that sets back and then he's the very one ends up failing the test. I'm like, yo, dude, I hate to tell you this. I'll give you a certificate of attendance, not completion because you don't know your math. And I can't testify for you because you don't even know what the hell you're doing. You can either go retest or come back to another course, but become an all in. Stop being a half or not in.

[B]

Some people may not agree with what I'm about to say. And, and that's. And that's fine. You're wrong.

[A]

Everyone has a right to be wrong.

[B]

Is. I'll go a step further. I may not be able to tell exactly who the who the halfins are to some degree, but before we even go on the house, I can tell you who the who the all ins and the nod ins are by looking at your kit.

[A]

Yeah.

[B]

And they can, they can say it's shallow or they can say whatever, whatever. Let me tell you, the all ins have, have a clean, perfect looking kit. There's no strings hanging off they're. Nothing's sloppy on them. They look professional.

[A]

Yeah.

[B]

And they are professional. And one of the sayings that I hate most in life is, well, don't judge a book by its cover. I refuse that.

[A]

I wouldn't even buy a book if it don't have a good cover.

[B]

That's right. I used to make the joke. So you're telling me if I buy a, you know, kill them all Vietnam sog book and that's what the COVID says. And I open it up and it's a romance novel. I'll be pretty upset. Yeah, the only people who don't want you to judge a book by its cover are fat, sloppy, lazy people. Because they want you to give them the benefit of the doubt. Yeah, it's the only people who say that.

[A]

We call it economy of movement, efficiency of flow, economy of moving efficiency. And flow is everything from how we wear a kit to how you hold yourself. And, and I've been a part of both. I've been very, very fit at times. I've not been, didn't hold the standard for our company, but it is ultimately everything about me. The moment you show up, you can tell who is who in that group and it's evident and everything that you do, I mean, let's get on this one for a minute. And I'm not saying I'm the leanest. I'm going into my cut phase right now. Officially.

[B]

We'll get you on hbtr.

[A]

Yeah, absolutely, man. Peptides. I'll be squared away.

[B]

We got it.

[A]

So I, I think that, you know, when we talk about fitness, that's a big thing. And, and in our culture we tell guys, man, like, this is kind of a behind the scenes thing with the Guild. If you, to a certain degree, it's not just all looks, but looks also reflect probably what's going on inside of you. If, if you're fat and slobby and you're not making an effort, I'm just telling you, you might be on the website but you're not teaching courses. You're just not. Because how can we get up and preach these cultural things and these standards and then ultimately you don't even live what you preach. You can't run a mile, can't do 50 push ups, 10 dead hang polos, whatever. There has to be a level of fitness. And even though I am not operational and half of our team probably still is, probably more than half, we all have a standard and the standard matters. And yes, you might have it on paper, but you will not be physically out there doing it. And until you get yourself right, you

[B]

know, I'm a, I'mma tell you a story that isn't the, the norm of this and it's, it's a little bit of a, of a heartbreaker, if you will. When you hear it, you, you, you'll understand. I was teaching a, a SWAT course and it was this guy, late, probably late 40s if I had to guess, jacked and, and in great shape. He was good in the house. He was not, not everyone was as. He was good in the house, physically fit. Just talking to him. When I teach classes, there's a lot of, I ask a lot of questions because I want to know what guys are thinking, how they're processing things. So I got, I got to hear his answers and his reasoning. I know he's a smart man and he has a lot of experience, a lot of things going for them. We start talking about standards. They're asking me about physical fitness standards. These are some things that we're going to implement. These are some things they, you know, they, they were thinking of what I think good standards were. And we started talking about run times and I said, I, I actually, the older I got, not because I'm old and lazy, but because of some data which is, which is completely true. I don't think you need to do a two mile run like the army does. I don't think you need to do a three mile run like the Marine Cor. I don't think any SWAT guy needs to do a five mile run for SWAT teams. A one mile run at a high level. Six minute mile, maybe 6:30, you know, you'll find out what right looks like. That's. But that's what you should be, that's what you should be able to do. Yeah. And he said, well. And he kind of pipes up and he goes, well, would you have an alternate to that? Because I have, I have a bad knee and, and I can't run. But as you can see, I'm in really good shape and I can out row any guy here. And I had to look at this guy that I actually really respected and tell him that I don't believe you can do this job any longer. Because I don't. No one here, I believe, nor in my 20 year career have I ever asked to bend to road a target.

[A]

We might be on to something there though. Maybe we get tactical row machines, I don't know.

[B]

So if you can no longer run and you and the guy. The guy has it all experience, he's good in the house, he's physically fit. But if you can no longer run, it goes back to that Fortune 500 mentality. It's just business. Yeah, I'm sorry. And once we start believing that people are irreplaceable, we have a bad culture.

[A]

Right. You know there was a. So primarily we worked, I would say urban primarily. There was always some weird stuff where we would go out and get on a track or a Hunt and go after a dude. But there was one particular operation that we had that lasted for 72ish hours. I mean, you can look it up. It's a look up. Adam Mays, if you, you care for your viewers out there, and it was us, Mississippi Highway Patrol, FBI came down, a bunch of others came out. And what was unique about that operation is, is that when we went from working that morning early, early in the morning, straight downtown Memphis to now we're out. And I'm talking about, man, backwoods, like when you went around a corner, you heard ding, ding, ding, ding, ding, ding, like squirrel like a pig boy. I'm like, whoa, we need to go back to civilization. And for the old people, they'll get that. But. And so that started a new thing with us where, hey, you know what, it's somewhat militaristic, but you need to be able to do a three to five mile full ruck and at least 45 pounds of gear for cops. So I think one of the things that we do is we try to make law enforcement this box and the way I say it is we try to take square pegs, enforcement a round hole. Every law enforcement team out there needs to know your area of operation and, and what you can or cannot work in or what neighboring counties.

[B]

Right.

[A]

And that should determine at a high level what your physical fitness standards are. If you're possibly going to do a three or four mile ruck going after a bad dude, you better be able to do it. And if it's Earl only urban, well then a half a mile at almost a sprint speed, at, you know, a four minute mile or something like that in full gear. So I think that's where we kind of get off is we try to make cookie cutter stuff from the military. And we have a really unique opportunity in law enforcement to make things very specific to our environment.

[B]

Here's a good one for urban or you need to be able to run up 20 flights of stairs and kit in a certain amount of time and still be able to do your job because now you just got there.

[A]

Yep.

[B]

So yeah, if. So if it's so if the tallest building is, is 20, then they need to be able to run up and down it twice, whatever the standard is. But you better. Just because it's urban doesn't mean you can. You're only going to sprint from the Bearcat to the, to the front door.

[A]

Selection. A part of our selection process was you had to take Rescue Randy. 165 pound Rescue Randy, I think it is. And As a small team, you had to take Randy all the way up, I think 16, 18 flights of stairs, bring him all the way down, and then you had to all as a team, small element, carry him 1, 2, 3 miles. You should have seen the looks that we would get running down a Busy Highway, Highway 302 with Rescue Randy over our heads. But it pertained to that environment.

[B]

Right.

[A]

And, and I think those are so important to set. Again, it kind of goes back, I think our theme tonight that also sets a theme of good culture of physical fitness within that unit.

[B]

If you've ever been to any of my tactical training classes, then you know how adamant I am about the use of white light and the importance of a quality high powered tactical light. That's why I use cloud defensive tack lights. You can't hit what you can't see and neither can the bad guys. Clearly identify your target and simultaneously overwhelm his vision with hundreds and even thousands of lumens. Get serious about defending yourself and your family. Go to clouddefensive.com and use promo code tier one to get 30 off your order. That's right, 30%. You won't find a better light than this and you won't find a better deal than this. So getting back on, on your life, I see what you're doing here. You deviate, you don't want to talk about yourself. Yeah, I'm get you back on track. Is it a safe assumption to say, is that, is that when you left that business to, to start your own?

[A]

Yeah, not quite. So in law enforcement altogether, just 14 years is what I was in law enforcement in, in various capacities. I've been in law enforcement and training over 20 plus years. So I've been in the community for two decades.

[B]

Right.

[A]

Either doing it or training it. I was a part of that team, Metro Memphis team. Again, a very high level team. And I want to back up to that, if you don't mind, just a moment. You know, one of the things I see in law enforcement that happens all the time is, you know, people want this like almost a national standard because they, they see that from the military. And I think the last statistic I've seen, 30, 40% of veterans are now cops, something like that, almost half. And so while that's awesome, you'll never have that in law enforcement. And so you, you have this weird nuance when it comes to people judging cops because you could go 20 miles up the road from where I worked and, and I'm not trying to be mean, I'm just Being honest, it was a joke, bro. I mean, it was a joke. I wouldn't want them rescuing my kids pet mouse, you know, it wasn't. And then you could go to our particular area and bro, we were running the house with green team. We were around the house with. With dudes is out four from Ranger regiment, FBI, hrt. Because you had four of the major training organizations in that area. I won't start name dropping, but you've got four of the big ones that's been around for years and years and years. So we were able to rub shoulders and realize there's a better way to do stuff here. Not because we had the answers, but because we seen the melting pot of answers. And so that's kind of where a lot of my real world experience came from. That team was phenomenal, and that introduced me into the opportunity, which was a private company that was based out of Memphis's range at the time. And of course, they eventually got their own range and moved on. And that's when I got the opportunity in 2015 to go there full time.

[B]

Okay.

[A]

And that's where I taught breaching. I wouldn't say every day, but 250 days a year, I was teaching some sort of breaching. Whether that's ballistic, exothermic, energetic, the list goes on and on and on. And it absolutely laid the foundation. And that should always be given, you know, proper credit to. But then it was later in 2019, I went and worked, and I can say this now, Avon Protection Team, Wendy. We can certainly talk about them, but then the Guild in my mind started back in 19 and 21 of paper on paper.

[B]

Okay.

[A]

It officially started and then we can kind of go back from there.

[B]

Yeah, yeah, let's. Let's talk about the, the Guild and this aspect. Because as someone else who's started a business and, and so have you. And I'd imagine a fair amount of our listeners have. And I would imagine a fair amount of our listeners have thought about it. And so let's. Let's talk about, you know, starting your business and taking something from an idea on paper to actually doing it.

[A]

Is this the time we're going to take a break and both cry?

[B]

Oh, gosh.

[A]

They cut through. We need to cry because that's, that's what being an entrepreneur really is.

[B]

I'll go get the tissues. I've never worked more for less money in my life, bro. I've never been more proud of anything that I've done and in my life. And in a weird way, I mean, Just to start this off. I don't even care if someone started a business and failed. The amount of people that will talk about starting a business and dream about it and say this and say that and they don't have the courage to actually pull the trigger and do it. And they can justify all day long and say, well, it's not that I didn't have the courage, I didn't have the resources or whatever they want to say, well then you didn't do what it took to line up the resources to do it. Because if you really wanted to do it, nothing could have stopped you, man.

[A]

Amen. Can I say that there? It's, you know, I'm, I'm not a tier one dude as far as the military is concerned. I'm proud of what I did in the military and, and so on. But I'll tell you what, it takes a special mindset to start a business and to see it through and not quit. It's not a selection like long walk, you know, four months, six months. It's not Q course, it's not all. It is a life long journey and it's one that don't stop. And, and I have to stop here and say, if it wasn't for my absolutely crusher wife, I would have quit this 50 times over. And, and honey, this is going to sound weird, but thank God you got bigger balls than me. That's all I can say. But, but you said so much. That is true. You know, it is the most wonderful, terrible experience that I've ever had in my life. The times that I've, I talk about being away from my wife for five years in a row and anniversaries either call outs or deployments or whatever. And this in some ways is even more demanding.

[B]

Yeah.

[A]

And, and it's, it's that woman that you'll marry that you are madly in love with, that probably will never truly love us back. And we just keep trying to win her affection over and over and over. I shower you with everything and I get nothing. Not even a hug and a kiss. Right. But yeah, I think the whole thing with an entrepreneur mindset, there's so much stuff on YouTube you can read books. I've read all I love to read. I've read the books by Tim Grover. Relentless. I've read the books out there and Comfort Crisis and those are phenomenal books. But the only way you truly can understand what it is to be an entrepreneur is to go do it. So before you throw hate and shade at people, go do it. And then sit back and reevaluate yourself, because you can get really, really nasty about, oh, he shouldn't, or why is he. Or look at this dude and start throwing all the stuff, not realizing what it actually takes to make it work. It's tough.

[B]

I. I lost a significant amount of money up front. Now we got to walk this back for a second. I. I had. I had to live a life financially to be able to invest a significant amount of money up front. On top of that, I took out a loan. The business didn't do what I thought it was going to do in the first year.

[A]

And then coffee was still great, though. I remember the early bags. Thank you.

[B]

Oh, gosh.

[A]

Back when I was one of your

[B]

first ones, the coffee bags were atrocious. I mean, they were the best.

[A]

You're like, shane, I would like to give you more. We just don't have it right now in stock.

[B]

It was so tough. And then my reward for getting a loan, putting in my own money, not getting paid, and where everyone else was. My reward for that in the first year was having to infuse more money into what is a potentially a failing business. And then at the very. At some point, Drew infused money into frcc. Yeah, like, it's. It's. I mean, I won't. I. I won't really impress anyone. A truly successful business, but we just had a great year in 2025, and

[A]

I. I lived in an RV for two years so that you wouldn't have to pay me very much.

[B]

So that is true. Drew lived in an RV for two

[A]

years to make it happen.

[B]

That was 22, 23, 24, 25. We. We. We have a year that. That we're still not there, but we at least have a year that we look back and we go, yes. Like, this is why we're doing it. There's. There's tons of light at the end of the tunnel. It's.

[A]

I'm going to share something I have never said publicly with you guys, and they don't know. Not coming out of the closet. Nothing weird like that. Okay.

[B]

But.

[A]

But I've got to say this. This is such an organic conversation. If people can't interpret that out there, shame on them. My wife and I, Drew and my two daughters and my three dogs and my one cat. We have been traveling the country now, living in our rv.

[B]

Take the mic with you.

[A]

For three years and eight months. And it's not because we. We financially couldn't make it. Yeah. I had other sources of income, which was a huge Blessing. But we sacrificed. I remember my bank account. I'll just say I remember $22,000 out of my savings account that I took out that we sacrificed to start this company. There's two people out there that invested. Chris and Jeff. Her. Those two were our angel investors. And by angel investors, they gave what they could.

[B]

Yeah.

[A]

Not a lot, right?

[B]

Yeah, yeah, yeah.

[A]

And we went through this transitionary period, and just to. To empathize with you, I remember we established. Established a company in 21. Guess how many courses we ran in 22. It was a big year for us. We ran one course, and when we cleared everything, we cleared $537, I think it was. Wow. That was year one, year two. 23. Now we did eight courses. 24, we hit 16. Okay. And then this past year, over 30 courses. Now almost. Almost 40 coming on the books. But during those first years of 22, 23, 24, and you did this really good, Brent. And this is not like a shade thing here, but you have to almost create this impression. We're okay. We got this. We've got everything together. But behind the scenes, you're hurting. You're struggling, you're not sleeping, you're putting in 14, 16 hour days, answering the phone, trying to network. And all of that was going on that people don't know. So I understand both of your pain from the RV and no money, but we are where we are now.

[B]

I'm gonna tell you a story that Drew doesn't know about now that if just being honest. And in 24, in our last warehouse, it was the. It was the end of the month. I want to say it was like the 27th, 28th, 29th. I. Gosh, I get emotional. Talk about this. I had, I believe, $4 in my checking account, and I pretended to Drew that I needed a break of sorts. Now I'm just going to work from. For a home for. For a few days because I didn't have enough money to put in my truck to go to work, to see him. But I didn't want to tell Drew that. I don't want to tell Drew that.

[A]

We're.

[B]

We're flat. I'm flat broke. And it's. And we might be going under.

[A]

Yeah.

[B]

Because we weren't. We weren't going under. But I had. I mean, it was. It was. It was going to be. And I needed to wait till the first of the month to get my retirement check so I could put. So I could put gas in my truck so I could go back to work and meet Drew, you know, on a, On a day to day basis, I get it.

[A]

I remember this was the first year. 25 was the first year that my poor wife made anything. She went from being one of the most accomplished hygienists in her field in that area. I mean, everybody wanted her. She finished top of her class for ut and her first two years. Hundreds. She was a hundred air. I don't even know if that's a thing. I heard you say something to Jimmy about thousandaires. Let me top. You were 100 errors. Probably coin and errors too, but I remember that. And, And I will say this. I'll. I'll share one more and we could move on if you'd like. But jbo, our director of training J was incredible and he's worthy of, of everything we could pay him and so much more. He's truly, from a law enforcement perspective, one of the best instructors I've ever heard. And I've had some good ones. But there was a couple times that we would have to take out of our own checks and out of our own savings.

[B]

Yeah.

[A]

And we would filter it through the Guild and make an anonymous donation for tax purposes. Here comes the irs. And just to pay him.

[B]

Yeah.

[A]

And I don't, I don't think he ever knew. Yeah, but we knew. But that's what it takes, man. And that is, if you want to call it there, that is a. In its own. It's a tier one mindset where it doesn't matter what happens. We're going to make it work. Failure is never an option.

[B]

I love that. The boats. Yeah, I love that. What I.

[A]

Not.

[B]

Not to out people, because if, if they're writing me, they probably watch the show, but I, I answered them this way as well. They'll say, hey, what special operations should I join? I'm thinking about this thing. About that. But if I don't make it, I'm thinking about joining this one. Because if, if I don't make it, they have a better consolation prize, essentially. And in my mind, I'm already thinking, don't, don't join. You don't. You don't have what it takes. Yeah, but you're already considering failing. Failing was never an option to me. When I went to any selection, what was I going to do if I don't make it? I don't know. Never thought about it. You know, what was I going to do if the business failed to be even. Even in that, that, that worst moment, that story? I don't know. I never really thought about it. The only thing that especially, especially when the business was, was at its worst. The only thing my bandwidth was that was using my bandwidth was how do we get out of this? What are we doing wrong? What can we do right? What we can do more of?

[A]

That's it.

[B]

Why would you put any bandwidth in the fold and shop? If you're going to put bandwidth in the full and shop, then you will fold shop.

[A]

You can't focus on drama. You're always going to have haters. I will have. I don't think I have a lot, but I probably have a few out there. And every time you're focusing on anything other than the success of the mission, then you're probably opening the door for failure. And I'm going to quote and I'm going to call him out on this right here because he is. I'm a massive fanboy of this dude. And he was on your show and he ignored my, my Facebook messenger, Pete Blabber.

[B]

Oh, Pete blabber for sure.

[A]

Pete Blaber. And Pete, I want to tell you, I didn't sleep for three days. I cried. I'm still crying internally because I look up to you. I have reference. There's five books in my life that are. There's the Bible and there's four other Pete's. One of them, the mission, the men and me. Yeah, I don't read books twice. I've read Pete's book three times really. And, but he brings that up. He talks about the importance of mission first and getting everyone around that. And I love the part of where it doesn't matter what's going on in life. If you can get your team and yourself for that matter, just focused on mission accomplishment, then take care of your dudes and then ultimately take care of yourself too. Mentally, physically, spiritually. Those things all come into play. And I think with any business, any type of entrepreneurship, man, you have got to be obsessed with mission first and not even entertain failure. Because if you do, you're probably gonna find it. It's probably gonna get you.

[B]

Let's talk about the guild real quick. You know, everything's you, everything's everything. You guys do want to want to plug your company because it's, it's not just what I do I'm going to do on this podcast. It's what I do. My personal life too. So why, why wouldn't I do it here? Obviously you guys do, you know, cqb, you guys do breaching, obviously you guys have one of the best long range instructors in the world.

[A]

I hear he's coming here soon.

[B]

Yeah. Xavier Randolph will be here next in two weeks. Big fan of that guy. And that's. I'm telling you, not just, you know, continue to. Yeah. To praise you, but. But it's, it's genuine. When, when I found out X was working for you, I wasn't surprised because I said I thought it was. That's. That's exactly who you would go after. That's exactly, that's exactly who you would let in to your organization. I know how high your standards are, and I wasn't surprised at all when I heard that. I was like, actually, that. That checks out and you're gonna be happy. He goes, yeah, he's in. He spoke super highly of you.

[A]

I feel the same way, man.

[B]

And I was like that.

[A]

That's shameless. X ought to be running courses all over the country here.

[B]

Yeah.

[A]

He is such a consummate professional. If you're looking to stand up a program, if you're looking to enhance your program, especially from an Ellie perspective, Xavier Lindoff and Corey Adamski, together, they're spot on. And, you know, shameless plug here. But what I love about those two dudes is you got all the operational side that X brings to it. You've got all the mill side, which is awesome.

[B]

Right.

[A]

But then Corey is a very accomplished competitive shooter.

[B]

Love it.

[A]

And those two dudes don't have any ego.

[B]

Right.

[A]

We call him our what? I say he's. What's the famous actor. I can't remember his name. I'm having a brain fart. I'll come back to it. But he's, he's one of our Hollywood dudes out there. But you're mixing competition and you're mixing this operational and you're blending the two with two guys that are, quite frankly, just not a bunch of, of a holes. Yeah, they're good human beings that want to see you become better shooters. And yeah, Shameless plug. But man, it's all about them because they got a great thing they're doing.

[B]

Is there anything else you guys teach that they haven't covered?

[A]

Yeah, our bread and butter. Everyone knows us for breaching, which is great. And I love to talk about breaching. I can go straight up, you know, nerd rabbit hole on you, but we do team movement. We do a lot of team movement courses. If, if I want HR straight up, I'm going to call Brent Tucker. You know, that's. I'm partial because you're my friend, but I also know the unit. I know what the unit brings to the table. Not to throw shade on the dev guys, but I'm still calling the unit. Sorry Slade, but with that being said, we also do integrated leadership.

[B]

Okay.

[A]

Won't name the national organization out there, but there are a lot of cookie cutter courses. We try not to do that. We try to be very niche. We do some stuff called sks Strategic Kinetic. And that's from probable cause to prosecution. If I want to take a dude and teach him how from a narcotics unit to be a decent breacher to understand vehicle suppression. It's not a VCQB course. Nothing like that. We do a lot of that. And then the other thing that. That we're really getting into that I'm passionate about, passionate about is instructor development. I think there's a big issue in our culture too where people that are really good at doing the thing automatically assume they are good at teaching the thing. That's just not the case. Being a great instructor, knowing how to talk, communicate from everything from start to finish. And however deep you want to go, we can on that I think is its own skill set. And we've got to stop lowering standards for cops and we've got to start raising those standards. But it starts with professional development.

[B]

100%. I've seen it at the highest levels. I've had fellow. It's rare, but I've had fellow Delta Force guys that I wouldn't bring back. Not because they're jerks, not because they didn't know what they were talking about. Gosh, they, they might have known more than me. They just couldn't verbalize it. They just couldn't have that, that, that ability to have a true knowledge transfer. Yeah. And so it's not just knowledge when it comes to, to teaching.

[A]

It's a skill.

[B]

Right. And. And the reverse is, is the reverse is, is also a fallacy. You can't. And that's part of the problems that we have as well. You can be a great instructor with poor tactics and people will eat it up because it's presented in a. In a phenomenal way. But we can't have that either. And it's so hard to find the two knowledge experience based tactics with a good instructor that can relay the message.

[A]

A lot like that, that little triangle over there, ain't it? You need all three.

[B]

Yeah, yeah.

[A]

They're all three pillars of success when it comes down to it. And this is something. I know it's. It's a, it's a buzzword. Right. Demo everything. But how many instructors are out There, they will not actually demonstrate what they're doing. They won't build the charge, they won't place the charge. They won't approach the door. They won't hit it with the ram.

[B]

Yeah.

[A]

I made a rhetorical statement years ago of thousands of breaches. I don't know, 30,000. I have no idea, Brent, how many breaches I've had. I'm not saying they're all operational. Majority was all training.

[B]

Right.

[A]

But thousands upon thousands upon thousands upon thousands. And I will tell you I'm going to continue to demonstrate until I cannot at all times. Because if those guys can't see you do it and you can't invoke the confidence that what I'm saying actually works, it's time to hang it up. And I would even say this, too. We use a lot of training mechanisms. I'll go to breaching because that's my wheelhouse. If I wanted to, I could say, all right, Orange county, up the road here, we're going to put eight doors up. I know the composition of the door. I know the hinges of the door. I know everything about it. I know the type of locks. And I can knock those doors down a thousand out of a thousand times with a certain charge me. But now let me go away. And I call up, you know, Kirkland or whoever, and I'm like, hey, bro, put up whatever doors you want.

[B]

Yeah.

[A]

Now I come in and I say, I don't care what doors you put up. I'm gonna knock every one of them down every time.

[B]

Yeah.

[A]

That's a whole different level of expertise.

[B]

Right.

[A]

And that's what we have. We have a lot of guys that just go through cookie cutter out there. That's not how the real world works. I've never had a bad dude call me up like it was Shane. Won't you come here and measure my door and check it out before you knock the out? That just ain't the way it works. You have to be able to work in those environments based off what the environment presents you. And that is the balance of the three things that you just talked about.

[B]

And in reference to the. The number of charges and you, like I said, you admitted you don't know if it's 10,000, 20,000, 30,000.

[A]

Yeah. And then that's tons of breaches.

[B]

Is it because of the number of breaches or is it because of TBIs?

[A]

What would you say? Did I queue off right? Man. There is something to that, though. I think that people need to understand one thing about breaching that's unique. It's different than movement. I would like to think I was okay at doing CQB and moving the house. I was okay. I would say that I was a, I was an instructor at shooting. Was I the best on the team? No. Was I one of the better ones? Yeah, I would like to think so. They might say no, but I think I was. But there is a big difference in people that coach and people that do. Now, I do think you need to be able to do. I'm not negating that, but if you look at, at Steve Kerr, pretty good player, phenomenal coach, right? If you go down the list, those guys that typically from Saban and all of them, pretty good players, phenomenal coaches. And I think that it's the balance of that. And the other thing I would say is if you are absolutely the best at cqb, you almost get this false pretense of people are going to listen to me as I'm Delta. They're going to listen to me because I'm deaf or they're going to listen to me because I came from a major metropolitan agency. And I'll say this, they will listen for three or four hours. But there comes a point when that starts, the luster starts to go away. And now you got to bring the goods, right? And when we teach, I want our guys from start to finish to bring the goods. From the moment you step into a class to the very end, you don't go get to see the door. You don't get to know all that. Because if you can't do it without all that, you probably just can't do it.

[B]

It's. I love that you said that. I tell this to other instructors and I'll let them know, hey, I don't like we already said, I don't like talking a whole lot about myself when I go teach a SWAT team. Every time I give up almost a three minute resume of, of almost everything I've done. And it's not to boast, I hate doing it. It's not the boast, it's to do this. And it's a necessity by doing that, the only thing I've earned and that, and I have, I earned it. I, with that resume, I've earned the opportunity for you to listen to me and to be. Just give you my like deep, you know, inner, inner thoughts which is, and I do, I feel like I earned that. So I expect you to listen to me. That's all I expect for a certain amount of time. If I don't keep Your attention or by the end of this class, you haven't bought into my tactics or what I'm saying. Well, that's on me as an instructor.

[A]

Now you have to own it.

[B]

Yeah, right. And now I have to own it. The only thing my past gave me is, is, is a, is an opportunity to do this. But as instructor, I, I have to, I have to put that, that football across the goal line, man.

[A]

Holy smokes. I, I feel like we can just cut the cameras and go off in three hours. It's, it's one of those things too where like for us, yeah, we've got a couple special mission units. We've got some Green Berets, soft dudes that are part of the team. Awesome guys. We've got some high level law enforcement dudes. I mean, very high level. I would say they're tier one in our country, but ultimately, you know, we don't, we can't flaunt out there. If I had Brent Tucker, I'd be like, yeah, come train with Brent Tucker, former Delta Force or D word, whatever, not couth. And, and I do that. And they would come. But for us, they're like, first of all, they don't even know what a guild is. Or we get this silly pseudo account on there saying whatever this nonsense is a guild, what a goofy name. But then they come in and, and that's where we truly have to deliver from start to end. And, and I don't mean just delivering the fact that, hey, we've been around for 35, 40 years. There's companies that, that they live off, they rest on their laurels. That's cool, man. And you deserve credit. We're the new kids on the block, so. Man, it's a home run every single course. Or guess what? You're not invited to play ball no more.

[B]

Yep.

[A]

And it's so important that goes back to that continual selection. Right?

[B]

Absolutely. Where can they find you? They're interested. They want to get some training from you. Where can they find you?

[A]

Yeah, so Guildsolutionsgroup.com. that's the website. Check us out on IG, Facebook. Same thing. Not that weird guild fitness thing. I don't know what that is out there. Some one eyed Dan Crenshaw patch wearing dude. Not us. Okay, Pretty funny, but not us. And yeah, Guildsolutions Group.com if you want to write us direct, just. Adminuildsolutionsgroup.com okay. We're all accessible. Hit us up anytime, man. We're just, we're just a few homies trying to do the right thing.

[B]

I got one request before you leave, and I feel like you got this one off the top of your head. And if you can, I'd kind of like to make it explosive related. Tell me a funny story.

[A]

Oh, explosive related is this. How are we doing, pg, or are we just going?

[B]

Just going.

[A]

I'll say this one.

[B]

You. You've already let them know they can. They can end the episode here if they don't want to hear.

[A]

I want to send it. I want to send it. You can cut it, Drew. Pray for me. I. I tell people this, number one. It's not one story. It's all the stories. What is breaching? Yeah, breaching is penetration. That's what it is. When you break it down, it's penetration into that structure. So it's always funny. We start off day one, day two, whether I try to or not. I'm just kind of like the diesel engine. I get going that let the boys run with it. It's amazing how many guys come up with weird charge names. Okay, we've got the Super Soaker. We've got the Dick in the box. Okay, that one's happened. And then recently, I just got one that was pretty unique, and they call it the dong charge. When we get done here, I'm going to show you the picture.

[B]

Okay.

[A]

These guys use this charge operationally, and they put it on a fiberglass door, which can be a problem on the locking side. And the dong charge blows through the door, fell. Breach or partial breach.

[B]

Okay.

[A]

Goes into the adjacent wall, and, dude, it is the perfect outline of a major blackhawk.

[B]

I give. If you don't mind, give me the picture. I'm gonna. I'm gonna put it on Patreon 100. I'll put it on Patreon.

[A]

If you guys.

[B]

If you guys want to see that charge.

[A]

That's a dong charge, man.

[B]

That's. That's exactly what Patreon's made for.

[A]

Yeah, that's it. Yeah.

[B]

All right.

[A]

All your money. Go look at the dong charge.

[B]

All right, well, he's gonna stay for the live, but you guys already know that the live already happened by the time this episode comes out. Remember, we do a live for sure the first Thursday of every month. But, heck, this month alone, we'll have done three lives. We always do it on Thursday. Subscribe to our YouTube channel so you can get notified on our lives. I'm really looking forward to live with you. It's gonna be a good time.

[A]

Yes, sir. Thanks, Brandon.

[B]

Thanks for coming out Shane.

[A]

Yes, sir.

[B]

Later, brother.