David Marsh: That’s good color. So, I have two other questions. First, with regard to your recent, you guys recently had some a comedian. I think that was in the stadium. But with regard to your comments around the dome, if you were to host events such as like a headlining comedian or something of that nature, what would your capacity be in that venue? And in terms of events that you may have already had in there how have you done in terms of driving attendance and relative to the capacity?
Michael Crawford: Yes. So, the dome is in full swing right now, a lot of the indoor leagues that we’ve developed and built over the last year on a daily basis, the dome is actually very activated and it’s exciting to see. We’ve hosted large scale dinners up to a thousand people. We’ve hosted mega tailgate experiences during Enshrinement Weekend, a couple thousand, 3,000 people. It depends on what kind of configuration you’re talking about. If it’s a sit down dinner, it’s around a thousand in capacity, maybe a little more. Sorry. If it’s a sit down dinner, it’s around 3,000 in capacity, maybe a little more. If it’s a stand up comedic act or if it’s a concert that we can do, we can put in over 4,000 people in that venue. We want to make sure it’s a great guest experience first and foremost.
And we also want to make sure that it’s safe for folks. But we have the opportunity to expand that footprint into several thousand folks. The other thing that I really like about it is we’ve created it. As a space where you can do sort of these big shows, right, you can do home and garden shows, which we’ve done. You can do car shows, you can do boat shows, which we’re hopeful that we’re going to be able to do in the near term. And you can expand the capacity outside of the dome. And we have a way to connect those experiences in the parking lot adjacent to the dome and inside as well. And so, that’s what a lot of convention halls do. But I think the dome provides us really nice indoor capacity for any number of events and types of events that we want to host.
David Marsh: Probably get a lot of bands that might not be able to fit in to fill a big amphitheater or something like that. And that could be a nice, a nice revenue boost for you. And then, just my last question really focused on the retail the onsite retail center. How many businesses are actually open for business right now? And what’s your kind of — what’s kind of the near term rollout look like? Or are you fully built out at this point there?
Michael Crawford: Yes, the facilities are fully built out, right? We have approximately eight businesses that are open. Well, nine, if you include the two for business where we have brew kettle and top golf swing suites all in one facility. We’ll be opening two more and Donald driver and driven elite experiences that he has and Heggie’s, candy and nut shop opens in this coming month as well. So, we’ll be up to 10-ish experiences, and the goal will be to have the rest of the boxes teneted out by next year. And we have one really significant footprint down at the north end of the property across the street from the waterpark that we hope to have a pretty special indoor entertainment experience that we can talk about in the future.
But again, we’re curating the collection of assets and brands and experiences that we have there. We could have had that all teneted out already, but we’re not interested in just having a barber shop or a mail location or something like that. It’s not what we want. We want unique experiences that complement why people come here to play and dine and have entertainment. So, our expectation is over the course of this coming year we’ll be fully teneted and we’re going to do some enhancements to that area as well outdoor bar area sort of area where we can have outdoor concerts and we did that for the USFL Championship. We had Dylan Scott there. I think we learned a lot about that. So, adding the infrastructure there to be able to do more of those in a smaller confined space that enhances for our tenants the opportunity for business is really smart.
But it’s a good question and as we open the waterpark we’d like to have the rest of the facilities fully teneted and open as well.
David Marsh: And do you still have footprint for a retail sportsbook in the facility? I mean you are still planning to move forward with that at this point or are you thinking about maybe shifting away from that at this point?
Michael Crawford: No, we do. In fact we have a fantastic footprint as I say right on main and main. The balcony of that footprint looks straight into Tom Benson Hall of Fame Stadium, so it has great viewsheds. We have three different companies that we’re talking to right now. And we’re working now with the Ohio Casino Control Commission to help extend that opportunity to close on a retail sportsbook operating partner. In the meantime, we’ve also explored a really high profile food and beverage operator in that location as well, and so we’re trying to create multiple experiences out of that sportsbook footprint to allow for a unique dining, a unique betting environment for our guests to enjoy. So, our plan is still very much to try and find that right partner and get them in place.
David Marsh: Got it. Thanks very much, guys. Appreciate the insight.
Michael Crawford: Thank you.
Operator: Thank you. There are no further questions at this time. I’d like to hand the floor back over to Management for closing remarks.
Michael Crawford: Thanks very much and thanks everybody for joining the call. Hopefully you understand where we’re at. I’d love to just though recap a couple of things. As I’ve said before, we are continuing to create experiences that are unique and we’re committed to excellence. You see that in our DoubleTree. You see that in what we’re doing in our stadium, on our sports fields, the types of restaurant and other experiences that we’re opening. We can’t do anything less than that. If guests will pay for and come back to experiences that exemplify excellence, they won’t do that for things that are just one-off experiences. And so, that remains one of our focuses. And I think we’re already seeing results of our strategy in terms of our revenue growth, our expense reduction.
Yes, we’re not profitable yet, but if you’re reading the tea leaves, the team, I’m very proud of the fact that they’re managing the cost as we’re growing revenue. And so, after only a year-and-a-half of bottom line contribution as well, we’re adding new sponsors and partners. And those new sponsors and partners are not just about revenue, but they’re also about enhancing our capabilities to deliver excellence. Coke, Jim Beam, Diageo, all of these companies represents excellence in what they do. And they’ve given us an opportunity to enhance the offering and the service that we’re providing to our guests. We’re creating new experiences that are unique for our guests to enjoy. The five priorities that I talked about, balance expense with revenue growth, restructure our balance sheet, continue to identify significant new deal and business partnerships to enhance that product offering and increase our operational capabilities, complete the financing and development of our remaining Phase 2 assets, our waterpark and our hotel, and complete the construction of those things.
