The Caitlin Mitchell Show
After nearly a decade in business, it's time for me to share what I've learned about building a business focused on service leadership to help you on your journey as a business owner. My goal is for you to walk away from each episode with one thing - one sentence, one thought, one perspective shift, one new idea - that has an impact on you, your business, or your life.
The Caitlin Mitchell Show
From Overwhelmed Founder to Empowered CEO | Ep 1
In this podcast episode, we delve into a crucial point that every entrepreneur reaches—a moment where expanding their business becomes the only way to prevent their dreams from shrinking back to reality. Using my own venture, EB Academics, as an example, we explore its evolution from a two-person co-founder setup to a thriving team of 16 members.
Throughout the episode, I guide you through the early days marked by overwhelming responsibilities and the subsequent transformation into a leadership approach centered around teamwork. The journey is filled with honest stories about the challenges of hiring, the silent struggles of entrepreneurship, and the profound realization that the path of a leader is paved with constant choices and challenges.
This episode not only reflects on my personal trials and triumphs but also provides practical steps for CEOs who find themselves at pivotal moments in their business journey. I encourage you to absorb insights that could be the key to the difference between struggling in isolation and thriving with a team that shares a common mission.
Connect with me on Instagram: https://www.instagram.com/caitlindmitchell/
Welcome you guys to the very first episode of this podcast. I am super excited for today's topic. We are talking about navigating the entrepreneurial tipping point, and today's idea actually came from my executive assistant at excellence and leadership, anna, and she was like why don't you just share about this? And I was like you know what? That's a really great idea. So we are going to be really working through this pivotal moment that a lot of entrepreneurs go through, that I found myself going through, and perhaps you have been here, done that, you are currently in this situation or perhaps you're going to be reaching that entrepreneurial tipping point. So I'm going to talk you through some of the challenges that you might experience or have experience that you can relate to, and really three things that you can do right out the gate to ameliorate the pain of that entrepreneurial tipping point that a lot of us experience. So let's go ahead and dive into today's episode.
Speaker 1:We're going to go back to the beginning of my entrepreneur journey and nearly a decade ago, when I co-founded my education company, ev Academics, I really did not anticipate that at some point I'd have a team of 16. And that they would all be looking to me for leadership and guidance and I'd be the decision maker and paying for people's livelihoods and, oh my gosh, I had no idea the weight that I would eventually shoulder with that role of CEO. And it's very possible that you feel that same way right now and perhaps your experience is very similar to mine. Perhaps there are echoes of your experience in my own as well and what I'm going to walk through. Maybe you can relate to this and if you do, I would love for you to share with me on Instagram, to connect over there, because my whole goal for this podcast, my whole goal for excellence and leadership in this brand, is to support CEOs in developing great leadership skills. So perhaps in the beginning of your business, like me, you had a big idea, you had big dreams and in the beginning it was a very rugged, individualist style. In order to make that happen, right In the beginning, we're scrappy, we're scattered, we make decisions, we do all of the things Right, we're in forms, in kajabi, connecting things to convert kit, and we know how to do this in the business and we kind of become well rounded, if you will, in knowing all of the things, about all of the things in our business.
Speaker 1:But because it's fast, because it's scattered, because there aren't any processes or systems, we likely leave a massive wake behind us and our business is kind of a complete disaster. Right, I've been there, I've done that too. If you're nodding your head to this, we all can relate Like we've all been there for the most part. And then what happens is, as your business starts to grow, you really start to realize the extent to which you have actually been doing on your own Right. You know you're working a long time, these ungodly unsustainable hours, but you don't realize the magnitude of how much you are actually doing. And so you get to this tipping point. Is it's like, okay, do I hire a team, but then I got to lead them, then I got to manage them, or do you want to kind of scale back? Right? So you get to a point you got to make this choice and perhaps you've hired anyway because you kind of had to, right? We're kind of forced into this decision and when we go down that path a lot of things can go awry.
Speaker 1:If it's our first time doing it Right it's certainly did for me we hire the wrong people. Perhaps we don't onboard them very well, we don't hold them accountable the way that we know that we should or the way that we don't even know that we should. But things are just not working because they're not operating at their best right. We're not able to pull the best out of them. I have 100% been there. I have 100% done that. I've made some pretty bad hires in the past, pretty bad onboarding experiences in the past. Like I've been there and I totally understand what you're going through.
Speaker 1:And the worst part about all of this is that it can be a very dark and lonely place as a CEO, as an entrepreneur, because very few people understand that right. It's very unlikely that people in your family can empathize or walk through what you're going through or be a shoulder. People just don't get it, the pressure that lives on your shoulders. And not only do they not get it, they don't even really know how to help right, because if they haven't done that, they don't know what advice to give you right, and you don't really know necessarily where to turn and all of that stuff. And I think that when we do start to hire a team and we start to see that it's not working right, cracks are appearing, people aren't performing the way that we want them to. I think a lot of us hit this other tipping point where we realize, like you know what, maybe it's me. Like, maybe I'm the problem. You know the Taylor Swift song. I always think about that. Like it's me, hi, I'm the problem, it's me.
Speaker 1:And more often than not, like, if there's a problem in our business, it very much likely has to do with something about us, whether or not it's the, you know, businesses operating as a mirror for our perfectionist tendencies. We didn't onboard somebody properly, we didn't lay the foundations of expectations properly, whatever it might be Right. And that's why, in my company, excellence in Leadership one of my core values is radical responsibility as a leader, to be radically responsible for how things operate, what our business is doing Right. And so if you're in this place where, like, maybe it has to do with my ability to lead, like, maybe this is the problem. Like, I just want you to know, I've been there, I've been through all of that already and I know exactly how to help you. And that's precisely what this podcast is here to do for you, because I will never forget the feeling that I had back in 2020.
Speaker 1:I was on a mastermind call with two of my mentors and a bunch of other high level CEOs and I thought to myself on that call like what on earth am I doing here? There is no way that I can be the person to take this company to the level that I can know it can go to, right? I'm looking at these other CEOs and they've just got their shit together. They understand, they're confident, they're leaders, and I'm like dude, that is not me and I even considered selling my half of the business and just bowing out of the company, because I was experiencing all of those things that perhaps you've gone through or are currently going through or honestly like might go through eventually at some point here, soon. You know the company's growing. I had to hire a team, I had to figure out how to manage them, I had to figure out all the systems and the processes, all of the things right. But I was also still very much doing all of the things in the business myself as well, and it's like this collapsing weight of the company on your shoulders and maybe you can relate to that.
Speaker 1:And it was in that moment on that call in 2020, when I realized like I had reached my tipping point and really I had one of three options. Number one I could choose contentment over growth. Right, I could just keep the business where it had been, you know. Scale it back a little bit, not have as many customers, not have as big of a team. Scale back the dream, right, there's nothing wrong with that. I could have made that choice. Number two was I could continue doing what I was currently doing. I could just continue struggling on the struggle bus all the time for years, stress beyond belief, not much to show for it, sacrificing my own personal happiness. That one I was like no, that is not one of the options. Right, I'd rather go back and be happy and scale back the dream than be here where I currently was at that time. And then number three the third option that I have was like I could just embrace this challenge. Like, this is just a part of the game, this is just how it goes, right. And then, number two, I could a hundred percent develop leadership skills that I knew that I needed. I knew that I could grow myself as a leader alongside the business. And as I look back now, of course, like I'm so glad I went with choice number three because I truly feel I am the one to take my education company, where I want it to go and where I know that it can go.
Speaker 1:But to get to that point, it took a lot of work and that's what I want to talk to you about today. You know what can you do as an entrepreneur, as a CEO, as a leader of your team. If perhaps you're at this timpy point as well, like, what option are you going to choose? And if you choose number one, to just go with contentment and scale back the dream, dude, there's no judgment there. Right, this is your life. You want to be happy, you want to live a life of peace, of fulfillment, of freedom, and you can have that and still have a wildly successful business. It's just going to take a different part of you in order to be able to execute on that. Because, I'll be honest, like, there are challenges that await you in this moment of growth. For you, right, there will be things that you will get to work on. As a leader, right, you got to learn how to hire well, how to onboard new team members effectively, how to put the right butts in the right seats, how to retain great talent, how to inspire and like, motivate your team Right All of those things that make great leaders.
Speaker 1:And one of the best pieces of advice I've ever received was from a therapist that my husband and I spoke to when we were dealing with my son's anxiety. So my husband and I went to therapy sessions for parents the child does not come and because my husband and I learned all of these skills, we changed as parents. Our son changed. That was really cool because we changed, he changed, and one of the things that she shared was to say to our kids when things get tough is yeah, it might be hard, and I 100% know that you can do it. And so that's what I'm telling you right now Like, yeah, it might be hard, it might not be hard. That's a choice, right, whether or not you choose to look at it as something that is difficult and you 100% can do it. Other people have done it before and I invite you to continue to tell yourself that thought of, yeah, this is hard and I 100% can do this. That's a really empowering thought which becomes a belief about things that are possible for you in your life. And before we dive into really truly you know these steps that you can take to start to fix this problem, this tipping point that you might be at is.
Speaker 1:I want to talk about something that really, really bothers me so much, and I've started to uncover it more and more. You know, the more I work with a variety of entrepreneurs and the friends that I've had and the articles that I've read, and just what I'm observing in the world is that there are so many great business ideas, so many great businesses out there that will never make it, simply because a lack of strong leadership, simply because of a lack of strong leadership. That's it. If any of you guys have watched the profit on CNBC with Marcus Lamonis, the companies that make it have great leaders. The companies that don't make it, man, their leaders are really struggling to be successful for a variety of reasons, right, and that's exactly what I don't want to happen to you, right? That's why I created this podcast, it's why I started my mastermind in 2022.
Speaker 1:I want to be able to help CEOs become incredible and confident leaders of their teams because, at the end of the day, your vision needs you, your team needs you and, quite frankly, like you need you, and so I want to start today's episode of really kind of diving into this, of exploring some of the common challenges that entrepreneurs face when we transition to these team-based business models, when it's no longer just about us and maybe one other person to support us. Most of us, we just simply like straight up, have not been taught how to lead a team. You know, I was the captain of a variety of my sports teams growing up. I was a teacher, I was a coach. I know how to lead teams, but I didn't know how to lead a team of adults Different ballgame, right?
Speaker 1:How do we manage adults? How do we inspire them? How do we encourage them to work toward our vision for the business? How do we make them a part of that? How do we bring them along with us? How do we trust somebody to come in to the business and take over certain things that you've been doing yourself all along, that you know how to do? Well, how do you even remove your ego and say to yourself this person's going to do it better than I can. Man, that's a different ballgame. That is the best place to be.
Speaker 1:When you have someone on your team who's better at something than you, oh my gosh, that is the best. But to be able to get there and be okay with someone being on your team, who's better than you? That's a whole thing that you go through too. And what the heck is even an SOP? I remember hearing that word for the first time on a mastermind call and I was googling it immediately afterwards. I'm like, what is an SOP? I don't even know what that means and I look it up. I'm like standard operating procedure. I'm like, what does that even mean? Right, I literally do nothing, which is cool because it just shows you what's possible for any of us. Right, we all think we got to know all the things. That's not necessarily true. We just got to keep working on ourselves, keep working on being great leaders, never give up, always moving forward toward and after our vision.
Speaker 1:And then the other thing, too when it comes to hiring, it can feel incredibly risky, like we're going to spend a lot of time and money to bring this person in. So a lot of us focus on that ROI, right? What's the return on the investment If I'm going to spend this like I got to get this out of the business, I got to get this out of them, when I'd really encourage you to look at a couple of other places as well? What is the ROE? What is the return on energy for you and the ROT. What is the return on time for you? It's not always necessarily just about the ROI. Sure, that's important, but if you're getting back tons of time to be able to spend with your family, and that's worth whatever, you're paying this new person to be on your team to give you that time. Dude, it's what matters to you, right, it's what's important to you. And then, of course, like the whole contractors versus employees discussion, we can have that conversational hall at another time, at another episode in the future.
Speaker 1:And so what do you do when you find yourself in this situation? You know where do you even begin, and I'm going to give you three concrete steps to take. First, based on literally what I went through and how I got myself kind of out of this tipping point, if you will, and into the place of being able to say, okay, I'm ready, I'm going to go. Option number three I'm going to go the hard way, I'm going to face the challenges because I believe in this vision, I believe in myself and I know that it's possible. I just got to figure out how the heck to do it. So the first thing that I did step number one is I created an org chart. That was one of the most helpful things that I did when I found myself feeling this way was to put pen to paper and actually sit down and create an org chart, or whatever you want to call it an accountability chart for the business. So I mapped out everything and that's what I want you to do.
Speaker 1:Right, you set up the whole structure of the business first. Then you put the people who are already on your team into the roles. So, for example, I mapped out marketing and under marketing, I put social media, I put blog, I put podcasts right, all the things that are marketing. Then I did fulfillment, curriculum, all that stuff, customer support, membership, finances, hr, all the stuff. And then I put people in.
Speaker 1:When I sat down and did this, and after I did that, I realized the magnitude of what I was dealing with and this is what's going to happen for you too. After I did that, I realized I was in almost 80% of the positions in the business, Like, no wonder I was fricking, stressed out, zero capacity, right, and this might be where you are as well. And then you see that and it's like okay, I get it. Now I've got to make some changes for myself, not just for me and my happiness, but for the business too. Right? The business simply cannot grow if you are doing everything. It's not a way to operate a company. I mean, it is, to a certain degree, if that's where you want to be, and that's fine and it's what aligns for you, right?
Speaker 1:So the very first thing that I want you to do after listening to this episode sit down and map out your accountability chart, list out all of the roles first, and then fill the roles with anyone that you currently have on your team. This is exactly what I do in my onboarding calls with anyone new who joins. My mastermind is we do their accountability chart or their org chart together, and it's like an epiphany moment for every single person, because what they start to notice and what you're going to start to notice is like where are the gaps You're going to notice? Why you're stressed? I am willing to bet that you are doing a lot of the tasks on that accountability chart that perhaps are not the best use of your time, nor are they in your zone of genius, right? The goal is to ultimately get you into your zone of genius and everybody else into theirs, and I want you, when you do this, send me a screenshot of it, share it with me on Instagram at Caitlyn D Mitchell, because it's going to be an one, an eye opening experience for you. But two, you're going to start to see what is going to be the easiest thing, easiest first thing, or things to start to release to somebody else and start to hire somebody else to be able to support you.
Speaker 1:So, number one, to get yourself out of this tipping point, create an org chart. Have it laid out in front of you, what's actually going on. Then, step number two is to make some good hiring decisions to give yourself much needed white space. That white space is so, so, key. So, going back to myself, moving myself out of this tipping point position and this is going to be what you're going to do too is the very first thing that I did was I hired out some of the easier part time positions, and this is just what I went through.
Speaker 1:I got rid of social media, got rid of some customer support stuff, but where I made a big and expensive mistake is that I hired an integrator at this time as well, or some other people would have like have hired an online business manager or something like that, and this is someone that I thought would come in and just help me run all of the operations of the business. Why was wrong? Like big time wrong? What I actually needed was not that I needed to run the business. I needed to be in charge. I need to be calling the church, I needed to be the leader, right. What I actually needed was someone to come in and help me with anything that I needed help with, so that I could free up my time to create white space in my calendar. So I'm talking like I was creating forms in Kajabi, connecting it to convert kit, I was setting up funnels, I was working on all of these technology systems and like my silly things, like not a good use of my time. I didn't need someone making hiring decisions for me. I needed someone doing this type of stuff for me so that I could make hiring decisions as the leader of my business.
Speaker 1:So if you find yourself in this position which you're listening to this episode you probably do there's an incredible book by Dan Martell that absolutely everyone should read. It is called by back your time and he has this hiring ladder that he walks you through on page 84 of the book. I don't even have the book in front of me, but I just know where it is because I've told so many people about this and he explicitly outlines what roles to hire first and why so many of us want to hire the person who's going to come in and do marketing for us or who's going to come in and run the business for us. It's like that is not the best first hire that we can bring on to the team and I'm telling you that page alone if I had that in 2021 when I was going through this hiring situation, would have probably saved me $20,000 worth of hiring the stakes. So if you don't have that book, you have not read that book. That has 100% on your to read list.
Speaker 1:But the key hire here is that you want someone to help you whose sole job is to make your life easier. You absolutely have to have that white space in your day as the CEO and the leader to work on you we talked about earlier. There's problems in your business. You're the problem, right, like I mean, I laugh, but it's true, right, I'm the problem. It's me taking radical responsibility. So when you're working on yourself, when you take care of yourself, when you sit with your thoughts and you sit with your ideas when you go to the gym and you are doing things that aren't quote unquote working on the business. You're working on you. You, technically, are working on the business because you're working on yourself as a leader for the business.
Speaker 1:And I want to share a quick story with you about what I went through when I started excellence in leadership. So I founded EB academics back in 2014. I had a couple of companies before that, but that was the real, the real deal EB academics 2014. And then I also started excellence in leadership in 2022. So I had some experience under my belt, kind of knew what I was doing. And as soon as I founded that company before I had literally any money coming into the business I immediately reached out to one of my part-time virtual assistants at EB and I was like look, can you come work for me? And that's Anna. And Anna was the one who suggested that this be our very first episode for the podcast.
Speaker 1:And I knew, as soon as I started this business, I knew I was going to need support in order to be able to deliver the product that I wanted for the women in my mastermind, but also so that I wasn't spending my time uploading content to searchy or tracking people down for payments or whatever it might be the intricacies of the ins and outs of the operations of the business, booking restaurants for our retreats or all of those things. That's Anna's job to be able to support me so that I can show up as the leader, so that I can read books that are going to support me in my leadership of these people, of these women. Right, I'm not able to do that if I'm uploading content to searchy and uploading stuff to the podcast or whatever it might be right, anna's role is to be able to support me. And because Anna does such a great job, the company is able to deliver an incredible product to people. But Anna knows just how valuable her role is to the business and that's something that we'll talk about on a future episode, too, of intrinsic motivation of our team. Like, people want to understand how they're contributing to the overall vision and mission of the company. And, yeah, that's going to include connecting forms in the back end of Kajabi and ConvertKit to each other. Right, that work might not seem very exciting or very contributing to the overall mission, but man, it is, and that's our role as leader, to be able to communicate that to our teams of how much they are valued in all of the things that they're doing right.
Speaker 1:And so I share that story with you, because that was a strategic hire. I didn't get to a place in the second business where I was drowning. Oh my gosh, I need help. Please, please, help me. I don't know what to do. I don't even have systems. I don't know where all of these things. It was like no, I'm starting this business. I'm going to need support. Anna, will you please come work for me? And it was a very strategic hire to have an executive assistant for this company, and so this business has two people it's myself and Anna, and Anna works part-time for us and does an incredible job.
Speaker 1:So when we're thinking about hiring someone to support us, it doesn't necessarily need to be this big, frantic thing. Right, that was the mistake I made with the integrator. I hired someone full-time in a salaried position at $86,000 a year, thinking they were going to solve all of my problems. That wasn't what I needed. I needed somebody who is part-time, $20 an hour, who is going to be able to support me, and just whatever I needed help with. Dude, can you complete this form for me? I know I keep using that as an example, but that's the only thing that's top of mind right now.
Speaker 1:So hiring strategically, not frantically, and really fast. I just want to address the significance of a well-structured onboarding process here. If we're going to make good hiring decisions, we want to keep good people, so a strong onboarding experience is key, and we can do a whole other episode about this later on in the podcast. But there have been a few people in the past that I've onboarded that I absolutely did not set up for success. Even the most go-getter type of person would have absolutely floundered in my lack of support in that.
Speaker 1:And so while, yes, you know you're excited to get some stuff off of your plate with new hires, the most important thing that I would suggest that you tell yourself during this time is to slow down in order to speed up. James Clear has this great quote where he has said something to the effect of we do not rise to the level of our goals, but we fall to the level of our systems, and man like that could not be more true for onboarding. Right, this is your first. What's the word I'm looking for? This is your first ability to showcase who you are as a business to this new hire, that onboarding process, that fricking matters, and so again, we'll do a whole episode about it and Dan Martell and Byback your Time also talks about how to effectively do this as well, and in fact, in my most recent executive assistant hire for EB academics Megan, I had her read this book as well, so we were on the same page of all of the expectations, all of that stuff.
Speaker 1:But when we're we're moving into this hiring strategically to give yourself that white space, two things I want you to keep in mind is you want to ensure that you are hiring somebody to support you and you onboard them effectively, and then, two, that you are making use of that white space to work on you. It's about you and your growth alongside the business. And that brings me to point number three. You got to start working on you Like who you are as a person, as a human being in this world, has a massive impact on how your business is run, how your team operates and really the ultimate future success of the company. You and your wellbeing are hugely important If you're not sleeping and you're short with your team and you can't make strategic decisions because you're exhausted or you're not taking care of yourself, or whatever it might be. Once you have that much needed white space, it is extremely important to start thinking about how you are taking care of yourself. And yes, I 100% mean working out, eating well, getting a good night's sleep, doing things that you enjoy that create expansion in your life, which are going to create expansion in your mind Right Eating, cognizant of the content that you consume everywhere social media, the news magazines, these things influence your thoughts and those become your beliefs about the world and what's possible.
Speaker 1:So I want you to start being really ruthless with protecting your energy. You know my Caitlyn D Mitchell Instagram. I have curated that algorithm to feed me things that are going to make me a more successful leader, a person who operates from peace and love and joy. And then I go over into my EB academics Instagram and it's a whole different ballgame and it's a totally different world and, honestly, when I leave that EB academics Instagram, it's kind of like. I'm like, oh, I got to get rid of some of that negative energy because of a lot of the things that have been followed on that account from over the years. Right, and it's just really interesting to see the juxtaposition of the two of those accounts next to each other and what I've intentionally curated in my Caitlyn D Mitchell account. Right, so, being ruthless with protecting your energy, and I just think about, too, as the leader of your company what are the absolute most important contributions to the company? Yes, marketing, yes, sales, but, like on a deeper level, it's your vision, it's your support of your team and it's your energy that you bring.
Speaker 1:Think about if you've ever had a great teacher in your life. You have great teacher. Think about who they are and how they show up in the classroom and what they made you believe was possible. And then think about the bad teacher that you had, the teacher that made you hate math. I've had some bad math teachers and that's why I have an interesting relationship with math. That makes a difference. Leaders are leaders and you, as a leader of your team, are no different. Don't be the leader that everybody hates. Be the leader that's inspiring, that people look up to, that people are motivated by, that people buy into your vision, that people trust you in your decision making and where you're taking them.
Speaker 1:We're making some big changes at EB this year and there are certain decisions in the future of the business that I haven't totally nailed down yet, and the team will ask me hey, do you have a decision about this? Not yet, but they trust me and they know that I'm going to make the right choice and they know that I'm going to do the right thing for them and for the company and for the vision of the business. And that's because they trust my leadership. That's what I want for every single one of you. Where are you really leading the company in the way that your vision needs you to and the way that your team needs you to? While we'll have a ton of episodes, I'm sure, on personal development, on mindset, I just invite you to think about how are you putting yourself first before anything else? Really, if you're not, how can you start to make some shifts so that you can? Because if you're not happy and thriving, your business and your team are not going to be able to either.
Speaker 1:And so, with that, I want to leave you with some key takeaways, some action items to go, do something. It's great to sit here and listen. I always tell this to our teachers it's great to sit here and listen. It's another thing to actually go do it and implement it out in the real world. Key takeaways there are 100% challenges that come with the entrepreneurial tipping point and, like I said, you 100% can do it. You've got this Number two you're going to sit down and you're going to work on your org chart. Send me a picture of it. Caitlin DeMichel on Instagram would love to see it.
Speaker 1:Then, based on what you observe in that, start thinking about what is your strategic hire. Go read by back your time by Dan Martell and you want to tell yourself I'm going to slow down to speed up, I'm going to slow down to speed up, I'm going to slow down to speed up, and that's okay and it's expected and it's good, and you're going to start to create that white space for yourself. And then the last thing that I want you to keep top of mind is that your personal growth is going to get to happen in tandem with your business growth as well. The more you grow, the more your business is going to grow. So I encourage all of you to kind of really reflect on where you are. Take those action items, go do something with this. Don't just sit and do nothing with this information. Go take some action toward it too.
Speaker 1:And then I'd love for you to share your experiences, your insights, on social media with me on Katelin D Mitchell on Instagram, and I would love it if you would leave me a review. This is our very first episode. We have two more that are airing on the same day. Go listen to those as well, because they all kind of work in conjunction with each other of really setting the tone of where I want to take this podcast with you guys. So please leave me a review. If you found this beneficial, please also share it with another entrepreneur friend who would benefit from it as well, because I do think that this message is extremely important for people to one listen to and feel seen and heard, and then also to have a way out, something that we can actually do to alleviate this pain of this tipping point that so many entrepreneurs face. So thank you guys so much for joining me. I'm super excited for what's to come on this podcast and I just so appreciate you trusting me on your journey. We'll see you, guys, on the next episode.
