224. What does it take to scale your business in sync with your life's changes? (f. Sean Greeley)
Curious about navigating business growth during life's pivotal moments? ⛓️‍💥 Today, we're joined by Sean Greeley, a friend and past client who has mastered this art. Let's dive in and explore strategies to calibrate your business for smooth scaling.
Episode transcription
Phil
Lots of changes around here.
Today, we're joined by Sean Greeley, our friend and past client. He understands the nuances of growing a business during life's pivotal moments. Let's dive right in and discuss how to calibrate your business for smooth scaling.
Listener, we have Sean Greeley with us, who is. Arguably, the smartest person I know when it comes to scaling businesses. Would you say the same, Phil? Oh yeah, top of mind, number one, absolutely. That's why he's here on Brand Therapy. Absolute pro. We've got so much to learn from Sean. But first of all, I want to learn how life is as a dad of now 20.
Eight month old twins.
It's intense. It's, it's, I mean, it's relatable to scaling a company, you know, you're scaling children in your home. So yeah, we have a almost five year old son, Bo Jackson, for all the sports fans in the house, uh, Bo Jackson Greeley. And then we have two eight month old identical twin boys, Finn and Pip are their names, and it's full on.
I will tell you, any parents of multiples or twins, you know, my dad was identical twin, my grandmother. I come from an Irish Catholic family heritage. My grandmother had seven kids and she had twin boys as like numbers two and three, and she did this all in the fifties while my grandfather was never around and you know, that was life.
And I don't know how people did it. It is serious, intense work. And, uh, luckily, you know, we have some great support around us and great nannies, multiple nannies, because it requires multiple services to manage. I mean, even just feeding two kids at the same time and. It's full on, but we're, uh, we're finding our way through and enjoying it.
And, you know, I'm excited. Uh, you know, I'll have my own rugby or soccer team before long here.
Right. You'll have a family of Olympians, I'm sure. Yeah. Stardom young. How has it been running your business while dealing with this major life change?
All right. Anytime your life makes changes, you know, your business is going to make changes.
And it's important to, you know, we all have to, as business owners, we wear hats of an owner, an operator, and a technician, you know, in different functions in our business. And the most important of all that is the owner. And so as your seasons of life change and evolve with, you know, life goals and responsibilities, you know, your business needs to.
adjust to serve you. Otherwise, before you know it, you're serving it and it's not going to work. So, you know, we got to tune up things. And certainly, um, this is a season where, you know, I'm, I'm tuning up some things in the business to work better for me. Given my season of life and evolving, you know, being a dad and a dad of three boys and young children and all that kind of stuff.
I find that so inspiring. I do too. I don't know. I always feel like this, this is like very, a very, like, it's a very violent analogy, but this is honestly how I feel. Like sometimes I feel like I'm tied at the end of a tail of a wa like a of a dog's wagging tail and just being flung. from side to side and in control of literally nothing.
That's how I feel sometimes. So it's very cool to know that there is a world where you can adjust the way that your business is to suit your life. Hearing that is almost like getting
permission
to do it.
Yeah.
I think so. I think we, you know, well that is the, the also the responsibility because you realize if you are in control, then you're not taking control and you're not making proactive decisions.
And that kind of sucks to say, I'm just accepting this rather than making decisions to create something more interesting and more powerful and that better serves my personal goals and objectives for this season of life. So those are all the. The hard pills to swallow, we all have to look at and accept, but I think it's liberating.
When you do, you realize you are only one or two or three decisions away from making things work better for you and where you are and what you want. And that's something we all have to continue to investigate those questions, explore them, and find better answers to them for where we are.
Good answer. Do you have any examples that you can give us of things that are top of mind for you?
What are some of those decisions you have made? Since we're already inspired by you giving us. High level. Now we want specifics.
Okay. Great. Love storytelling. Let's think about some great things. Um, certainly I think a lot of things with, if we're going to talk about how you design business by design that serves your life, certainly, you know, the underscoring of that is business by design as a strategy, right?
But the design for your life is the underlying theme and current, right? So where are you in your life? So I am a 46 year old dad of three boys, right? I've had my current business for coming up on 18 years. So certainly I started this business in my twenties, you know, grew it in my thirties. I'm now in my forties.
These are seasons of life that are much different. You know, so in, in my twenties, what was important to me, you know, certainly personal accomplishments in sports and athletics was kind of my first goal as an athlete. Uh, then accomplishments in business and achievement. Everybody here is an achiever.
Otherwise you wouldn't be leaving, listening to, uh, business advice and development, education and information. And so certainly proving to yourself and hitting some milestones and feeling good about those early on stages of development and business. And then I spent years in my thirties and then exploring and traveling and building the company internationally in Australia, in Europe, uh, in Canada and parts of the U.
S., meeting lots of people and building a lot of relationships. I mean, many, you know, I look at Phil's highlight reel, you know, I lived that a few years ago, uh, in my life. Right. And so that was a great season of carefree responsibility. Not really, I mean, I still have responsibilities, but a little more carefree in terms of freedom of lifestyle, digital nomad, uh, exploration, getting to see the world, getting to meet people from different cultures, getting to understand more than just is what the bubble we all live in physically and digitally.
And I think building those relationships are life changing and give you perspective and insight into what you want, who you want to become and what's important to you and all those things. So that was a great season. And then also, you know, that led to me. Building lifelong friendships in Europe and Australia and Asia Pacific region and Canada.
And that are, you know, if I look at my short list of. People I interact with daily, they're populated all over the world and the relationships I've built over the past, you know, 10, 20 years. So there's been incredible experiences and journeys. And then introducing, you know, my, uh, meeting my wife in Australia, right?
Wouldn't have happened if I wasn't in that season of life. And then landing here unexpectedly during COVID, you know, and kind of getting stuck. And now I'm based in Australia on the Gold Coast. Again, all life transitions that are based on seasons of life that have enriched my life. My relationship, I mean, if you think about this and we're all, when we're all on our deathbed, what are we going to remember?
You know, it's going to remember our relationships. our quality of our experiences, the memories we've created with those we care about and love. And I think, you know, business has opened a lot of doors for me in all those areas of my life and have contributed and evolved my life. Man, I got, I'm, I got three boys and live in Australia.
Did I ever see that coming? No. So it's exciting. It's interesting. And it's, you know, it's the unknown. Some of these things you plan for, some you don't. And I think, you know, that's part of the beauty of life. And then when you, when you do have these experiences and evolutions, then you ask yourself some great questions.
You get clear what's important to you and you, you know, you make some decisions. You also make some compromises. You know, I plan to live my life in California. I was in Escargona house and the Palisades. And, uh, that is a great time zone to run the world. We came here during COVID. Got kind of stuck as they locked down, uh, the flights and travel.
I decided to stay. And by default, I'm kind of here. It's not exactly where I want to be, but I look out the door. It's a beautiful place in the world. It's a beautiful place to raise a young family. There's not some of the dramas and challenges of, you know, different parts of the world that, uh, That was my original plan, but as we know, the, often the best, uh, roads of life are the ones you don't plan for that, you know, you find along the way.
So those are some examples of my journey.
I love those examples.
Thank you.
It's so inspiring because I feel like you really, really approach business from a place of making decisions from the heart, but also viewing businesses almost as a machine or a vehicle that you can tinker with to optimize. And I think it's very cool and refreshing.
I loved that you said, you know, you're only two or three steps away from completely changing how you're feeling right now. It's very, very cool. Yeah. Thank you. So Sean, I want to be selfish because you have so much knowledge. And so I love how every single episode of Brand Therapy basically starts off with us just asking questions about the guests and then completely making it like self serving.
Getting into the good stuff. Yeah. Yeah. Exactly. I need you. So, PPC, Phil Pallon Collective, is at a very, very interesting, critical juncture right now. Phil is being pulled into one direction at a pretty increasingly fast pace that for creator partnerships and like in sponsored brand deals, speaking and doing in house things with Adobe, like really, really amazing stuff, doing presentations, B2B webinars, Great stuff that is honestly super lucrative.
And then I've also got my own creator business doing book reading retreats. And that is definitely where my, like what's really interesting me right now. And it's not really leaving me as much bandwidth for client stuff. And then just to add another like element of complication to things. We have been trying really, really hard to do set packages with clients.
Like set pricing, we've got package 1, 2, 3. This is based on the stuff that's most commonly, like, given to clients. And almost every single time we get an inquiry, people don't want those packages, even though we know from our services that they're great. They want custom quotes. And those custom quotes take a long, long time.
I hate them. Phil hates them. Phil was actually a few weeks ago was like, we're never doing a custom quote again. And then like a sign from the universe, literally within 24 hours, we got six requests for custom quotes from past clients. So I feel like basically we're at this like very interesting juncture where There's business demand coming from all directions, which is a great, great, great challenge to have.
Like, I recognize that's, like, very great. I feel like a decision really needs to be made on where time and energy goes. So, if you were in our shoes or if you were advising us, like, what questions would you ask? Where do we go from here?
I think the first step is, let's talk about philosophy and principles, because that's kind of guiding, you know, lights in the conversation.
I think ultimately, as we, we've spoke a little bit prior. Business needs to serve you, not you serve the business, right? And I think there are seasons of life and season of business that undercurrents allow change and transformation internally and externally, uh, in our businesses, in our lives. And certainly, you know, we could look at this as like critical point.
We could also look at this as another perspective is all the work you've done has prepared you for this great opportunity in evolution for you, both personally and professionally, which I think is really the story here. If I was going to choose one, I'd choose that one. And so. Let's look at the decisions to be made.
So what I heard was what aspects do we want to build and in terms of client and service relationships and product and service offerings, and then what do we want to say yes to, what do you want to say no to, right? So those are really the decision trees to be made that you're asking. Is that?
Yeah.
Okay.
And I would say also the biggest one to work on would be what to say no to, because it's very hard to say no to business, at least for me. Oh,
that's the most of that. That's when you're in a place. So. Look, you are both effective marketers and storytellers. You have built personal brands, right? And so you've created more demand than supply.
Great. Job one, right? Done. Now, yes, it's so much more important of what you say no to because when you have more demand supply, you're going to continue to get a lot of requests for your time, energy, and effort. And so I think that's probably the first step is let's get So I really think it's as simple as let's literally put a line on a sheet of paper, you know, want, don't want, and tell me what you don't want.
Let's start there. What do you know you don't want? That's the easy stuff to lean into because I think you've already expressed some things you don't want to do. What are those things you don't want to do, Phil? Let's start with you. I do not want to manage client projects. Yeah, you don't want to operationally manage projects and people.
And I'll tell you why. Because I'm making a one to one impact when I literally have to choose that over being pulled into something else that completely aligns with what I love to do, which is making videos, giving presentations, teaching people at scale, really exciting things. And so I get, it actually really frustrates me to the point where I actually become resentful to be pulled into a client project, which is, it's horrible to feel that way, it's someone that trusts me and trusts what I deliver.
And I don't want to be the one overseeing it because it means I have to say no to something I really love to do.
That's important. And by the way, no judgment for me, so you don't have to defend it. But I think it's good you're getting clear on that for yourself so you can justify your position and your decision making process.
That's good. What else don't you like and don't you want to do? Custom
quotes. Yep, custom quotes. I would love to just have set packages so that time isn't wasted trying to tell someone how I can help them. That's good. My ideal client, it's proven before, in fact, it happened today, someone hired us for a brand identity after paying for a brand audit and said, your packages were so clear, the pricing was bang on, and I knew going into this brand audit that I was going to continue to hire you after that.
This brand audit was really just to make sure that We got along and that was the most validating moment. It meant that for all those instances where clients say, yeah, that package isn't quite right for me. Even having this conversation with you, Sean and Lauren, I'm like, maybe that's a sign if it's not a fit for someone that it's not my ideal client.
It makes it easier to say no. That's what's going through my mind.
Oh, if they question the services that we're recommending.
Yeah. If it's not clear, as we've laid it out based on hundreds of clients, if that's not clear to someone, then maybe that's an indication it's not an ideal client project.
Uh, well, I'd say it is, right?
So this is the path, you know, what works from a sales process, you know, it works from a client management process. The brand audit is a, is a paid trial offer to qualify the client and establish need and scope of work, which validates your big package proposal, right? And it's client centric in its design of how it supports the client and supports you in supporting the client to ultimately get to their objectives.
So we don't need to explore if that is a good process or system where it makes sense or is right or just or effective. We know. So therefore, you should hold the line on your process. And again, people that don't want to align with your process, ultimately, they're hurting themselves, right? Because they don't understand what they don't understand.
And they're, they have uninformed opinions about actually how to even get what they want, which is why they're in their own way. So I think you could just speak from the heart. And this is what we do. This is why we do it. And questions, refer them to a video that you can record right here, why we do this, this way.
And again, if you like it, great. If not, we're probably not either fit and that's okay too. And, you know, we say bless and release in client services. That's okay. But I would double down. Is that what you
say?
Oh, bless and release every day. 100%. You know, bless and release.
I love that. I have another don't.
Great. Let's go.
And this is a good one. Okay, small design projects, email signatures, business cards, letterhead, little dinky things that end up taking so much longer and actually not being worth the value that they should be charged at.
Yeah, I think you have to say no. I think, you know, but clients still need solutions to problems, but I think, hey, Here's our, we go through this process.
We do full stack, not fractional, brand ID and brand kit, uh, and brand templates. And then you want to iterate from that. Here's how you go work with other vendors to add to your, you know, add to your kit when you need assets or templates. And I think you build that in and that's part of the deliverable people get with a full package and they go solve that old problem.
And again, if you're not ready for all that and you just want the little stuff, again, put a YouTube, referring to a YouTube video, blast and release, keep moving, love it.
You make it seem so easy, Sean.
It is easy. Well, we can make it easy. We just need to get, untangle the thinking and the, and the emotion and the reactiveness and some of the energy around this.
But we can make the decisions very clear and therefore we can make decisions and we can make execution very clear. And again, the busier, I think, Part of the lessons here. So again, you're clarifying what you don't want, right? So then we're clarifying what we do want. And then we just, again, double down on that.
And as long as you keep iterating and you're building more demand and supply, right, you're going to win. People are going to come through that process that are the right fit and so on. So those are kind of the current today's challenges, but I know you're thinking around some bigger pieces as well. If you want to explore that, let me know.
Well, I think another interesting point. Phil's name is on everything. The business is Phil Powell and Collective. Phil is what people want. It's always been this way. I remember. six or seven years ago, whenever a firm email needed to be sent to a client, I would actually have to log into Phil's email and like email as Phil because people take Phil more seriously than me, or maybe at least took him more seriously until they figure it out who was really managing things behind the scenes.
Anyway, so with that in mind, Phil's time is really, really valuable. And Phil, if you're okay with me saying this, Phil, Even though he's wonderful at business tends to make a lot of assumptions about what his value is and is really weird when it comes to quoting for himself. And even just now, like before we had this call, Phil was saying, you know, I don't know if I'm really worth X amount per hour in a one to one capacity.
And I was thinking, but I didn't get to say this to you, Phil. It's not really up to you to decide what your worth is per hour. That's the decision of the customer. So I'm bringing this up, Sean, because basically how do you decide what is really worth your while in a one to one capacity, if your goal is to help More people.
Okay. So, great. You actually surfaced, like, several issues to address in one, which is well done stacking the deck. Uh, let's unpack that.
Yeah. Let's just squeeze you dry, Sean. Oh. Right now.
Not gonna happen. But you can try. So what I see with building a personal brand and a founder, and there's a difference between, uh, a great mentor of mine says there's a difference between a guru model and a founder model, right?
And so you a little bit are in, you're, you've built yourself a cage of a guru model. It's build a guru. And what you have to do if you want to expand that is build a, a founder model, which becomes not about the guru Phil. But Phil is a founder and face of the brand and voice and IP creator and so on, but productize and really build a methodology and a system and a process that is at a brand level asset, position as a brand level asset, that Phil created this methodology.
Here's the method, the system, right? And how's anybody can run that system? And you have a team that runs the system. What informs the IP and the system, which is the value, right? Phil, the founder, created the system, right? So that's how we were in this all in, I mean, we figured out these problems in fitness, right?
Everybody wants the coach and everybody wants to work with the best coach. Well, how do you scale beyond a really good coach or a really good thought leader? Well, you have to split off guru model from founder model. You have to build signature method and process methodology. Then you have to build education and celebritize that.
And that becomes known as the thing. And so now you got this thing, the process and the system. And you got this thing, the founder and the voice. And those are now both have equitable assets that are scalable beyond you and your time for money. So that is part of how we build a machine, right, that goes beyond fill, right?
And it's how, you know, ideas live in books forever beyond the life of an author and how all this stuff really comes, right? You're building a product. You need to productize your, and really build a signature around the methodology and the process and productize that in a way. Right. That is not tied to fill personal involvement.
So that, again, more detail, but that's the solution to the problem. We can talk about execution later. On the other stuff, trading time for money. You know, so some of this is strategically, how do you do it? Also, what's your mindset shift around it? Those are all those things are related, but different pieces of the conversation.
I think we talk about limiting beliefs around time for money. Is time, it is limited to trade. When you, when you're selling time for money, there's a limit of time for money. But that's the wrong thing to sell. What you're selling is solutions to big problems, right? So what's the value you charge is not related to your time value is related to the value of the problem you're solving and the ROI that creates for the customer.
And I think really the most sustainable pricing model in any services business is a. ROI based pricing model. Like generally speaking, we try to, to look at, you know, regardless of what competition is charging and or overcharging, right, which is often in these spaces, people have inflated pricing. They think is what they're worth.
Who gives a shit, right? Really what it is, is about ROI for the end user. That's what. They feel good about the thing for a long time to come and come back for more. Like if you, if you, you can, you know, you take advantage of someone once, they don't get a return. They're coming back for more and they've got a bad taste in the mouth.
So what I think is best practice in client centric pricing and services model businesses is generally a five to 10 X ROI. So if I'm solving a 20, 000 problem for someone, right? That's probably worth. You know, two to four grand to solve all day wrong because business is really all about ROI decisions and investments, right?
I'll spend this to get that, right? So if you're having a conversation and you can quantify the value, short term value, three to six months, generally in services relationships, and then long term value, 12 months beyond, if you can quantify the value brought. Then you can back into the pricing model that justifies five to 10 X ROI.
So that's how we think about pricing models and services. And then obviously your sales process that then surfaces that awareness and then can speak to that clearly. So it's just a, by the numbers decision for logical decision makers and obviously keep all the other stuff for everybody else, you know, every can justify the investment, right.
And then feels good about it. And then obviously if you do that concert, I would recommend. err on conservative so that you over deliver in the value prop and they're hungry for more, right? And that would be the way you want to build a scalable reputation brand that's going to endure for years to come.
So I think those are all big things to talk about. And what that leads into is, you know, if you want to make more money, you solve bigger problems for bigger clients, right? And not just individual clients, but big brands, big companies, you know, I mean, Big companies, big brands have big, expensive, hairy problems, right?
And so you create more value when you can come in from outside their four walls and their bubble that they're living in, right? Cause we're all living in our own bubble and you can provide new ideas, insight, perspective, and strategy to create solutions that create breakthroughs. I mean, you can go to just work that creates millions of uplift for an organization, or you can do work that creates, you know, 10, 000 uplift for You know, mom and pop, right?
So again, what do you want to do and where do you want to focus? And where do you, you know, what place, place your strengths? are all parts of how we guide our evolution, I think, in scale and scaling up. Right. So scale doesn't have to mean I need more people. I need more customers. It might mean I scale up to a bigger, uh, higher quality client in terms of revenue of the business, right?
I'm working with a 25 million company or a hundred million dollar company or 250 million a company, and then the problems I work on for them and the value that creates, and then that is a version of scale, right? Beyond just scaling labor and time and quantity of volume of clients.
Beautiful. That's put me at ease.
I love the idea of product. I like create. What do you call it? Productizing? Never said that. I like that. I've heard it, but never said it out loud. I like that. And that's actually something we are doing. That is something we're doing right now. Um, replacing courses with a membership community that I'm super excited to update because I know it's going to be kick ass and I'm excited about.
Creating a product that other people can participate in instead of it always having to be me. Somebody said earlier, also, is it emotion can be tied to this so often? And I think it's good to have these reminders that sometimes you have to just shake that and try to be as rational as possible.
Let's talk about mindset because you said that was another topic that we need to think about, Sean.
Well, I think we addressed some of those pieces in there, but let's talk through it. What specifically would you want to explore a little further on mindset?
Well, I think the idea of. Saying no and potentially not having recurring smaller projects is a scary thing as an entrepreneur. I have one friend who's.
Like a badass in business and consulting. And her goal is for nine out of every 10 people who approach her for work to say no, she wants a really, really, really high threshold. So the person who says yes, pays her a lot per hour, but she can also focus more on it. But those ups and downs and those empty periods might be scary for the average entrepreneur.
I know that uncertainty is a little unnerving for me. It's definitely unnerving for Phil. Who's always monitoring our, the planning spreadsheet where we see what, what invoices are coming in in the future. So what is your advice or your perspective on that?
Well, you raised a couple, again, a couple of good things and one, Lauren, you're great at that.
Sorry.
I had therapy today and I am just in the mood to chat. This
is therapy round two. So, so what drives fear and uncomfort in business? It is not having demand, right, enough demand, Jen, and lead Jen, and incoming opportunities. So you stay on top of your, what you know to do and you, you know, it's like you don't stop going to the gym, right?
You don't stop eating healthy. So you keep doing the things that are going to drive. brand awareness, account growth, engagement, and incoming opportunities. You're visible in front of the right people. You want to be visible. So clearly that's number one. Number two is what can be uncomfortable is if we don't have reoccurring revenue model that is covering our cash flow and overhead for our lifestyle and business cost structure and expenses, right?
That's what creates fear and uncertainty. If all my bills are paid, And my needs are met. I don't give a shit really . I don't, it's easy to say, be picky and choosy when you have reoccurring revenue business model, right? If I don't, if I'm living off like load of one big project to the next, then that can be a bit chaotic and revenues, revenue can be a bit lumpy and cash flow can be a bit lumpy.
So certainly engineering retainer based work and clients to stabilize cash flow to where. You know, I mean, you hear people talk about fuck you money, right? Where you don't give a fuck and you can just say, fuck you. Like everybody kind of needs their version of fuck you money at your stage of growth. And it's really easy to engineer.
What does it mean? You have more cashflow coming in that you need to support your current lifestyle and goals. Well, you either raise cashflow or you decrease lifestyle, make the fucking math work. And then you can say, fuck you, whoever, whatever you want. And so another way you can be picking and choosing and choosing to engage your energy and relationships that really add value and you're excited about.
Right. Which I think. Again, to speak to the emotion of making us feel good and joy. The time that we spend working with the people we want to work with on projects and problems we love solving is really, you know, part of the fulfillment of building a business that you love.
Sean, I know you're super busy and also run a very successful empire, if I do say so myself, if that's the right term.
How do you find time to evaluate your business and think about how to make it better? That is exactly the question I was
wondering.
Because you strike me as someone who is really, really thinking and observing your business and making strategic decisions about how to improve it. So how do you find time for that?
I think it's, A, it's part of my strengths. I'm, you know, visionary. Uh, and so I'm good at observe and understand and process and make decisions as part of my gift is strategy for sure. So if it's part of my DNA and we all have our strengths and our weaknesses, and then I think really it's, you know, when you think about these are planning cycles, right, and so really you want to have proactive planning cycles, right, of annual, quarterly, monthly, weekly reviews, right?
Where, you know, again, it's just operationalizing that into your life. And if you're, no, it's a weakness of yours, you know, invest in support of people or systems or help that's going to keep you accountable. So, you know, I do some of this myself and I've done it for years. We also, you know, we have consultants that will come in for supporting some of those cycles with team, just so I can be more of a participant and don't have to be the facilitator, uh, with our company.
So, you know, you want to. Rather than be reactive in the work, you want to have a proactive cadence, right? That keeps you in the forefront of decision making, not reactive decision making. It doesn't mean you're not going to have shifts in the market or, you know, circumstances and things that hit the fan that you have to reactively navigate, make decisions on.
But I think having time, a couple days a year, one day a quarter, Half a day a month, an hour a week to answer some questions, to check in, to, you know, guide decision making is critical to anyone in creating a life by design or building a business. And if you are not in the driver's seat of your life and your business, then you're hanging on to the tailpipe.
And so, you know, to bring this full circle, get in the driver's seat. How do you get in the driver's seat? Take out your calendar. Block some time, get some support if this is new and you got to develop those systems and habits and someone who can help you be accountable to yourself and what needs to be done.
But invest that time and energy in the work that's going to lead you in being able to lead yourself and your business in a better, more powerful direction.
Fantastic. Sean, this has been so good. For me, it was the first therapy session of the day for Lauren, it was therapy session number two.
Yeah, a lot to, a lot to think about and share.
So
where can people get therapy of their own from you?
Well, come say hi on social, uh, founder Sean is my Instagram and, uh, connect there, uh, my company today and pfitness. com is the work we do in the fitness industry for helping fitness entrepreneurs. Stack cash, grow their client base, create freedom and leverage in their business.
And, um, yeah, uh, you know, from time to time I participate at a board level in some projects or companies that excite me. Uh, and feel free to reach out if that's of interest to you as well. Fantastic.
Thank you
so much, Sean. This is fantastic. We're going to have an awesome blog post written with some of the themes that you shared today.
And we just appreciate you hanging out with us on Brand Therapy. Hey, my pleasure.
Thank you so much, Sean.
