can everybody see me, I would love you all just to say hi. Put your name and what you do down in the chat. And if you're an operations person, or if you are on the CEO visionary side, I would love to know what everybody's up to. So that we can have a really awesome workshop and conversation. And also to make sure that I'm not just speaking in to the abyss. And if I, if nobody can hear me, so I would love for you all just to put something in there. And I'm going to wait a couple of minutes. Before we get in. Hey, Daniela, Hey, Robin, I love that we have a variety of different people that have signed up for this workshop session and series, because this is a really beautiful conversation to have when there are ops, people and visionaries involved. So I am so excited to get going on this. And before we get started, I want to make sure that y'all can see the screenshare that I have, if you just give me a yes or no, let me know Mercury is in the microwave. Still, I think so just wanted to double check. And be sure. So I kind of have like a dual screen system set up right now. Because I want to make sure that most importantly, I teach and present so that you all get information and just hear me talk. So if there are questions, add them, and then I will get to them at the end. All right. So I'm super excited to get started. So the reason why this series exists is because my wish for you this spooky season is to be screaming in pleasure because of your operations and operations is a lot just like marketing, sales design, the word operations has a lot of nuance to it. But the goal of this workshop series is to get you excited about it. And what I've learned is that knowledge is power. Knowledge is empowering. And no matter if you are the founder, and you plan on designing your operations and infrastructure yourself, or you want to delegate that to your ops team, or you outsource the strategy, infrastructure and all that good stuff to an external company, like what we do for our clients, I want you to get excited to talk about your operations. Like I know that a lot of the clients that we work with, they're like, it's not my thing. I just know it's important. And that's it. It's that's all I know. And that's a really, really sad thing to hear, because we're going to talk about why that to me, that's so important. But I just want you to know that this the goal for me is to fall in love Have you fall in love with your operation, so I kind of jumped ahead, but my desire for you is to fall in love with your operations, which is why these are we've designed this the way that we did for the for workshops, like there's so much more we could do. But I'm just like, what's a good like high level way to get people understanding, and most importantly, taking action. And so in this session, you're going to learn what operations are, why it's important and why you should care what they look like in a business, when to work on your operations, and also how to identify if something's an ops issue. And then what systems are, and we're going to do a quick highlight of this, because this is more sessions two and three, but I, you know, wanted to leave you with something to get excited with. So if this is the first time we're meeting, Hi, I'm Veronica and I just got new photos taken. So I wanted to put this out there like I will show you my back end if you show me yours, and let me work work on yours. And so this is something that I am so passionate about, because we've learned that operations are very opaque for some people. And they're either dragging from like corporate baggage, or maybe it's just not their zone of genius. And they're just like, I'm gonna sweep this under the rug. And yes, this recording is going to be sent to everybody who's registered. So don't worry, you can have the slides, you can have the recordings, I will make sure that everybody gets this because this is really important so that you can watch our repeat or whatever it is you need to share with your team. And the reason why we do what we do is because I studied human centered design at Stanford, and it led to my people first and pleasure field approach to operations like what I know is that when you put people first, your operations succeed, and I've consulted with companies like Apple and Nike, and we also work with a ton of startups and founders and agencies and E commerce businesses. And the reason why we're able to do so is because we focus on internal operations so that when you strip away everything that is your revenue generation model, it's like what you have left the day to day and I'll talk about that a little bit more. And here's one I know I'm unapologetic about helping impact driven organizations make a shit ton of money. We just do it from the operation side, because this is our areas of expertise and what we love. So it's like, the more you can save, the more lean you can be the more smart you can act with your money and operations, your profits sees the benefits. So I want to just talk about myself, because I'm not. And what I would love for you to do is take notes, because I will be asking questions, and I would love for you to contemplate ideas, make decisions, like jot down questions, because I want to talk about them. And I also want to make sure that you take action after this workshop, because conversation is going to be great. So about business, les Bear, I'm the founder and CEO, we help impact driven organizations create operational infrastructure systems and processes. Hello, orgasmic operations, yes, that is trademarked and in the USPTO. Now, and we want to make sure that we create this these operations for our clients that align with and amplify the people using them, so that the everyday work experience increasing profits, and creating lasting change is filled with immense pleasure and ease. Because change isn't a one night stand kind of thing. You have to be able to last and be there and to create that meaningful change that you want to see. So there has to be ease and sustainability in it. So if this makes sense to you, I would love to know that I am not just like in my own little world here. But this is where operations with us differs because our mission here is to transform how operations are seen and loved and designed one people first and pleasure filled process at a time. Okay, so you know, some people love pain. That's really not me, I'm more of a pleasure point kind of person. But to me, pain points, influence pleasure points a lot. So throughout the session throughout this workshop series, like think about this phrase, how can this be more orgasmic more pleasurable, especially from your operations, because these are all insights that will actually help you think about what your operations need to look like, from this information. So I'm not telling you how to take notes whatsoever. But here's what we've learned from our clients when we work with them. And our students like they like to have pain points on one side pleasure points and desires on the others. And then on the bottom, have some aha moments and decisions, because I've been to plenty of conferences where I get super inspired, super excited, and I have a notebook full of stuff and guess what actions don't really get taken. And I don't want that from you. So aha moments and decisions that you can take action on, and also notes and ideas. Maybe somebody said something in the chat, also. Yeah, like, I'm excited to hear what you all say, because I'll have some questions for you. And if that sparks an idea, I'm excited. So some of the pain points that our clients have said are like, I do so many things manually, or I want to grow, but I can't even handle the client load as it is. So if depending on what you know, revenue generation model you have maybe you don't have clients, you have buyers or students or members like
extreme exchange it for what you need to do. And pleasure points. Like I want my team to have answers instead of relying on me for everything, or I want to take a vacation knowing the business will hum along without me. I have some more examples for you in terms of pains and pleasure points. But just to get you started, these are things I want you thinking about. So first question to you while I take a quick drink. What are some of your operations pain points right now that you're experiencing in the business? Don't be shy, tell me everything. I am not here to judge I'm here to just be helpful and to be of service. So the more you share, the more I can help you throughout this session and series.
TJ says remembering to execute the process at the right time. Thank you for sharing I've been I am not perfect. Let me just start with this. Like even though I'm the subject matter expertise here like i are subject matter expert. I'm not perfect by any means. Like sometimes things fall through the cracks because life I'm human, so we do our best. With as much grace as possible and tired. I feel like you say I feel like I don't have enough time. Thank you so much for sharing. I appreciate that. Okay, feel free to keep posting things because the more you post more information I have and the better and more tailored the content will be. So what operations are and why they're important. Operations are the inner workings, everything that happens within your business to one keep it running and to earning money because if nobody's earning money, we have a frickin expensive hobby here. So what are all the things that are happening to make your business money and to also keep it running every day so that money can be earned, which means and if you take nothing away from this session, please take this next slide away. Your operations are the how. That's it. Like my goal is to make education understandable and digestible, especially when people are like, operations are so opaque. You literally know your operations, because it's the how, how the how to me is so important. And this is where earlier when I talk to founders and CEOs and people, they're like, I love the passion and the mission that I'm on. I know my purpose. I'm here to change the world. But I don't want to deal with my operations, because I don't really know anything about it. So do you see the disparity here, your goals and your dreams and your visions, your purposes, or the what your operations are the how that makes your what possible. So this is why it's so important for us to want to inspire people to fall in love with their operations, because that's how your your dreams get actualized. So your operations are the how. And Lily, one of our project managers from our clients said that things since working with us their day to day operations are going a lot more smoothly, which means that their team is more organized and empowered to complete projects on their own, because they know what to do. And give yourself some credit. We've talked to plenty of clients and entrepreneurs who when they say I know nothing about operations, yes, you do. We just established that the operations are about the house. So when you find something that doesn't work well, like, oh, I don't like my sales process, because I am an a new mom, or I have ADHD and bipolar and I don't want to take sales calls. But I want some sort of like a application process or maybe closing in the direct messages on social media. Because getting on a sales call, I don't want my infant to start crying. And that doesn't make me feel good. So you actually know more about your operations, then you give yourself credit for so when you know that something in terms of the actions is not working? Well. It's insight into, okay, this is what I can do to make it better. And Daniela, thank you for sharing that. You've been great at building systems, but not automating it like this is something that we wish all businesses could hear because you don't automate. First, you don't do apps. First, it's all about building the process, understanding the needs and requirements before we get there. And so if your operations are the how they're important, because it influences the everyday work experience, because it's the difference between being at capacity and like stuffed at three clients versus nine. Or it's the difference between a business culture where your team is getting handed projects left and right at the last minute. And that needed to be done yesterday, and there is no order. And it's just like, get it done. versus these are our quarterly projects, goals and plans. We do sprint projects one at a time, because I want you to get things done before I give you something else. It's about also keeping team members happy, right? So if you have good operations, and there's order and organization, people are happy, they achieve work more efficiently, because productivity to me means shit, like I don't want you to work yourself to death, I want you to be efficient, meaning you're getting the same results with fewer time, resources and money than before. And so this is why to me operations are important. And if someone ever talks to you, so after you leave this session, and then people are like, Oh, I'm too busy to work on my operations, because they're so focused on sales and marketing. It's like, well, what happens if these efforts you first work so hard on actually work? And you get a load of buyers and clients who want to like throw money at you? Could you handle the workload and bring them on without leaving money on the table without burning out your team? And the answer is no, it means that you need to prioritize your operations, not your sales and marketing. So if somebody that you talk to says something like this, this is what you can say we had a client come to us say that her goal was to make millions of dollars in the next year. And when we asked her about her system, she's like, I'm not focused on them. I'm focused on sales and marketing. And she could only handle like one client at a time. And granted, she worked with corporate clients, but it doesn't mean that you can't do that. But it's just like her revenue goals. Didn't her operations couldn't support her revenue goals.
So for you, why do you think operations are important too and I misspelled this your organization? What are Some things that are coming up just in this quick time that we're chatting, so that I can get a pulse on it before I move on to what ops looks like in a business.
I want to check the chat really quick. All right, Robin, you said right now is a lack of systems. Can you elaborate on that more is it because of lack of time lack of know how. And TJ, you said the operations are important to your organization because it supports the customer experience. Love it. All right. So when it comes to what operations look like an organization, I'm very much a visual kind of person. So I'm going to show it to you in a simplest terms as I can. This is what a very macro version of business structure can look like. You have sales and marketing things that get your business noticed finances, revenue generation, things that make you money, Human Resources operations. And I will say that operations has that wrap where instead of it being its own little department, it isn't its own department. And then it can also be applied to marketing and sales, finance, revenue, like all of this stuff. Because when you operationalize something, it means that you are creating intention and repeatable order and how you execute. So like, if you have a sales process, for instance, or even like a podcast, production process, even if you outsource some of it and you do some of it yourself. It's like, there is an order to get that episode from idea to on your website, right? That's operations, and the strategy and the stuff that you think about to make the episode happen. That's more on the marketing and sales side. But then like the process, the how of getting it onto your website, produced all that stuff. Social media, batch content, is operations. So in the operations, bubble, the things that make your business run here are some like high level things, you have project management, you have your knowledge base, you have team communication, you have the way you delegate to your team admin stuff. And so when I talk about internal operations, it's not just calendar management, it's like, how is the team working together, to take sales calls to take care of client work to make sure that inventory, and products are being filled and fulfilled and shipped out. It's all the things that keep your business humming. So here's the thing that we do with all of our clients. It's called the business blueprint, because I like to think of your operations as like your business, or your business as like a house and your operations is like your foundation, your framing and stuff. Before we start building, you gotta have a blueprint, right? So here is our blueprint for one of our SAS clients. And they focus on a platform membership that generates money through subscription services. For migrants in Africa, it's actually really great, really great business. And so something like this.
Even though it's a lot more detailed, I was just wanting to show you how it can be how your operations can be looked at from a high level like marketing, operations, human resources, finances, etc. And then like the smaller pink circles are just like the different systems and components that go into it. We'll talk about that even more. But this is pretty much what a business blueprint can look like. Not too bad, right. And then I tried to make this as similar as possible to show you that no matter what your business is, like you kind of have the same needs more or less, except for like the revenue generation part. Here is an agency, my goal and don't worry, you'll get access to these slides. So if you can't see it, you can zoom in. But the one with our agency client is like they had five ways in which they worked with clients, one on one done with you project based coaching, all that good stuff, but nothing was systematized. And so what we did was, we took their highest ROI, offer systematize the crap out of it so that the systems that they had for that retainer process could be applied to done with you project based because our goal is about working smarter, not harder. So it's like every time you have an offer, you want to make sure that all the systems that go along with it are systematized from way the clients inquire with you by signing contracts and onboarding offboarding excetera. And I love what Alex had to say because she was in this agency model. She said that her business felt chaotic before us. There was a lot of information that was being stored in our brains and nothing was getting done. So after working with us. I love that she says we felt much more confident in our processes than where to find information because the way that they are more resourceful, allows them to save them time and money. And then here's an E commerce one. So the difference between the E commerce and the agency model is like customer service in inventory, production fulfillment, but pretty much everything else could stay the same. Are y'all with me so far? If not ask your questions, because my goal is to make sure that you feel confident as to like, kind of like a quick one on one of what operations look like. And I'm really proud to say that our client went from 20k months to 60k months, and it didn't break us. I love that. Because when you work, when we work with enough companies who aren't celebrating their revenue growth wins. Because they know the work that's associated with it, it's an operations thing. And she was able to have such a great holiday season that the team just didn't feel stretched thin at all. Okay, so I'm putting this up for you, because I want to get a pulse on where you all are at. In your operations, health, there are four stages that we've designated. And if we were to use the house as an analogy, again, stage one is like you have no operations, your house is a tent. And that's not a bad thing. We've had clients come to us who say that we're ready to start a new business. And we don't want to make the same mistake of not working and prioritizing operations again. So I would love to know what stage of operations are you your business at right now. So that when I can get some information and to I can answer some more questions or give some like best practices for both. And stage two is kind of like the crazy one, it's like you bought a home, I bought a new toilet from like Home Depot or something. But it's just sitting there in a box and not being utilized or secured in my roof. Well, shingles aren't in so I have a tarp, you know, it's like this hot mess Express building the plane as I'm flying at stage is often the most messy stage because operations are not a priority. So when people say they don't have time for operations, it's like, Do you want a house that looks like this? Or do you actually want one where things work. And then stage three is like you bought like a starter home, you thought a one bedroom, one bath was enough. But now you're like, I actually need a two bedroom, five bath for whatever reason. And so business is working great now, and we can keep going. But where we want to go, our operations are not going to support us or make us happy. And then stage four, this is where the automation stuff comes in the paints, the new appliances, like you don't think about automations in tech as much until you know that your framing your infrastructure is well done. So I'm seeing stage twos and threes, threes, hardcore stage two, thank you for your honesty, stage two, stage two, stage three. Awesome. So what can we do to get you to the next level, if you are a stage one, you can begin by documenting what
balls your businesses are holding up, my mind went into together there again, it's like the second time this morning. And so it's like, well, I have I make money. I also want to make sure that I want to bring on a team, I have finances like start drawing out your business blueprint. And then in stage two to get from Stage Two to stage three, this is where you have to begin creating process. So how do I bring on new clients? What happens when a client pays what happens when a customer says my order sucks, and I want to refund. So this is more about adding documentation and adding discrete steps. And then to get from stage three to stage four, it's doing all of those things. But then making sure that all your systems and everything are interconnected because rooms in a house connect together. And this is where your automations come in. This is where everybody knows their marching orders when they need to get work when things get delegated. This is how things progress. Okay, so I'm going to skip this question because you already are putting all that which is amazing. So often people ask like, when is something an operations issue? And it's if your how doesn't feel pleasurable, smooth, connected, sustainable, I'm putting all of these things because that's what our clients have said. When I say the how it's like, parts of it's like either your entire business like my entire business just feels really hard to run things are so much harder than it has to be. Or maybe it's one part every time I sign a new client, I spend 30 days onboarding them. This is a true story, or one of our clients came to us and the metric was right now it takes 30 days to onboard them and after we worked with them, they were able to onboard clients and do their deliverables work with them all within 30 days because she says this experience sucked so much. So here are some examples of pain points from an actual client side to know operations issues. And especially the third one I've gone through, I've got five, again, a mistake, I've gone through five VAs in the last six months, VA stands for Virtual Assistants. That is a huge operations issue, not so much a special like a skill set fit issue because they're here to assist you. Virtual Assistants are more task oriented. And so it means that how you run your business may not be clear, you may not have good systems and structures and it's not setting them up for success. Or it's the ask Jane show. And it could be really, really subtle. Hey, how do I do this? Maybe a little bit later. Oh, and then how do I do that? Team members asked me everything. That's also another operations thing. Here's some pleasure points examples. I want to sell the business and know that when everything is running smoothly, the business valuation increases, we work with a lot of clients to act on exit strategies, because the more their operations are well oiled, the higher they can command for their business. We just received funding and want to utilize our funds the most effectively so that when we hire an onboard five team members, next month, they all know what to do right off the bat and hit the ground running. Or I'm ready to enjoy my next vacation, go radio silent and know that the business is 100% taken care of when I return. So what are some of the house in your business right now that could be made more pleasurable? What is something that you're doing or that business is doing or the team members are doing that just aren't as pleasurable as they could be? I'd love for you to list your ideas. And, yes, I'm getting you to put things in the chat because co creation is my favorite thing. And if you put something down, maybe it sparks an idea for somebody else. So I would love to know what parts of the actions that your businesses are taking, that can be made more pleasurable.
And then I'm going to scroll up really quick to look at the chat. So Daniella, you asked what do you do with the blueprint? Or is it just to understand the entire operations at a bird's eye view? So this is a great question. So what we do with a blueprint is yes, we show our clients and even ourselves like I look at my business blueprint quite often. Because one shows what are all the things that are happening in the business. And then it further tells me if everything that's happening in the business, all the balls that were holding up are the processes and systems and tech and all that stuff and the people there to support it there. So it's almost like a it's a what? And also are they supported. So I'm gonna go back to one of the business blueprints. And I'll take I'll take business laid bare, for example, this is not ours, but I'll take an agency. So if I'm going to look at my retainer CLIENT OFFER, then I'm just like, Okay, do I have a way to track my leads? Do I have a good way to onboard them? Do I have a good way that they pay signed contracts? What about when they inquire or how systematized and productize is the way that I package my offer. So when you package your offer, it's not to say that you're rigid and have to deliver the same experience to all your clients, like, say, a branding agency, they do logo design, but not every logo is the same. Every logo is unique as an end product. But the approach is the same. So it's like I'm just going through this mental checkup. If I have all these systems, am I good? Like do I have good project management? Do I have good team communication? And within team communication? Do I have set standards that my team knows what to follow? We have specific emojis when you talk to me on Slack versus leave a comment and click up. So it's very much a this is what we believe your business layout should look like. And here are the systems that go into it. And then we just system systematically go down like Do you have the right processes, checklists, canned responses, just to make sure that everything is covered. And let me know that doesn't make sense. And we can totally talk about the more. Alright, so we're gonna close off really quick with a quick overview on systems because we're going to talk a lot more about this in sessions two and three. But I wanted to give a high level as to what I think about systems when it comes to operations. So your operations are comprised of many different systems that are interconnected and also working together. So we go back and take an example from business laid bare. I grabbed a blueprint, and say somebody inquires about our services. When I say things are in Connect interconnected, the moment somebody inquires, like books a sales call or fills out a form, it automatically gets added to our lead and client tracking system. And then on top of that, we are very low volume like we work with like a handful of clients ever given quarter. So we I know that my close rate is pretty darn high. So I'm going to assume that this client, when they get on a call with me or this prospective buyer, they're going to move forward, it's easier to assume they're moving forward. And if they decide not to, I can just click Delete, then to when they decide to move forward, I have to like, type in all the things and get ready. So I'm just staying optimistic person that way. And then once they pay, it triggers their onboarding tasks that are sent via email, because they're not in our system. It triggers our onboarding tasks in our project management app and system, and also triggers our team communication system to go because we have to talk about our clients. So then Slack channels automatically get created automations from clickup, which is our project management app get integrated so that anytime an update is made in our project management app, it also gets sent to the specific client focus channels. So do you see how like things are working together?
And the definition of a system for us is the people processes and tools, working together to achieve a specific result or goal. So what is the end goal for project management? Or what is the specific result from Client Onboarding, you can even go as to something that I've been working on like your referral program, we have our friends with benefits referral program that is an end result or goal because I want people to become friends with benefits, and then get their onboarding materials and all that good stuff. So it's like, what are all the people involved? What are all the processes aka the step by step instructions. And we're all the tools, the apps and automations that work together to make all of this happen. And because I'm a very visual person, like, here's an example of a social media batching process that we created, or a system that we created for our client, and we made sure that we got the needs and requirements of the CEO and the Social Media Manager, we mapped out the process map for creation and review and scheduling. And every color was denoted differently for what they needed it to be. And then we then looked at what were all the tools that we needed to make this system go and the end result for this batch batching system was to get content scheduled. So this is how we would love for you to think about systems and not to go at first, like, that's a big, that's a big pothole that people fall into what's your favorite social media system? Or what's your favorite project management app. And when people focus on apps first, it negates all the things that you would need to make the app actually useful and successful for you. And I really liked what Marie said, when we were working with our clients stem for real. They're a nonprofit organization, they allowed us to achieve a better vision for how we wanted to see ourselves like they were kind of loosey goosey like doing things here and there sending messages by whatsapp email tax whenever it's convenient. And now that they felt more like grown up, and proactive because things were very well structured. So the biggest takeaway that I want you all to do, from this session to get started is interview your team. It's really the easiest thing you can do. And I'm going to drop a resource here for Team interview questions. Because it's an easy way to talk to the people that are in the business day to day and if you don't have team members at the moment, it's okay you can interview yourself like what's going well, what's not going well, what am I doing well as the CEO or what action is taking you a long time that you have to do that. There's you just feel like there's got to be a better way. The easiest thing that you can do is just to gather information, because then this helps pinpoint what your priorities are. Or if you already know like, Hey, we're about to go into this huge outreach initiative for q4 and q1 and We plan to be really successful. So do you have all the onboarding systems to, to like, get everything ready, right. So this is why it's like, so I'm so passionate about making sure the operations are like, well lubricated, and something that people love instead of freak out over, because it's really about how you all work, how the business runs, how the business makes money, because ultimately, I know like, I know you all in the sense of if you're at this training series, it means that you want to do good for the world somehow. And you also want to do well, because money talks like I would love to donate $50,000 to Planned Parenthood, just because from the business and not have it and not have to worry if it's going to affect the business expenses or runway at all, like this is what I mean by doing good and doing well. And in order for those to happen, your operations have to matter. So if you are here on a mission, I really, really hope that you're beginning to see why operations needs to be a part of your conversation and needs to be prioritized. And with that, if you'd like you can also sign up for my weekly newsletter, I call it just the tip, because why not. And my goal is to make sure that action happens for everybody's operations, because I want them to be orgasmic for everybody. And my goal is to make one email a week with one tip that you can think about or take action on. So that you're making progress in your operations all the time, your operations shouldn't be a one night stand kind of situation. It's like an ever evolving ongoing improvement cycle.
So remember, if it's not orgasmic, don't settle if something doesn't feel good. Do something about it. Talk to your team, talk to us talk like brainstorm journal, if you're the CEO, it doesn't matter. So I had such a great time, I'm going to pop my other resource here for the just the tip free to sign up for if you would like but I would love to now answer questions. And so while I grab a drink and scroll up through, like if you have questions, or how to do something, let's just talk like I wanted to make this training a little quicker, because I wanted to spend just as much time answering questions that you actually have. So let me just scroll up really quick.
And also, if you have nuggets of wisdom that you've like, gleaned from this session, I'd love for you to share them as well. Okay, so Tiana, you said application process would be awesome. Yes. Miranda, you said ops gives you the ability to scale up? Absolutely. Like if you're growing growing fast. And to me scaling is like this parabolic graph, it's like you want to make sure that you're confident when you get a shit ton of money or when you're growing. It's like you don't want to look back going, oh, shoot, can my folks and people and team and business handle it? So I love that. And Tiana, you said I have such low capacity personnel. Personally, having a solid ops system would be helpful to make things go when I can't. Yes, like we with our bipolar client, like we planned for the UN expected. And while that sounds like impossible, it totally was possible. So we just have to think differently. Again, being people first and pleasure filled means that we're putting team members at the center of your business universe so that we can design solutions that you get excited for and that it sticks and that it works with you. Like if I designed a process that worked for me, but not for you. It means that I didn't do a good job understanding who you are, what how you thrive, what turns you on and what gets you excited. Okay, and then Robin, you said the main business I work in has grown quicker than we can keep up with. Good problem revenue wise, but this is where systems aren't fully built out. Yes. So when you feel like your business is growing too fast, it means that your operations need to be a priority because you're only going to keep growing it's going to snowball and hiring. And more money isn't going to fix any of this stuff. If you thought hiring people would fix your operations. You're wrong because then they've you become a glorified babysitter. They're not set up for success and nobody has a great time. Okay, so if there are no more questions, that's cool. I'm happy to close this, this session out but if you do send me an email, I'll even drop my email here.
Send me an email. And we'll make sure that we get your questions answered. Because this is really important to me. And maybe you need some time to noodle right now. But if you have a question on what should be a priority in your business at this stage in your business, or what are some things that you can think about, shoot me an email, and we'll make sure to take care of Yeah. All right. I'm excited. I'm excited that we got to kick off orgasmic ops October with you all, so can't wait to talk to you next time because we're gonna talk more about pleasurable profits and this is where systems are gonna come in. Thank you.