Can Your Business Handle the Spotlight? Building the Business Systems That Support Your Growth with Vickie Closson

Visibility without systems creates chaos. Fractional COO Vickie Closson joins Crissy to talk about the operational foundations most entrepreneurs skip, why your team struggles are probably a systems problem not a people problem, and how to build a business that actually runs without you. 

Connect with Vickie:

Website: https://www.branity.me
Personal site: https://www.vickieclosson.com
Free Chaos Scorecard: https://www.branity.me/quiz 
LinkedIn: https://www.linkedin.com/in/vickieclosson 
Instagram: https://www.instagram.com/vickieclosson 
Facebook: https://www.facebook.com/vickie.crossclosson

OMNI is my full visibility system built for CEOs who want to grow online without living on their phone. If you’re ready to be truly seen, more strategic, and unmistakably in demand, head to check out OMNI at www.omniqueens.com 

https://www.instagram.com/itscrissyconner/
https://www.tiktok.com/@crissyconner
https://www.facebook.com/crissyconner
https://www.youtube.com/c/crissyconner
https://www.linkedin.com/in/crissyconner/

Transcript

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Welcome back to the visibility impact show today. We have a special guest who is a repeat guest on this show So this is something we don't talk about enough. We spend so much time getting visible, we show up, we create content, we try to be seen. And we know on this podcast, that is the work but then it's like what happens when it works and people start paying attention to us and people start buying from us and we build a client roster, What happens when our brand isn't built to handle it? So today's guest is the person I would call if I was scaling and things were starting to crack or fall through the cracks. She is a fractional COO, the founder of Branity a Goldman Sachs 10K small business graduate. And she has spent over three decades helping business owners stop reacting to their business. and start leading it. She is the author of building your way to success, the host of Let's Get Real podcast. And she is here today to give you the operational truth that most people are going to skip right over. Please welcome to the show, Vickie Closson Hi, thank you so much for having me. so excited to be on this show yet again because it's incredible. Well, I'm glad you said yes to coming back. before we dive in, can you give us a 60 second version of how you went from where you were and where you started to where you are now? Yeah, so basically, you know, I grew up in the foster system and and thanks to you, I came out public about it in 2021 during May, which is foster care awareness month. And it just kind of helped propel me from there. so going from foster care to where I am now, it's it's been a building block. And I like to tell people that Your past is really your stepping stone to where you want to get. And so this was God's version of me and he knew it was always going to be there and it was going to happen. so, yeah, over the last three decades, he's kind of propelled me and let me live. And yeah, I'm just super excited to where I am now from where I was. Me too. Me too. There's been so much growth, even from the first time you were on this podcast show And one of the things that, yes, I make my repeat clients even fill out the application. So one of the things you said in your application, and I haven't really stopped thinking about this was you said most business owners aren't prepared for what happens after the visibility. Can you unpack that and and talk about what that actually looks like. You know, I'm glad that we're talking about this because, you know, everything I've learned from you being visible is really important to your business. And there's so many different forms of being visible. But one thing that business owners forget to do is make sure that they have the systems in place in the background. And so they think they do. And then all of a sudden they have to ask themselves, if I get visible and when I get visible, can I handle one client? Can I handle 10? Can I handle a hundred? Can I handle a thousand? And if by some chance tomorrow the doors opened and I had 2000 clients wanting my services, could I handle that? And 99 % of the business would be like, yeah, of course I could, but they really can't. And then they would start to see the cracks in their foundations because they don't build it from the ground up. And so while getting visible is very important, unless you have the structure on the backside, just like you teach us in Visible, like we have to have structure. in our visibility. have to have steps. We don't go from here to here without taking and learning to walk and crawl all the way through. And it's the same thing for the back end of a business too. You don't have to have the back end finished to get visible. It's that when you get visible, you have to be able to handle what's coming your way. And that ends up creating chaos. And when there's chaos, then we can't function anymore. And then what happens, the first thing that goes is going to be our visibility. So we've worked so hard to be visible and we're out here, we're visible, visible, visible. And then all of a sudden we have chaos. And so our visibility starts going down because all we're dealing in is chaos. And so it's really important that the structure on the backend is just as important. Making sure that you've done a SWOT analysis, that you have SOPs, that you've got the steps of a client journey down every single thing. And if you think that it might not happen, you need to prepare for that because then it won't happen. So I have a coach who actually she was the marketing strategist for a company who went on Shark Tank and they literally ruined their business because they were not ready because of the back end. And so I'm like, how can you build visibility and the back end together? Because if you focus on all the back end, you're missing all of that marketing, And so how can we, how can people like step by step, like, I know I need to remain visible, but also I want to, I don't want customer experience to go by the wayside, Whether I'm a product-based business, a service-based business, or an offer-based business, it doesn't matter, but I wanna make sure that my customers, the customer experience is still there and strong, and I'm able to continue to call more people in at the same time. So what I tell businesses is the very, very, very, very first step is to do a SWOT analysis of your business. Figuring out what your strengths were, your weaknesses, your opportunities and your threats. Because when you know what that is, then you can be like, man, these are my strengths. Well, great. There's your visibility marketing right there because of all your strengths. wait, here's my weaknesses. Now we get to go create SOPs for those weaknesses. So those weaknesses become strengths. The whole point is to move things along to the next step. And then opportunities, opportunity again is visibility. So when you know the opportunities that you can put your business into, then you can be like, oh, okay, now I can create marketing visibility around your opportunities and then your threats. People forget about the threats all the time. They don't really want to think about them because it can really make you have to break down. And usually when they, when they start to look at it, the threat of the business is going to be themselves. because they are making the whole business about themselves instead of about their team. And if they're, if they don't have a team yet, what that team is going to look like eventually, you know, the whole point of not living in chaos and your business, not being chaos in the, in the backend any longer is that you can develop the life that you were intended to live. And, know, there were several years where hustle culture was so big. Like I can remember being at a photo shoot and the word hustle I was proud to put in front of me. And now I look at the word hustle as it's a different style of hustle. It's not a chaos hustle. I want to hustle all day long. I love to hustle, but it doesn't have to be in chaos. And I think that's the biggest difference. So when somebody does a SWOT analysis and they can really define what's that going to look like for my business, it's a game changer. It's a, it's a, you have to get real with yourself and it can be a little. and catch your breath. But when you get through it and you see it up on the wall and you can see all that, your business starts to change. The chaos starts to be able to get a handle on it. When you can see those strengths and those weaknesses and the opportunities and the threat, you can then know how your business is going to start to operate. Yeah. Yeah. So one of the terms you use a lot or phrase is operational clarity. And so what does it look like to have that versus not have that? So when you talk about operational clarity, it's making sure that your business is aligned with where you want to be and where you want to go. I tell people the first day of your business, whether you're a brand new business or you've been in it for 10 years, what's your exit plan? Everyone has to have an exit plan. Your exit plan should either be, I'm going to sell this thing, I'm going to walk away, or I'm going to, this is going to be for my legacy. I'm going to pass it down to my family. Those are really the three options that you have in an exit plan. Because if we know where we're going in the end, we've got a direction to get there. But we've got to know in the end what we're going for. we're going to sell the company, we wanted to be at $10 million. Now we can map it out from day one to the day you want to sell. I'm not saying in 10 years, in five years, on January 1st of 2030, I'm going to sell this business. That's not what an exit plan is. It's knowing where you're going. so you know how to get there. Absolutely, absolutely and it changes the strategy. It a hundred percent does. And then you've got clarity and a lot of people think clarity is just sitting down and writing a business plan. And while a business plan is very important and probably 70 to 75 % of the businesses never write an actual business plan for themselves, it's the operation part of it going along, making sure they have SOPs. How am I going to do my emails? When am I going to schedule my PR hour? Like that's one thing that you've taught me is that I need to have a PR hour every single week without, there's this, it's not a negotiable for me any longer. But if you'd asked me that even 30 days ago, I'd been like, I'll get to it. No, it's non-negotiable for me now that I have a PR hour, one hour every week. And I just sit down and I do it. And that's part of operational clarity, doing the stuff we don't want to. There's a book called Eat That Frog. And I absolutely love that book because it is so true. We look at our list every day and we're like, oh, I can knock this out in 10 minutes. Let me do it. Well, the big thing, the thing that we really don't want to do might take us a little longer. And so we just keep pushing it and keep pushing it and keep pushing. And eventually your operation is no longer clear. And eventually you've got chaos because you won't eat that silly frog. So go eat the hardest frog first thing in the morning when you've got the clearest head of the day, then move on to the stuff that only takes five or 10 or 20 minutes. So if a business owner was wanting to use your operational vault, what does that help business owners actually do? So I have been building out this operational vault and it starts with getting your chaos scorecard. And there's three different levels and based on how you answer specific questions, we can say, you know what, your business is a dumpster fire right now, or, hey, you've got a little bit of chaos or, hey, you're doing really good, but let's try to clean it up a little bit. Everyone can improve. It doesn't matter if you've got. a Fortune 500 company that's doing millions or billions of dollars, you're still going to have some operational chaos. Especially when you're at that side, you've got team members, you're always going to have some. And that's where thought leadership starts to come into play. And so the operational vault really makes sure to find down what SOPs do we have? Like if someone's just now bringing on a team member, like a VA, what is the SOP? And these are so very important for her to check your email. how to respond to any kind of an email. You've got people that will respond, thanks. Was that how you want your email to respond? Or do you want it to be, thank you for your time, sincerely? Like that's where you have to really get down in the nitty gritty. And unfortunately that stuff takes time and energy. And sometimes people are just like, eh, I'm gonna leave it to the side. Again, chaos starts to ensue and you're like, what do I do now? There's, I don't know, I'm panicking, I'm panicking. But if we could create that basics, then we can just pull it back up. I had a, for instance, where I had a client was like, I can tell when your assistant is checking your email and responding for you. And I went, wait, what? What do you mean? I had no idea. And they're like, yeah, they answer completely different than you ever would. And I went, wow. That was like really big eye opening for me. And I had to go back and I went and read some of the emails. I'm like, you're right. Because. the responses were so different, even though my name is on it. And if my name is gonna be on it, I need to make sure that it's coming across as if it's me. And so we had to write an SOP and say, this is what I expect when you're responding on behalf of me. And now the client has no idea. Now I ask them, you noticed a difference? like, yeah, she's no longer using your email. And I'm like, she is. She's using my email more than I am sometimes. So. It's just a matter of figuring out what that looks like. But without that SOP, we wouldn't have known it. You shared a story about your own breaking point where you realized your business was all dependent on you. And you mentioned it was your systems. Like what happened that you realized that and what did you start doing differently? So, you know, anytime you're in business and you think, and you have a team, I'm talking team and not so long for nerve right now, but anytime you have a team and things aren't going the right way, the first thing as humans we do is immediately blame someone, right? We are blaming a person because they're in front of us. okay. Well, that job needs to change or that person's not a good fit for that job or that person's not doing their job. And We had had some complaints and some different things. And I was just like, listen, when I'm in front of this team member, what they're doing is great, but it's not being received over here to the client. So what is the breakdown? Like something in the middle is broken. And that's when we went and started looking and deep diving and it wasn't the team members. They didn't have direction. They didn't have clarity on their jobs. didn't have full on job descriptions, SOPs, expectations. I don't like to have a rule book. I like to have expectations because if a team member knows what's expected versus a rule, like black and white rule, it's expected you behave this way and do the job this way. And it also allows them to have a little bit of freedom to go, listen, I'll do it this way. However, it's simpler and more efficient if I. And so it leads for communication. And we just didn't have that. It was like I was my way my way. I know the best I've been in the industry a long time. I've been in business a long time. You were a newbie. You're not listening. You're just not doing your job and Once I had to wake up and realize they were doing their job. They didn't understand their job. They didn't understand the expectations They didn't have the right job descriptions and some people were not in the right job So then we started figuring out, okay, let's find out the strengths of them and let's put them in the job that makes them feel successful and they became owners of their own stuff. So I really take a hard look at myself because I couldn't miss a day. I lived by my phone, I lived by my computer and I lived by my email. And I took my first vacation last year in October and I didn't open my computer for 10 days. And that's the first time in 20 years I have not been married to my computer or my phone because my team became knowledgeable of the expectations and we wrote systems and processes and put them into play. And so they can handle it. And now I get to live by the water while my team continues to do their job beautifully because that's the way that we ended up building it. But it was some eye opener when you can't go on vacation. I spent my 30th anniversary married to my phone and my computer on my 30th anniversary sitting in Key West. And I'm dealing with people and clients and everything. that's part of my job. And I understand that. But there's times when we have to be able to take a break and walk away in order to recharge ourselves. And I knew at that point, something was really broken. And I was just like, I'm done. We've got to figure it out. And now it is. It's hard. It's really hard. what would you say to somebody who doesn't have a team? So it's interesting, I was talking with another business about this a couple weeks ago, and she's like, but I can never take off. And I think that solopreneurs get to the point where they feel like the client is expecting them to be on call 24 seven and never take a day off. And I think it comes back to boundaries. And if you have boundaries built into your business and the expectation that you have for clients, it's not just team expectations, it's customer expectations and it's personal expectations. What I expect of myself, what my family expects from me, everything. So the expectations are huge, but along with that comes boundaries. And so when you're a solopreneur, making sure your clients know your boundaries, not a clock at night is not acceptable for a text message saying I need. 9 o'clock at night, you probably don't know. You probably knew that at 9 o'clock in the morning, but you're just getting time to it. So setting that expectation to the client. And then also when it's time to take and unwind, your clients should be able to expect they can do it. And if you have systems and processes in play and you have automations in play, your business can run on its own, even for a few minutes. And it's okay. And it's okay to give yourself permission to do that. And we just don't do that as solopreneurs. We just don't. Yeah. And I would say definitely boundaries is one of the number one things I remember back in 2016, 2017. I remember I made the mistake of calling a client and then she had my cell phone number and she would call me all the time. Like, and I realized a coach said, Chrissy. Social media management is not an emergency situation. Your client should never call you because this is what I did done for you social media and she was so right. And so there are opportunities and ways when you set boundaries, nobody has my phone number now, unless I really like you and really know you. But you know, I don't give my phone number out. Everything is through zoom. Everything is, you know, scheduled. I just I we're not just going to show up at a place together in five minutes because you think it's a good idea. Like it really is has to be very structured and You know, matter of fact, I haven't had my calendar. can't, even if I have time on my calendar that day, nobody's scheduling that day. It has to be 24 hours out because I have a plan in place. I've already planned out my day that morning, Now, if it's an emergency client situation and we have SOS calls sometimes, and if I have the capacity, I will do that. But just like somebody who wants a discovery call, no, it's gonna be 24 hours at least. And you taught me that and I have that same rule and my schedule is set up that way. And when somebody wants to book with me, it is 24 hours in advance. And the thing is, if it's urgent, send me an email. Somebody on my team will respond, right? If it's not urgent, I'll get back to you. And it's amazing where, and I believe you were the one that told me at one point, if it's truly an emergency, put a fee on it and let's see if it really is an emergency. And it's amazing how many people go, it's not urgent. We can deal with this tomorrow. We can deal with this the next day. But that's so important, those boundaries to make sure that, but those boundaries go into operational chaos. If someone, and I used to live in that operational chaos 24 seven, like I would sit on social media and scroll and scroll and scroll and scroll. Somebody else referenced somebody else. Are you kidding? They're in my network. Are you kidding? That's my friend. Are you kidding? And it used to make me so angry. And finally I went, wait a minute, this is creating more chaos. My cell phone number was everywhere. It was on my business card. It was on my website. It was on social media. When I took that off of there after my 30th anniversary, I tell you what, it was the most liberating thing I ever did. And now I have clients that can text me, but they also know, and telegram is a beautiful thing. I can see it on my phone if I want to respond, I will. And if not, you don't even know I've seen it. So, I mean, there are ways to do it and not make you feel crummy about it, but to also make sure that the client understands that you're not just abandoning that when they need something. Absolutely, absolutely. You talk about building a business that supports your life and not consumes it. I know we kind of been on that subject a little bit too, but what would you say that looks like in practice? And why do you think so many entrepreneurs skip building that into their design from the beginning? I'm gonna say probably why people skip it and stop doing it is because of money. I mean, it all comes down to money. I can't do that until I hit this mark. I can't do this until I do that. And I think that it's about a leap of faith more than anything. I love me some God. And I know that if I'm turning it over to him, it's gonna happen. And I was in Destin in 2021 with you. And you were like, what's a big dream? And I'm like, I'm going to live by the water someday. Now you made me put a timeline on it. And I said, five years, knowing it would never happen. Like I left us and knowing it would never happen. It would never ever come to fruition. I would never live by the water. It wasn't going to happen in five years. I didn't sit for the last five years planning to live by the water. I started designing the way that I wanted business to go. and getting out of the chaos and then that ultimate dream that I had that I wanted, God helped me get that and a good vision board. I love a good vision board too. but, now I get to live by the water and wake up to the water every day and, and, but it wasn't easy. It was scary. It was very, very scary to go. leaving control, losing control or thinking I'm losing control. you know, I had this meeting, I had a conversation with somebody this morning and I said, do you feel like things have gone okay? I've only been here a month. You know, it's, they're like, you need to let go of control. It's okay. We're all fine. They're like, actually, it's very, very peaceful and we're all doing a really good job right now. And I went, okay, so oh that could, that could speak the opposite direction of me, but They're like, we're getting more done when you're not in the office. And I went, oh, okay. So yeah, I think scary, scary boundaries, expectations, money, that just, we get paralyzed and again, live in the chaos and we don't even realize it sometimes. I love to say you can't see the force because of all the trees. And it's so true when you're so in it. And so again, going back to the basics. Doing that SWOT analysis is literally critical in any business to do one. And then that's when you start to go, wow. And like the last one I did a year and a half ago, not the last one, but the one I did a year and a half ago that made everything start to click and change. One of the threats my team put on there was me. And I went, how am I a threat? Like, are you kidding me? Like I got really defensive about it to be honest. And they're like, you're the bottleneck. We can't do anything unless we go through you. And they started listening. You're always here. You're always at work. You work seven days a week, 24 hours a day. You're never off. You're getting up at three and two and three and four or five o'clock in the morning and you're working. You work all weekend. You're always on, but you're our biggest threat. And I went, ouch. It was very eye opening. Yeah, absolutely. Absolutely. So if someone or rather where would someone be in their business that it was time to hire a fractional COO that's a great question. Most people think they need to hire a VA or an OBM first before they hire a fractional COO. And I would challenge them that a fractional COO will actually give them more guidance and business structure and undo the chaos to be able to build your team. Most people want to do it the reverse and bring on a VA. Well, if you don't have systems and processes, eventually you're going to be firing that VA because they're not doing the job. You're spending money. You don't want to be spending on them because you're not getting out of them what you want. So when we start at the dollar amount, instead of where the business needs to be going, then you're reversing it. So a fractional COO like myself will come in, look at the business with you as a bird's eye view. making sure those SWOT analysis and all the SOPs are going. So when it's time to hire a VA or an OBM then you can absolutely have a job expectation for them and everything is lined up for them. When you do it the reverse, then you're probably not going to be keeping your first VA. Yeah. Yeah, absolutely. What is one thing that you wish every business owner understood about operations before they started, you know, trying to add a bunch of things in their business that they probably don't even need yet. So I've seen a lot and I deal with a lot of visionaries, right? And most people who are starting their own business have a vision and they're visionary. But there's a difference in like ones that are always stuck up in the pie in the sky vision and not coming down to earth. They tend to not be able to do the back end, making sure that the processes or the funnels or the job forms or the emails. all that stuff flows, the customer experience. They're creating, they're just going and creating, right? And then you've got your other ones that are very green like me and they want to come in and do all this stuff over here. And there's got to be this happy medium because going back to the beginning of our conversation where visibility is very important, the creative person can get visible because all they want to do is create and they want to be out there and they want to do all this stuff. And then you've got your green personality who is sitting over here going, well, let me keep writing. Let me keep doing this. Let me build some more. Let me. And their visibility stops because they're not getting out of the back end and the weeds. So you've got to find the balance between all of it. And again, it goes back to making sure you have the goal, the exit plan, and then where you go. it's. step by step strategically to get where you're going, you can still have that pie in the sky vision and you can be that creative. But if you get 1,000 customers tomorrow, could you handle them? Probably not. Well, and that's the, see one or the other. I see the people who are so visible and they ignore everything else. And I see the people who are trying to adopt every single eye and cross every T before they get visible. And it's like, it really has to go hand in hand. I mean, it has to be balanced, like you said, because otherwise, you're missing out on revenue. Otherwise you're missing out on building your audience. Otherwise you're missing out on longevity and repeat customers and returning customers. So it really has to go hand in hand, especially when you think of customer experience as part of operations and systems, because if that's not there, there's no reason for them to stay. Right, and I'm very much guilty of let me dot all the I's and cross all the T's before I get visible. 100%. I might have been called out a few times by you on that. Maybe a few or hundreds, but you're right. There has to be a balance of both, right? And I think it goes back to we as a society get so worried about what someone else is going to think or day about us on social media. And what I'm learning, and for me this is an ongoing everyday learning experience for me, is that something is better than nothing. Not perfect is authentic. And perfection is not what I want. I have an old saying I love, sloppy success beats perfect failure every day. You know, that is huge in my life. And I try to think of that all the time is if it's sloppy, someone's probably going to buy it because they're seeing the true authentic you. If they see the 100 % put together and the dogs aren't barking in the backyard and things aren't happening and sitting outside and the wind chimes are going and you know, if all that is going to interfere and stop me from doing what I'm doing, then there's a bigger issue there. Right. It's not about getting visible at that point. It's about figuring out why you're not, what's stopping you. And for me, that dot those I's and cross those T's first, it doesn't need to be that way. Yeah, but at the same token, you also know what visibility can do for you. 100 % and without visibility and so many people think that visibility though is let's get on videos. Let's go live on Facebook and that's not what being visible is 100 % about and it's there's so much more to visibility. You know, one of the things you've been teaching us about is all the AI crawlers and the schemas and the doing the H 1s and they choose and H 3s and and the so on and the so on and PR hours and doing the article, being invited to write on articles. Yes, it's a byline, but it just gives you that extra visibility. so figuring out what your visibility is, because what mine is, it's not going to be the same as somebody next to me. Everybody's is a little different and you just got to figure out what yours is in order to do it. And I think that's the problem we try to do and be visible like someone else. Like I try to mimic. Say for instance, what you do in your visibility, but that's not what I do in my life. I'm not, it's not the same. And I can't compare apples to apples here. There's a lot that you do in your visibility that I can do and I should be doing. But then there's other things that I need to do that maybe you don't have to do because of the type of businesses that we're in. And I think that's what everybody gets hung up on is that there'll be coaches out there or mentors out there. that are constantly like, you need to do it this way because it works for me. And that's not what you've taught us. It's what works for us based on what we're doing is totally different than the person down the street. And we all get to be unique. So I think that's the biggest thing is figuring out where you're unique and authentic in your messaging and where your business needs to live. My idea client's probably not going to be all over Facebook and Instagram. They may be. But that's not where I focus all of my attention, nor should I. Me going live on Facebook, will it get me likes and comments? Sure. Does it stroke your ego? Sure. But figuring out what your visibility is really for your business, like that's what this PR hour for me is. And I'm loving it. Getting out the information that I need. So, yeah. Well, this has been so helpful for my audience. If people want to connect with you, if they want to find out what this chaos scorecard is that you have to offer matter of fact, share a little bit about that. And then where can people connect with you at? And obviously we can add any links to the show notes as well. So, um, brandity, B-R-A-I-N-T-Y dot me, M-E, so brand identity, merged together. Um, you can go on the website. The scorecard, yeah, we'll drop the link for that. Basically, what you're going to do is go ask some very, answer some very simple questions. And then when you're done answering those questions, you're going to get an email sequence. It'll be three emails. I'm not going to bombard you with emails, but you're to get three emails. and they're going to be, this is where your business is currently. You can retake the scorecard as many times as you need to as your business progresses, because that's what I want to see you do is go to the next one and the next one. And so that way is you're climbing out of the hole, right? If your business dumpster fire, I'm going to tell you at the dumpster fire, I'm going be honest with you. And then in those three-part email sequence, it's going to give you some actionable steps on how to start moving your business forward. Now they are generalized. They're not specific to your business because they're again, I can't be specific to every business, but it's going to be generalized enough to get you started on a path of becoming less chaotic and so much chaos in your world. If you need additional help past that, we have all different kinds of programs and services and stuff, but the scorecard is a great place to start. It makes you have to really answer some truthful questions about you and your business and where it really is living right now so you know where to go. love that. And if you are interested in that, grab that link and the show notes and check it out and see where your business scores in the chaos. Vickie, I appreciate you and thank you so much for being on the show. what you'd like to leave the audience with today. I would love for everyone to be able to sit back one day and say that they led their business the way they always dreamed of and that their business didn't lead them. Because that's the big part of it is when you lead a business does not mean you have to do everything in the business. Does not have to be the only person in the business. If the business is leading you, You have no boundaries, no expectations, and you will always be hustling for that $1 bill. So good. So good. Thank you so much for being a repeat guest. If you listen to this episode, if you love this episode, tag somebody who could definitely use this episode, reach out to Vickie, check out the links that we're going to share in the show notes. And as always, we appreciate you listening, give us a review. And again, share this with someone who needs it today. We'll see you on the next