The Corvus Effect

Ep. 76: Dumpster Fires to Dumpster Phoenixes with Sam Aarons

• Scott Raven • Episode 76

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Episode Links:

 Zoo House Media Group - https://zhmg.co

LinkedIn: Sam Aarons - https://www.linkedin.com/in/sam-aarons-dumpsterphoenix/

Summary:

In this episode of The Corvus Effect, fractional COO Sam Aarons reveals how she transforms organizational chaos into competitive advantage by putting people first. With experience across 50 mergers and acquisitions and operations responsible for over $11 billion in assets, Sam has developed a unique approach that saves jobs while scaling businesses. Her journey through five natural disasters and serious health challenges shaped her philosophy that you either win or learn, never lose.  She also shares her Empty Bucket Methodology that pulls from multiple frameworks rather than forcing one-size-fits-all solutions, and reveals why she starts with 90-day OKRs instead of three-year plans. Sam's approach to delegation, change management, and helping leaders take their first vacation in years demonstrates how operational excellence comes from understanding that relationships drive revenue.

Show Notes:

00:32 Guest Introduction

04:04 Win or Learn: Sam's Journey Through Disaster

09:02 The Dumpster Phoenix Concept

11:14 The Chief Everything Officer Trap

13:01 Teaching Delegation and Change Management

15:01 Building Trust With Teams Through Change

16:33 First Vacation Success Stories

20:21 The Empty Bucket Methodology

27:03 Compassionate Exits and Small Business Support

30:53 Professional Legacy and Finding Mentors

36:02 Outro

Intro

Scott Raven: Welcome to The Corvus Effect, where we explore what it takes to succeed professionally and truly enhance all parts of your life. I'm Scott Raven, Fractional COO and your host. Each episode we go behind the scenes with leaders who've mastered the delicate harmony of growing their professional endeavors while protecting what matters most. Ready to transform from Chief Everything Officer to achieving integration in all facets of your life? Let's soar!


Guest Introduction

Scott Raven: And hello everyone. Welcome back to The Corvus Effect. I'm Scott. I'm thrilled to be having Sam Aarons on the podcast today. She's a fractional COO and founder of Zoo House Media Group, who spent over 18 years turning organizational chaos into competitive advantage.

With experience across 50 different mergers and acquisitions and dozens of turnarounds, Sam has directed operations responsible for over $11 billion - yes that's billion with a B - in assets while maintaining a people-first philosophy that saved thousands of jobs. And as someone who transforms dumpster fires into dumpster phoenixes, Sam specializes in aligning vision with strategy and tactics to help leaders escape from the Chief Everything Officer Trap, and you've heard me talk about the Chief Everything Officer Trap on this show. So this is a woman who preaches what we teach. Her work spans Fortune 500 companies and her unique belief is that relationships are the key to everything. Revenue flows naturally when the right people are doing the right things with aligned processes. So, Sam, welcome to the podcast.

Sam Aarons: Well, thanks Scott. It's so nice to be here with you. As always, it's nice to see you.

Scott Raven: Well, it is nice to see you as well and it is wonderful to talk to you as well. This is gonna be fun because you have had such a remarkable career. You have helped so many leaders transform chaos into clarity, and I'm wondering what initially drew you into this world - all about operations and change management.


Sam's Background and Journey to Operations

Sam Aarons: Well, I appreciate you asking that because a lot of times people just assume you kind of fall into what you do. You studied in college and that's what you became. The thing is that I didn't know I was gonna do this. I studied a lot of different things early on in my career thinking I was gonna be an engineer, be a psychologist. But the underpinnings of everything I studied really was the intersection of people and process. And as I moved into the early stages of my career and I started in manufacturing for a telecommunications company, process was really important, but what I found was when you didn't pay attention to the people, the process didn't really matter and the company couldn't quite get it. And so until we really leaned into the human side of things, we never saw the return from all these great methodologies. And you know, this was the time when everyone was leaning into Six Sigma and all of these really cool ways of doing things, and yet they don't work if you don't also align the humans.

Scott Raven: Amen. I agree. I agree. It takes people to do the processes behind the scenes. And you said offline that part of what helped you and evolved you into who you are today is experiencing, in your words, five separate natural disasters. So yeah, I'm just gonna leave that statement there in terms of how that allowed you to build a resilient approach to operations.


Win or Learn: Sam's Journey Through Disaster

Sam Aarons: Well, I think anytime you have to deal with hardship, you either win at it or you learn, which is a different kind of winning. If you look at things as win and lose, in my opinion, you've already lost. So everything is an opportunity to level up. And, you know, going back to my early days in the corporate world and being in a state that can literally be locked down by a blizzard, yet having manual processes within our company that require a human being to get to a fixed hard terminal in order to do their job. And so having to have natural disaster resources, like a snowplow on standby to go and pick somebody up and take them to work and actually be able to do this critical function that meant that millions of people around the country could then pay their mortgages. It teaches you a really different perspective on how you look at things.

And then on a personal front, having gone through forest fires and floods and a mass shooting, one of the things that happens is you start to look at what's important in real life and you lean into gratitude. And then having had some health challenges in the last year, it makes you lean in even further. And I really believe that everything that happens to us is all about taking us to where we're supposed to be and really creating the person that we're supposed to be. And so it comes back to that idea that if you either win or learn, every single thing just is one step further.

Scott Raven: Yeah, there's an expression I'm fond of, which is the universe is always acting in your favor. You just may not understand it at the present time. So I'm curious, obviously in retrospect, you're able to reflect back and see all of the wisdom and the learning from those episodes. But at the time, I gotta imagine that you're just looking up and saying why. Why?

Sam Aarons: Oh, when you're in it, you're just thinking, how am I gonna get through this? There's a point when I was doing it with young kids, there were different points where we went through a natural disaster where our house was at risk and we lived in a hotel and ran a business from a hotel with a little child. Resilience just becomes part of how you do things. And you can either choose to go into it with "I'm gonna learn everything I can here and I'm gonna pay attention to who shows up." Because back to people, right? Scott, if it's about the people, then if you are someone who always shows up, you have to pay attention to who else shows up. Because I firmly believe we are the sum of the people we surround ourselves with. So if you have incredible people showing up for you, and you show up for wonderful people, then you just get better and better. You're more empathetic, you're more compassionate, you are stronger. You are smarter because the rising tide raises all boats.

Scott Raven: Hmm. Yeah. I'm curious, let's say on that topic of empathy, right? Because obviously we're not gonna delve deep into all these natural disasters or scenarios - they exist, right? But I can imagine that the proper use of empathy is something that you've had to calibrate along the way because of this. Being cognizant when others have situations and that you can tap into this empathetic gene, but not using it too much to the point of not being able to get the job done, as you alluded to in terms of there's gotta be a way around it. There's gotta be an alternative.

Sam Aarons: Absolutely. I think there is a component of when does something become so challenging to you that you have to fully lean in and embrace it, and it becomes one of your superpowers, because that's the only way that you really move through and past it. And so here, for me, that means that I have worked really hard to be the type of leader that I didn't have in places in the past. And so I can sit down with an employee in one of our client companies because our client companies are our companies. We are part of their team. We're in there. We know who's having a baby, we know who's struggling with this chronic illness. We know who is in it and showing up every day and yet still struggling and needs that extra support, and it lets you meet people where they are, which I think is so critical as a C-Suite leader.

Scott Raven: Agreed. Agreed. And it's a true, authentic connection that can drive things further.


The Dumpster Phoenix Concept

Scott Raven: Speaking of authenticity, right, the phrase "dumpster phoenix." Now, if that isn't a phrase that has authenticity to it, I don't know what is. So I'm curious, how did you birth that name and what that looks like in terms of the transformations that you lead through that iconography.

Sam Aarons: Sure. So it started out a little bit as a joke when you're trying to figure out your branding and how do you create something that's emotive enough for people to really understand? And one of the things that kept coming up is every company has dumpster fires. They've got things that are keeping them up at night. And I've worked at the Fortune 100 level, and you've got them there and I've worked with solopreneurs and you have them there, and they look the same. It's just scale, right? So it became what can we do with a dumpster fire that really helps this leader get to where they need to go? And we were brainstorming and the idea of a dumpster phoenix came about. And then a networking organization that I've been part of for several years now, somebody that I think highly of - I said, you know, I think we're gonna lean in this direction. And they came up with a graphic and we were just off and running. It just clicked.

Scott Raven: Sometimes all it takes is the right image. I'll put it that way.

Sam Aarons: That's it. So we've got this incredible graphic of this amazing phoenix coming out of a dumpster and it just resonates. People just get it. They can turn this thing that is just burning into something beautiful.

Scott Raven: That is the value of a great brand icon, right? It's just something that hits home and people just have that immediate emotional connection to it. That's beautiful. Absolutely beautiful. Now, one thing that I think is also beautiful because I preach this in terms of the Corvus philosophy every single day, which is stop trying to be the Chief Everything Officer. I don't know how many people who are like, "I'm not," and then I ask them, I say, "Oh yeah, I am the Chief Everything Officer." Right.


The Chief Everything Officer Trap

Scott Raven: In your opinion, why is it that people are the Chief Everything Officer, even if they don't mean to be?

Sam Aarons: Well, I think what we call it in our company is a Key Person Crisis. And I think what happens is, I'm the founder. I started the company. I understand how all the bits and pieces work. At one point in time, I did all the bits and pieces and took the trash out at the end of the day before we left. And so as we have grown and as we have scaled, I have not handed off or pushed out some of those things until we get to a point where now I can't imagine it. And that becomes the struggle. You know, you have a founder of a multimillion dollar company who's still doing a piece of payroll or who is reviewing every single contract, and they have gone from being this scalable part of the process to this cliff that everything rides on because now some stuff falls. It falls off the cliff because they can't keep up to their commitments within the company and they're the bottleneck.

Scott Raven: Right. The stats are sobering, right? That one in five work over 80-hour weeks, which is 6x the amount of the common work week. Three quarters experience burnout, and only one in five actually ask for help at the end of the day. And it's so critical what you're talking about in terms of effective delegation. It sounds simple, but so many people struggle with it. And how do you teach them the principles of effective delegation that they either didn't learn or maybe they forgot?


Teaching Delegation and Change Management

Sam Aarons: So we do a number of things within our company, and so there's really two ways that we do this. If we're going into an organization where we're sliding in as the COO, and this is the first opportunity that they've had for a chief of operations, which is often the case, then part of what we do is this elongated transition plan where we literally step through individual items and it's kind of like if you had siblings when you were a kid and you were dividing up snacks. In the beginning you do like one for you, one for me and one for you and one for me. And we very carefully divide equally in the beginning. Now that's not how life should work, because a good CEO should be looking much further down the road and internally a lot less. And so then over time we evolve to one for you and three for me, and one for you and five for me. But if we start out in that place, it's so jarring that they can't quite manage the change.

The other piece of that is we use some great change management principles. We are very much a multidisciplinary tool shop in terms of what we use. We firmly believe that if you only have a single tool and it's a hammer, then everything better be a nail. So we use a lot of different tools and that really informs this process.

The other way we work with leaders that are really struggling in this spot is we have a peer-to-peer advisory program, and in that advisory program we go in and we're not there to be the yes person. You probably have someone in your organization that can do that for you. We're there to hold the mirror up and say, "Hey, this is why you're not executing on these few objectives. Let us help you do that." And it's specific, it's measurable, it's trackable, it's very short term. And most importantly, because it's so successful, it's guaranteed. And it really helps get them from here to here because they start to see the value of, "Oh, if I push this out, I can do these other things which are more valuable to the company, and at this point in my career, I actually enjoy more."

Scott Raven: Absolutely. Absolutely.


Building Trust With Teams Through Change

Scott Raven: Now, I'm curious in that initial engagement window, first off, somebody has to be brave enough to ask for help, which is a whole other can of worms, right? But they ask for help. And in a lot of respects, you have to give them some tough love at first. I can imagine that that is a bit jarring when you're coming in and you're saying, "Here's what you gotta eliminate. Here's what you gotta automate, here's what you gotta delegate." Right? And they're like, "What?"

Sam Aarons: It can be hard, right? We have a front end, really deep diligence process, even for a fractional client where we're not gonna be in the company 40 hours a week because we don't need to be. That's the scale of what we do. We've been there, we've done that. We've been in the C-suite in large companies for the full-time role. So we bring a lot of tools and tricks that allow us to be a portion of the role in the company and serve full-time benefit. And having those conversations, that relationship building during that diligence phase is really critical.

The other is we have really upfront conversations with prospective clients. In my last consulting company, we chased really hard, you know, we would really knock on the door four or five times and then we would beg to get in and then we would grovel to do the work because we could see where we could add benefit. And we did add benefit, but it was really hard to get there. And now I'd like to think we're a little older, a little wiser, and we're smarter about the front end conversations.


First Vacation Success Stories

Sam Aarons: The person has to be in a place where they want to embrace change, where they want to see things differently, and they want a different quality of life for themselves and a different level of success for their business because then they're primed for what we do. That's when I get calls from a spouse saying, "Hey, we took the first vacation we've ever taken since they started this business, and they only checked email once a day." But that's the kind of success that we live for. Yes, there's a financial component to our business, but changing lives is part of why we do this, because that is so gratifying and that person was willing to do the hard work because this is hard stuff.

Scott Raven: Yeah, and you know, let's stick on that word success because I can imagine that the definition of success you receive through these engagements can be very wide ranging. It can be "I would like to step away from the business for a month and go travel to Europe and not have to feel like everything's gonna be on fire." But it can be all the way to "I want to get this company prepped so that we can enter into an M&A transaction in three years." And I'm curious with the breadth of what is the definition of good in these different scenarios, how you're managing the underlying transitions that have to occur to get from point A to point B, because it can run the gamut in terms of what you're facing.

Sam Aarons: Absolutely. A lot of it is starting with a certain expectation. And, you know, we're huge fans of OKRs.

Scott Raven: I love OKRs.

Sam Aarons: And I understand that, and we can talk KPI language, but I feel like OKR really gets us deeper into what we need and where we need to be. And so we often start with very narrow, shorter term OKRs so that we can see that success and we can start to dream bigger. Because sometimes when we get in with somebody, the initial component, they can't even imagine what's gonna happen three years from now because they haven't had a day off. Now they're so underwater. And so if we can help get them to that place where we can talk about real life and we can talk about the future, we start often with a 90-day objective. And then from there we lengthen to six months, 12 months, and longer term strategic plans.

We very rarely cannot get somebody to a place where they recognize that this isn't where I want to be in this role. And so here's the vision of what I want for myself and what I want for my business. And for some people, that is still running their business, but in a new and different way. And for others, that's exactly what you're talking about. It's an exit strategy. It's a leveling up as part of something bigger. It's a spinning off into something new, but they haven't had the ability to even have that vision because they've been so busy bailing the boat.

Scott Raven: Yeah, and you and I are very foundationally aligned in terms of those markers and the way that we approach it. I call it the 90-day foundational win. It's the one that's gonna make you feel good, that's gonna carry things out. A lot of people will hear this and they may hear or compare this to a more traditional EOS model, which has a lot more rigidity, but is much more longer term in terms of how to put the things together. Right. Why do you feel being nimble and quick upfront is the way to go?


The Empty Bucket Methodology

Sam Aarons: Well, I think there are values to every methodology, right? However when you look at an individual methodology, if you really lean into it, again, it's the single tool focus. And so if you can't nimbly weave together a variety of solutions, then oftentimes you leave two things on the table. You leave human innovation that you're not scooping up in your talented people and you leave cash. And so we coined in my last consulting company a phrase that we called the Empty Bucket Methodology. And it's literally, you know, we're the fire brigade initially, and we go in and we have an empty bucket. And that empty bucket becomes what we pick and choose from all the different methodologies that we use in order to best enable the client. That in turn becomes this custom solution for how we manage the operations in their company. So you know, at its root ops is ops is ops, but it's the nuanced way in which you do ops in your company that is the secret sauce for how your ops works in your world.

Scott Raven: Right, right. Now you play many, many different roles when you come in, right? Part of it, I feel is you are almost a psychiatrist to these CEOs who have been living in Lonely Ville for God knows how long, and that they're more than happy to lay on the couch. Right? How do you get them in order to be able to understand, "It's okay. You're fine. You're right where you're supposed to be. Others have been here before." Right? Because I can imagine that the experience that you take them through can be very therapeutic.

Sam Aarons: Absolutely. So some of it comes down to personal relationship. The COO is your number two. So at some point, number one and number two have to become aligned like this.

Scott Raven: Amen.

Sam Aarons: And that can look like a lot of things. I'll give you a couple of examples. Last year I worked with a female founder who is very upfront about the fact that her ADHD means that she's very scattered in her business. It's very stressful for her employees. They're wildly successful because she grinds all the time. We can only do that for so long. Well we have a whole series of resources for a leader like that that we'll bring in that help create the space and the time for them to lean into their superpower, because that can either be her superpower or her biggest detriment.

Scott Raven: Yes.

Sam Aarons: And until last year, she saw it as her biggest detriment. If we can help her lean into creating that superpower, using some of the tools that we bring in, we've got a great podcast series that we use that helps founders in that space. We've got a prescriptive process for realigning certain things. When we are doing our diligence at the operations level, we are also doing that critical relationship building, realignment and base level setting that needs to happen with the executive team, and that's what makes both the company and the leadership ready to go at the same time.

Scott Raven: Beautiful. Beautiful. I know it's something that I focus on when I'm working with folks, right, that I want right people in the right seats on the right bus, and leveraging my Clifton Strengths certification to say, how do we put the people, processes, systems so that you guys are in as much of a flow state as possible, right? When you get past the CEO to the underlying team who also is gonna go through this change management journey, and you're the new kid coming in and they're like, "Hmm, okay. She's about to change my world. I'm not sure if I like this or not." Right. I'm curious in terms of how you cultivate that environment of trust in terms of bringing them along for the journey.

Sam Aarons: It's a process, right? It's relationship building. If we really believe it's about the people, then we have to invest in the people. We have to put the time into the people. We have to put the resources into the people. Many years ago I had one of my own employees tell me one of her best investments in this process was food. And it's not about the actual food. It's about a lot happens when you break bread with somebody. When you can sit down with an AR clerk in, you know, a division of a company that has been struggling to have their receivables on the right timeline, and you can have a sandwich with her over lunch and you can pick her brain and see that this woman actually knows how to fix this process, but no one ever asked. So now people become the owners of the things that they care about, and that sense of ownership creates the overall sense of success. But again, it's leaning into the people and acknowledging the fact that this is hard stuff.

Scott Raven: It is.

Sam Aarons: And one of our change management methodologies actually deals with grief in helping people process the grief for the changes that are happening. Because if you've done the same thing for 20 years, you are emotionally attached to it. It is part of how you build your identity.

Scott Raven: It's gotta be a tremendous amount of adversity in terms of somebody coming in and saying, "You're playing the game wrong." And you're like, "What?"

Sam Aarons: And so creating that buy-in, helping navigate those stages of grief in the change process becomes so critical because what happens is you see the moment the light bulb comes on and the person becomes the biggest advocate for what's happening, and those are the people that then find, you know, an extra 2x way to change what's happening in the procure to pay process or an attorney who suddenly sees that you can take contracting from 30 days down to three days with this one automation tool. People start to open up in ways they never have, and that human innovation allows us to put tools in place to take care of the tedious things, and they can become the rock stars they were meant to be.

Scott Raven: Right. One of the other elements I'm sure that you have to deal with in this journey - I'll do a tip of the cap to the book The Five Dysfunctions of a Team, and the fact that in that fable, the new CEO had to let one of the star performers go because that performer was just not on board for the alterations that she was looking to put into place.


Compassionate Exits and Small Business Support

Scott Raven: How across your experience have you handled that in the most compassionate way possible because you are an agent of change, but not everybody's going to be along for the change.

Sam Aarons: Absolutely. Not everybody either wants or is capable of making the change. And so the earlier in the process you can identify those and you can have closed door sessions with the leadership team to plan for how you're going to both on behalf of the company, but also on behalf of the individual - you know, it's about the people, right? - help them exit in a way that is healthy and hopeful and positive. Then you end up having an exercise in positive release as an organization versus sneaking somebody out the back door with their box of stuff. And it really is a difference. And when you can have the first scenario, then oftentimes there are ways in which that person can continue to contribute or they leave behind a legacy that is very positive.

Now certainly there are times when you just - I've done a number of restructures, and if we don't make some major financial changes immediately, there won't be a company for anybody to come to. In that situation, then it is clear, direct, focused and compassionate communication as quickly as possible.

Scott Raven: Correct, correct. Now, your give is not just to your target clientele where you and your team are embedded. You also have this more accessible for smaller businesses that can try to leverage your wisdom in more of a DIY environment. Why is it so important for you to be able to give across businesses at different stages in their lifecycle?

Sam Aarons: We believe in small business. We believe that the tiniest of business becomes a small business, becomes a medium business, and that's the backbone of business in this world, right? So it behooves us to have something that helps that entire evolution and in our core business, we work by choice in the small to midsize business space. And we work up a little bit with our advisory program, but we realized that we really wanted to help enable businesses that were either started as a hobby business or they're a family business, and now they're really trying to scale and go to the next level and they don't have the foundation of business. They have a superpower, right? It's whatever their trade is, whatever their skill is, but it's not running a business. Our superpower is running a business.

So our six-month course series takes these very small businesses and we run them through the foundations of business, and we do it in a way that's affordable for them so that we break even on it. And at the end of the six months, what they have with our consulting help is a scalable operations manual. And if we never see them again from a consulting standpoint, we're okay with that because we feel like we served them in a way that is meaningful and they've been able to go and run with it and just build out exactly what their vision is. I love working in that program. Everyone on our team spends time with every single one of those groups because we all believe in it and we run through branding and marketing and finance and the basics of true operations and tool management and HR and payroll. And we bring tools to the table and we help people really make decisions on what they will or they won't do. It's a scaled down micro version of what we do when we're either acting as the COO of a company or working on a project in a larger client company.

Scott Raven: Incredible.


Professional Legacy and Finding Mentors

Scott Raven: There is this concept of professional legacy. This is concept of legacy, but let's dial it down to professional legacy just for a second, right? And you know, when I talk about broader legacy, I always use the obituary or eulogy, right? That you don't get to write it, somebody else is gonna write it for you. If you don't like what you think you're going to hear, it's up to you to change it, right? If somebody were to state your professional legacy when it's all said and done, what do you hope that it would contain? What do you hope that you would hear?

Sam Aarons: I hope that they would say she was an amazing leader that created opportunity for people every opportunity she had, and she created in every single situation a development opportunity, a learning opportunity, and a chance for people to come together and create and innovate and be everything that they could. And that turned into success upon success, upon success in so many different businesses.

Scott Raven: Excellent, excellent. As we look to wind down this episode, I always do a tip of the cap to Randy Pausch's book The Last Lecture. Beautiful soliloquy with the final headache, this was written for my kids. I'll spin it a little bit for you, right? You've obviously had an incredible journey full of resilience in order to be able to not only assist yourself, but assist so many. There are many who are coming into the workforce now during what are, quite frankly, challenging times. What would be the sage's wisdom you would give them based on your own journey?

Sam Aarons: Find a mentor. Everyone needs a mentor. Everyone needs somebody who can look down the road with you and help you see the pitfalls that you don't even understand are coming and learn the ways to navigate them.

Scott Raven: Sage advice. Sage advice. Speaking of getting some sage advice, how can people learn more about you, about your company? Any specials that they may be interested in? Give us some details.

Sam Aarons: Absolutely happy to do it. You can always find us on LinkedIn. You can also visit our website. We are zhmg.co. And in terms of specials, we have a peer-to-peer advisory cohort that kicks off in the fourth quarter. We are also already filling a first quarter 2026 group. Those are a lot of fun. They're very specific. I would absolutely take a look at that for somebody who's trying to achieve some big goals and really finding themselves stuck. And then for folks that know really small businesses that they know are trying to level up, we are always looking for good businesses that might be candidates for our course series. And when we have enough referrals for those, then we pull together a series and we run the next one. And we have a little space left in our COO program. My number two has some time on their schedule if a company is looking for a COO to sit as second.

Scott Raven: Excellent, excellent. All of these links we'll make sure are in the episode page so that everybody can get access to them. Sam, it's been a wonderful conversation. Any final thoughts before we close this episode down?


Dumpster Fires in Personal Life Too

Sam Aarons: I guess just one thought. We talk so much about dumpster fires. Dumpster fires don't only apply to your professional life. We all have things that keep us up at night in our personal lives, and I think as entrepreneurs, a lot of times those things intersect. And so whether it's a company like ours or another company, founders, entrepreneurs, leaders - find yourself not just that mentor, but find yourself that advisor, because then oftentimes you can drop some of those things off and you can live in peace and joy and happiness while running a business. I think a lot of people don't know those things are possible.

Scott Raven: Agreed. I mean, you know what? It's one thing to be powerful enough to carry around the bag of bricks. It's even more powerful to be asking yourself, what bricks do I not need to carry? Right?

Sam Aarons: Absolutely.

Scott Raven: So, fantastic advice. Sam, thank you so much for being on the podcast. Really appreciate it. This was an incredible and sage episode for us to learn from.

Sam Aarons: It was my pleasure Scott. It's always a joy to spend time with you. I thank you for the opportunity and I look forward to when we get to air.

Scott Raven: That's right. That's right. And to my listening audience who has heard this now that it's aired, right, I appreciate you providing your time and your presence to this. As always, we hope that you'll subscribe and leave us feedback so that we ensure this podcast series is doing what it's meant to do, providing the most impact possible. If you know people in your life who could use this, please feel free to share. But until next time, I'm Scott. We'll see you on The Corvus Effect. Take care.


Outro

Scott Raven: Thank you for joining me on The Corvus Effect. If today's conversation sparked ideas about how to free yourself from overwhelm, visit TheCorvusEffect.com for show notes, resources, and our free Sixth Dimensions Assessment, showing you exactly where you're trapped and how to architect your freedom. While you're there, check out the Corvus Learning Platform, where we turn insights into implementation. If this episode helped you see a new path forward, please subscribe and share it with others who are ready to pursue their definition of professional freedom. Join me next time as we continue exploring how to enhance your life through what you do professionally. It's time to make that your reality!