The Scalability Code

The Breakaway Model: Scaling a Fractional Accounting Franchise, with Shea Keats

• Matt Haney • Season 1 • Episode 5

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In this episode of The Scalability Code, Matt Haney interviews Shea Keats, CEO of Breakaway Advising.  Shea shares her journey of founding Breakaway, a company providing fractional CFO and accounting services. In this conversation, you'll hear:

  • Challenges and successes of scaling the business
  • Breakaway's unique franchised business model
  • How Breakaway maintains core values while expanding
  • A breakdown of Shea's next L10 meeting
  • The importance of clear communication and accountability

Join Matt and Shea as they explore strategies for getting out of the sh*t show and achieving scalable growth.

Visit Breakaway’s website: https://breakawayba.com/
Connect with Shea on LinkedIn: https://www.linkedin.com/in/shea-keats/

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Welcome to The Scalability Code, the podcast that helps you get out of the sh*t show and start growing your business. A few times each month, you'll hear stories and commentary from visionary entrepreneurs, EOS implementers, and fractional COOs about how they've taken businesses to Level 10. And now for your host, Matt Haney.

Matt Haney:

Hello there. My name's Matt Haney. I'm the host of the Scalability Code, and today we have special guests, Shay Keat with us. Shay, tell us about yourself. Give us a little backstory and tell our listeners and viewers what we need to know about you.

Shea Keats:

Awesome. Well, my name is Shay. I'm the CEO of Breakaway Advising, and we are a company that offers fractional CFO services as well as controller services and, bookkeeping. Although bookkeeping tends to kind of come under the larger umbrella of everything else, as for myself personally, I've had a very varied career doing all kinds of different things, but mostly working with startups and small businesses and helping them. you know, achieve their goals and get to build the lives and the businesses that they actually want and not that they think they should have.

Matt Haney:

There you go. Love it. Well, you and I play in similar sandboxes on a daily basis. We're dealing with small to mid-size companies that are in some form of flux, right? I think as a, as a business owner, I'm convinced you're always in some form of flux. You may be in the, the growth flux, you may be in the slowing down flux. There's always some element of change. Um, that, that we're dealing with, which is so cool.'cause, we use fractional CFOs and fractional accounting, you know, resources on a very regular basis with our clients. And I can tell you one of my favorite engagements to enter is, with a fractional accounting resource that, you know, genuinely gets the challenges that these businesses are going through, which is, I'm sure something you guys deal with on a day-to-day basis. how long have you been doing this? First of all, how long have you been in this seat?

Shea Keats:

So RightWay is going into year six. So we just, we had our five year birthday in September. So we're five and a half, almost six years in. It's been a great journey. I don't know any kinda specific, specific, I mean.

Matt Haney:

So what, what is your, well, we'll say this, this way. What does your day-to-day look like? Who do you interact with and what are the challenges that you're dealing with? I.

Shea Keats:

Yeah, well I think what's really interesting about Breakaway is that we are a franchised business model, and we didn't start breakaway intending to be a franchise business model. but we discovered that this was gonna be the best and the easiest way for us. To live our core values, which is bring joy to accounting, or one of our, our number one core value is bring joy to accounting. so we said, okay, how can we serve as many clients and as many accountants who need this service, as possible all over the country, really all over the world? and franchise business model was the way that we went. So that means that each of our, advisors is what we call them. Uh, our fractional CFOs are actually franchisees, and I use this to answer your question, Matt, because, we really think it's important that our fractional CFOs are business owners, right? This really makes stand out right from these other fractional CFOs services because you're coming alongside business owner to business owner, and at the end of the day.'cause I'm not employed by you and I'm not employed by anybody else. I can really give you, um, you know, the brass tacks or whatever metaphor you wanna use there. I can be really real with you and really help the business owner or our advisors can help their business owners, really make decisions that resonate.

Matt Haney:

That's awesome. So you founded Breakaway six years ago, S ish.

Shea Keats:

Yep.

Matt Haney:

And you're the crazy visionary founder that I deal with every day. Not crazy. Maybe you're not crazy.

Shea Keats:

So what's really interesting is that we, there are four of us that founded Breakaway. Um, and I am really, it's, you know, challenging sometimes to have three co-founders, but often really, really exciting. and I would say that Kristen Keats and I will, full disclosure, yes, she is my cousin. No, it's not nepotism, I was already doing this. but Kristen and her friend Martin, who'd worked together and been friends for over 20 years at that point, were both at a. Transition point in their career where they were leaving, traditional, Account, let's say traditional accounting roles. Martin was the CEO of a large regional firm. Kristen was a, a senior tax accountant. Lots of exciting things going on, and they were like, oh, this is miserable. There has to be a better way. So, they basically reached out to other people who they thought were, innovative and doing interesting things in this space, including our other co-founder, Michelle Rose, who you, who you've met. Um, we've.

Matt Haney:

awesome.

Shea Keats:

Yeah, she's amazing. We're so lucky and out of all of those really cool people that Martin and Kristen reached out to, Michelle and I were the two that were in it for the long haul and were really excited and, really took their vision and ran with it. and then after about. Gosh, two years, Kristen and Martin were like, Hey, we're ready to grow our empire. And they went off to, Kristen has a boutique tax firm. There is an offshore services firm in Guadalajara, Mexico, a coaching services firm. So lots of stuff that they're doing, With their, their larger investment company. And Michelle and I stepped in, to serve both as founders and as our executive team full-time at Breakaway. So yeah, that was about three and a half years ago and that was just a really exciting, moment in the business because we were all all in and giving it all of our time and our energy. And that's when we started to see some really great, great

Matt Haney:

Which you don't have a, a, a traditional finance and bookkeeping background.

Shea Keats:

I don't, uh, Matt, my joke is I'm not an accountant. I only play one on tv.

Matt Haney:

it. I love it because I so deal with people on a somewhat regular basis that are, that are in a leadership capacity that may or may not have, may, may not actually have, subject matter expertise in the, in direct subject matter expertise in the business that they're in. And it's, it's one of the questions that people ask us all the time as we grow firms and businesses is like, well, you, you're not from, you're not from our industry. You don't know. And I'm like. You're right, and that's why you need a disinterested third party to come in and look at what you're doing because I don't sit there and stare at the business every day, all day. How hard was it for you

Shea Keats:

Mm-hmm.

Matt Haney:

come out of your world into a new world and found and be a founder, co-founder with, you know, in this space?

Shea Keats:

With three accountants and then me. So,

Matt Haney:

Yes. You.

Shea Keats:

well, I've been really lucky because, and one thing actually that I talk a lot about with my strategy clients that I work with one-on-one, but also I've been so blessed to have in my own business career, is working with an incredible CFO. so just for myself, having Michelle right alongside me and, and being able to work together and have someone that I can go to and say, yeah, I do know how to. To read a profit and loss. But I am gonna ask you this question and maybe it's a little embarrassing, but it's okay. and I will say just for anyone who is like, wait, but are your franchisees real accountants? Yes. All of our franchisees are real accountants. Just me. This, you know, is not, um. But again, accountant can mean a lot of different things, right? We're not talking about tax accountants here. We're talking about what we call operational accounting, which is very, very different. Although we love working with, amazing CPAs from, again, all over the country. so for me it's been really about. Right. Setting aside that ego. And I think it's really, uh, easy when you are a leader and you go into a situation and feel like you have to be the smartest person in the room and all the things, or else they, whoever they are, is gonna come and take your business away and everyone's gonna know that you're a fraud. Um, but really being able to lean into my co-founders and say like, yeah, I'm not an accountant. but as you were saying that it allows me to give kind of an outside, perspective to, the way that they're gonna approach the business as the subject matter experts. and also they teach me and I learn from them. And it really, again, I think on both sides kind of removes that ego that we have in business ownership.

Matt Haney:

That's awesome. 50. How many? 50 franchisees? 50 something?

Shea Keats:

We got about 45. We have 50 by the fall,

Matt Haney:

So you're the boss.

Shea Keats:

Mm-hmm.

Matt Haney:

But you have 45 bosses that you serve as franchisees. What a what, a what a big responsibility, to be a, a, a leader and, and a servant leader to the people that you work for and work with, and work alongside. I've always admired franchisors because it's a, it's a big responsibility. And, and I have had a couple clients over the years that were in franchise, a franchisee. in different businesses, and I actually had a failed franchisee relationship. I, I started a franchise, uh, I was a franchisee and failed, which I, I was one of my favorite stories, but, but where I was going is like, do you get regular engagement interaction with, with, uh, 45 people that are in your network? And sort of what does that look like in terms of just getting in front of people and having conversations?

Shea Keats:

Yeah, I mean, I think that's what most of my day is and what's really cool about what we've built at Breakaway is, and, and we're very intentional in everything that we do, and we have a very lean team, and that is by design. So we've got our executive team, we've got our chief of staff, our sales director. and then we've got a couple junior staff members who really are holding up everything. They, the business would not run without our executive assistants. she's incredible, but, you know, so thinking, a lot about. We want to be there for our advisors every day. So I show up for them in a couple different ways. first off, I'm just available on Slack. They know they can't get me like an immediate answer, but I'm always there. I try to respond within 24 hours and I tell them if like something's on fire, just tell me it's on fire and I will drop everything to be there for you. But as we also like to say, there is no worse is not open heart surgery. Like there are really no accounting emergencies unless like the IRS is literally in your house taking your file. There are, there are no, so I'm always there. I offer our franchisees, they can have formal coaching with me, and that's all included as part of their franchisee package. So they'll.

Matt Haney:

coaching. What does that look like? What does a formal

Shea Keats:

So I sit down on a regular basis with them. It's not just kind of one off here or there. and I get to the heart of, okay, where, why are you having issues building your franchise and how can we help you, be more successful more quickly? So I work with, certain advisors one-on-one, and then on top of that, we just offer a lot of education. I mean, we have a learning management library that has. Probably 300 hours of content in it. We do two to three live, education sessions weekly. and then we have a lot of asynchronous, videos and things that go out. but what's really interesting, Matt, is we are at this point of growth. And when you dig in, and it sounds like you're familiar with the franchise space, they say this is it. Right? You know, you're 45 to 50 franchisees, but when you get to 85 to 90 franchisees. That's a whole different ballgame and you can't serve 90 franchisees in the same way that you served 40. So what we're doing right now is how can we maintain. The relationships and that feeling of community and all of those warm fuzzies that I, I, I say that with utmost respect. It's really the most important thing that we do is make sure everyone feels warm and fuzzy. but also know that I can't do one-on-one coaching with 90 people, or I can't do one-on-one. We, I can't answer everybody's messages. So, right now that's what we're working on and, and something that we're looking forward to is how do we communicate and stay really close to kind of our, our core and our values and the feeling and the brand, but also make it truly scalable, which here we are on the scalability code, talking about it.

Matt Haney:

I see it every single day, with companies that are growing because. Most people don't walk into a business when there's one or two people. They're, they're, they're walking into a business at some point that has, systems and process Well, albeit as simple or, or not as, as it would be. But the, the point is, is going from two to four and. Four to 12 and 12 to 24, and all of a sudden there's, there's 48 people in the coming in, there's a hundred. It's like the dynamic changes and the founder and CEO generally gets further and further away from those first few people that they started, the relationship with or the business with it is incredibly difficult but it's, it's reality and you and everyone does the best they can to make sure that you keep those relationships and keep your core values out in front and, and making sure that. You're hiring and firing on those core values. And I, I'm, I'm just, you know, in the limited time I've known you, I can see that, that that is something that you really focus on is making sure you put the right people in the organization or the right franchisees that are gonna be part of the ongoing solution and, and not part of the problem, as I say. But kudos to you for, for that awareness and realizing that going from 45 to 90, um, franchisees is gonna be a change. And you'll get there and you'll get there.

Shea Keats:

I think what's really interesting, Matt, is you know, Michelle and I went to a conference last year and it was kind of our first experience at, at a franchise specific conference, and one of the speakers was talking about in franchising your first, I don't know, let's say 15 franchisees are going to still be innovators themselves. It's can be really frustrating because they're pushing back on you. They're pushing back on you about every little thing, and we definitely experienced that. And now with kind of this next set, they're much, they're still brilliant, they're still business owners, they're still strategic and all of those things, but they are much more apt to adopt without asking the questions. So. Which is beautiful, right? But it also puts the pressure on, okay, man, my processes and systems and brand better be perfect because they're gonna take it and they're gonna execute it perfectly. So I

Matt Haney:

15, you are, you are busy, you know, building the boat while you were sailing it. Now the boat is sailing. It's in great paths. You know, there's some choppy waters, but they're buying a, they're buying a process in the system. Whereas, you know, those first few, you're, you're kind of. Figuring it out as you go along to a certain extent. Obviously you have some structure in place once you go pull the FDD and do those things, so

Shea Keats:

Yeah, yeah. Yeah. All, all that fun paperwork, so great.

matt-haney_2_02-06-2025_192447:

You are listening to the Scalability Code. I'm your host, Matt Haney, founder of Sinclair Ventures, and we help visionary entrepreneurs like you get out of the shit show and focus on growing your business. We offer fractional COO and leadership coaching services that free up that brain of yours to focus on what's next. Learn more about us at SinclairVentures. com. Now back to it.

Matt Haney:

let me ask you this, I like to always ask these questions. I don't know if you know this. I'm a big fan of EOS, which is the entrepreneurial operating system, which is a, are you guys familiar?

Shea Keats:

we're familiar. We have some amazing, referral partners like yourself that are EOS implementers, and I will say, I'm making sure I say the right book, not traction. Rocket fuel. has been so, so instrumental in I my life personally, because once I realized I was a visionary and not an innovator, I was like, well, I wish I'd known this 10 years ago in

Matt Haney:

were you 10 years

Shea Keats:

So much better.

Matt Haney:

part, as part of our weekly meetings with all of our. With our leadership teams and the EOS methodology, you know, you, you basically spend 60 minutes a, a week as a group, as a, a leadership team solving key issues in the business.

Shea Keats:

Yeah.

Matt Haney:

Uh, have you met with your leadership team this week? Your internal team?

Shea Keats:

So we have our check in tomorrow at um, 11, I think.

Matt Haney:

I am gonna put you on the spot. Give me what, what, do you have any issues on that list that you know you're going to address? Or, and, and again, you obviously share what you're comfortable sharing, but you can, you, you can preface it however you need to, but what do you, what do you hope to accomplish tomorrow in that, in that standup or your check-in and what, like what's a key issue that you guys are solving

Shea Keats:

so I think a good one is with our internal accounting teams. We've got two incredibly brilliant young accountants. they're from our Guadalajara team. just amazing young women. but they are young, right? And it's their first time. Kind of tracking their hours and dealing with billable hours. And billable hours aren't something we do externally, but we do a little bit of it internally because they're providing work to our advisors and we need to, you know, recoup that from our advisors. And, you know, there was a little bit, they had a very clear KPI that they were supposed to hit and they didn't hit it. but what was more concerning about that was that it wasn't communicated. So. We are working right now to figure out, and again, they're brilliant. They're doing the best that they can. So I think our leadership team and our senior team is thinking about, gosh, where did we fall short in communi either communicating, with them what we needed or making them feel like it wasn't a safe space for them to communicate to us. So I wanna know what I can do better to just avoid that in the future.'cause it's not that they're not doing great work. They definitely are.

Matt Haney:

So do you, do they have any under do, are they aware of this as coming up tomorrow? Do they know that this is the topic of conversation?

Shea Keats:

They are not aware.

Matt Haney:

The only reason I ask is I, I, um, and, which is great there. That's not, you're not the first person. I'm, it happens to me every week, but I think it's like, managing expectations. Oh my gosh, I bet I say it 700 times a day. just making sure that, you know, people understand what's expected of them and they, you know, they, they, they obviously do they enter their own KPI? Are they tracking it themselves, or are you tracking it internally?

Shea Keats:

They're tracking it themselves and then reporting it

Matt Haney:

So they're punching in whatever the KPI is into this, into the reporting mechanism.

Shea Keats:

Yep.

Matt Haney:

it, which is great. So they're aware, they're not gonna be surprised by the fact that they haven't hit the metric. Whatever the metric is and what level of on or off track it is, is

Shea Keats:

They are. They're very aware of that.

Matt Haney:

So that's good. So, so the fir kudos to you and the team for setting a metric and actually having them punch in the number because so many people use a system or a process to track it and they say, oh, Shay, you know, you were a four this week and you were supposed to be an eight. It's like, well, I didn't know that. It's like, well, if you would've punched the number in, you would've known. So getting that accountability by entering the number is something that we always have, try to teach our leadership teams, is that the first step in holding someone accountable is having them own the number. Whatever that is, whatever the metric is. So good for you. And, let's see. So, so what would a, what would a successful takeaway look like after this? You talk through this, this issue, and do you have a plan as to what resolution looks like? Are you pushing this out to the team and saying, Hey, you guys come back to us with what, what solved looks like?

Shea Keats:

I think for the this, no, we're very clear on what the solve is gonna look like is that they need to be confidently and accurately checking their hours. So I think if we, or not checking, tracking their hours, if they came out of that meeting tomorrow, really understanding what that means and what, when we say track your hours. Now we, we thought we were clear about this, but maybe we weren't. So I'm taking that on myself. But, wanting to be really clear that tracking your hours means the time you're doing the work, the time that you're talking with the franchisee. If you have to ask Michelle a question about an accounting conundrum, don't ask me, but ask Michelle that question. then that all gets tracked, not just the time that you're in there recognizing the books. but the whole, so if they can really walk away, understanding that and also feeling secure that, you know, even if I'm coming in, and maybe this is an issue that happens more for women leaders then than male leaders, but that I'm not mad at them. I, it's not that I think they're bad at their job, but I am probably gonna use my like. My mom voice, like it's gonna come out. I'm gonna be like, guys, like, not acceptable.

Matt Haney:

come on.

Shea Keats:

Yeah.

Matt Haney:

of the things I say to folks is there's a difference between working on the business and in the business and sometime and in your circumstance. Those are all billable to somebody.

Shea Keats:

Yep.

Matt Haney:

but so you've just gotta remember when you're working in it, it's to one person. When you're working on it, it's to another person. But, but every bit of that time is, is a billable re you know, billable moment to someone, which is fascinating. Well, you're gonna have to come back and tell us about the, the solve that you came back with, because that's a, that's always, it's always fascinating for me to get to look into these different businesses and have conversations with entrepreneurs that are struggling with how to solve issues and how to voice issues and. making sure that there's a, a platform or a place for people to share all of the different things that they're, that they're coming across. So do you have like an, an internal, like a, a, a parking lot or do you use some sort of technology platform on the franchisor side that you guys are tracking all of the issues or challenges that you're struggling and moving through as a group? How do you track that?

Shea Keats:

Yeah, I mean, I would say we don't have anything fancy right now. I mean, we have incredible chief of staff and she keeps everything, and she's basically has a Google Doc where it all goes in there. She's tracking it, she's following up on it. we also use Asana for a lot of these things. So that's where people are gonna actually be, reporting, you know, their, their progress report

Matt Haney:

Love it. Yeah. I, I, it's, it's interesting, you know, I, I was working with a client last week and. She did a, a deep dive into some of her direct reports. It's a smaller business. They're actually in the con, the content production business. And they produce content for all these different things. And everybody was just misaligned. And it wasn't because people weren't trying, it's not'cause they're not capable. Shea, they literally had four different places they were working and nobody knew what the hell went where. And it was like, well, we've got this and that. And I'm like, give me the one single source of truth for all of this stuff. Well, it's, it's, it's Google Sheets. I said, okay.'cause earlier it was Slack. Well, it's not Slack. It's actually monday.com.

Shea Keats:

Yeah.

Matt Haney:

timeout, if you don't know where all of the lives, then nobody else does. So we were able to sort of back it up and figure out what that was and that simple thing. She was like, you're right. And then that's not that I was right. I was just an outsider and I was able to share some perspective that. The miscommunication was just because of a lack of common understanding. I said, yeah, you can link to things inside there. You don't have to have it be, you know, everything. But it's like, if people know where to where everything lives, they're going to be, uh, you know, they're gonna be a, a lot more excited to, uh, work on challenging projects every single day. okay, let me ask you another question.

Shea Keats:

Okay.

Matt Haney:

If you wake up in January of 2026.

Shea Keats:

Okay. Let's hope I just.

Matt Haney:

you will, I promise you you're gonna do it. Do you think your entire team knows what success looks like between now and then?

Shea Keats:

I, I would say yes, but I always, you know, it's really interesting, Matt, so I, you're my like fifth call of the day today, and I've had the same conversation with every single person I've met with from clients to my team. And that is, we can say that we think that we're clear. And I think I am clear, but if the people that I'm talking to are telling themselves a different story about whatever I as the leader have labeled success is, then we're gonna have a really hard time measuring if we're actually successful. So I think, you know, when we go into our all hands meeting tomorrow, we've dubbed 2025 as the year of returns, right? So we have spent five year Right. Takes what, five years to be an overnight success or whatever like. Various is, so we're like, we've done a lot of work. We don't need to innovate a ton more right now. We just need to make this work and you know, start, you know, getting those returns back on this Investment of our

Matt Haney:

made. Yeah. Well, I ask you, I ask you that question because, not because it's you, but, but just because I asked that question to everybody and, and you are not alone. and that, I mean, I, you asked me the same question I can tell you I think. But what I'm gonna do now after saying, and I think, and making that funny face, is the next time I have a conversation with my team, I'm gonna say, Hey. Are we aligned? Are we on the right page? Because I think this is what success looks like and for me it means getting my team to take more of the initiative, not because they don't want to. It should be me letting them take more and me trusting that they can do it. Not that I don't distrust them, but as you're growing a business, you know this, you have to, you know, you have to delegate and elevate and continue to work and build and, and. So kudos to you for saying you think you know, and, and obviously next time you have this conversation with somebody, you'll, you'll say, I'm gonna make sure I know and I'm gonna continue to bring that to the top of the surface and ask people, am I clear? Are we clear? And, I think that's, that's

Shea Keats:

story? What's the story there? Like, it's one thing for me to say, what do you think the the goal is? And they'll say that we get a return. Okay, well what does that mean to you? I really wanna hear, and I, I'm gonna dive into that. I think starting tomorrows, what's the story you are telling yourself about your role in that

Matt Haney:

Yep. Love it. Okay, couple more questions. what do you do outside of work? What makes life fun when you're not chasing accountants all around?

Shea Keats:

Oh my gosh. Um, well I live in the Pacific Northwest, so I feel really lucky to be so close to so many incredible, hiking trails and wineries. And I just got a new book that's called Wine and Hiking, and it gives you like hiking paths so you can hike from like. You know, the trailhead will take you past multiple wineries. So I'm excited to do some of those this summer. I have two step kids, so there's a lot of running around to, lacrosse meets and things and, I'm a crazy dog mom. I love my dog.

Matt Haney:

Well, to what? What kind of dog do you have? A, A mutt.

Shea Keats:

a mutt, but she's 50% airdale.

Matt Haney:

Oh,

Shea Keats:

So. Yeah, so people always come up to me and they're like, where did you get a mini airdale? And I'm like, oh, this dog was not on purpose. This is an

Matt Haney:

This, this is not the way we drew it up, the way it was drawn up.

Shea Keats:

no. But she's very cute and I love her so much.

Matt Haney:

That's so fun. what else? Any questions for me? Any thoughts? I mean, challenging what things you're dealing with.

Shea Keats:

Yeah. Well, I mean, I think, you know, it's interesting to say, I, I'd love for you to talk a little bit more about what you were just alluding to is like, how do you give your really team permission to take initiative? I kind of hear about

Matt Haney:

Well, here's the thing I, I always tell people and that I need accountability more than anybody. And, and, and saying, being vulnerable and, and being candid and saying, Hey, this is what I need help with. And if you are seeing me, you know, slip into the ways that of seven years of doing it one way, then then please be. Feel comfortable and confident, speaking up because if, if I am letting myself down, I need people around me to help. and you know, sometimes that means not including me in things, and sometimes that means not, not adding me to the invite and not checking my schedule. you know, there's perfect, perfect examples of times to to beg for forgiveness instead of asking for permission. And after I've worked with, you know, some folks, specifically Ashley, who helps me run my practice, I've worked with her for two years. Like, I trust her. She, she gets it done. She's, and I need to just let her do more and push more to her and trust that she can, she can figure it out.'cause she has and does and will. So I think I just need to be more vulnerable. I need to be honest and say, Hey, you guys can take this and and run with it. And I trust if the outcome's not perfect, it'll be better than me not doing it at all.

Shea Keats:

Yeah. Yeah. I love that. We did a lot of work around progress over perfection last year, and we said you just get it, 60%, 70%, it'll be good.

Matt Haney:

absolutely. Absolutely. Because the reality is most of the time when you get it to 60%. you're gonna change it. So it's like, let's not get something fully baked only to change it after it's fully baked. It's let's test and measure and change.'cause that's what, what we get to do. well I'm looking very much forward to joining you guys, later this summer September at your annual conference. I think it's gonna be a ton of fun. And selfishly I'm gonna get to come to the Pacific Northwest and what is the best month? That the Pacific Northwest can offer. I think se September up there is

Shea Keats:

Yeah, it's so, oh, it's so beautiful. So,

Matt Haney:

Wonderful. Well, thanks so much for joining us

Shea Keats:

yeah. Thank you.

Matt Haney:

I look forward to getting to know you and your team Much better. And, and thanks for taking some time.

Shea Keats:

Awesome. Thank you,

Matt Haney:

All right. Talk to you soon. Take care.

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