The Scalability Code

Bloodlines and Boardrooms: Using EOS to Heal Multi-Generational Family Businesses

• Matt Haney • Season 1 • Episode 7

Share episode

In this episode, host Matt Haney chats with Bob Woolsey, a visionary entrepreneur, about his journey in managing a multi-generational family jewelry business. Bob shares insights into applying the EOS framework for business growth, overcoming family business challenges, and the transition to becoming an EOS implementer himself. 

Hear stories about generational conflicts, finding the right people for the right seats, and the profound impact of structured business processes. Plus, get a peek into Bob's personal life and what keeps him grounded.

Connect with Bob on LinkedIn: https://www.linkedin.com/in/bob-woolsey-143550b/

Feeling stuck in your business?

It’s ok. We’ve all been there… You simply don’t have time for vision and growth. You feel frustrated, anxious, and stuck because goals aren’t being met, processes aren’t followed, and your team isn’t on the same page. Time after time, you’re putting out fires only fast enough for the next one to pop up.

Get OUT of the Sh*t Show

Let’s build your team and guide them to the next level.

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:

Welcome to the Scalability Code. I'm your host, Matt Haney, here with a friend of mine, former client, and one of my favorite bald humans, Bob Woolsey. Bob, thanks for joining us. Really, really appreciate you taking, some time outta your day to join us and talk, about your life and your experience and how you know me and all this stuff. So, I always like to start out with, a little bit of backstory about you and how we found each other, what your history is, and, and don't cut out any of the good stuff.'cause I know all the details. I'm gonna make you bring'em up if you leave it out. So take it away.

Bob Woolsey:

Thanks for having me on Matt. so we. After being challenged to look at EOS and the book Traction probably seven or eight years ago. Finally, uh, after seeing the impact that it had on some friends of ours in the jewelry business, decided to, instead of just read the book, inquire about hiring an implementer, which we did. Harlan Geyser shout out,

Matt Haney:

Sound out Harlan.

Bob Woolsey:

Bloomington Normal, did a great job of implementing EOS and as many. I would say small family businesses find as they start to work on the accountability chart. we definitely were struggling to fill the integrator seat. me as the visionary of our family jewelry business for, I don't know, 20 plus years, worked with my mom, not really in any place, had a. Like a COO or an integrator or vp or any of that type of a thing. and really as we got working through the focus day, the vision building days, and then into the quarterly, path, we, we found that we really needed someone in that integrator seat to assist us in making sure that we were getting our rocks done, running the level tens the right way. Operating the business as EOS would challenge us to do, and Harlan somehow suggested that we reach out to you through some,

Matt Haney:

just aligned and it was, it was a perfect alignment.

Bob Woolsey:

it was, it was a great alignment. And Matt, what you brought to us was something that probably from a larger company perspective, a. I, I'm not gonna say corporate, just an overall bigger enterprise, view of, of what that integrator slash COO type person does. Did, held me accountable, which as the visionary slash owner slash kid that grew up in the business slash made a lot of bad decisions without any accountability. and so very different than consultants I've worked with in the past because it was. way more in the EOS track and, yeah. So a lot of great progress.

Matt Haney:

back. I want to, I want to go back to you. You glossed over it, and I knew you would. That's why I said I wanna hold you accountable to this. I wanna go back to how you got to where you're sitting today and what you know, a little backstory on Jones Brothers, you, the generational stuff. So take me back. Tell me a story that you've told a hundred times, but I do think it's

Bob Woolsey:

Oh.

Matt Haney:

to, to why you are special.

Bob Woolsey:

So our family business started in the funeral home world, which is actually very similar to the jewelry store world. major milestone, some happier than others, obviously. And, my dad and uncle bought my grandpa out and I found out at the, point that they purchased the family business at the price my grandpa wanted it to be purchased for. He felt underpaid. So at that point, They effectively were written out of the will, which we found out like 30, 40 years later when my grandpa passed. And I didn't realize just how messy the family business was. My dad and uncle bought Jones Brothers from the Jones Brothers who started it in 1939. they bought it in, uh, 1978. My uncle and father could not get along. So my uncle took the funeral homes, my dad took the jewelry stores and you know, they effectively ran two separate family businesses. Holidays were weird. Um, my mom would always say that she forced them to not talk about work at family gatherings, which meant there wasn't a lot to talk about. Actually my father kind of fell into a depression based on some decisions that he made that a lot of people in the jewelry business were making by, you know, it basically came down to mail fraud. Tiffany got in trouble for it. A lot of stores did it, and, uh, he was facing felony charges, possibly jail time, and the depression took him. So he took his life when I was. 16. So I was a junior in high school. My mom did not know the address of the store, didn't know the phone number. Took over the store a week after my dad passed, and that was 19 89, 19 90. And when I graduated college thinking I was gonna be a high school football coach and teacher, and my a DD would not allow me to be locked in a room the rest of my life. My mom said either you go to Gemology school and come back, or I'm selling the company to which I went to Gemology school. Came back, she and I ran the company from 96 until she retired in 2018. And we've always been a part of a peer group of Jewelers Plexus is what it's called now. And that's where I was introduced to EOS. So there is quite a backstory and uh.

Matt Haney:

not gonna gloss over the part that you worked with your mother in a family business that her husband started. Your dad, how long were you and your mom working together? would 2018

Bob Woolsey:

like

Matt Haney:

96.

Bob Woolsey:

full-time, 22 years,

Matt Haney:

amazing, Bob.

Bob Woolsey:

part-time, more than that. And it was, it was, when I first walked in, she didn't wanna have anything to do with it, so she just allowed me to do whatever I wanted, which. Those decisions that I made, allowed our CPA to tell us it's time to close the business. You're running outta money. My mom said, we are not quitters. So we literally walked outta lunch and started looking for property because at my mom's relentless, instead of shutting down the business, we bought an acre of land, built a 10,000 square foot strip center and. Business became a lot better after that. I was actually able to, be the owner of the, the real estate, which was a cool, has been a cool path, for me and my family. And, uh, yeah, working with my mom initially was easy'cause she didn't wanna have anything to do with it. When I made bad decisions, she came back. We worked together fairly well, but we have the same exact kolby for those of, uh, those of you out there, 2, 3, 9, 4. I think she's a. I think she might be a 3, 2, 9 4 or something like that. And, uh,

Matt Haney:

I bet it's, I just, and then, wait, there's another generation. Just wait. There's one more generation of woolsey's in the

Bob Woolsey:

yes. So I will get back to you'cause you're, you're pushing me forward. The one thing that I, I've learned, and I've learned it recently, and I go back to about 2016 when we started talking about the succession of my mom selling me the business. There is an element of the generation selling the business to the next generation, that those last two years, they decide to really get involved more and hold on tighter. And I didn't realize that was a thing until a meeting about a month ago. And a friend of mine, Michael, who's, their stores just starting down the EOS path, shared that that's a very normal generational thing. So the last two years of my mind working here.

Matt Haney:

it, everybody's ident. I mean, everyone's is involved in this. Like you can't. You it, it's so easy to, for me, and I've seen this a couple times, and obviously with you guys and others, it's like you can't take away my identity. I'm just gonna hold onto it a little more and I'm gonna remind you that I'm still the parent and you're still the child. Um, it's tough, man. It's tough. Uh,

Bob Woolsey:

Yep.

Matt Haney:

I don't have multi-generational business. I've seen it with my mother-in-law whose family was three generations in the linen business pre-war, and they had the same things. But I think one of the, I'll, I'll give a little cat out secret here, cat out of the bag, is that one of the things I love about you is you, you, you've, you know. Uh, committed part of your time to go, to go out and help people, educate them around these multi-generational business challenges that are happening and bringing the light, the, the, the absolutely obvious things that people can't see when they're so close to it.

Bob Woolsey:

A hundred percent. Yeah. And what I have found with EOS, my, my son Bennett, my oldest, came into the business about three years ago. And, we were already operating on EOS or moving in that direction. When things moved to where he became, you know, effectively the leader in the service side of our business, he started sitting on the leadership team. And that really made a huge impact because it was a structured way to bring someone in the next generation into a leadership position. That the guardrails, the, the structure, the process is there. And you know, as EOS always discusses. Vision, 10,000 foot view. Get it down to the ground level. Traction equals healthy. And I always say that it's not just a healthy company. It's healthy employees, healthy families, healthy life outside. And really when you're bringing on a next generation, that succession goes so much better if there's a structure in place.

Matt Haney:

absolutely.

Bob Woolsey:

And so fast forward to working with Harlan and I'm like Harlan, I. I really like EOS and I think I could be good at it. And he goes, not everybody can, but he goes, Bob, you would be a great OS implementer because of your story, your history, and just the fact that you can have hard conversations, which Matt, you, you know, led the way on that by having hard conversations with us. And that's really what allows a company operating on EOS or any business to succeed, is their willingness to have the hard conversation. And so.

Matt Haney:

for a second'cause I think I wanna make sure I set this timeline of events out, or not say the timeline, but the cadence. Bob, runs multi-generational business, uh, in the, in the jewelry space, and then moves forward and finds ZOS and then finds me and we do fractional integrator work and we love it. And then Bob says, oh my gosh, I really want to be in EOS more. Bob turns part-time EOS implementer. gone from the, the, the best of stories and didn't know EOS to fully committed into it. And from what I remember you telling me, and you and I have caught up a couple times since I stopped working with you, but what I remember is you telling me that it's given you a whole nother dimension, another sense, another purpose, another, another. Thing to, to draw your, your North Star to. So you've got a couple clients you're working with on the implementer side, or what does it look like? What's that process been like over the last year or? It's been a year, right?

Bob Woolsey:

It's actually been two years and it was our, our, our spring peer group of jeweler. Meeting, um, two years ago that we always set kind of big, hairy, audacious goals. And I, I told the group, I said, I think I'm gonna become an ES implementer, to which they said, you'd be great by the next meeting, you better be one. And so the next meeting in the fall, I've gone through bootcamp. I was one and one of our, one of the people in our groups caught me at a weak moment and said, will you fly out to our community? And I said, I would never. Be an EOS implementer for anyone except companies in Peoria, because I have another business. And she, she was, very good, motivational force to be my first client. So my, I have a client that's actually out in Colorado that I work with, and,

Matt Haney:

And are they in the jewelry business? Do

Bob Woolsey:

they are, yeah. And so

Matt Haney:

Is it multi-generational?

Bob Woolsey:

they do, yes.

Matt Haney:

See, I'm telling you, you have your, you've got your niche. You are a

Bob Woolsey:

Well, my.

Matt Haney:

EOS implementer in the jewelry space.

Bob Woolsey:

Well, my niche I would say outside of jewelry,'cause I do not want to travel anymore, is to work with multi-generational family businesses. And I always say that they're either the type that the blood is spilling or the blood's about to spill. Not saying the clients I work with, that's the case, but the messier the family the better. And, and what I've found is. Every family business is messy.

Matt Haney:

Yeah,

Bob Woolsey:

Every family business has challenges that exist and really every business is a family business. I mean, Anheuser-Busch family business, Coors family business, even though they're publicly traded. So, I have found great joy in working with and assisting family businesses. I have currently three. Clients that I'm serving and then I'm getting ready to start down. I'm actually starting down the path with a not-for-profit. So my model is, you know, three to four actual, you know, for-profit businesses. And I always want to have a not-for-profit because what I've found is when you get the VTO put together for a not, not-for-profit, the board meetings and just the cadence of moving the organization forward. is so wonderful and a not-for-profit that I was on the board. That was the first not-for-profit. I worked with the first board meeting that we shared the data and the VTO and everything in 90 IO the board was like, well that's awesome because so much of being on a not-for-profit board is like, you know, they can present financials, they can present their vision and all that, and it's just so kind of messy, but.

Matt Haney:

we're trying to solve here? Like what do we need to do to get us to the next step, and how do we leverage this group of people to help us get there?

Bob Woolsey:

And really, like the board of directors is a board of directors and the executive director is running an organization slash business. And if they can get on that EOS cadence, um, it's just, it's amazing how things can move forward. So, yeah, my second not-for-profit. I've started with, and we have our vision building days coming up in May. Super excited. It's a, it's Big Brothers Big Sisters, which, um.

Matt Haney:

That's a national organization. That's awesome.

Bob Woolsey:

Yeah, it's,

Matt Haney:

how many organizations do they have around the country? Any idea?

Bob Woolsey:

I have no idea, but Big Brothers Big Sisters. The one I'm working with is just the Heart of Illinois one, which I was on their board and I was a Big brother, which was a life changing experience. I challenge everybody if you want to be a part of the solution, become a mentor, take care of one kid, which evolves into taking care of one family, which can really change one community in a way that you may never realize than it does more for. The mentor a lot of times and their family than it does for the mentee. So shout out to.

Matt Haney:

cool.

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:

okay, now the fun, hard questions. and you and I have managed people our whole career. I want to know, and you think about this because it's a tricky answer, and, and you can. You can reserve the right to change your answer, but what's the hardest thing in your mind about managing people?

Bob Woolsey:

The hardest thing about managing people no different than raising children are every human being is perfectly imperfect. And every human being comes to their place of work with a wiring that started at birth. And so the more people, the more wirings, the more complicated and complex the system, and which is why I love, you know, structure first. in the EOS model because everybody who has different internal wiring tends to function better if there's a structure in place that they can all see and understand how they fit in it, no matter how they're wired. The other piece that I will say is core values is something that a lot of companies talk about, but rarely, unless they're working within the EOS structure, utilize it for hiring, firing, coaching, building that culture. And so that is the piece where right person, right seat is huge when it comes to, you know, if it's just not a core values fit, then the individual's not enjoying themselves. And through the interview process, you can really tell if they are, and instead of trying to convince yourself, instead of trying to convince yourself that this is the, you know, right seat. They definitely are the, the best person I've ever seen in this position. But there's just something about'em. It's like, yeah, well they're not the right person'cause they're not a core values fit. So I will say the biggest challenge when it comes to managing people is that people are just all different. And if they can all be put into one structure, one system with one set of core values, it makes things run so much smoother.

Matt Haney:

Absolutely, and I see that. I see that often, which you said something that I want to kind of jump back on that. You know, you said it a couple different ways and, and I'm gonna repeat what I heard, which is, you know, using EOS or a structured system allows for people to see their place and, and go to a point or a location or something that says, here's where I should be. here's my place, right? And. What I find that EOS brings me and the people that I work with is the opportunity to have the conversation to ensure that, Bob, you are in the right seat. You are doing the right things. We're going to talk about what needs, you know, and you have a home, you have a purpose. You have a place not just swirling around and figuring it out. And you, you mentioned that in your, in your nonprofit work, working with the board that they can have, you know, visibility and, understanding of what priorities are and, and. You know, the accountability chart that we use so often helps people see, you know, the visual representation of what their day-to-day responsibilities are and the expectations that are for them. And I always find these tools help us point back towards, a, a central hub, if you will. So I love, I love that.

Bob Woolsey:

The other thing that I just need to put in here is communication. Is one of the biggest challenges that we all have. And when you have, and I just had a meeting yesterday about it, that when the accountability chart is explained to someone who's having back channel communication with people that they shouldn't, which is more gossip and not productive conversation, it was a very easy conversation to pull out the accountability chart and say, this is where you function. Now, I'm not saying that this person's your boss and that's why you have to do this, this structured way. It's more. Now we have a leadership team level 10 every week that if you have a concern about what's going on, talk to the person that is in charge of the box that you're under

Matt Haney:

Mm-hmm.

Bob Woolsey:

and they will bring it to the leadership team. And it gives it a real clear path to where the communication should occur. And when you do that, it just eliminates a lot of that back channel stuff that is like, this isn't productive communication. So that's the other piece.

Matt Haney:

I always say, Bob, that sounds like an issue for the issues list. Um, I think, I think that topic you're talking about right now should go to the issues list. I'm gonna take it, I'm gonna go back to the issues list. I'm gonna add it on there, and then we're gonna come back to you with our thoughts and concerns. And it's, it's, it's, for me, it's a great way to diffuse some of that, that chatter behind the scenes is, I think we should add that to the issues list. I think we should add it. I think it should get added there. Add it up. okay. This is a, a, a loaded question off the cuff here, but what do you, you're, you're taking in your implementer, bus, you know, business to the next step. Like, what does success look like for you there? I mean, you're obviously incredibly successful in a multi-generational business, which is awesome, and you've taken this new journey, but what does success look like?

Bob Woolsey:

Success looks like to me, is taking whatever family businesses that I have the pleasure of working with and the one not-for-profit at a time, um, to get them within 24 to 48 months able to self implement and. You know, with me being kind of possibly leading their annual or, you know, touching base here and there and really getting them to the point where they have the right people in the right seats. They have an integrator that's effectively directing the company. The visionary has the freedom that they need to do what they do, and at the end of the day, they're operating within the EOS model, the processes, the structure, and there's this sense of peace and this sense of balance and this sense of. If, if I went to the visionary's spouse and said, how is said visionary doing compared to three years ago? And they were like, you know what? Our relationship's better, family's better. There's just a certain sense of balance and peace that would be success to me. So it's not the number of companies I'm implementing, it's it's, it's not financial. It's, it's more of a ministry of sorts. That with what Yeah, and with what I went through growing up. That sucks. Like losing a family member because of business and stuff, relating to business is so stupid, but family businesses kill people. I hate to say it, but it's like they really do. And I remember a mentor of mine, I said that to him was, we were walking out of a meeting, my wife and I, and he's like, I'm going to remember that because that's powerful. And I said, it's because it's true. And there's so many families, like there's family I know in town that won't even go to. Each other's like they're brothers and they won't even go to each other's family's funerals or weddings, and it's like, it's just a fricking business.

Matt Haney:

it is. It is. And there's enough opportunity for all of us if we're doing it right, doing it well, One other question. As you, as you jump into these multi-generational family businesses, are you, you using your, you know, experience and, and demeanor and take to, to like, develop relationships with, uh, you know. Well, I dunno what they call it, but in your generation it'd be fourth gen, right? Um, your son's generation. Are you, are you using your experience to go talk to these next generation and say, Hey, I've been there, I am here. You know, here's some ways you communicate perhaps, or here's like, how, what's your relationship in these? Are you, are you just of aligned? You know, obviously your leadership team has, could have three generations on it, I'm guessing in some of these different businesses. Where do you really. Or, or do you, is there a sweet spot for you where you're most comfortable, you know, advising those folks?

Bob Woolsey:

I consider myself to still be young, so I always like to relate to the generation coming in and letting them know that, you know, I did this, you know, 30 years ago, and the same things are true. We come in thinking we know everything and. You know, I actually just had a conversation with my son before coming in here on this, and, a gentleman that works with us who came into his family business and now he's in his sixties working in our family business, you know, and his guidance to, you know, my son was basically just remember, you know, the eyes are always on, on you and, and do as best as you can to not give anybody. Justification for saying you are treated differently and you get to act differently because you are in the family.

Matt Haney:

Yeah, and it's the, you know, you mentioned earlier about your football interests. Oh, that's the coach's kid. Yeah, well you're supposed, most coaches' kids are ridden harder than any other kid on the team because there, there is that expectation that because you're, you're gonna get preferential treatment'cause you're the coach's kid or the owner's, owner's child. That's, but it's tough, man. I, I mean, having been in your business, uh, for a while and seen it happens, and I'm sure it's the same in every business, which is you're looked at on, you know, unfortunately, as the. The next person in line. And therefore the expectations for you amongst everyone is, is challenging, man. It's challenging. okay, one more question. You work a lot'cause I know you, what do you do for fun? I know you like to travel. What else? Tell me. Come on, give it to us. What you sane ish saying ish.

Bob Woolsey:

I would say what keeps me sane is working out, spending time with my family. We love to ski. obviously Peoria isn't the most, mountainous region, so we like to go out west. I do enjoy golfing. I like the competitive side to it. I don't take myself too seriously on the golf course. I do work with, and implement for a company of a guy that I golf with quite a bit. So it's fun to be an implementer and also, you know, have that personal relationship. I love to mow, like the grass is starting to get green and there's something about the,

Matt Haney:

You guys are getting the good weather

Bob Woolsey:

the A, the A DHD, instant gratification of actually mowing. And in 30 minutes, everything just smelling better and looking good.

Matt Haney:

you go mow, or you just do it like you just, what do you ride in a mower? Give us, tell us the mowing setup. What's the

Bob Woolsey:

No, at my house I push mow and actually at the store, we mow the grass out here and I love the, even though it doesn't look like there's a lot of grass, but it's a, you know, it's a 10,000 square foot center on an acre. It's, those long passes are really nice and it's just kind of fun. And I, I remember, I, yeah, I remember being on spring break. And we were staying with a friend of ours, family's in Golden and one of the CO's sons was actually out mowing his own yard. And I thought that was super cool.

Matt Haney:

That's awesome. So do you listen to headphones? I mean, are you listening to music or are you just, just zoned out just following the stripes? What's

Bob Woolsey:

I listen, I listen to music and my playlist is rather,

Matt Haney:

the playlist the last time? You cut the graphs? Come on.

Bob Woolsey:

um, my playlist will include. Country. Jimmy Buffet,

Matt Haney:

Yes.

Bob Woolsey:

like Led Zeppelin, greatest Showman Pink. Um, there, there's, there's metal, there's Juice Wrl. I think he's one of the greatest sad that he died too young. Extremely talented. I don't know if you'd call'em RB or rap, as I find music that I like, Shazi is a good one. Um. There's just a lot of, like, I am, there's not a, I don't, there's not a genre of music that's not on there. Probably like the hard thrashing, metal ska type stuff

Matt Haney:

much. Yeah.

Bob Woolsey:

doesn't work.

Matt Haney:

apple Music? What's your thing?

Bob Woolsey:

No, I just have my own playlist that I I add, I add to, and it's, you know, somewhat interesting to some, but others maybe not.

Matt Haney:

I have to tell you a quick funny story and before we hop off, but this morning I was taking my daughter to school. She's nine and son of a sailor came on'cause I love Jimmy as well. And, and I was, telling her about the song and then the story of the song and, and that he passed away of skin cancer, melanoma that,'cause I had just gotten something taken off from my daughter. Just all this opportunity to teach. She said, dad is his name really? Jimmy Buffet? And I said, it's actually not Jimmy Buffet. It's actually Jimmy Buffet. She's like, are you sure that looks like Buffet? You know, like Buffet at the hotel where you go to? I was like, no, sweetie, Jimmy Buffet. And uh, so I laughed. I was like, Jimmy Buffet. She's funny.

Bob Woolsey:

Julia, who's our, uh, financial person here at Jones Brothers calls him the dude. She goes, is that the dude? And I'm like, yeah. He, he was the dude.

Matt Haney:

He was the dude. He was absolutely the dude. Well, hey, I can't thank you enough for your time. It's always great to see you and I really enjoyed the time we get to spend together. And as I, I always say, I want to do it more. I want to see you more and, I love chatting with you. You always bring such good energy, so thank you for

Bob Woolsey:

So I have two quick things for you. Number one, I. You grateful for today, Matt, because that's how I.

Matt Haney:

I have to tell you, I have been building a house for the last two years, and I moved in yesterday. I am absolutely giddy. I feel so incredibly grateful and fortunate and blessed to like start, have the ap, the ability to do this, but also to just like, like closure on this project and you know me, so I'm like tinkering with shit and I'm just like trying to figure it out. But you know, someone called me and they're like, how was moving? I'm sure it was so stressful. Are you? And I'm like. couldn't be happier. Like, I'm so grateful for this opportunity. Yeah, my shit's everywhere. I put my underwear on. It was in a paper sack this morning. But I don't care. I'm so happy. So I'm grateful for this home that I have, and the ability to build it. So that's a great question.

Bob Woolsey:

Man, I'm grateful, for you and the leadership you gave us with EOS and, uh, you know, you're a part of the nudge and challenge like Harlan and others that said, you know, become an implementer. And now my second question is, and we can, we don't have to answer it now, but I think it's good for everybody that's watching is, and I read this article years ago and it's. Would you choose Jimmy Buffett or Warren Buffett's life if you had a choice of one? And so I think that's a good place to leave it because leaving people with a question that thinks, Hmm, whose life would I, would I rather be the Oracle of Omaha that still drives a Buick and lives in a house that he is always lived in? Or, you know, Jimmy Buffet who traveled the world and sang about beaches.

Matt Haney:

I'm not gonna let this linger, but I would absolutely choose Jimmy Buffett because I wouldn't like to have gone out the way he did. But I do admire his creativity. I mean, Warren Buffett equally is creative just on the other end of the spectrum. but I'm, I would absolutely say Jimmy Buffett. Um, I love to fish. I love to be outside. I wish I could walk around in flip flops and play guitar and, um, but I wanna Hold on. Don't leave, hold on. Look, you know what I'm gonna get. Do you know

Bob Woolsey:

What.

Matt Haney:

up?

Bob Woolsey:

What? Ah, yes. Great book.

Matt Haney:

you know who gave me this book?

Bob Woolsey:

Hmm. I'm not sure that would be me.

Matt Haney:

That would be you 19 23. I read it all the time. I highlight, I share, and then I've also added this to it, the Daily stoic. Do you know this one?

Bob Woolsey:

I don't, but if you wanted to, uh, return the favor, send one.

Matt Haney:

I might, I might return the favor. I might have to, you know, sit I, I, I'm going to, but I want you to know I. I, I, I take it seriously and I really appreciate it and, cherish my friendship with you. So thank you so much for your time, sir, and thanks for joining us on the Scalability Code.

Bob Woolsey:

Peace, my brother.

Matt Haney:

Talk to you friend.

Thank you for listening to The Scalability Code. If you made it this far, please follow the show on Apple, Spotify, YouTube, or wherever you get your podcasts. Let's get out of the sh*t show together. We'll see you next time on The Scalability Code.