The Scalability Code

Blueprints for Business Leaders: Foundations for Entrepreneurial Success With Amy Morin

• Matt Haney • Season 1 • Episode 15

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In this episode of The Scalability Code, host Matt Haney talks to Amy Morin, a seasoned EOS Implementer with a rich entrepreneurial background. Amy shares her journey from co-founding a successful construction company in Maine to running a fly fishing resort in Montana before finding her passion in EOS Implementation. Listen as they discuss the challenges of managing people, navigating business transitions, and the importance of structured processes. Amy also provides insights into her outdoor adventures and the balance between work and personal fulfillment. Tune in for actionable advice on scaling businesses, overcoming people issues, and achieving your entrepreneurial dreams. Subscribe and stay tuned for more inspiring stories and expert commentary.

CHAPTERS:
00:00 Introduction
01:09 Backstory
05:01 How Did You Get into the EOS World?
06:24 The Construction and Service Industries
08:20 Biggest Challenges as an Implentator
11:08 The A ccountability Chart
12:41 Common Themes in Management
15:35 What Happens When the Visionary is Out of Town
17:41 How Clear Roles Facilitate Success
23:49 Personal Interests
26:37 Business can be Like a Marriage

Connect with Amy on LinkedIn: https://www.linkedin.com/in/amymorin/
Visit Amy's Webpage: https://www.eosworldwide.com/amy-morin

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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 everyone. Thanks for joining us on the Scalability Code. I'm your host, Matt Haney. Today we're joined with Amy Morin. Amy is a fabulous, fantastic EOS implementer based out of, uh, the Arizona area, way of Main, a New Hampshire. But Amy, thanks for joining us today on the Scalability Code. I'm looking forward to chatting with you.

Amy Morin:

Oh, hey Matt. Thanks for inviting me. Uh, I know it's taken us a while to get together on this, but it's, I, I tell you, being with you for the last 10 minutes, it's worth the wait.

Matt Haney:

I'm really looking forward to, uh, to chatting. So as I always do, let's kick this off by learning a little bit about you, your business, how you got to EOS, how you become an implementer, and again, I think going back as far as you want to go helps people understand, just what you can do with your dreams. So,

Amy Morin:

Sure.

Matt Haney:

a little backstory.

Amy Morin:

Yeah, so I am probably the perfect example of scalability, right? Where, uh, many years ago co-founded a construction company with my husband. And, uh, we grew that, from zero to 40 million and owned that company 22 years. Yeah, thanks.

Matt Haney:

were you guys, what space were you general contracting in commercial or doing residential.

Amy Morin:

commercial. We were commercial contractors. Southern Maine.

Matt Haney:

love it.

Amy Morin:

Yep. Yeah. Grocery stores, drug stores, uh, private academies, auto zones, All that commercial space.

Matt Haney:

that's fantastic. and a very difficult place to be a general contractor. the summers are absolutely incredible up there, but I know the winners are incredible but also very difficult. that must have had some challenges from getting good labor to dealing with, pretty harsh conditions, building stuff outdoors.

Amy Morin:

Absolutely. Yeah. Winter conditions are real.

Matt Haney:

And labor. It's hard to get good labor. I had a, a client, I actually had a client, a prospect who's a general contractor up in, uh, New York, upper New New York state, and man, he was telling me some of the challenges of getting good labor. Just having people to come perform the trades is, very difficult these days.

Amy Morin:

Yeah,

Matt Haney:

like when you guys

Amy Morin:

you know, we were really lucky. We, a, at the height of our, time that we owned it, we had 55 employees and, uh, most of them. Had been with us pretty much from the beginning it was just a gr a great run. It really was a great run.

Matt Haney:

great. Great leadership.

Amy Morin:

Yeah,

Matt Haney:

and your husband were running that company and did

Amy Morin:

yeah,

Matt Haney:

end up selling the company? Did you decide to sort of wind down after a good run or what was the, what was the transition from general contracting to EOSI.

Amy Morin:

yeah. So I, we did sell,

Matt Haney:

Good for you. And to a regional partner. Private equity, sort of what would that.

Amy Morin:

we sold it to a strategic partner.

Matt Haney:

That's

Amy Morin:

Yeah.

Matt Haney:

And did you guys get to hang on for a little bit during the transition or was it like, take our pipeline, take our backlog, let's go.

Amy Morin:

Yeah, we, we said, thank you very much.

Matt Haney:

Good for

Amy Morin:

Now we're gonna go to Kentucky and be ranchers. Yeah,

Matt Haney:

for you. Okay.

Amy Morin:

yeah.

Matt Haney:

now you gave me a tipt and you went to Kentucky after that and ended up in Arizona. What brought you to Kentucky and what was that?

Amy Morin:

I was riding horses at the time, and so Kentucky, if you've ever been around, uh, Kentucky at all, it is horse country and it is a fact. I mean, it was the best place to ride, had the time of my life but then got the itch to become an entrepreneur again, right? I mean, when it's in your blood you just kind of keep following that.

Matt Haney:

can run, but you can't hide from that itch. I've seen it so many, so many times I'm gonna

Amy Morin:

Yeah,

Matt Haney:

No, you didn't retire. You just, you got busy.

Amy Morin:

exactly. Yeah.

Matt Haney:

and you got, and you founded your practice and that sort of,

Amy Morin:

not, not quite yet. Not quite yet. We, uh, we purchased a fly fishing resort in Montana. was uh, the next entrepreneurial journey. Uh, yeah, so that was a turnaround business. So we didn't start that from scratch. It had been, around for 30 years. And, uh, you know how we as EOS implementers and in the EOS community go in and really help companies get this clear vision and alignment on that vision. This company was for sale because it was so misaligned on the vision and where they wanted to take the company to the point, Matt, that they got into a gunfight. I mean, this was a true western story here.

Matt Haney:

where, where was this what, what town and how far rural.

Amy Morin:

yeah. Fort Smith, Montana, which is an hour and a half southeast of Billings, Montana.

Matt Haney:

Wow.

Amy Morin:

rural

Matt Haney:

They did not literally shoot at each other. Are you telling me they did?

Amy Morin:

No, they did. I'm not kidding. Truth.

Matt Haney:

That's one way to

Amy Morin:

Yeah.

Matt Haney:

an argument. That's so funny. hope everyone survived.

Amy Morin:

They did. They did totally fine.

Matt Haney:

So then how did you get into the EOS world

Amy Morin:

Yeah, I was not running these companies on EOS, so I've been an implementer for five years and it was after selling the fly fishing resort is when I found EOS. It was actually in that transition, if we didn't have somebody lined up to buy the fly fishing resort, I would've run it on EOS'cause I was right at the time when EOS came into my life and I thought, wow, this would be awesome to run this company on. We were for sale and it just didn't seem to make any sense. To start running on EOS six months in, you know,

Matt Haney:

Yes. That makes perfect sense. What's the name of the resort? I'm a huge fly fisherman. You don't know this

Amy Morin:

oh, you are? I didn't,

Matt Haney:

Bozeman, next weekend to fish. Uh, the Yellowstone. I'm a huge

Amy Morin:

Yeah. Very nice. Yeah. Cottonwood Camp.

Matt Haney:

Cottonwood camp. All right. I'm, is it still around? They still doing it?

Amy Morin:

Oh yeah. Yep,

Matt Haney:

That's fabulous. Well, I absolutely love the west and I love fishing. Okay, so, now you're five years into this practice. and are your clients tend to be in, uh, first of all, my niche or specialty happens to be construction and trades as well. I love

Amy Morin:

Yeah.

Matt Haney:

So are you, do you find yourself working with that particular client base or are there a variety of different clients? I'm, I know everybody is, a target in eo s, which is fabulous, but. I'd love to know if you've been able to niche into some of the things that have your, your background and your experience.

Amy Morin:

I do tend to gravitate towards the construction and the service industry for sure. However, that's not exclusive. I seem to have clients in all different industries, which I, I do enjoy. Because I just like the different kinds of businesses.

Matt Haney:

Absolutely. I, one of the best things about being a fraction integrator that I've enjoyed, like you said, is getting to work with all different types of people, different types of leadership teams, blue collar, white collar, all the colors. but it's great to, to see the variety of businesses and the applicability of EOS and structure and framework, and especially those. Entrepreneurial driven businesses where there doesn't tend to be a second in command. we plug right in there and, and find ourselves aligning alongside the COO, founder, visionary, whatnot, and the construction services business. those businesses. I think the, the pendulum swings so hard so quickly when you give a little bit of structure, they see a ton of value. So I, I love, I love that. so are your clients all over the us do you tend, do you do any virtual sessions or is everything in person in Arizona.

Amy Morin:

both, yep. They're all over the US and I do some virtual and some in person. Yep. Yeah.

Matt Haney:

I've got a few questions. I ping your and, Take a second to, and these are all always one of the, the fun parts about what we do. What ends up happening with most of my EOSI podcast is that the OSI will go back and look into the most recent session they've had, and they tend to, bring up subject matter around their most recent session, which is fabulous. but I would encourage you to think back a little through some of the other clients or some of the businesses experiences that you've had along the way. to just recall an example or scenario. And I'll do the same. I'll jump in and interject on some of these questions and give you some background. one of the first things that, is a very vague open-ended question, but it's, like trying to come up and recall a story or two about what, what are some of the biggest challenges that you've seen in this session room or that you've helped navigate clients around.

Amy Morin:

Yeah.

Matt Haney:

to let your brain start thinking about what that looks like. One of the biggest challenges that I had with a client was post COVID. We were coming out of of COVID. They're a furniture distribution business, selling furniture into office buildings. You can imagine their business took a huge decline during COVID, and the biggest challenge that they had to do was that they had to reorganize and restructure a 35 person sales team. Down to a really core operating services business that had just the right amount of salespeople, which required us to, you know, do an RIF or R reduction of workforce. And it was incredibly challenging and complicated for everyone involved because you're going through the

Amy Morin:

Yeah.

Matt Haney:

of letting people go during a really tough time and altering their lives. So that, that always sticks with me as an example that I tell folks because. big challenges could be growth, big challenges could be recession, et cetera.

Amy Morin:

When you were talking about that, right, it's not just about, dealing with the business side. It's the emotional and personal side, that is what kind of came to me is. Oftentimes, when I'm working with companies, what you see is that they really know the decision that they need to make yet it's hard to make because it's a people issue, right? Nobody has ever any struggle making a, a change with a process issue or a system issue, right? Those are pretty hard and fast, but people issues are really challenging and I see it. As early as today or as recent as today during a checkin call with a client. But as far back as, you know, why do people need, want EOS implementers to help facilitate, because we help facilitate those really challenging, difficult conversations that pretty much happen in every session,

Matt Haney:

That's exactly right? They certainly happen all the time. Is there anything that, sticks out that became a. real big challenge for you, our client that you guys were able to help navigate

Amy Morin:

yeah, Similar to what you mentioned in the furniture industry is I've got a really large construction company that I'm working with, 19 offices. They're in five states and they have just gotten hammered over COVID, It was supply chain issues. Then it became, you know, having trouble getting lumber. then mortgage interest rates went up. And so they're a home builder. helping them navigate and. Really scaled back'cause they've needed to, their volume isn't there. Their volume is basically half of what it used to be. So we too have scaled back, scaled that accountability chart and also worked on let's create better foundation. So now you're ready to scale back up, but scale up looking differently.

Matt Haney:

Right. It's absolutely, absolutely true. It, you mentioned my, one of my favorite buzzwords. and I say it's a buzzword because it always my mind the minute my body visceral reaction to the term accountability chart because it's definitely my top five EOS tool. but it might be my top two or top three. always the, that I gravitate towards the most. I find it being the, easiest way to discuss a people problem because I immediately look at it on the software platform, whatever we're using with the core, responsibilities and, and roles. And it's very clear if someone's either not delivering on that, need or they are. So, you know, I prefer the accountability chart quite often. As a tool. So, um,

Amy Morin:

I think it's a misdiagnosed tool, if I could use that term. Right? People are like, it's just my org structure and I'm like, it's so much more than your org structure to your point. it's a great way to make decisions. All kinds of decisions, right? Do we have the right structure to grow? Oh, do we have the right people in the right seats? Yes, but also, how can we become more efficient? Using this accountability structure, right? Oh, therefore, we more drops down to the bottom line for us. Right? I mean, it's just, it's all of the things is the people issue is the process issue. it's a great tool to use it's scale up, scale down many, many different facets. It's,

Matt Haney:

That's exactly right. what do, what do you think that these are one of the things I always ask folks because it's, uh, it's a, it's a bit of a loaded question, but I also think that, it's something worth chatting through. You know, you've managed people your whole career, right? You've owned businesses. You've bought businesses and sold businesses, managed people every day. You deal with entrepreneurs that are managing people every day. Are there any common themes that you see or have seen when it comes to managing people and sort of what are the key challenges or wisdom that you've taken away from all the things you've been involved in over the years?

Amy Morin:

I think it's a misnomer that people think that they can manage people, We can't manage people. We manage systems, we manage processes. we manage structure. We don't manage people. Right. It's our job as leaders to actually create an environment where the outcome is accountability, right? And we do that through how we lead and how we manage. But it's so individual, right? You've got a group of people where you've got to give them autonomy, without micromanaging, create systems, processes around accountability. Also core values leads into that, right? If you've got a company that has a core values of we're always gonna grow or die, well, let's make sure that everybody's actually displaying that, which means that they should be growing in their seat you know, I mean, all of this again, goes together and, um. So stop thinking that managing people is what you need to do. Manage the process and the systems, and have conversations with people and lead.

Matt Haney:

that's, that's so true. I, I haven't, I haven't ever thought of it that way. That now that you say it, it makes perfect sense because it's like. You know, oh, we gotta manage. We gotta manage, we gotta manage. It's like, I think for me, you know, your, your system reference makes me think about, just communicate. I think 90% of management, as you, as we say, management problems

Amy Morin:

Yeah.

Matt Haney:

a lack of communication or frankly, sometimes over communicating. I think there's

Amy Morin:

Yep.

Matt Haney:

a time that fine line of whether or not we're, you know, sharing the vision and looking at the, you know.

Amy Morin:

Yeah.

Matt Haney:

TO and showing them what the goal is. it's easy to not communicate enough. It's also very easy to micromanage through communication.

Amy Morin:

Yep.

Matt Haney:

um, this reminds me of a, of a story where, this is one of my favorite things, you know, being a fractional integrator. We're in, know, I've been in 20, almost 20 different businesses as a fractional integrator, and I, and I love it. But one of my favorite things to witness is when the, the visionary's on vacation. It's a great, great thing to see because I've obviously established rapport with the leadership team

Amy Morin:

Yeah.

Matt Haney:

facilitating L tens and doing one-on-ones and working on accountability chart, all the stuff, right? So, uh, when the, when the visionary goes on vacation, dynamic drastically changes. You know, the boss is out

Amy Morin:

Yeah.

Matt Haney:

and, and what I see is that. People aren't fielding from the

Amy Morin:

Yeah.

Matt Haney:

when he or she's out of town. They get to focus on what they need to focus on, and they're not, being reactive or receiving a list of things to do and, I've seen it a few different times. Not every time, because, you know, visionaries have a, a totally different way of, of communicating and managing people. No one, no two ways are the same. but in this particular instance, the leadership team was like, it's been kind of nice, you know, we're not catching instant messages from everybody. We're not. You know, reading notifications for, to-dos. So I always do that interview and I, and, and I go back with the information, obviously, you know, anonymized, so I'm not sharing what so and so said about so and so, but it's like, hey, the, the theme was that, They didn't have to field a bunch of communications from you all week, so it was great. It was a good week, and then they immediately get upset. I'm like, no, no, don't get upset. What I'm telling you is your team can be effective with less communication. Let's focus on using the platform the way the platform's been used. We

Amy Morin:

Yep.

Matt Haney:

people use ES one, et cetera, et cetera,

Amy Morin:

Yep.

Matt Haney:

but focusing on not blowing people's email up and blowing up people's instant message or slack or team's message or whatever. When you have a fleeting thought or you need something immediately rather. for a little bit. Think about if it's truly an issue that you need to discuss in that moment, or if it can be brought to the IDS session during the well 10, and just letting people have their time and not over communicating with them. I don't know if you've

Amy Morin:

Yeah.

Matt Haney:

in circumstances like that. I,

Amy Morin:

Oh, for sure. And, and even myself, right. I'm a classic visionary, right? Right. I own these companies and yes, I I, Matt, need to practice taking a deep breath for the same thing.'cause I wanna just bring all this stuff constantly.

Matt Haney:

Yep. It's

Amy Morin:

You see it all the time.

Matt Haney:

to vomit those needs. and I'm guilty too, so I'm not sitting here, uh, throwing stones rather saying, if we continue to say it out loud and realize that it's okay to not share something in the moment, at that moment because it was the need that popped into our head most times it'll help somebody on the other end.

Amy Morin:

Yeah, and, and I see the difference in companies that have, um. A visionary sitting in the integrator seat versus companies that have clearly a visionary and an integrator. Right.

Matt Haney:

Ooh, tell me about it.

Amy Morin:

Well, I mean, they really do get further faster because of what you just said. Right. You don't have all that distraction and that integrator really helps to buffer the visionary, not only from the rest of the team, but almost from themselves.

Matt Haney:

Yep, that's exactly right. I love it.

Amy Morin:

Yeah. Yeah.

Matt Haney:

from themselves. So in that scenario, it's funny, let's pick on that for a second.'cause in that scenario, I find that a lot of these visionaries end up feeling, like part of their identity has been taken away when the integrator shows up, everyone wants this integrator. They want someone to come in and take over. But the reality is, is that when a competent. A talented person steps into that seat. The chaos level drops drastically,

Amy Morin:

Yep.

Matt Haney:

most visionaries that I've worked with enjoy operating in that chaotic level. They get the

Amy Morin:

Yep.

Matt Haney:

it, they get endorphins. All of the other things that come from the shit show. As I say, if you've ever, if you've seen my website, you know my, my, my. Terminology is if you're in the shit show or from the shit show, you know, you know exactly what it means. You've been there. but when the integrator steps in and, resolves some of that chaos, these visionaries tend to lose a little bit of identity, and wanna swirl and want to get back in. And I do a lot of coaching between visionaries and integrators, helping them understand what that dynamic is between each other

Amy Morin:

Yep.

Matt Haney:

allowing the visionary to, to, so I repurpose. Reframe that direction and say, Mr. And Ms. Visionary, you should go focus on growth now. You've

Amy Morin:

Yeah.

Matt Haney:

deal with operations for so long. It's

Amy Morin:

Yep.

Matt Haney:

buzzword you've said, it's all you've bitched about. Now you're getting it. Go focus on growth. Fill up the IDS list. Work on that VTO, let's come back and understand all the things that you want to do with this business

Amy Morin:

Yeah.

Matt Haney:

the integrator check'em, pressure, check'em, get'em to the list, see if there are things that want to, that's, that's your job, that's your unique ability.

Amy Morin:

Yeah,

Matt Haney:

I don't know if you've come across anything like that or, or have any examples where you've seen that unlock between the, the dynamic duo.

Amy Morin:

yeah, for sure. I have a client who is just stepped out of the visionary integrator seat. He actually had an integrator, wasn't the right fit. Stepped back in for a year and a half, sat in that seat again. Both seats, visionary and integrator. He now has just stepped away at our last quarterly, uh, has an integrator and, um,

Matt Haney:

Brought in a new integrator, so they had a false that a false start.

Amy Morin:

yeah, they did have a false start, but to your point, he is struggling. it's the same exact thing that you just said. I mean, verbatim. You know, I, I'm getting these check-in calls where he's, he's like, are you really sure that the integrator can do this? I'm like, yes, Randy. It'll be fine. You know?

Matt Haney:

will be fine. And,

Amy Morin:

Yeah.

Matt Haney:

and I always think part of that, and having the business being able to hire integrators. And, you know, I'm working with a client right now who's hiring my replacement, which is so great to be able to say, it's like my job is to hire my

Amy Morin:

Yeah.

Matt Haney:

So when I'm, when I'm doing

Amy Morin:

Yep.

Matt Haney:

I'm coming in and, and I'm, I'm interviewing, I'm onboarding, and I'm, I'm staying on as part of a transition period, and I will almost set up expectations. That the integrator has a dedicated check-in. you know, it, it's like I'm shielding them from the, from the shit show, right? Because know, you've got a visionary leader. You come in the integrator's immediately trying to please and deliver and show value and do all the things that every new employee wants to do. But I'm able to sort of shelter them from it a little bit and say, Hey, let's, let's set up a cadence. Let's set up a rhythm, and make sure that everyone knows what their seat is. And again, back to the back to the accountability chart.

Amy Morin:

Yeah.

Matt Haney:

core roles and responsibilities for each of you. Are we doing each of these? And facilitating that discussion allows for a smooth transition of power, as I say,

Amy Morin:

Yeah.

Matt Haney:

integrator take over and continue to run and, and figure out their own way. Because they gotta go meet every employee. They gotta figure out who's doing what and not doing what. They've gotta establish a credibility. And if it's all under the, um. You know, the, the wing and under the lens or through the lens of the visionary, it's gonna be a drastically different dynamic. And I hate hearing those false starts that you referenced earlier. But it happens. It happens a lot. And we, we tend to come in sometimes after there's been a bad hire. And I love that it's always bad hire. Right Amy? I mean, it's like, oh, they're a bad hire. It's like, well, you effing hired them,

Amy Morin:

Exactly.

Matt Haney:

good job validating or vetting them, or they

Amy Morin:

Yeah.

Matt Haney:

a bad hire. You were the issue.

Amy Morin:

Yeah.

Matt Haney:

it's a mixture of both. Sometimes it's clearly one or the other, but it's like they're a bad hire. It's like, oh

Amy Morin:

Yeah. Or, or, here's, here's the other thing that I see is that they don't wanna hire an integrator from the outside. They wanna promote somebody, so to speak, promote somebody from the inside. And I'm like, why? Why you think that you have a unique business and nobody's knows your business? That's a fallacy too.

Matt Haney:

that's my favorite. Amy, you hit, you hit my, one of my favorite things is I, and I always say this, oh, oh, your business is different.

Amy Morin:

Yeah.

Matt Haney:

it to be like, obnoxious, but I always tell people I'm like the same. Five, five operating, departments are in every

Amy Morin:

Yeah.

Matt Haney:

You've got sales, you've got

Amy Morin:

Yep.

Matt Haney:

you've got hr, you've got finance. and, and you know, there's some maybe, but every business has those same core tenants. You might sell a different widget,

Amy Morin:

Yeah.

Matt Haney:

you might have a construction company or you might have a fly fishing business, but there's still those same core components are in each one of those businesses. your business is different. I know. Well, what extra, what else do you have? Well, no, we still have all those. It's like, okay. And it's still people running those same tenants and same tendencies and,

Amy Morin:

yeah,

Matt Haney:

what's really cool about EOS is that there's, you know, finding people that have, overlap but also just huge differences, uh, is a ton of fun. well, I've got a couple more questions and then I'll, and then we'll, uh, we'll wrap up. But I'd love to know what you do outside of your EOS life, because it sounds like you're indoors and outdoors and traveling and doing a lot of things. So give us an example of some of the things that you like to do when you're not sitting with a whiteboard and a, and a marker in your hand.

Amy Morin:

Yeah. Um, so I am definitely an outdoors avid, uh, outdoors person. So, um, uh, hike bike, my husband and I are huge cyclist. Um. So we're cycling, cycling across Vermont right now, which is really cool. Yeah.

Matt Haney:

or you're about to start, or what's the story?

Amy Morin:

Uh, we're doing different legs, so we've done a couple of 32 mile legs.

Matt Haney:

Wow, that's

Amy Morin:

Which has been super fun.

Matt Haney:

guys go from town to town?

Amy Morin:

Yes. Yeah.

Matt Haney:

That's fabulous. And

Amy Morin:

Yeah. trail bike. So road and or trail or gravel. Yeah,

Matt Haney:

Oh, that's great. And what is

Amy Morin:

yeah,

Matt Haney:

this a public trail system through Vermont or is this

Amy Morin:

it is. it's called the Lamo Valley Rail Trail. So Vermont converted 93 miles of an old rail system into a multi-use trail, and it's phenomenal. The countryside is amazing. Amazing. So that's a big passion. and of course, you know, in the summer when I get to be at our House in Maine, uh, I am paddle boarding and kayaking and picking fresh blueberries, and that's my ideal EOS life. you know, I'm not looking to climb Mount Everest or any crazy thing like that. I just enjoy the outdoors as much as I possibly can.

Matt Haney:

That's so fantastic. and, and I've, taken a note to look up Lamo. Because,

Amy Morin:

Oh good.

Matt Haney:

those things. rail trails are fabulous. We lived in the mountains for of Utah for a while, and I love the converted rail trails because they're wide and there's plenty of space and generally they're compacted and similar consistency that they're maintained.

Amy Morin:

yes.

Matt Haney:

special.

Amy Morin:

Yeah.

Matt Haney:

your husband. You did mention before the call, shout out to you guys 41 years of marriage. That's absolutely

Amy Morin:

Thank you. Thank you.

Matt Haney:

a and a true testament to, work and commitment. My wife and I are almost on year, well, we are not almost, we are on year 18.

Amy Morin:

Nice.

Matt Haney:

I feel like. It's hard to say it out loud, but 18 years of marriage is, um, it's been fabulous and challenging and rewarding and continuing the, uh, the commitment is, it takes work, Amy. It's not easy,

Amy Morin:

does. It does. I know. I know. But here, you know, here's what I say. The grass is greenest where you water it.

Matt Haney:

That's amazing. That's amazing. That's well said. That's very well said. wise thoughts? Well, anything else you wanna let everyone know about, about, uh, challenges or trials or tribulations you've seen or any, parting words of wisdom you'd love to share?

Amy Morin:

you know, like marriage business is a struggle, right? We hit ceilings, we get chaotic, we lose focus, we lose determination. Sometimes we lose motivation. don't get discouraged, right? There's so many people. Matt can help you. I can help you. it's your biggest asset in your portfolio most of the time. So let's knock it outta the park.

Matt Haney:

Yeah. That's awesome. Very well said. and, and I'll, I'll add to that with, it's definitely a marathon, not a sprint

Amy Morin:

Yeah, right.

Matt Haney:

businesses.

Amy Morin:

Yeah.

Matt Haney:

many ups and downs. and people are challenging, but also incredibly rewarding. I always still

Amy Morin:

Mm-hmm.

Matt Haney:

on being a leader and focus on being someone that people wanna work for and work

Amy Morin:

Yeah.

Matt Haney:

work next to, and work alongside and be humble and curious.

Amy Morin:

Yeah,

Matt Haney:

So Amy Morin, thank you so much for joining us in the scalability code. It's been wonderful to get to know you, and I look forward to continuing our EOS journey together and hope that you'll come back and join us soon.

Amy Morin:

I will. Thank you Matt. This has been uh, a pleasure.

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.