Impact Moments

Get Out of Your Own Way — Kevin Stoller (EP. 7)

• Ninety Studios • Episode 7

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0:00 | 29:21

Kevin Stoller built Kay-Twelve into a 16-year school furniture business, but the real turning point came when he sat alone in a conference room, filled out an accountability chart, and realized every single seat had his name in it. In this conversation with Christine Watts and Kris Snyder, Kevin talks about what it took to let go, why finding the right integrator is a journey (not a one-time hire), and how discovering his company's mission in a fourth-grade classroom changed everything. He walked in to deliver furniture and walked out knowing that Kay-Twelve was not about selling stuff. It was about transforming how students learn. That realization led Kevin to start the Education Leaders Organization and build FASCO, a student-centered operating system that brings EOS principles into schools. He also shares the marketing campaign he probably wishes he could take back.

Key topics:

  • The accountability chart moment: every seat had his name in it
  • Finding the mission in a fourth-grade classroom that changed everything
  • Why finding the right integrator is a journey, not a destination
  • Building FASCO: an EOS-style operating system for school districts
  • The morning routine that starts with 50 free throws and a podcast at 5:30 AM

About Kevin Stoller:
Kevin is the founder of Kay-Twelve (KAY-12) and the Education Leaders Organization, where he is building FASCO.
Connect with Kevin: LinkedIn

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Connect with Christine: LinkedIn
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SPEAKER_02

Welcome to Impact Moments. Today we're joined by Kevin Stoller. Kevin is the founder of K-12, a school furniture company, and he started that back in 2009. But what's really interesting is Kevin's story about why and how he founded the company, going into schools and seeing how the right learning environment really impacted the students and the teachers and propelled their mission forward. He's now taken what he's done by starting running on EOS, getting himself out of so many seats, able to actually scale his business and his time so that he started an actual operating system for schools called FASCO, fully aligned student-centered organization. Really interesting podcast, really interesting guy, Kevin, who's a member of Strategic Coach Andy O. There's a lot to dig into. So let's get into it.

SPEAKER_03

All right, welcome to Impact Moments. I'm Christine. I'm Chris. And we are going to be exploring those aha moments with leaders and entrepreneurs. We're so glad to have Kevin here with us today. Thank you for joining us.

SPEAKER_00

Thanks for having me. Kevin, this is gonna be a fun conversation. Like you brought so much energy before you even got started. So I'm looking forward to it. All right. Yeah, I can't wait to see where you want to point this.

SPEAKER_04

Yeah.

SPEAKER_03

Well, yeah, tell us a little bit about you first.

SPEAKER_04

Yeah. Um, well, my background was video production. I thought in college I got to do an opportunity where I did a documentary on Michael Jordan, the commercialization of Michael Jordan. And I thought that's what I was gonna do. Do you mind giving us a year?

SPEAKER_00

Like what year was that?

SPEAKER_04

That was in '99. So at the end of the second three-peat run. Um, and we got to go out to like Nike's headquarters and go to a bunch of the different companies that he was set up with. It was it was awesome. And this was before ESPN was doing the 30 for 30.

SPEAKER_01

Right. Yeah, yeah.

SPEAKER_04

But that was like what I wanted to do. And uh, and I quickly realized um I didn't get to do the projects that I wanted to in video production. So I I went a totally different route after that.

SPEAKER_03

Yeah. So what route? Tell us where you started going after that.

SPEAKER_04

So I I worked for a couple of Fortune 500 companies and figured if I ever wanted to do my own thing, I'd have to learn how to sell. I'm pretty naturally introverted. So um I remember my father-in-law telling me later, he's like, when I heard you were going to like sales, like love you however. Exactly. Yeah. So um, so I I went through, learned a lot, uh, made some good contacts and just learned how organizations work. And but realized if I was going to do something on my own, I need to get out of this Fortune 500 and get into a smaller company. And uh, and that happened. I actually got recruited into a smaller company and brought one of my friends over that I met from previous company and said, Hey, let's learn what they're doing here and let's see if this is something we can break off and do on our own. And and that was the path.

SPEAKER_03

That's awesome. So you broke off on your own with a partner, it sounds like and how long ago was that?

SPEAKER_04

That was in 2009. Oh, I did that. So yeah, and yeah, a little little over 16 years now.

SPEAKER_03

Yeah. And so you ended up finding EOS a few years into running your business.

SPEAKER_04

Yeah. So a couple years into running the business, I had business partner and I um would look at each other and be like, we don't know what we're doing. Yeah. We're like, there's gotta be other people that are in the same one. So we started trying to find out where are there in different business groups, where where can we be around other business owners. And uh, and we got linked up with entrepreneurs organization, EO. EO. Yeah, there you go. And that's I've been a member since, and that's been a big part of my life. Um but that was, yeah, 2012 was when got pulled into EO and EOS was making its round of of trying to um, yeah, trying to explain what it was. And I would say for two years I had probably read traction, heard the story, saw some friends doing it, um and but didn't fully grasp what it really was. And then I had my my aha moment. And what was that? It was in my conference room, sitting there alone. I had a we had a team of six people at the time, and I was reading through it again on the accountability chart, and I started writing it up on the board and had visionary, integrator, sales marketing, ops, finance.

SPEAKER_01

Yeah.

SPEAKER_04

And I'm like, okay, who's actually accountable for each one of these? And it was me, me, me, me, me, me. And that was a moment where I pulled everyone back into the conference room. I'm like, guys, I'm like, if we actually want this to turn into something, like we need to do this. And I was amazed at that moment, people were raising their hands and be like, well, I'll take that one, I'll take that one, I'll take that one. And that really started our whole journey.

SPEAKER_00

And I only laughed because the fact that we hear that all the time. It is so common that that that impact moment where you're sitting there, you're figuring it out, and you're like, I'm in all these seats. There's no way for us to scale, right? Like you can't get there, you can't get from here to there if you're in all those seats.

SPEAKER_04

Yeah, and it it's amazing how much like the pride of the entrepreneur is is of like, I can do all of these things.

SPEAKER_03

And you need me to do all of them. Yeah, we can do that.

SPEAKER_04

And uh, and that was a moment where I'm like, oh man, this is really about me not doing this, about me getting out of the way.

SPEAKER_03

And your team was on board right away, it sounds like they I mean, we went through it together.

SPEAKER_04

Like we we actually self-implemented. So we we read the books together, we did our two-day uh vision meetings, got our core values all together. So it was it was a really cool experience. And what was even better was there were about 25 or 30 other EO companies that we were all doing at the same time.

SPEAKER_00

So you're so you were self-implementing with those other EO companies locally.

SPEAKER_04

Yes, yeah. So we would we would meet up every month or so and just be like, what's working for you, what's not working for you.

SPEAKER_00

So we have a Facebook group that's the EOS Self-Implementers Unite. Right. It's 5,000 5,500 people. That's all and they're all doing it together, right? Which is one of those moments where you're like, yeah, because you need to. Yeah. Yes, you can hire a coach, you should if you can, but otherwise figure it out. Yeah. Something you're just figuring it out.

SPEAKER_04

If we had the resources and I felt more I would have absolutely wanted to hire an implementer at the time, but it was more of like we're a small company struggling trying to figure out our way. Yeah, and luck reaching each other. Yeah. Yeah.

SPEAKER_00

Was pretty much our only option at the time. Well, and it's 90% of the market, by the way. Like like they will say, EOS Worldwide would say, 90% of the market self-implements. So yes. Yes. Yeah. Did what you did. Yeah, it's awesome. Yeah.

SPEAKER_03

So how was it going through that initial phase of self-implementing? You did the accountability chart, it sounds like, and then you really actually ran a whole two-day annual together.

SPEAKER_04

Yeah, we did. Yeah. So we went through it, got our core values. It's really fun looking back at it now, too, and just looking at the evolution of where we had and looking at our VTOs and how they've changed and going through that. Um, but uh our for me, it gave I always say the selfish piece of this is the business, which our business of K-12, it's spelled weird of the K A Y 12 spelled out, is that we were selling school furniture, we were selling stuff. I had zero connection to it. To me, it was literally like like it did not matter what we were doing, and we were trying to sell it online in e-commerce. And when we went through the process, we started actually figuring out what we care about and what our mission was. And it really, to me, is what got me interested in and really growing the business is that we've we found our mission. We found out we were like, this is not about selling stuff. And it it really hit me when I walked into one of the schools uh in the community that I lived, where I, you know, a principal called me and said, like, hey, I have a teacher looking for a bunch of furniture. Can you sell it? And I'm like, sure, we can we can sell it.

SPEAKER_01

Yeah.

SPEAKER_04

And then I came back um three or four weeks after they've been using it, and uh just because it was different type of furniture than what what we normally sold. And I walked into the lobby of the school, and you just felt a certain energy coming from one week at the school. And um, I went to check in, and the principal who I became friends with came out, and I'm like, damn, what what is going on over there? And he just like smiled, had the smirk, and you know, didn't want to tell me. He's like, just follow me. And as we get to the classroom and we're standing at the doorway, I'm watching this teacher just have kids like completely engaged in this like U-shape around her, explaining what they're gonna do for the lesson. And then she like claps like they're breaking a huddle in football. And they get into groups of three or four, they all start talking. You see a couple kids break away when they need to like focus on their own teachers, like doing this dance through the classroom.

SPEAKER_01

Yeah.

SPEAKER_04

Um, at one point she gets everyone's attention and hands it off to, and this was a fourth grade class. A fourth grader just immediately does a presentation for the entire class, like just impromptu. Um, goes back, and then by the end of the lesson, they get back into their U-shape and and recap it. And I turned to Dan, who was the principal. I'm like, holy crap, like I want to do this more. Like, I just knew school of like straight rows, you put your head down and fall asleep, the you know, Ferris Mueller model of school. And um, and that really drove this mission that we brought into our our two-day planning session of like how do we actually make an impact? And that that was really our big turning point.

SPEAKER_03

Wow. How do you feel like the team reacted to that too?

SPEAKER_04

They immediately had energy to it. Like it it went from truly having a job of like this is my job, and I'm just gonna go through the motions to now like being part of something. And um, and it was really cool because like they they truly were like they were building it with me. It wasn't like I was like, this is what we're gonna do. I was getting as much energy from that.

SPEAKER_03

Right. So I'm I'm curious about any of those like more difficult moments along the struggle. Cause this is 11 years ago that you started EOS, right? And so like tell us about kind of like the evolution as you kept going.

SPEAKER_04

Yeah, I I think a lot of entrepreneurs that sit in the visionary seat um have had similar struggles because it's really hard to find the right integrator. Yeah, the number two spot, same way. I mean, we've been I've struggled trying to get that right relationship, the right fit in there, and for the right stage of growth of the company. Right. So that whole idea of GW seeing the roles and really going to it, that's like there's so much to that. Um, you know, when it started out and somebody came into that conference room and picked it, um, you know, she did a great job for what we needed at the time. But as we were growing and as we were evolving, those, you know, the demands and the needs start changing and and uh and as everyone got into their own seat, you start realizing where people are the right fit. So getting getting that um integrator fit is just so important. And I've had a you know a handful of starts and stops uh on that.

SPEAKER_00

Aaron Powell Do you have like one to three things you would say to people who are like in that moment right now trying to do it? You need to try it.

SPEAKER_04

Um I I think the idea that you're gonna find the perfect fit right away is is just get over you you have to do something because the whole idea that you can sit in both seats, and I know a lot of people sit in even more than those two seats. Yeah, you have to start doing it. The whole again, EOS world of delegate and elevate, um that is real. Like you gotta get into your unique ability. And um, you know, and I've struggled of when I've had to sit in both seats. Something has to give. And, you know, and it's yeah, one of those two. I I personally know that I'm a not a good integrator. I can do it if I have to, but it takes so much of my energy. Yeah. That when I find, you know, and right now we have somebody who's sitting there that is just like that's their unique ability. They're so good at it.

SPEAKER_03

It's interesting too that you talked about the phases of growth associated with that too, because I feel like a lot of people go into things thinking this is a forever decision. And if you go into it thinking, what do we need right now? And hopefully that person grows with you. But if not, it's okay. And I know at 90 we leveraged like fractional leaders at a time where it's like we need to grow rapidly, but we can't afford what we like a full-time person at that caliber. So those kind of creative subjects.

SPEAKER_04

We've done that a lot too. Yeah, and we still have a few fractional leaders on the team right now.

SPEAKER_00

I do want to give a shout out to Dan Sullivan. Right. Well, we we sort of talk about unique ability. It's not an EOS thing, that's actually Dan's thing. Oh, yeah. Yeah, it is. But but I think it's true, right? Like I think that's what we're in pursuit of is to find that person who can do the thing they need to do different, special than you could ever do as a visionary.

SPEAKER_04

Yeah.

SPEAKER_00

And I like, and they will do it. And when you find it, you're like, holy cow.

SPEAKER_04

Very much. And you know, strategic coach is something that I've been part of as well, too. Because it it is amazing the crossover that happens in all of these worlds and get in there. But um, but what I love about it is that it's not breaking EOS. No, it's layering things on top of it. Right. Um, that so yeah, we've we just finished a series last year of our leadership team going through 10x is easier than 2x. And it's just because we have the EOS structure, because we have 90 already built into our workflow, it it's so much easier to to take those ideas to a different level.

SPEAKER_03

That's awesome. I'm I'm curious about the other things that you've like layered on with EOS that you found valuable over the last few years.

SPEAKER_04

Sure. Um how yeah, you want me to go into some different different ventures or uh Yeah, let's see. Um so I like I am one of those where like I geek out on EOS. Like I I love it. Like I am so there there's a couple things that I've done, like most of my things, like some fail, some get a little bit, but I've I've I've implemented EOS into the startup mentality. Uh so there's been a few companies that I've started um that EOS was the foundation, um, which I think is pretty rare. Like I feel like most people find EOS, it's because they've struggled in a business. They're they're trying they're in survival mode and they're like, how do I do this?

SPEAKER_00

It's about 10 employees typically. Yeah. Yeah, yeah. Yeah. If you're starting it, that's yeah, a little unusual.

SPEAKER_04

But it's definitely unusual, but it gave so much structure right away that I feel like doesn't, you know, most startups don't have that. Right. Um, so that's really helped. Um, yeah, my brother and I had a podcast company that we that we started using EOS from the beginning. I've actually got it with my son's friends who are seniors in high school, they wanted to start a business. And I'm like, I'm like, guys, I'm like, I will meet with you every week and I'm just gonna teach you this.

SPEAKER_03

So fill out your VTO.

SPEAKER_04

They went through, yeah. Um, we use Culture Index too for you like to figure out where their their profiles are, and we did their accountability chart and got people into into their into their seeds. Um, they started doing their weekly meetings and their scorecards and their rock. So um it that's really fun. But the the one that um that I'm working on right now that is um to me like in alignment with my mission and my passion is that we started another organization called Education Leaders Organization that was meant to be support for school leaders during COVID. Um and what happened is it evolved into these deeper discussions of like, how do you actually run your school? And um and when it came down to it, it was very much like what we hear in the business world. It's kind of by default. It's like whatever was there, that's what they kind of picked up. Um maybe they bring a new tool here and there. Um, so we went through a book study going through the book traction with them, and I'm like, what how does this relate to the school world?

SPEAKER_01

Right.

SPEAKER_04

And um, they came back and they're like, this sounds really interesting, but it's so different from like we're not profit-driven, like everything, all those like key aspects of it were just so dis different that they were like, Well, maybe we can use a scorecard, maybe we'll do kind of our, you know, our L10 weekly meeting in there, and they would take little pieces of it, but it didn't really make sense to them.

SPEAKER_01

Yeah.

SPEAKER_04

And the more we talked about it, and the more that I was talking about it, I actually found a superintendent in uh in Georgia that did implement EOS into his school district, made the modifications, and he became my thought partner and to us basically creating the EOS for school systems, which we call Fasco. So it's the fully aligned student-centered organization. And we know that they're gonna need tools like 90. So that's where we've been teaming up with 90 to build out the structure so that they do have that central alignment hub where they can use these tools and and implement them throughout the organization.

SPEAKER_03

That's awesome. I what's the uptake then from the people that you've been working with, them seeing it and seeing the changes you make? How how has that been?

SPEAKER_04

Yeah, so we're early stages here working with school districts on that. So um, so it a lot of the feedback is uh is still confusion. It's a lot of status quo, this is the way we've always done it. One of the biggest things that um is eye-opening, there there's really two things, but we always start with um with the idea of the accountability component. And in our Fasco system, the whole idea is that you're not profit-driven, you are focused on student. Um, so when we look at what we call our accountability circle, where it's not the superintendent at the top or the school board at the top, it's really we're building an organization around the student. And so that's an eye-opening moment for them to be like, man, like they've gotten so far away from that. Um, they seem like these organizations are so top-down driven that when you flip that mindset, that opens things up. And then the second is where in EOS, you know, you have the scorecard, and we we call them the vitals. It's a lot of the times these schools are getting a lot of data, but it's reactionary data. Um, they may get school, they may get uh test scores at the end of the year, but it is way too late to make any modifications during the school year. So what we look at in the vitals and that what we built out into the 90 system is that we are looking at those lead indicators. What are those things that that they can look at on a weekly basis that we know are gonna have a positive or negative impact, but we just want to catch it as soon as possible.

SPEAKER_00

So many times I've seen a a scorecard someone puts together and they're like it's reporting, it's not leading, right? Like it's still lagging in that moment. And you I'm just trying to imagine the scorecard for a school and go, how is this leading? Right? Because you have to lead in the moment. Otherwise, every week you're in a meet and like, why would you do something different? You have to have something to do different, right? Like let's just get better together and how we do it differently. And if you're just reporting, sure, maybe, right? But you otherwise, like, you gotta get those leading indicators there.

SPEAKER_04

Yeah, and it's a fascinating scene in a school setting because I'm so used to it on the business setting. Like you can look at it, it's similar things, you know, you're gonna want to look at cash or maybe what your sales activity is or some of those leading indicators um on the business side, but on the school side, it is very different. It is things like um or the buses on time. Like we need to be looking at like the routes, like because like what like what are the reasons why? Because the biggest issue is if a if a student doesn't show up, that's where they fall behind. So are they missing assignments or like the times that you know, like they're asked there any type of discipline things that if we can track those early on, maybe we can catch what those issues are early on.

SPEAKER_03

So we're not just looking at that test score at the end and being like, oh great, our school was not up to our standards or well, and it's really nice that you're providing people with this kind of base set of ideas for like, yeah, maybe you would change some things about these KPIs or these measurables, but like this is a good starting point. I feel like a lot of people just can't even get their brain to like go there and even take that first step of thinking about what a leading indicator could be.

SPEAKER_04

Yeah, it's it's hard. Yeah. It it's definitely, I mean, we're all trained, probably looking more at the outcomes, right? Like that's that's yeah, that's where I feel like most people default look at.

SPEAKER_03

Yeah. Well, I'm I'm curious to switch into a few rapid fire questions about you, if that's okay before we wrap up. So I want to know what's something that you do that's not work-related that makes you a better leader.

SPEAKER_04

So my morning routine, I I have kind of a crazy, stupid morning routine. Um, but I swear it is like one of the most important things that I do. Um typically it starts at 5 30 a.m. and I go to a park um in my neighborhood that has a basketball court, and I shoot 50 free throws and I do like four or five sets of those typically in a day, and I track it. Like I have a little Google. Percentage then. Um and uh I've gotten I've gotten pretty good.

SPEAKER_03

I mean like the you're gonna hit your 10,000 hours. So yeah.

SPEAKER_04

So I actually track like that's one of my goals that I read on my VTO is I want to make 25,000 shots every year. Nice. Um so but I've gotten to a point where I'm like high 80s percent um that I'll make, but it's really has nothing to do about that with basketball. Right. It's I listen to a podcast or book while I'm doing that, and it sets my mind frame. Like it's this mix of like meditation, learning, physical activity, getting outside, and I get in this like, you know, like 30-minute window to start my day. And that like to me, that's always like that is my super activity that that as long as I do that, everything else will figure itself out.

SPEAKER_03

Well, that was gonna be my next question is what do you feel like you're reading or listening to or watching that is like helping you grow right now?

SPEAKER_04

Yeah. So I am uh so I I went from one of the people that would say, like, I'm gonna read, or and I say read, but I listen to almost everything. Um I'm just a very slow reader, but I can listen at like two or two and a half times the speed on things. I went from like, oh, I want to listen to 48 books this year, and I would track that to the last few years, I have been listening to the same things on repeat a lot. Um so there's a handful of books that I've been listening to. You've already hit some of the topics of the strategic codes ones that are on repeat. Um that 10x is easier than 2x, the gap in the gain, who not how, and then the science of scaling, which has been Benjamin Hardy's follow-up on there. And that's really been that just repetitiveness has been so helpful. And I think as a leader, it keeps it keeps me focused on the right things. Where when I was listening to things all over the place, I would have this tendency to want to bring that back to the team and have this type of wood platch of like I know we're doing EOS, but I just learned about this.

SPEAKER_00

The third time I do something, I do it better. So like I in my my bag over there, I I have uh 10x is easier than 2x, right? And I'm through it again for another time. Okay. And I'm just like making notes, thinking about it, going, there's a reflection point, but I was for years trying to get through 47 books. Yeah. Right. Versus going, oh no, I'm just gonna go deeper into that one thing or two. What do you think about doing it that way? Oh, it's so much better for me. Like it is, because I was the volume wasn't getting me there. Yeah. It was just volume. I was, I was, I was connecting the dots, I was I was taking it off, right? But now it's like what speaks to you and go, okay, where's the learning with what I do need to do right now?

SPEAKER_03

Well, I think that's the biggest difference is situationally, I'm dealing with these different things or like trying to move something different forward. And so even repeating the concepts, I feel like is an interesting way to do it.

SPEAKER_04

Yeah, yeah. I mean, for it's completely shit. I mean, and I'm at the point of course I have to listen to some of these like some of them like 10 or 12 times. Yeah, that's like I will be like I'll I'll refer and be like, oh, I really think we need to go back and look at chapter six. Yeah. Um, but it but it it really has helped me stay focused and go deeper into it because that is like the science of scaling that we're going through right now of trying to 10x our company here. It like we need that. Like we need that constant reminder because it is about getting removing things so that we just stay focused on the most important aspect.

SPEAKER_03

Well, my last question then is you're obviously a very like thoughtful and caring leader, and I'm curious to get back into the struggle and hear what's a biggest fuck up for you? If like something went completely wrong and you had to recover.

SPEAKER_04

Where do we go? I have so many of these. Um I I have a story that I'm not. Do I tell it? Yeah, you do tell it, yeah.

SPEAKER_01

Okay.

SPEAKER_04

So there was an era where marketing was um kind of more like shock marketing. I don't know if you remember the Kmart commercials that um they had this comedian um and he would be in the store and he would talk about how they shipped his pants and that they shipped his bed.

SPEAKER_03

This is like at the start of YouTube, I feel like, when there was like so many random things coming out and they were just doing videos on Facebook and stuff. Yeah.

SPEAKER_04

Yeah. There were a lot of these just kind of like shock ones. Yeah. You know, like I think kind of like Dollar Shave Club had their video that got like a ton of attention that basically grew it from nothing to like a billion-dollar company. And I'm like, oh, we should do that. And this was prior to EOS world where we didn't really have a mission. So we had, we decided, you know, we we sold furniture. We decided we were gonna do this, this uh ad campaign called Touch Your Butt, where we would just go up to random people and ask them if we could touch their butt, get their reactions on camera.

SPEAKER_00

And then I'm I have a reaction right now.

SPEAKER_04

And then and then roll out a chair for them to test which chair they like. Um as you can imagine, I went about as well.

SPEAKER_03

That's so great.

SPEAKER_04

So it's kind of this this lingering joke of like how there's a lot of bad ideas and um how I really need an integrator. To filter them appropriately. So that we don't go too far on something about it.

SPEAKER_03

So you really did it. Yes. I'm imagining a Billy on the street kind of thing, guy with the microphone. Yeah.

SPEAKER_04

And it actually the video was actually kind of funny. I'm sure it is, yeah. But obviously, it did not did not help in our world of school furniture. Yeah.

SPEAKER_03

Oh, well, that's great. Well, I I really appreciate you joining us today. I your curiosity and like drive to learn more um is really inspiring. And I think if people want to connect with you or learn more about K-12 or anything else going on, how would they do that?

SPEAKER_04

LinkedIn is really the social media that I participate in. So it's Kevin Stoller at on LinkedIn. And yeah, feel free to reach out.

SPEAKER_01

Cool.

SPEAKER_03

Thank you for joining us on Impact Moments. If you have any questions, reach out on our socials and go win the week.

SPEAKER_02

What a great conversation. I love Kevin's curiosity and his drive to take what he learned running his own business and apply it to a completely different world. I think the idea that schools could benefit from the same kind of structure and discipline, seeing the leading indicators, setting the goals that we use in business is really powerful. And I think the leaders listening to this will definitely connect with the journey of finding the right integrator. So if you want to connect with Kevin, you can find him on LinkedIn, Kevin Stoller. And as always, if you enjoyed the episode, share it with a fellow leader, entrepreneur. If you reach out to us on socials, we'd love to see you next time on Impact Moments Powered by 90. Go win the week.