Leadership Capacity with Hilani Ellis
Leadership Capacity is a limited conversation series with founders, CEOs, and executives who know firsthand that as companies and teams grow, leadership has to grow with them.
Hosted by Hilani Ellis, each conversation brings forward the experiences, decisions, challenges, and lessons that have shaped how accomplished leaders lead today. From building companies and developing teams to navigating change and preparing for what comes next, Leadership Capacity gives curious leaders a closer look at what leadership requires when responsibility grows.
Leadership Capacity with Hilani Ellis
From Five-Time Founder to Community Builder: What Erik Mitisek Learned About Leadership (E:003)
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Erik Mitisek has spent 25 years building companies, teams and entrepreneurial communities. He's been a founder or worked alongside founders across five businesses, served as Colorado's Chief Innovation Officer, led the Colorado Technology Association, and helped create what is now Colorado Startup Week.
But the thread running through Erik's career isn't any one company or title.
It's people.
In this episode of the Leadership Capacity Show, Erik and I talk about what he's learned from building businesses and communities, why he believes human relationships are fundamental to growing a company, and what changes when your success can no longer depend only on how hard you personally work.
We also get into trust—something that has now surfaced in several of these conversations. Erik believes leaders should begin with default trust rather than making people slowly earn it, and he explains why giving capable people more autonomy can produce better outcomes.
And because we're talking about the future of work, we couldn't avoid AI. Erik shares why leaders shouldn't pursue AI simply for efficiency, but should think about how it can support and strengthen what their people already do well.
In this conversation:
Erik's path from early-stage startups to becoming a five-time founder
How Colorado Startup Week helped connect Colorado's entrepreneurial community
What changes when an individual contributor becomes a leader
Why Erik believes businesses are fundamentally human relationships
How founders can adopt AI without forgetting the human side of work
Why “default trust” is Erik's starting point as a leader
What autonomy can do for capable employees
How feedback and high standards work alongside trust
Why relationships compound across an entire career
The legacy Erik hopes to leave through the people he's encountered
One of my favorite ideas from this conversation comes near the end: businesses will be built, grown and sold, but the relationships developed along the way can remain for decades. Erik talks about still knowing founders he worked with 25 years ago and later building businesses with people he'd known for years.
Leadership Capacity is a conversation series with CEOs, founders and experienced leaders about what leadership has actually required of them—and what they've learned along the way.
New conversations every Tuesday.
#Leadership #FutureOfWork #Entrepreneurship
00:00 — Preview
00:38 — Meet Erik Mitisek
01:40 — Five Companies, Colorado Startup Week & Building Community
03:39 — Building Colorado's Startup Community
06:27 — Erik's First Experience Building a Startup
09:50 — From Individual Contributor to Leading People
12:15 — How Should Leaders Think About AI and People?
15:12 — Why Erik Starts With Default Trust
18:43 — What Employees Should Do With That Trust
20:27 — High Standards, Feedback & Trust
22:34 — The Relationships That Shape a Career
Erik Mitisek on LinkedIn: https://www.linkedin.com/in/mitisek/
Grab the Leadership Book: https://www.hilaniellis.com/hilani-ellis-capacity-the-new-advantage
Subscribe to Leadership Insights: https://www.hilaniellis.com/
Follow along on LinkedIn: https://www.linkedin.com/in/hilaniellis/
I think, you know, early in your career, um, you're always an individual contributor. How hard can you work? How long can you work? And how successful can you be at producing valuable outcomes for the company? Open up and leverage an entirely kind of new portfolio of skills that are required to build world-class businesses. Great business comes out of the relationships that you create. The satisfaction of having long enduring relationships is the most satisfying and deep enriching activity you can do in your life. Humans want to do great. Like your teammates want to do great work. If you give humans a benefit of the doubt and you already operate in default trust, they're gonna rise the occasion.
SPEAKER_00Eric Matisek, I'm thrilled that you are here with me today, in the flesh, in person. Uh, I actually just told you this before we started recording in my phone. Your company name is a man of many great things. And I'm so excited to get this FaceTime with you and have this conversation. Uh, you have built so many amazing things from five businesses to previously known as Denver Startup Week, now known as Colorado Startup Week, and so many other things like that, that you are the relationship person, like the unofficial governor of the state of Colorado. Kind of a big title. Um I've got so many things I want to know about. I've got so many things that I want to pull from your history and help other people sort of think about leadership and entrepreneurship and relationship specifically differently through your own experiences. So, Eric, thanks for spending time with me.
SPEAKER_01Alani, thanks so much for having me and really appreciate our friendship and our relationship over the last few years. You've been a huge help in the businesses that I've helped create and uh are just a steward of all things awesome here in Colorado. So thank you so much.
SPEAKER_00Thank you. Uh tell us a little bit of the backstory. I've actually got a list here, so let me just start with a few. Five-time founder, former chief innovative officer for the state of Colorado under uh Governor Hickenlooper, former CEO of the Colorado Technology Association, the co-founder of now Colorado Startup Week, founder of Commons on Champa. Amazing. I actually have been there a few times. Helped launch Built in Colorado and Goodwood, which by the way, every December there's an amazing event. And I try to make it at the luncheon at Shanahan's, which is awesome. Tell us more.
SPEAKER_01I try to be a founder's founder. Yeah. And so from my perspective, when I'm not building companies, I'm building community. And I really believe that community is what creates the capacity for great companies to thrive. Um, so yes, I've either been a founder or worked for founders in five businesses over the course of the last 25 years. Right. Um, I love building companies, I love building teams. Um, I love the human component of business creation. Um and uh when when not fully engaged in that work, um I have had the opportunity to create amazing things like Colorado Startup Week and a portfolio of really cool platforms and organizations to bring the community together. Um Colorado is better when we're together. So true. And Colorado is better when the connections are rich and there's and there's deep collaboration between the organizations that are trying to do good. Um since COVID, you know, a lot of that has had tension, and you know, um I I've said I've I I continue to use the word atrophy, uh organizational atrophy. Um once upon a time in in the 15, 16 through 19, like we had really amazing collaboration and engagement in our community.
SPEAKER_03I would fully agree.
SPEAKER_01We've atrophied and we're in the process of rebuilding those muscles. And so anytime I have a chance to help people get connected, connect organizations, or just do things to build a better state that we live in, uh, I'm here to help.
SPEAKER_00This might be a hard question to ask. Is there one thing that you've built of all the things that you've built that you are the most excited about and essentially kind of like a child, right? Most proud of?
SPEAKER_01I think Colorado Startup Week is really a you know a fascinating platform. Um in 2012, um Colorado, Boulder, Colorado Springs for Collins was highly disconnected.
SPEAKER_02Sure.
SPEAKER_01Um Boulder was the innovation epicenter of the state. Like if you were starting a business, it wasn't really reputable or valuable unless it was built in Boulder.
SPEAKER_03This is true.
SPEAKER_01And you know, Denver was on the up and up. You know, we had a handful of companies at the time that were starting to settle in that became really big businesses, like Ping Identity, um, Syngrid, um, Rally Software at the time, which was ultimately sold. Um, but they they were finding Denver as a home to really scale companies. Um, so if if I got to 100 employees, Boulder kind of gets small. Yeah. And I need a place to kind of stretch out and build those enterprise scale businesses. And Denver was that place.
SPEAKER_02That's right.
SPEAKER_01And so when we started what was, you know, Denver Startup Week at the time, um we brought together a huge portfolio of organizations and leaders and founders to really tell the story on high volume of what Colorado could be.
SPEAKER_03Yeah.
SPEAKER_01And fast forward 15 years, this is our 15th year. Unbelievable. Um, at our peak, we had 20,000 attendees, um, over 350 events packed into a week. And it's become this really awesome annual kind of ritual of showcasing innovation in the state.
SPEAKER_02Right.
SPEAKER_01Um, and it allows entrepreneurs to gather, to learn, to engage, to connect, and really hopefully fill them with energy to catalyze them into what our business they're trying to create. And so um, 15 years in, it's alive and well.
SPEAKER_02Yeah.
SPEAKER_01Um, and I think it's been a really big contributor to connecting Colorado, not just internally, but externally. Uh, the state of Colorado and the city of Denver use it as a gateway and a platform to host a lot of events to showcase to Australia and you know, countries, you know, in Europe and Canada, like the awesomeness of Colorado. And like it's really the threads and the fabric that have kind of, you know, really risen the volume on how cool it is to build companies here in the state.
SPEAKER_00And it's annually in September, which by the way, is the most phenomenal month. Not that the other 11 months aren't great, but September is just unbelievably magical here in Colorado. Uh, so that is uh spectacular. And it's interesting to think about 15 years, and you mentioned sort of the date period of what was it? I think you said 16 to 9, 2019. I was downtown a lot in 17, 18, and 19. And then clearly with COVID, and when I come downtown now, I'm I'm kind of craving that smaller New York City vibe where there's activity. So I'm looking forward to coming uh down here in September during Colorado Startup Week to kind of get that energy vibe, which is really great. Uh, you as I mentioned earlier, you've built five companies and um over the past 15 years, which has consumed a lot of your time and effort, but when you love what you're doing, it doesn't really feel uh like a lot of effort. Looking back at the first one, uh, what did you think being a founder was going to require from you?
SPEAKER_01So the five companies I've been involved with, I either worked for founders or I've been a founder in those businesses. Yeah. Um, the first company that I was involved with, I worked for two amazing founders. I was in my early 20s. Um, I had a small stint in investment banking and consulting uh at KPMG and was recruited to be the very first employee of an internet radio business called Exact Radio. Um and it was awesome. Um at the time, you know, this is pre-Pandora, pre-Apple music, pre-all those things. Yeah. Um, we had built a Pandora of our age um and uh learned a lot about music. Um, kind of at the time we were launching, um, Napster uh came on the scene. Like Napster is such a funny word. I don't even people remember what it was, but um, the entire music industry um shut down because everyone thought that any music that was played online or on the internet was stealing or you know, was you know theft of of music rights. And so um we learned a lot about business and we learned a lot about um how to be collaborative and trying to do the right thing in a in a place where the industry feels like music can't be online. And um it was an amazing experience to be the the first employee and build that kind of initial team to to 30 employees in my early 20s, and it just gave me the bug to be an entrepreneur and be the be it be a founder.
SPEAKER_00Uh did we ever talk about radio? I started in radio.
SPEAKER_01Oh, no way.
SPEAKER_00AM in Los Angeles. Uh so Dr. Laura Schlesinger, I was her executive and personal assistant.
SPEAKER_01Amazing.
SPEAKER_00I survived that role three years, is what I like to say, but three years felt like six years uh from a capacity standpoint. Uh yeah, we never talked about radio. Interesting. And that was AM in Los Angeles.
SPEAKER_01When we started ExactRadio, broadcast.com, or Mark Cuban had just sold the Yahoo for like five billion dollars. We were like drafting that transaction and we raised about seven million dollars, kind of like right within 60 days of broadcast time broadcast.com being sold. Okay. And so we were trying to ride the wave of internet radio. But it took almost five to seven years later before you know Steve Jobs really broke it open with Apple Music, and they they figured out how to do it legally and and professionally. And once Steve kind of figured out that type of you know music transmission, like everything came online, Spotify and you know, all the stuff we know today.
SPEAKER_00Yeah. Fascinating. I love that. Okay. I I also think there's a very interesting uh investment right to radio. So those two worlds like don't even have any overlap. And so that must have been a fantastic, but the investment at KPMG must have been great for the sake of like the transactions and things that you need to do. It was amazing.
SPEAKER_01I mean, I think that anyone who graduates from a four-year, you know, college or program should spend their first one to three years in some sort of like enterprise, like consulting, investment banking, like accounting, like like just learning business. And so, yeah, KPMG is the greatest place to learn business. Like, and I felt so blessed to be part of a early stage kind of SWAT team around structured finance, and it was a really, really cool chapter that prepared me to you know kind of step into startup world.
SPEAKER_00So that's a great transition to my next question. There's building a business, and then there's bringing on people and building people to carry forward the business that you are building. There's you know, the sweat equity in putting in all the work, and then there's the the new learning curve of delegating for other people to do it. What was different for you from founding something and then leading people to move that business forward?
SPEAKER_01I think you know, early in your career, um you're always an individual contributor. You know, you you know, you're you're judged by your ability to how hard can you work, how long can you work, and how successful can you be at producing valuable outcomes for the company. Um as you progress in your career and you start to take on roles where you're building teams, uh, instead of you know just being an amazing player, right? Um, you know, it's it it starts to you know open up and leverage an entirely kind of new portfolio of skills uh that are required to build world-class businesses. In my experience, businesses are people, businesses are human relationships.
SPEAKER_03So true.
SPEAKER_01And the ability to connect, cultivate, grow, develop, and nurture human relationships allow companies to scale faster. Um, companies can only go as fast as those who are working together can trust one another. And that speed of trust can only be built with intentional relationship activities within the company and developing a culture that allows you to go at those speeds. And so I would say from early stage startup experiences to late stage startup experiences, if you were to ask me, like, what's the number one thing that you know really helped scale those, uh, it was the attention to detail of how important having really close human relationships are, yeah, building trust deep within your executive team and within your culture, sure, and putting people first in everything that you do. You know, if if your employees are first in line uh before your clients and before your investors and before the market, like they know it and they feel it and they trust you. And they're motivated to to to to run through walls to do amazing things for the business.
SPEAKER_03Right.
SPEAKER_01And um, I think a lot of founders can forget that. And and um highly index humans and and the people on your team and the human relationships you have around it um allow you to scale a lot faster.
SPEAKER_00This could take us a long time. This next question, and we're only we've only got so much time. You and I share this passion for the people, right? I work with people to hire exceptional humans, and there's so much conversation about AI. And I do have AI fatigue. Uh, funny enough, my youngest is in the IT department at a 400-person construction company here in Denver, and he's coming home, and his AI fatigue is much higher than mine because he's talking about it so much. Uh how does a founder think about AI, right? From optimization and yeah, uh a bottom line on the on the balance sheet helpful. How do they not forget the human well bringing in AI? What are your thoughts on that?
SPEAKER_01I think the biggest opportunity with this world of AI that we're living in uh is for executives and senior leaders to highly index the human relationships they have in their company and understand how AI augments, supplements, and supports the activities that humans do.
SPEAKER_00Exactly.
SPEAKER_01Period, like full stop. Yeah. And I think that it's easy to chase efficiency. It's easy to chase hours that uh artificial intelligence can help give to the business and create financial efficiencies. Understanding the balance of how your best leaders can use those tools and effectively like supercharge their attributes as humans, that's where the magic happens. And I think it takes uh a real understanding of the tools. Uh it takes a it takes a deep understanding of your team and understanding of like what they want to do, how in and and the difference between the work they're doing and the significance they want to create in the workplace. Like, are relationships important to them too? Are relationships with your own clients, like do they feel fulfilled um when they satisfy your client needs and your client demands? Like understanding those elements and then applying the AI tool set that allows them to do their job better and faster.
SPEAKER_03Yeah.
SPEAKER_01And in they can see the marked difference in like pre-AI. Like, here's what I could do previously. Yes. But now I'm doing the same things, but I'm doing them even better with more intensity and more depth. Like that's where the magic happens.
SPEAKER_00Yeah. Shared values is extremely important. Uh, and it's interesting. You you touched on are they leveraging the tool well enough? And I always think about Salesforce, right? It's got, and I'm gonna be exaggerating, a billion options for the Salesforce user, but most companies are only using the tool like 40% of its full capability. And so as we start to roll out uh, you know, AI and adopt it, and I talk about this in my book, change capacity for some is high or low or a little bit in between. And are they open to adopting the AI that hopefully they're not going to write themselves out of a job, which I think is some of the hesitation and resistance to wanting to adopt the AI? Uh, you said the word trust almost four times. I started tally marking. I would love to know as a leader how do you build trust? And this has actually been coming up a lot lately for me when Sean Stigler was here. We talked about trust. Uh, I'd love to know from you how how do you build trust? I mean, when I'm helping people hiring, I'm looking for some of those ingredients up front that even in the interviewing process, my client is like, wow, I already trust this person, right? Would I give them my checkbook or my social security number? Uh talk to me a little bit about trust and leadership.
SPEAKER_01So, first I'll talk about uh trust as an attribute of like how do you build trust?
SPEAKER_00Yeah.
SPEAKER_01And I think there's two modes of leaders. I think there's leaders that have um, you know, a tally system and they build trust over a long period of time.
SPEAKER_02Yeah.
SPEAKER_01And I think there's leaders that their default mode is to trust.
SPEAKER_00Give it away right away.
SPEAKER_01Give it away right away. Yeah.
SPEAKER_00I've seen it.
SPEAKER_01And I would tell you, um, as a leader, uh, default trust is the unlock. Um, there's not enough time in business, there's not enough time uh in in in our daily activities to sit back and keep a tally mark of like, does this is this person trustworthy or not? Sure. Like giving away full trust and building that full trust at the inception of your relationship with them, yeah, not only empowers them, but gives them a sense of of fulfillment, trust, uh, personal value that like, wow, this person really feels like I can handle my job. Makes people feel so good and tools to engage. Yeah. And most importantly, like they expect outcomes from me and they're not giving me direction. Like they just they know that I'm capable of producing what I'm supposed to produce. Um, and I think that default trust uh needs to be more prevalent in a world. Um and especially as we talk about the engagement of AI, default trust even becomes more critical because it's so easy to check, check people's answers with artificial intelligence.
SPEAKER_03Right.
SPEAKER_01You know, did they send the emails? Were they in the office? Like all these things that are easy gauges of like engagement. Like default trust is the mechanism. Um, and I and I would say, you know, the the second element of trust is allowing to, you know, that that the trust once given, how do you develop it over a long period of time? Sure. And I think that um out of the gates, you know, humans are incredible. And the ability to give humans massive tasks with big opportunity, um, a free runway to run, and the ability to unfold their own journey is critical. And I think a lot of times we put too many constraints on leadership development as leaders.
SPEAKER_02Yeah.
SPEAKER_01And um as uh as as leaders and as teammates, the the less constraints and the more trust we can put into the system, the better outcomes and results that we get.
SPEAKER_02Yeah.
SPEAKER_01And it takes um a lot of trust to be able to do that. Um, but humanity always wins. And, you know, the the the teammates that rise to the occasion, they don't rise to the occasion because they're highly constrained in a bunch of rules and a bunch of determinants. Sure. They rise to the occasion because you gave them a blank page. Yeah. They did it their way, which they thought was best for the business, and you rewarded them for the outcomes of achievement. And I think that's critical as we kind of bridge this gap of AI and leadership. Sure. Um, because the the more autonomy that we deploy in our workforce, the more success, engagement, and uh progress we're gonna see in our companies.
SPEAKER_00Yeah. And the people who show up curious is I think the uh other side. So a leader gives away, you know, the default just let's give away all that trust. A level of curiosity of the person receiving an abundance of trust is going to help them do the additional research, find the extra information, have those extra conversations so that they show up one way, which is the preferred way, like, hey, here are some options for you. This is what I should be doing, versus, hey, I've got a problem. What should I do? And that's the biggest thing I find with a lot of leaders and executives. Don't bring me someone that needs me to solve their problems, right? We've brought them on to solve, you know, the company problems and delegate to them. Uh, I think full trust is huge. I think the statement default trust is awesome. And it really sucks when someone ruins it for so many other people. I've often wondered when I've talked to leaders who openly tell me, like, hey, I have low trust. I'm like, well, I'm earning your trust here real quickly. Got to figure out how to replicate that with the candidate that you're gonna wind up hiring. Uh and I I've oftentimes dug in, like, what was it? And someone didn't have the same standards that that leader did. And so their bar of excellence was much lower. And so that's where I've been kind of playing around in trust. Is that deliverable at an exceptional level? Or, you know, is it good or just okay? When someone wants to deliver exceptional results, I believe that it is a side ingredient, right? You need multiple ingredients to make banana bread and the chocolate chips are the favorite part. So maybe that's the chocolate chips and the banana bread. That if they have a higher standard for their delivery, that that helps with when you have default trust. It's like, wow, that was actually a lot better than I was expecting, which then expectations is also um something uh to think about as a leader.
SPEAKER_01I think, I think default trust um with endearing and empathetic feedback is magical. Because again, humans want to do great. Like your teammates want to do great work. And if you have high standards, that's amazing. Uh no one knows how high your standards are until you give them the feedback. That's right. Of like, hey, loved what you did. Here's what I'm looking for. Here's what I think is gonna suit the business best. And I just wanted you to know because I'm sure you're completely capable of operating at that level. And I just wanted to make you aware of it.
SPEAKER_03Yeah.
SPEAKER_01And I think the enduring and empathetic like, like, like uh um engagement is really, really important because it's so easy um to come off um aggressive or you know, um, you know, uh non-diplomatic in in trying to provide feedback.
SPEAKER_03Right.
SPEAKER_01But if you give humans the benefit of the doubt and you already operate in default trust, they're gonna rise the occasion. It's like that's human nature.
SPEAKER_00And you can actually uh this is a tip that I give out when I do training uh for executives. It's called the 1050-90 rule. And for those that have low trust and don't want to give what we're talking about like a heavy default trust of like, here's the abundance of trust with me. You can ease in to building trust without the tally marking that you kind of mentioned earlier. Hey, I want to just give you an idea and I want you just to get the idea to 10%, right? There's nothing to be beautiful about it. Just put the deck together, the first three pages, or collect information. And then you have a touch point after that first 10%, which By the way, the 10% could be 30%. And then as you see that person's uh freedom that they've now received from you, that I don't have to make it 100% when I deliver it to you. We can kind of incrementally you do that two or three times, you've accelerated the opportunity to trust. And then by the way, for my world, you're delegating a lot more, especially to that one individual. And then you're creating this invisible influence where other people are like, wow, they're just the dynamic between the two of them is so strong. Like, how did they get there? And it can be through incremental steps, it doesn't have to be a very long time. Uh, so that's something that came to mind that's awesome to share. Yeah. Um if you were to sit down with yourself uh almost two decades ago, what what would be something that as a leader and this kind of talks about people and trust? Everyone's building a legacy every day. And inside that legacy is investing in people, uh, building a business, selling a business, creating an exit, doing something on the side. When you think about the legacy that you have been building and yours is still in draft form, what legacy are you hoping to leave behind? It's a big question. It's heavy.
SPEAKER_01What legacy am I hoping to leave behind?
SPEAKER_00Like if someone thinks about Eric Matisic, do you want them to think of you as a builder? Do you want them to think of you as an investor in people? Do you want them to think of you as um which is how I always feel about you, like so lively, so energized, and you're the cheerleader as well. Like, you know, how can I support you? Like, what are you doing? Let's go. What what would what would you want that legacy to be for you and people to think about when they're thinking about Eric Matisic?
SPEAKER_01When when I think about And you're a humble man, so I realize when I think when I when I think about the arc of your career and the arc of life, like both of them are an infinite game. Uh, and the only through line through your life and through your career are the relationships that you nurture, accumulate, and develop over that period of time. And if I were to go back 20 years, 30 years, and give myself a single piece of advice, it would be never give up an over-index on every relationship that comes across your life because your relationships are the only through line that have heavy-weighted impact when you least expect it.
SPEAKER_00Isn't that true?
SPEAKER_01I still engage with the original founders of Exact Radio 25 years ago. Amazing. I started a business with the co-founder of the second company that I was involved with. My last company I built with a friend that I had talked with for a decade before we had built a company together. Um, the through line is relationships. And great business comes out of the relationships that you create. And not only the business is important, the satisfaction of having long, enduring relationships is the most satisfying and deep enriching activity you can do in your life. Um, when all the businesses are sold and you know, all the success is had, um, it's just that handful of relationships that you've held over the course of your career that still remember the golden days. Yes. That you can still talk about the amazing things that you accomplished, that still call you up on your birthday, that still appreciate the person that you were and how you treated people. And that's priceless. And so, you know, if I think about my legacy, um, I would love for the people that I interact with to feel more hopeful and more fulfilled from interacting with me and have and crossing my path. And I would hope that anyone that interacts with me feels a sense of hope that's deeper, richer, and fuller than they were before they met me.
SPEAKER_03Yeah.
SPEAKER_01And I would feel great if there's a lot of humans out there feeling like they're more hopeful for their own trajectory and their own life uh through our interactions.
SPEAKER_00I can confirm that that is how you make people feel. Yeah, I definitely can. Uh, you reminded me of a phrase here as we're wrapping this up: never wanting to miss out on having an experience. And sometimes the experience is just a simple observation in a four-person conversation, and you contribute something that is uh connected to you that then opens the eyes of the other person, and that other person says, I want to get to know this gentleman a little bit more. That resonated with me. Or, you know, when you're interviewing Mark Cuban on stage during Colorado Startup Week, it's like, who is this guy? This guy's great energy. We I've got to get to know him. I think tied to how you um want to present both verbally and intellectually, your energy is also great. So, Eric, thank you so much for sitting down with me. I'm really grateful for this time.
SPEAKER_01Thank you so much. Um, it's amazing the energy that you're putting into the world and the executives that you've been able to help. Your name and reputation is all around the community.
SPEAKER_02Thank you.
SPEAKER_01And uh I love the impact that you put in offices and businesses and great companies all around Colorado.
SPEAKER_00Thank you. I appreciate you.
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