How Top Companies Miss Their Revenue Targets – And How You Can Avoid It

[00:00:00] , Entertainment, Insights, Don't Take Life Too Seriously, Welcome to Brainsky Unleashed.

[00:01:32] He understands the human mind so well.

[00:01:35] He understands what motivates people.

[00:01:37] He understands goals and understanding and how to get people to go outside of their norms.

[00:01:43] And then you have Craig.

[00:01:45] Craig is a guy who fully grasps marketing, commercialization, business management, growth,

[00:01:52] everything that goes into that.

[00:01:54] There's 10 pillars.

[00:01:55] Me?

[00:01:56] I'm an operator.

[00:01:58] I just get things.

[00:01:59] You tell me there's a problem.

[00:02:00] I'm going to find a solution.

[00:02:01] And you put the three of us together and you have something magical.

[00:02:04] And so that's why we decided to do this.

[00:02:06] All right?

[00:02:07] So with that, I'm going to open up with Troy.

[00:02:08] Troy, why don't you go ahead and take it away?

[00:02:12] I appreciate that, Thomas.

[00:02:14] And having you and Craig on this introductory call is to me just so powerful because I

[00:02:19] realized how many businesses today are actually faced with some really big problems.

[00:02:26] You take a look at executive C-suite, CEOs.

[00:02:31] And the report you look at, we're north of 80%.

[00:02:34] It's actually around almost 90 for some reports of percentages of people who actually don't

[00:02:40] feel inspired to be at work.

[00:02:41] They're burnt out.

[00:02:43] They're overwhelmed.

[00:02:44] And what's even crazier is if you stunning the staff that are being led by them, there's

[00:02:48] like 75% of those people feel burnt out.

[00:02:51] So when you actually drive down the main street of any business or any city in America or

[00:02:57] in Canada where I am.

[00:02:59] Think about that.

[00:03:00] Other people don't want to be there or they feel overwhelmed and stressed and there's

[00:03:04] problems.

[00:03:05] And so, you know, when Craig and yourself reached out and we started talking about these

[00:03:09] really big problems, Thomas, we re-understood that there was some five really big key things

[00:03:15] that were going on for people.

[00:03:17] And I can walk through that and talk through that.

[00:03:19] But we know that there is a major problem.

[00:03:21] And so for people who are listening today, just know that there are challenges that

[00:03:26] are going on in the economy.

[00:03:28] Yes.

[00:03:29] But that's having an impact at home.

[00:03:31] It's having an impact on the way you see yourself in the mirror, but it's also the way that your

[00:03:35] staff and team see you.

[00:03:37] And thus, it's changing the confidence in the customer.

[00:03:41] Before you continue on to anything else, I think it's worth noting that most people

[00:03:47] who may be listening to this, and Craig's talked about this, he brought it up on LinkedIn

[00:03:52] and I think he's absolutely right.

[00:03:54] Most people who are in these positions actually don't necessarily even recognize that

[00:03:58] they have a problem.

[00:04:00] And to me, that's astonishing why they don't know.

[00:04:05] And Craig, you identified it.

[00:04:08] So I'm going to kind of loop you in here.

[00:04:11] What is it that if you're a C-suite guy and you think everything's going great, you're

[00:04:15] hitting your numbers, companies running well, yet you don't recognize that you have problems?

[00:04:20] Why is that?

[00:04:21] You know, peripheralization is really the most important thing of a company, right?

[00:04:26] Whether the product has been developed yet, whether the product has been developed and

[00:04:30] either has been launched or needs to be launched.

[00:04:35] If there is a problem with the 10-soap-hort bean that holds up the bridge of commercialization

[00:04:45] from ineffective or moderately effective trying to get to extremely effective, there's

[00:04:54] a breakdown.

[00:04:56] And I find it's like where's Waldo, right?

[00:05:00] And you're trying to build an effort there because I'm thinking even right now and when

[00:05:04] my kids were little, we love trying to find where's Waldo.

[00:05:08] But that's what it's like trying to find what is hidden in business to make it effective,

[00:05:16] right?

[00:05:17] And so in my opinion, in what I've seen in companies that I've personally worked

[00:05:21] for and companies that I've been able to consult with and help out, you have to uncover what

[00:05:29] is hidden.

[00:05:30] And if you're in a forest and every one of us is in a forest, right?

[00:05:37] When we're at the ground level, we can only see trees.

[00:05:41] But even if we were to get into helicopter and look at the whole forest, we're still

[00:05:44] going to identify specific trees.

[00:05:46] This is why we need people from the outside that don't carry baggage of that specific sector

[00:05:54] or industry or whatever to be able to come in and you'll look at the whole forest and

[00:05:59] saying, well, this is the problem that's going on in your business.

[00:06:04] That's going to affect you at home.

[00:06:06] Whatever is affecting you at home is going to affect you in business.

[00:06:10] And I think, sure nailed it, right?

[00:06:13] And when it comes to operations, this is where you're so effective, Tom, where if business

[00:06:19] was so awesome, then 61.3 percent of companies, number one, wouldn't be missing their annual

[00:06:32] fiscal year forecast or quarter.

[00:06:36] So the overwhelming vast majority of companies are not even hitting their annual numbers.

[00:06:42] So that means the reps aren't hitting their territory numbers.

[00:06:46] The regional directors aren't hitting their regional numbers.

[00:06:49] And it just goes up the chain.

[00:06:52] It's a serious problem, right?

[00:06:54] And you get people like some of the business coaches that we've actually paid for in

[00:06:59] the past, specifically in the private equity world, where 93.4 percent of companies

[00:07:04] that are registered at least in the US from an LLC, S court or C court, they're

[00:07:10] not even hitting a million in revenue in a fiscal year in a 12-wick period.

[00:07:15] So if they're not hitting it, 93.4 percent of companies aren't hitting one million.

[00:07:20] They're showing the howling hit 10 million.

[00:07:22] And that's even more rare.

[00:07:24] Craig, you bring up something really interesting that I want to run by

[00:07:27] Thomas because I want to get your take.

[00:07:29] Thomas, when you guys were asking when we were talking about what are some

[00:07:33] of the things the framework that a business could start looking at?

[00:07:37] Just the high level.

[00:07:39] It's crazy how many people that re realized in C in C suites don't actually know

[00:07:44] their goals. Now, when I say that they have a goal and internalized in their own

[00:07:49] self, but they don't know where they're going personally for their own life,

[00:07:53] where they're and where they're taking the company.

[00:07:57] That doesn't all these goals don't always align with the rest of the company

[00:08:00] in the community now has become kind of envious.

[00:08:03] That person has an idea where they want to go.

[00:08:05] He or she is a leader, but their staff and their customers and everyone else

[00:08:10] doesn't seem to know that.

[00:08:12] And I found that really interesting to look at that is if you're a company,

[00:08:15] if you're someone who's 45 to 55 years old, you're running a company

[00:08:19] that's 10 million dollars and above maybe 10 to 30 million dollars.

[00:08:24] And you don't really have really clear direction of exactly what should

[00:08:28] the outcome be or could be.

[00:08:30] You're not going to know what the market even capability even is.

[00:08:33] You're just coasting.

[00:08:34] And then number two was does your product, do you actually have an ideal client?

[00:08:39] Because if you have a product or service that doesn't really align with

[00:08:43] a true dream client that you could be working with and that you don't know

[00:08:47] enough about those people, you don't have that attached to that goal,

[00:08:50] you're going to have some chemistry that's missing.

[00:08:52] And there's challenges that we can get into after the deal with that.

[00:08:56] Then number three was, you know, what is a way that you're

[00:08:59] actually grabbing the attention and educating clients on what that product

[00:09:03] or service is?

[00:09:04] How does that relate to things that are challenging them in their lives

[00:09:09] so that they can actually understand, I didn't even know I needed it,

[00:09:12] open up their perception.

[00:09:13] And then what is the buying criteria to putting that together?

[00:09:17] And then of course, as then we start to look at, then, you know,

[00:09:20] how do you put commercialization into those pieces so that you can

[00:09:24] actually educate people on that?

[00:09:26] And I think then also, what is the sales process of your company?

[00:09:30] So you have this now you've identified that you do have goals.

[00:09:34] You do have the right clients.

[00:09:35] You have the right products and services to help them.

[00:09:37] What is the way that, yes, that you're educating, but how are you

[00:09:40] deploying that message so that you're not just saying and spraying it

[00:09:44] across the economy?

[00:09:46] So I think when people can realize that they can have a lot more

[00:09:49] result of doing things effectively, attackfully, the result is much better there.

[00:09:54] What do you think about talks because you're somebody who seems to be

[00:09:57] able to compartmentalize that a lot better than most people that I know?

[00:10:02] Yeah, I mean, you know, I'm going to tell you what I ran into recently, right?

[00:10:06] So, you know, you guys have both covered a lot of broad things and there's

[00:10:11] only so much that we're going to really be able to cover, you know, in one session.

[00:10:16] But I'm going to give you guys an example of something that I came across

[00:10:18] recently, and to me, this is a failure at the goal level.

[00:10:25] And it is a failure at the commercialization level.

[00:10:28] And it's a failure in so many ways.

[00:10:31] And it's something that's preventable, right?

[00:10:33] So I'm going to give you a scenario that really happened.

[00:10:35] It's a real thing.

[00:10:36] And then I want to just give each of you, I'm going to start with Troy

[00:10:40] and then move to Craig.

[00:10:42] I just want to give each of you an opportunity to kind of give your thoughts,

[00:10:47] maybe a minute or two of your thoughts as to how toxic, as well as what could

[00:10:53] be done to resolve it or what could have been done to prevent it.

[00:10:57] So here's the scenario.

[00:10:59] There is an airline that I'm aware of.

[00:11:02] The airline has been around for a few years.

[00:11:07] It's not an extremely old airline, it's a fairly new airline.

[00:11:09] And they started out doing scheduled operations.

[00:11:13] OK, so this is when they're going to fly anyone who buys a ticket

[00:11:16] from point of point B.

[00:11:18] And then, I guess a couple of years ago, they broke into charter operations as well.

[00:11:23] And so now they're selling charter.

[00:11:25] And they had a situation where a senior vice president of the company

[00:11:32] told his team, OK, the people that were under him,

[00:11:35] that he didn't really care about charter.

[00:11:41] And so that wasn't important to him.

[00:11:46] Now, I can tell you what my thoughts are and how that would affect

[00:11:50] and what kind of impact that would be and how I would resolve it.

[00:11:52] But I want to start with you, Troy.

[00:11:54] If if that was something that came to light, all right?

[00:11:57] So you're you're you're working with the CEO

[00:12:02] of an airline and something like this comes to light.

[00:12:06] What do you think first?

[00:12:10] I think of a communication breakdown where like where did this this

[00:12:14] communication breakdown from where it started internally and then moved to

[00:12:19] external because something is very, very unaligned and there's an opportunity

[00:12:23] about to become very missed, because if I'm hearing about it now,

[00:12:27] I've probably it's probably been going on for quite some time.

[00:12:31] And we got to a place here now where things become a delusion.

[00:12:36] Yeah.

[00:12:39] Craig, what are your thoughts?

[00:12:41] And then and then I'll kind of wrap this one up.

[00:12:45] In my opinion,

[00:12:47] the senior VP really put foot in the mouth

[00:12:53] because if it's not important to them at that level,

[00:12:56] it's not going to be important to the people underneath.

[00:12:59] And

[00:13:01] if it's a revenue generating vertical, it should be important.

[00:13:07] Business is a game.

[00:13:09] And the way that the score is kept

[00:13:13] is revenue, market share and EBITDA.

[00:13:16] Bottom line,

[00:13:18] if it's not, then those people should go join the Peace Corps

[00:13:23] and work for peanuts because you're going to do a really good charity.

[00:13:27] You're going to do really good human charity to people,

[00:13:31] but you're not going to make money.

[00:13:33] So if you're in business and you're not in business to make money

[00:13:37] and you're not in business to make money the right way,

[00:13:41] ethical way, the way that you're not putting someone in do harm,

[00:13:46] either financially, physically or emotionally,

[00:13:49] then it's your job to lead.

[00:13:51] I heard Simon said today about two hours ago, say.

[00:13:57] Leaders.

[00:13:59] Are to take care of those in your care.

[00:14:03] Or another way to say, I was.

[00:14:06] Leadership is to take care of those

[00:14:10] that are in your charge.

[00:14:12] OK, so I'm going to give you my take on it from the perspective of if I was

[00:14:20] if I was being paid by the CEO of a company to help them.

[00:14:25] The first thing I would say is I'd want to know

[00:14:28] where who heard it?

[00:14:31] Did it come from HR?

[00:14:33] How did this come to light?

[00:14:35] And if it didn't come to light, except maybe

[00:14:40] an employee brings it to light.

[00:14:43] Why wasn't it addressed sooner?

[00:14:45] When did this come to light?

[00:14:47] That's an important thing, because if we can find out how slow communication

[00:14:52] is moving or how long it takes for communication to get somewhere to resolve

[00:14:57] a problem, then that's something that needs to be looked at.

[00:15:00] Personally, I would have the guy fired.

[00:15:03] You see, Troy, the CEO of the company should at least be.

[00:15:07] Talking about the goals and making sure that everyone in the company is aligned

[00:15:11] with the goals, I mean, that goes without saying.

[00:15:13] And so if they are doing charter in the first place.

[00:15:18] Then that is a goal of the company.

[00:15:19] And how dare a vice president, an executive vice president,

[00:15:24] tell anyone on his team that he doesn't care?

[00:15:27] I'm sorry, that person needs to be removed immediately. Right.

[00:15:31] And then you need to then you need to address it again from the top down.

[00:15:37] Work with the goals, everyone needs to understand the goals.

[00:15:39] Craig, you're absolutely right.

[00:15:41] You know, you can't be in a position where you behave in a way that does this

[00:15:47] because it does have a negative impact, right?

[00:15:49] And it does affect Ibra.

[00:15:51] The fact of the matter is this charter stuff, whether you like it or not,

[00:15:57] brings in revenue.

[00:15:59] And if it's bringing in revenue, you don't

[00:16:02] you don't walk away from it.

[00:16:04] You don't poo poo it.

[00:16:05] You look at it and then you try and eke out as much of a profit as possible.

[00:16:09] Now, if this doesn't bring in any profit whatsoever,

[00:16:11] then you certainly would never discuss this to a bunch of people who are

[00:16:15] under you and say, we're going to totally ignore this.

[00:16:18] That's obviously not the right way to go.

[00:16:20] It would be an up channel thing.

[00:16:21] So again, I would absolutely try and fire this person.

[00:16:24] They certainly don't belong with an organization because of horrible attitude.

[00:16:27] And so that's just kind of my take on it.

[00:16:30] But I just want to wrap this up by saying that this, unfortunately, is not uncommon.

[00:16:37] No, it's everywhere.

[00:16:38] And it's everywhere.

[00:16:39] And that's the important part.

[00:16:41] So with that, Troy, go ahead.

[00:16:43] Well, it just brings me back to something I said earlier is are your goals your own?

[00:16:50] Are you our is it your own initiative?

[00:16:53] Is it your own agenda?

[00:16:54] I mean, I could talk with this like a government or a business.

[00:16:58] My question is, is it has the community already been sent to direction or

[00:17:04] they come up with a direction together?

[00:17:06] And what is the procedures to challenging out the decision?

[00:17:10] Because this could be a completely different conversation if this vice president

[00:17:14] would have said, looking at things over, I want to change your perception and

[00:17:18] open up a new conversation to see, is this where we really should still keep going?

[00:17:23] I mean, let's be honest, there's companies such as Kodak Sears or, you know,

[00:17:28] whomever that should have maybe had some of these conversations too.

[00:17:32] But rather than it just be dictated as a regime, but open up in a way

[00:17:37] that can actually be nurturing and allow people to have information

[00:17:42] given to them and then all received, but then also retransmitted with

[00:17:47] the right message that's still collaborative and making people feel

[00:17:50] important and making people feel secure because it's when we remove

[00:17:55] these emotional needs from people that subconsciously we create chaos.

[00:17:59] And so that one little comment could turn it to mountains of heartache

[00:18:05] internally and externally for sure.

[00:18:08] You know, number one, I agree with that completely.

[00:18:12] Number two, I still would eliminate that person as a vice president

[00:18:16] because of that kind of behavior that cannot last.

[00:18:19] I'm sorry, but you can replace them.

[00:18:21] Now that said, you know, from a systematic standpoint, Craig,

[00:18:25] if that would have happened, would it not be wise to

[00:18:30] not only remove the person or replace the person, look at the hiring process

[00:18:34] for these positions, but at the same time also incorporate into the on-boarding

[00:18:40] process, expanding on goals for everyone who comes into the company

[00:18:45] to recognize the direction it's going.

[00:18:47] Craig, your thoughts?

[00:18:49] People need to know the why.

[00:18:51] Whether whether whether

[00:18:55] whether people agree with that or not.

[00:18:58] If you know the why of something, whether you agree with it or not,

[00:19:03] you either could be on board or you can leave.

[00:19:07] But by knowing the why and that people still choose to stay on board,

[00:19:12] then they're going to they're going to own a portion of it

[00:19:16] that is that is congruent to their level of responsibility.

[00:19:20] And in my opinion, I think the hiring process.

[00:19:31] Has too much nonsense in it to be quick, Frick.

[00:19:35] Um, I don't think we need six, seven, eight, nine interviews.

[00:19:41] Number one, because we're not there to hire a friend.

[00:19:45] We're there to hire people that can get the job done with joy.

[00:19:49] Even if it's a tough day, they can stop joy.

[00:19:51] They may not be happy, but they can still be like, I love working here.

[00:19:54] It's just a really tough day or we or whatever. Right.

[00:19:57] And competency.

[00:19:59] There's too many companies

[00:20:02] that are hiring their friend

[00:20:05] because of politics, friendships.

[00:20:11] And and just the wrong reasons to bring somebody in.

[00:20:17] And so

[00:20:19] there's a major breakdown in hiring, in my opinion.

[00:20:23] And I find that in the corporate world,

[00:20:28] there's a lot of people that are in positions of authority.

[00:20:34] But they're not leaders.

[00:20:37] Exactly, they're dictators.

[00:20:39] They're not in positions of authority.

[00:20:40] Right. And just because they're in a level of position of authority doesn't mean

[00:20:46] they exude leadership out of their course.

[00:20:49] And I think that's a problem because

[00:20:52] leadership doesn't equate to a board.

[00:20:55] Troy, why do you think that they are dictators versus leaders?

[00:21:00] You know, there was something that I do

[00:21:04] for all of my clients now today is I asked them to put out

[00:21:08] a job posting or career opportunity that allows the person to apply using video

[00:21:15] or to build a presentation because I actually want to know if there's a

[00:21:19] perception of the person that I'm not aware of.

[00:21:22] That's really what I'm actually trying to do.

[00:21:24] I don't care if they're good at Zoom or or any of that.

[00:21:27] What I want to know is if I give them my website or my challenge

[00:21:31] and and I ask them to tell me what they can see, then to me,

[00:21:35] I'm leading them to say,

[00:21:37] tell me what it is you see as here's our goal.

[00:21:41] Can I lead you in encouraging you to tell me what you could do for our company

[00:21:46] and our team and what could you could bring to the table of being resourceful?

[00:21:50] Versus if I simply say to them, here's the job.

[00:21:54] It's 80 hours every two weeks.

[00:21:56] Here's the results I need.

[00:21:58] And if you don't do it, you're going to get written up.

[00:22:00] And here's the discipline you won't be here anymore.

[00:22:03] To me, that's a dictator.

[00:22:04] And to me, that's why corporate America, if you will, kind of gotten this this bad

[00:22:08] taste is because people showed up or given specific directions and that's it.

[00:22:13] I think we need to do more things as to learning how to evolve,

[00:22:17] how to be open to how other people see it and then compiling all of this

[00:22:22] information data and seeing how that's actually going to affect our team versus

[00:22:26] just try this for five years during my term that I'm here as this person.

[00:22:31] To me, that's where I'm dictating and I only can see it from my perception.

[00:22:35] OK, so in other words, just let them work.

[00:22:39] Let them make some mistakes, come along side of them.

[00:22:43] Yeah.

[00:22:44] And instead of booting them out right away, maybe find out why they said what they

[00:22:49] said, right? And right.

[00:22:51] And I'm not saying in this specific example with that airline.

[00:22:54] No, the person needs to be gone from that role.

[00:22:57] Maybe they stay in the company.

[00:22:58] Maybe they don't need to go to a different company.

[00:22:59] But at the end of the day, that role is not for them.

[00:23:02] No, no, no, Craig, I would argue that person needs to go that that kind of attitude

[00:23:06] who would actually take the direction of a company and just try and blow it off

[00:23:09] because they don't like it does not belong there period and a story.

[00:23:14] I totally respect that.

[00:23:15] And that's why I said, depending on the situation, maybe they say, maybe they go.

[00:23:19] But at the end of the day, they are not qualified for that role

[00:23:23] because they do not have situations.

[00:23:25] I like what Thomas said, though, and I like what you're saying.

[00:23:28] And to me, it brings up a good question.

[00:23:30] Anybody who's listening, what is the temperature that you're willing to play in?

[00:23:35] What's that differentiator or differential, if you will, of where things go?

[00:23:39] What's the knowing and doing gap?

[00:23:41] Where is that going to happen?

[00:23:43] When do you take action?

[00:23:44] What are the boundaries where can we be open minded?

[00:23:48] But where do we also say the line is here and it's been crossed?

[00:23:51] Here is the non-negotiable outcome because what we're willing to

[00:23:55] tolerate internally is what we're going to be willing to tolerate for everything

[00:24:00] else that we do, and that's what's going to set the example in the toll.

[00:24:04] That's either going to empower or defeat

[00:24:06] the employee, which then is going to have an impact on the customer.

[00:24:11] You know, the great news for everyone listening is that to find those definitions.

[00:24:18] It's it's people like us that can help you do that, walk you through that,

[00:24:22] help to find those roles.

[00:24:25] Most of the time, people when they are in their jobs,

[00:24:28] they are doing their jobs, their heads are down.

[00:24:31] And that goes back to this analogy of the forest and the trees.

[00:24:34] And to be able to have people kind of come alongside you

[00:24:37] and help you see things differently as problems come up,

[00:24:43] do it from a vantage point that is unbiased because they're not there

[00:24:49] with you doing every single test that you have to do every day.

[00:24:52] They're they're way they're distant from that and have the ability

[00:24:56] to help you as those things happen.

[00:24:58] So we're going to wrap this up today.

[00:25:00] I thank everyone for joining us.

[00:25:02] We're going to I'm going to give each of us an opportunity

[00:25:05] to plug our own respective shows.

[00:25:08] I can tell the audience this this particular recording.

[00:25:11] If you're listening to it, maybe you're listening to it on Brainský

[00:25:14] Unleashed and I thank you again for listening.

[00:25:16] Brainský Unleashed, that's a five star review, no less than five stars

[00:25:20] allowed. Don't forget to hit the like button.

[00:25:23] They had little thumbs up and subscribe.

[00:25:26] Craig, go ahead and plug your program.

[00:25:29] Sure. So I run a podcast called Raw Lessons Revealed.

[00:25:33] I've had a billionaire.

[00:25:35] I've had nine figure people and if I'd eat figure people and I've

[00:25:38] highly driven people that are trying to get to those level.

[00:25:42] And it's one of the fastest growing

[00:25:44] podcasts right now in business and entrepreneurship.

[00:25:48] And I just released today, April 22nd,

[00:25:51] twenty twenty four on LinkedIn.

[00:25:54] You can download a free resource.

[00:25:57] It's a four page resource that will help you

[00:26:01] uncover what is hidden in your commercialization process.

[00:26:05] And it is called the bridge on it works for any company, any industry.

[00:26:09] But specifically, I developed it for the health care technology industry.

[00:26:14] Anywhere from pharmaceutical and medical device to biotechnology to telemedicine,

[00:26:19] anything in between, including software or so.

[00:26:22] So we look forward to seeing you again.

[00:26:26] And we hope we bring a lot of value that we should think be challenged.

[00:26:30] All right, Troy, you are up.

[00:26:32] My man, wrap it up for us and I'll sign us.

[00:26:35] I don't have a podcast, Mr.

[00:26:37] Thomas, but how do they find you?

[00:26:40] Go to Coach Troy.

[00:26:42] Yeah, there it is.

[00:26:43] Coach Troy.ca.

[00:26:44] That's Coach Troy.ca.

[00:26:47] Coach Troy.ca.

[00:26:48] Now, great news for everyone.

[00:26:50] I'm going to announce this to the world.

[00:26:51] All right, so if you've been listening this long,

[00:26:53] you could hear this.

[00:26:54] Let's not talk about it.

[00:26:56] As a matter of fact, I'm going to go ahead and announce this.

[00:27:01] All three of us are going to be providing

[00:27:05] coaching services.

[00:27:06] We're going to have they're going to show up on a webinar near you.

[00:27:10] And we're going to actually help you on a scheduled basis

[00:27:16] through some of the things that you are struggling with.

[00:27:21] I mean, how cool is that?

[00:27:22] So more information to come on that in the future.

[00:27:25] And don't forget.

[00:27:27] If you consider yourself a business professional

[00:27:32] and a professional sports athlete considers down a professional athlete,

[00:27:38] they get coaching.

[00:27:40] Why would you as a business professional not get coaching?

[00:27:44] If they're not too good, neither of you,

[00:27:47] because we all need to be coached on how to do things more effectively.

[00:27:52] Thank you all again for joining us and we'll see you next time.