Yvonne Heimann [00:00:01]:
Have you ever found yourself dreading Mondays because your team just is not clicking, and you wonder if there is a real way to hire people who actually make things easy, not harder. The pain of hiring the wrong fit can stall your growth, drain your energy, and even leave you questioning your leadership. Finding aligned high performing employees can feel impossible.
Setting clear expectations, building company culture and balancing automations with human touch points. All pile up on to making a hiring feeling so overwhelming. That's why today's guest is here to shake things up and how we think about hiring and team building. So with that, get ready to make your next hire your best yet.
Yvonne Heimann [00:01:01]:
And with that I want to introduce you to today's guest who actually has multiple businesses that do over 50 million in annual revenue. But get this. And that pretty much is going to answer your question why I invited her to the podcast. She only spends about 10 hours a week overseeing the operations of those businesses. Yeah, when you can run multiple businesses in the multi million dollar level on just 10 hours, you know, I had to have Danielle on the podcast. So with that, welcome, Danielle Mulvey. I hope I didn't butcher this. Between my German accent, my English accent, names sometimes come out weird and I get tongue twisters.
Danielle, I am so excited to have you here with your vast of knowledge. Having looked you up online and having looked up the businesses, I am so excited to have you. Thank you for joining me today.
Danielle Mulvey [00:02:12]:
Likewise. I'm excited to be with you as well. You are quite the wonder woman yourself.
Yvonne Heimann [00:02:18]:
Thanks so much. Now I'm curious, diving a little bit into your personal journey when we are looking at where you are today. Multiple business, multi million dollar, you hang out with a couple of people where I'm like, oh yeah, we are, we are not just talking Joe Schmo off the street. We are talking people that have done similar work. So looking at your success today, what was like the, the moment when you realized and that something needed to change how you think about people and how you think about hiring and that led you to being where you are and hiring five star people and not just get frustrated because I can't be the only one that's like oh my God, this is not working out again. Why the hell do I need to micromanage people? What was the turning point?
Danielle Mulvey [00:03:23]:
So I started my first business. It was an advertising and marketing agency at the ripe old age of 25. So I've been an entrepreneur for more than half my life now and I was about two years into that first business and had seven employees at the time. And I remember waking up when one Monday morning and contemplating calling in fake sick to my own company because I didn't want to face another week with Larry, the graphic designer I personally hired. And I see you raise your hand like you felt like that too. Some, some Monday mornings like can I call in fake sick to my own company? So that was, that was the, that, that was the line in the sand day when I realized that I had no idea what I was doing when it came to hiring people. I was winging it. I was using anecdotal.
Larry, you know, was a referral. He was the sibling of someone I went to college with, he had graduated from the same college with the same degree as one of my best graphic designers. So he was kind of like checking the proverbial boxes. But I, basically, that was enough for me. I, I was like, okay, great, can you start Monday? Oh, and you have a pulse. Perfect. So he, so, so that was really kind of like what I based my hiring decision off of and that, that, that just doesn't work. And so I resolved myself that morning that of course I didn't call in fake sick, but I resolved myself to take three immediate actions that day.
Danielle Mulvey [00:05:13]:
Number one, I moved Larry to alumni status asap. He was gone by that afternoon. I decided that I was going to stop winging it when it came to my hiring and I was going to really dig in and understand and master hiring people because I realized too, like, I wasn't going to be, I, I could only do so much. And, and you can only grow and scale your business when you have employees who can do the work better than you. And, and, and, and then I also decided that I was never going to settle for someone who would be less than what I call today a five star fit employee. So that was my big, big, big, big wake up call. And so over these last, you know, 25 plus years, I have just really focused on that and, and, and, and built successful teams that have allowed me to then open up new businesses and get those teams up and running and get them right, get, get them going and then, you know, start the next business and such. So I care deeply, deeply about my employees.
I am, you know, I mean, there's some weeks where, you know, I've got to come in and I do special projects, but on an average it just takes 10 hours a week to oversee them. But you know, if we've got a big initiative or things like that, of course I'm, I'm sending more time and then the balance of my time is guessing on podcasts, keynoting and consulting with other entrepreneurs.
Yvonne Heimann [00:06:41]:
And that's, that's where I talk about seasons, right? We build to have the fun seasons and there's going to be some seasons where we put in a little bit more work where I allow myself to just nerd out. It's like Fridays is my I'm allowed to go shiny object syndrome and just go down rabbit holes. That's the joy of having systems in place and having amazing teams. Now you message you mentioned in, in our submission form that you believe everyone is a five star star fit for at least one role. Now we Also just heard Larry, Larry was definitely not the five star fit for that role. And me, my personal belief is also force for a role in a specific team. So yes, I do believe everybody has their place somewhere. Larry apparently didn't have it in that position with you.
But however, how I've been through similar lessons. Right. How can my audience and everybody listening get past the initial pain that I have experienced too? And how do they figure out who is that five star role for them and the position they want to fill?
Danielle Mulvey [00:08:08]:
Yeah, for sure. So there's a five star employee scorecard for that. So you should measure an employee being a five star fit if they can fill out the five stars of the five star employee scorecard. And the first star is alignment with core values. So if you want people in your organization who thinks and act like you, so basically cloning yourself, then you need to have people who share the same core values because that's what drives your decision making. And when I say core values, it is the 3 to 5, 100% true all of the time core values. A lot of organizations say oh, we have core values, but it's been a group think exercise and they're mostly aspirational as such. And those, those have a place in the organization.
But that isn't going to necessarily be what, what, what drives the natural thinking and decision making. So I, I start with people that, you know, that that's where, that's where you need to start. And, and then when you have those core values with clarifying statements, you just want to say oh, we value ownership. Like what does ownership mean? If that's the case. And, and with those, those three to five core values and clarifying statements, you're going to put them in a job post, in your job posting because that is going to attract that person, that high achiever who thinks like you and who is aligned with those core values. And it's going to repel the people who are like no, I don't think this is, this is jiving with me. So hand in hand, as we're going through this five star employee scorecard and rating system, you know, there's things that you, that you're going to take from this and you're going to want to put in your job postings so that you're attracting those ideal candidates that will be that potential five star fit for you. So after that star, the second star is the three to five key responsibilities and success metrics.
Danielle Mulvey [00:10:11]:
So you want to really understand what you need done in your organization. You're the boss you're hiring someone to fill some sort of void in your organization and who best to know what voids need to be filled but you, because you're the boss, you're the owner. And so oftentimes I see business owners hire people that have the experience and just go here, go. But they don't give them very much direction or understanding. And so when you look at someone's schedule for a week of this new hire that you're going to make like really kind of map out like what are you expecting them to be doing kind of hour by hour, what is their ideal week look like? And when you get that ideal week mapped out, you're going to see that 70% of their week is doing three to five key responsibilities. So what are those? And that's where you want to be very specific about those in your job posting. Too many job postings are a mishmash of other people's job postings and they're vanilla. They're blah blah, blah, blah blah.
And they don't really tell you exactly what you need to be doing and they don't tell you what success is. They don't say where the bar is set. So that's why with each key responsibility you need to quantify, quantify with a number, a dollar value, a a percentage, a time frame, what success is and the metric for each of those key responsibilities. So for example, I hire in one of my companies, we process long term care claims and I hire claims examiners who adjudicate facility based and home health claims. And the measures of success are 42 claims processed per day on average, 98% per procedural accuracy and 98 financial accuracy. When you are very clear some specificity. Well and you talked about not wanting to micromanage people when you are that specific. And, and, and you quantify the success metrics.
Danielle Mulvey [00:12:24]:
The, the employee knows if they're, if they're, if they're hitting it or not. They know if they're successful or not. And a high achiever is going to want to hit it and want to exceed it. My, my, my claims examiners, even though the, the, the minimum average is 42 claims per day over the course of a month, my team averages 49 claims. So like you know, the bar is set and then, and then the high achievers are going to be like I got it and then I can set more. So and you know, it doesn't to transform your hiring. It takes a couple of hours to transform your hiring and to just start getting, thinking about it a little bit. Stop being lazy about it and, and, and get specific about it.
And so you know, it again, it just, it, it, it takes, it takes 25 minutes to do the core values exercise. It would take, you know, 30 minutes to, to map out what someone's ideal week looks like in a schedule and then figure out their key responsibilities and then figure out what, how to quantify the success. Like it's, it's, it's just, it's just actually doing it instead of half assing it if it's okay.
Yvonne Heimann [00:13:42]:
It's, I think it's, it's part also ownership or understanding too. We, we here askyvi. It's been a lot about our values and the values of my company specifically because what the company is and how it is are closely connected to my own personal value that do have evolved as I have evolved. And yes, we have public values too. What do we stand for? What do we go after? Who do we want to draw in as a company? But internally for us, we have those values.
We have those values on a personal level. And if you look at my team, they are similar to my own personal values and what I care about. And with that, that actually triggered a really good question in my mind where it's like, I love the value approach. I love the value approach. I love the specific specificity. I love having clear expectation and clear boundaries because I believe it makes life so much easier. Now when I take all of this and with the values and wanting to build for me, values is straight connecting to company culture. Right? You are drawing in a certain type of people, certain personalities, how they show up.
With that comes a certain team culture and company culture. Now devil's advocate here you are managing multiple companies in just 10 hours a week. How do you keep that company culture going? How do you, how do you make sure it works and it stays what you want it to be?
Danielle Mulvey [00:15:34]:
So, so, yeah, so, so we'll take a little, we'll, we'll go off the five star employee scorecard just for, for a bit of it, a little bit on this detour. So the way that I do it is by daily huddles with each of the teams. So the daily huddle depending upon the team is, is, is, is averages about 10 to 15 minutes. I have one team, my remote team. It's a little bit, it's a longer daily huddle, but that's because we're all remote and so we get a lot of the connecting that we need to get done and the collaboration that you normally would get throughout the day, but that's my 10 hours a week is really spending an hour ish plus per day going through and getting that daily connection with the team because I'm able to. So the basic structure of a daily huddle goes like this. We start with a celebration.
So I'm always prepared in my back pocket to start the call or the zoom or the in person with a celebration. And what that does is that elevates everyone's state and it reminds everyone why we're here. So in one of my companies, we actually start with a client testimonial every day. So someone else on the team is responsible for bringing the client testimonial. And it's either like in written form or it's a video clip or something. And so that kind of gets the team like fired up and reminds us all why we're there. Then what happens is people go around and they share. Here are the three things I did yesterday, and here are the three things I'm going to do today.
Danielle Mulvey [00:17:20]:
And then it just moves on like that, that quickly. And so what I'm able to do is keep a pulse on what's going on. And if someone has is, you know, there's something on their plate today that they say they're going to do, and it's like, important but not urgent, hey, can you do this instead? And we can push that to like tomorrow or next week. That's how I keep us going forward. And that's how simple it is because they're doing their key responsibilities and they, they're hitting their success metrics. So I'm not micromanaging. I'm more like conducting, you know, And I'm not playing an instrument. Right.
The conductor doesn't play an instrument. But I'm just like, okay, it's time for you guys to come in. All right, it's time for you. That's how, that's how simple it is in terms of keeping that culture going. When someone does something great and we want to give a shout out to someone or compliment them, we tie it back to the core values. Hey, Hinul, thank you for taking ownership of that. I really appreciate how you picked up the ball with that client and ran with it and got a touchdown out of it. That ownership was perfect.
You also will use your core values to, you know, provide constructive feedback, too. Like, you know, okay, Peter, you know, I think something just kind of got lines crossed, etcetera, between you and the client and the vendor going forward. Can you just kind of like assume the ownership amongst when we've got a situation that involves our client and a vendor too. So that's how you keep that company culture going is by the daily huddle and then using those core values on a daily basis.
Yvonne Heimann [00:19:18]:
So that's now for you as the leader you are and the female CEO running multiple companies, have you noticed any, any unique challenges or advantages being a woman in that situation? Being a woman that is building and leading high performance teams? What, yeah, what can, can women in my audience potentially expect advantages but also potential disadvantages to run into as a woman in that position?
Danielle Mulvey [00:19:54]:
Yeah, I think that, I think, I think to me I have a, I have a great advantage. I've seen how guys, you know, like other, other, other male business owners run a daily huddle and I think that, you know, I, I, I think they run it with, with male energy and I run it with female energy and maybe a little bit more mothering to a certain degree. Like I care so deeply about my employees. Like, I mean before I got married and before I had children, like, I like my, I loved my employees like children. I still love them like, like children and such. So you know, I think that because I care so deeply, I think that that's kind of the difference that women tend to bring to, to their teams that they can work as with an advantage in terms of a disadvantage. You know, I would say that sometimes you could have people and maybe they're male employees who don't want to share what they're doing and they don't want to be seemed accountable in a group setting. Well, right there is a red flag because that's someone who is not aligned with my, with, with the core values of my organization.
So they're not a five star fit for my organization. They can go like there's a five star fit for them, multiple five star fits for them in other industries and other jobs or in a similar role, but just in a different organization. So, so, so getting back to the five star employee scorecard, you've got the core values, you've got the key responsibilities and success metrics. And then the third star are the 11 universal qualities of a five star employee. So we've identified 11 universal qualities that are present in all five star employees. And it's basically, you know, you're going to, you're going to, you're going to create interview questions around these 11 universal qualities. So you can really understand is this person, you know, giving us what we want in terms of being limber or do they are they not as limber as we need them to be? And you know, for different roles, you might need someone to be more limber in this role in your organization and then in this other role you need someone to be less limber. And so, you know, it's an opportunity for you again to be like, what do I need? What do I want? When you get specific about what you want, it's, it becomes a magnet.
Danielle Mulvey [00:22:39]:
And, and, and, and because your frustration with employees is when they're not meeting the standards, not meeting what you want. But have you really ever set the standard or communicated your standards or interviewed the candidate around specifically what you're looking for, what you're not looking for? I say, I say success leaves, leaves, leaves clues, but failures leave lessons. So you know, just go back and think about, you know, people who are mishires, like where was the miss. What was the red flag that you ignored? There was something in your gut that was like, I don't think this is right. But you're like, well maybe they'll be okay. But what happened is let's just not.
Yvonne Heimann [00:23:29]:
Listen to my intuition. What, why would I do that?
Danielle Mulvey [00:23:36]:
Let's give him 90 days. Why? Why, why 90 days? Unless you live in Montana, Unless you live in Montana, there is no, no other state that requires a 90 day probationary period. If you hire someone, right, they should hit the ground at 50 miles an hour. Week one. They should be ramped up and going 100 miles an hour by week four, five, six. You don't need to give someone 90 days, guys. That's because you're giving someone 90 days. Because you're half assing it when it comes to hiring.
Yvonne Heimann [00:24:06]:
I feel it. I feel that one. I feel that one. That is a perfect call out right there. Now I'm curious. I love your approach to people. I love your approach to clarity, communication, the values. Oh my God, yes.
Now where is there, is there slash, where is there room for systems and automations and processes? Because we have a lot of humans right?
We don't want to lose that human factor. But me personally, I'm, I, I'm all automation. Yes. I have overdone automation in the past. Don't get me wrong. I learned that lesson too. Where in your hiring process, in with your five star teams. Where is there room? And how do you integrate systems and processes and automation and that side of things.
Danielle Mulvey [00:25:12]:
Exactly. So let me just, let me just knock out the last two, the last two stars in the five star employee score card. So, so after the 11 universal qualities of a five star employee. Then you, then you, then you test for the aptitudes and skills for the role. So what do you need? What are the skills? And then, and then you have to test for them. But you, every, every role is going to have different aptitudes and skills that you need. And then the final one is you want to do a check on, on, on compensation. So their compensation, their what you pay them should produce a 3.5x return on, on, on their payroll.
So they should have a, that much of a positive impact on revenue. So that's the five star employee scorecard. Boom. We're done. Now when it comes to automation we're going to move to the five Star fit method. And so the five Star fit method is, is, is the hiring gauntlet that you put people through. And, and what happens is, is we do when someone applies, they are automatically sent the all in assessment. And the all in assessment is a psychometric, scientifically based assessment and it tells you a candidate's abilities, motivations, personality, work fit and team fit.
Danielle Mulvey [00:26:47]:
And what you do with that assessment that they complete is then it is bumped up against the benchmark you set for the role. So, so for every role, ideally you'd have like I have my best claims examiners and, and, and, and I take their assessment results and, and then I create their assessment results, become the new benchmark. So when someone takes the assessment, I'm scoring against already my best people. So that's how I'm cloning my best people in a scientific automated way. And if you score 70% or higher, you move forward in our process. But get this, the, the, that, that first step in the five star fit method, this hiring gauntlet, this funnel to get to your best candidates eliminates 80% of the applicants like that. So now I'm down to the top 15 to 20% of applicants and I haven't looked at a resume yet. I have not spent any time.
I'm just looking for the scores. Boom.
Yvonne Heimann [00:27:34]:
Okay, that's like I love me, I love me some frameworks, right? Because it brings things around to data, to what worked, what doesn't work. It's like some really weird correlation just popped in my head. It's like a nurse asking you your perception of your pain anywhere from, from 1 to 10, right? You are doing a similar scoring and, and comparing it to, to be able to put a person that is so many different facets. Let's be honest, I'm running at least 10 different personalities in just an hour into something that, that is Feasible some where you have so much better chances that that person and their personality and their perception of the world and their model of the world fits what you need, fits the company culture, fits the, the communication style and the drive and all you do, it's like it's the perfect, nicely packaged all in combination encompassing framework to have the best chances to get the right person in.
Danielle Mulvey [00:28:53]:
Yeah, you're exactly right because personality is not enough. Like we have five perspectives that we're looking at and so it's like it all has to point to like here we are and you know, a lot of people use personality tests but even if you go to the DISC website, right on the homepage of Disc it says this is a personality test. This is not to be used in hiring. You can use it after you hire someone so that you can, you know, get to know them faster. And this at the other. But, but even disc says do not use this to make a hiring decision because personality does not dictate whether they'll be successful in particular positions or not. So that's why you want to have multiple, multiple perspectives and they're objective. There's nothing subjective here.
It's, it's the numbers and the data that are doing the, the scoring.
Yvonne Heimann [00:29:50]:
I, I love that now that we have a really great understanding of how this all works and what you do now I know that your plan is to unseat indeed as the number one hiring hub and I'm excited about that because honestly, hiring out there is like, yeah, oh yeah, I like that. Just, just hire them. They are good people. So I love this vault vision. I'm like, yes, with that. What do you see missing in that current hiring landscape and maybe even specifically for female entrepreneurs and female led businesses? What's missing? What is that piece that you fulfill that, may I say male led hiring companies might have missed? Oh, I'm sassy today.
Danielle Mulvey [00:30:45]:
I love it, I love it, I love it. So, you know, I think so. So what's interesting is it kind of goes both ways because I have, you know, we're like, we're, we're about 50/50 in terms of our clients who use our system for hiring. The five star employee hiring system. And, and what's interesting is in, in, in a couple of those female led companies, they only had female teams and they.
Yvonne Heimann [00:31:17]:
Which now means we are in a similar situation as just having male teams. Am I assuming that right? Because yeah, like I love, I love my females. Don't give me wrong, I love us. But we are losing, closing out by Just having female teams.
Danielle Mulvey [00:31:33]:
So, so, so I'm going to call out Casey and, and, and, and, and she has, she has publicly talked about this in a podcast. So, so it's not a call out.
Yvonne Heimann [00:31:44]:
She already talked about it.
Danielle Mulvey [00:31:45]:
Exactly, exactly. But it's easier for me to like put it, put a name to it. But, so, so Casey is, is one example wildly successful bookkeeping and business consulting firm. And, and, and you know, female led, female driven, female powered this at the other. And basically she couldn't fathom hiring a male. But when she put the system into place and you know, she, she, the high, high, highest high scoring candidates included males, she's just like, I don't think this is going to work. And it was like trust the process Casey. Just trust the process.
Let's, let's just try to trust the process. And, and, and, and you know, she's process driven in her organization. She's actually profit first certified. So she understands trusting the process. So she did trust the process. So let's fast forward now to two years later. Her best employee is the male employee that she thought she never would have hired. And, and every time she talks about Drew she just is like oh my gosh, I can't believe that I was thinking that a male wouldn't work in my company would, wouldn't work out well.
And, and here he is the, the, the, the poster child of, of the companies. So that is one big big thing is like trust a process, trust a system and, and remove subjectivity.
Yvonne Heimann [00:33:25]:
And I think I've talked about that regularly. I think what happens especially I'm like yes, we are. I'm a female leader podcast, right. I'm focusing on female leaders and I look back at the fight other women had for us to be able, for us to be here today. But human and human nature is like a pendulum, right? We, we are all on one side and somebody is like no, this is not fair. And it tends to happen to go all the way to the other side and then starts finally pending out in the middle. And I think we are getting to, to a point as women in business, as female leaders, as big voices to get into the stage, into the middle at least to some level. Let's look at it just worldwide right now where it's, where it's getting to a happy medium where we are coming back from.
Okay, all men are bad to. No, it's, it's actually it's people. And it comes down again to the personality, to the knowledge. And there is things where I'm like no I'm not gonna hire a woman for this job. Yes, maybe, but there's, there is specific things where I'm like, I'm sorry, I love my women, but I don't think this position is perfectly suited for a woman. Yeah, and we are just losing out on that.
Danielle Mulvey [00:35:01]:
Exactly. So. So in the five star fit method, you have the assessment on the front end that gets you down to the top 15 to 20% of the candidates. Then the next step is you're going to do a screening interview. It's going to be like 15 minutes. Just kind of, you know, ask some questions about the resume. Again, at that point now you're, you're, you're only about 50% of those candidates move forward. So if you start with a hundred applicants, then you're down to, you know, let's just say easy math.
The assessment gets you down to 20 applicants, top 20%. Then you go through the screening interview. Now you're down to 10. You spend 15 minutes on a screening interview or less. I've had screening interviews that have been less than a minute. And that's fine. We're just moving on. You're only hiring one person.
Like you don't, you don't own people.
Yvonne Heimann [00:35:47]:
It's, it's, it's like dating. If it, if it doesn't feel right within the first two minutes, it's not gonna feel right in an hour. If you're trying to.
Danielle Mulvey [00:35:55]:
Exactly, exactly. Or 90 days for a new hire. So, so after the screening interview, then you're going to want to give skills testing. So it doesn't matter what someone says they can do or what their resume says they can do, it matters. Can they actually do it? So you want, no matter the position, you want to incorporate some sort of skills testing, make sure they can't AI it. And, and, and so then if they pass the skills testing, they move forward. So usually about 60% move forward from the skills testing. 60 to 70%.
So again, it's like another objective, automated way to filter more people out. And then after the skills testing, you're gonna do a deep dive interview. The deep dive interview is about an hour and a half and it's you with someone else on your team, so there's some accountability. Did we both hear the same thing? Are we both on the same page?
Do we both have these same, like weird gut feelings that we need to follow? And then after the, if they pass the, the deep dive interview, now you're down to like, usually the top four candidates. And then you'll invite them to a test drive day. So the test drive day is better than a 90 day probationary period because it is them coming in, whether it's a remote position, uh, and they're logging on for four to five hours or they're coming into your office for four to five hours. But it's a paid test drive day where they're kind of getting to see what a day in the life of doing the role looks like. And you're actually going to give them some assignments, you're going to show them how to do things and see how quickly they can pick it up. Because your ideal five star fit that you hire is going to hit the ground running right when they start. They're going to be at 50 miles an hour week one. And so this is your opportunity to, to, to do that.
Danielle Mulvey [00:37:38]:
And you're going to pay them like you know, depending upon what you're, you're paying them, you know, kind of like what, what, what would be commensurative to their, to their current salary. So that is the five star fit method and that is how you, you apply some big objectivity and automation and balancing it with, you know, having the conversations, getting to know them and such. But you're not wasting your time and you're not overwhelmed at any stage because the system and, and the assessment and the skills testing are filtering out the big chunks of candidates.
Yvonne Heimann [00:38:13]:
Now I know for everybody that's like, oh my God, I'm ready, I'm ready to hire. I'm ready to hire. Right. And not just anybody. I know you have something for my audience to make that hiring easier. Tell my audience about it and where they can find it.
Danielle Mulvey [00:38:33]:
So, so we, we talked a bit about the 11 universal qualities of a five star employee. And if you start there, that will start to make you realize. So it's a quick little exercise that you can do. It take you less than five minutes to do it and it will give you a big aha that you can apply immediately going forward in your next interview, in your next hiring phase. So, so if you text the word team TEAM to 55444 that's TEAM to 55444 then you will get this five the eleven year qualities of a five star employee litmus test that will let you start hitting the ground running.
Yvonne Heimann [00:39:21]:
Thank you so much for making, making that available to my audience and thank you so much for joining me on, on the podcast today. Guys. You got this team to 55444. Really simple, really simple. So go get that Danielle thanks so much for joining me today. And I can't wait to see my audience implement all of that and finally hire good teams. I'm like, I'm lucky. I finally got to a point of having a good team that aligns with me, that aligns, aligns with my values and my goals.
I pay dearly to get here, guys. Everybody listening. Ladies, go grab it. Save yourself the years that I paid daily. Thanks so much for making it easy for us, Danielle. Bye, everybody.