Paul Witkay — Getting Access to a High-Level Peer Group

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Why thank you for having me, Bill. It's good. Great to talk to you again.

So for our listeners, I was a member of Paul's organization, the alliance of CEOs with two different companies for a little over 10 years and I got a tremendous amount of it. And Paul and I have stayed in touch on and off through the year. We live not far from each other and I just thought it'd be great to have Paul on the show. He's of course familiar with Scaling up and Vern and like that and it'd be great to kind of get some of his experience and download some of that for. So I'm glad to have you. Before we get into that, let's why don't you talk to folks a little bit about your background, your early business experience, your experience as a CEO and the things that led you to the founding of the Alliance. And then we're going to spend most of our time talking about the alliance itself.

Well, thank you, Bill. And first of all, I just got to say I am so fortunate to have the privilege of doing what I get to do today. I work with so many amazing leaders who are really having an impact and I get to hang around them and, and learn so much. So I could not have predicted how I would get here. It was not linear. But as you requested, my, my background, I'm chemical engineer from University of Illinois. Spent about 20 years in the process industries. Starting out Amoco Oil and Dow Chemical back in the Midwest. Came out to the bay area in 1977. And since then my career has been shaped by, by staying in the Bay Area. Yeah, I've been asked to transfer several times during the early parts of my career and I chose to start companies here in the Bay Area just to stay. And the series of events that you.

Just didn't want to go back to, the flat and the ice and cold of the Midwest.

Well, frankly, I didn't want to insult anybody that's from Houston, but each time it was actually in Houston. And I love the people in Houston. Yeah, but I sweat too easily and the humidity there. I just, I love the Bay Area and the diversity of the, of the people, the economy, everything about the Bay Area.

So I chose, before we met, I had, I was with a business and we had, one of our units was in Houston. We had a radio station there and, and I've got a client today with major operation in Houston and passed. So I, I totally get it.

So anyway, the chain of events that caused me to found the alliance in 1996 really started five years before 1991. I was an executive with a big French company called air Liquide, about $7 billion at that time. And the chairman thought we should be making more money here in the US we had recently grown the business to over a billion dollars in the US through a ton of acquisitions. And he thought we should be making more money. And it was a down year in the economy. This was back when IBM brought in Lou Gerstner and it was doing his turnaround. And so he named me head of strategy. We had no former head of strategy, so nobody knew exactly what that was, including myself. And I put together a cross functional team of executives throughout the country and throughout the organization and brought them together to Actually figure out how do we restructure, reorganize. I won't bore you with all the details, but one of the core philosophies was to actually, instead of being more product and technology driven, which we had been, we're French, California, Texas type cultures and very analytical driven, we needed to become more customer and market driven. And it was a very high capital, low variable cost industry. And so frankly it was an oligopoly of global players around the world competing for market share. And it was a dumb industry from just, you know, it was not all that profitable. And so frankly we focused on identifying who customers should really value us, who would value us the most and really focus on profitability and working with the right customers. And we actually, it was an amazing turnaround, amazing change. We actually changed profitability on, on half the business from 14 to 22% of the operating profit level. However, however early on in that process I determined this is the beginning of the end for me with that company. Because we had bought a company based in Houston five years before they did half a million dollars of revenue and we did the other half billion out of our, our Bay Area headquarters. And it was time to merge those two headquarters and then merge the executive teams. And since one of our core philosophy was to get close to our customers, you can't shut down Houston for a chemical company and move to San Francisco without proving your corporate hypocrites. So frankly I took a look at one of our businesses, didn't even show up on the bottom line. It was a small little $10 million operation, but it was in healthcare. And when I looked at it, they only did business on the west coast. So I'm thinking that doesn't make sense to run that one out of Texas. So the last step in kind of major reorganization, once you figure out the global strategy, you realign the business structure. The last step is who's going to run what. So as the other guys all were positioning and jockeying for position for the big jobs, I mentioned that healthcare looked really interesting. Hillary Clinton was doing her healthcare initiative at the time with Bill and managed care was coming in. So frankly, nobody cared about healthcare. So I took over. I became the head of the healthcare company. I stayed behind in San Francisco. They all moved to Houston. And shortly after I was asked to join a group of CEOs in the healthcare industry. And it was a no brainer. I've always learned from other people. I've never believed in reinventing something that's already been invented myself. I always strive to Find the smartest people I can and go pick their brains. So this was a no brainer for me. So I didn't care if the meetings are boring. I needed to get up to speed on healthcare. I went to the first meeting and I literally fell in love with it. I mean there's eight folks, eight CEOs sitting around the table, they're all smarter than me. It was like being back in business school where it was high level, Harvard, case study type, strategic thinking, totally, totally non political, totally open, candid, unfiltered. And I went home that night, told my wife and said, man, I'd love to do this every day. It's strategic, stimulating, it's always easier to run somebody else's company than your own. And so frankly my wife did give me a piece of advice. She said, well, don't be stupid, don't quit tomorrow, have a plan. And so I stayed behind, ran the healthcare company for another few years and made some acquisitions, built, grew it, put in systems, got it accredited, but in 96 it was, we decided to sell it. It was not core business and so we sold it to a competitor. They asked me to go to Houston again, I said no thank you and start up the alliance of CEOs. And I started from scratch, just meeting one CEO at a time. And the first CEO I met was CEO of a public biotech company over in Berkeley. He had run a billion dollar Swiss pharmaceutical company, Aries Serono prior to that. And at the end he taught me all about biotech over lunch and at the end of the meeting he said, Paul, this alliance thing sounds interesting. Put together a group of folks like me and I'd be interested. So frankly, he was the first one and the first group I put together really set the culture and the tone and taught me what the alliance was going to be like. Because number one, I believe in the power of diversity in the healthcare group. They're all very smart, but I believe innovation comes from outside your own industry and your own way of thinking. And so the first group we were able to put together was everything from heaviness. We had a billion dollar steel company, we had a billion dollar paper company, we had a billion dollar chemical company, spun out Chevron Chemical. And then we had the high tech companies of semiconductors, enterprise software, entertainment software, biotech pharma. We had biotech agricultural which is genetically engineered tomatoes. We had interactive television 20 years before its time. And so I was blown away by just have the opportunity to be in the same room with these folks and they really resonated being able to be sparring, you know, intellectually sparring partners for each other and really understand how they thought, how they looked at the world differently. And this is back in the mid-90s when the world was really changing with the Internet and globalization. And so they really were thirsty to learn as quickly as possible. So I was just fortunate to be in the right place, the right time with some wonderful people and they felt they built the culture and good members draw other good members. So that's the, the start of the alliance.

Well, you know, my wife was a member of the alliance of CEOs before I was. She was a CEO of a jewelry company. And then I joined the group because. And I had a tech business and then I was starting a new one and I joined a group that you'd set up with a number of early stage, like tech startups. And we had an interesting group back then and a director, moderator type that ran our group every month. And for me it was the chance to, to essentially get a kind of a, an informal board of advisors. And, but it was very business oriented. Like we were in the same, in the same general sector, not the same industry exactly. We all had different companies, but the same general sector. And we were talking about the issues that we had in, in starting up and growing these, these, these early stage tech businesses. And this was in the 90s. And I did that for a while until the 2001 happened. And then we shut down those two companies. And then I came over and worked with my wife as the new CEO of that and then took over her seat in the group that you were running there. And I had just a great group of people around me. But it was always that experience of like having a variety of perspectives of different types of companies in different sectors with different. That became my advisory board. Right? We owned all those companies, companies. Even with the investors that we had, we didn't have very formal boards. But I needed more diversity of input, more in more perspective on the things that we were doing. And that's the thing I always found so valuable.

And actually you bring that up, it's interesting. But when you joined, you were in one of two experimental groups that I started in about 1999 because somewhere in business school they taught me that you're supposed to listen to your customers. And a couple of our members came to me in 98, 99 and they were running Internet businesses and they came to me and said, Paul, we love the alliance, we love the group that we're in, but they're not All Internet based businesses and our business model's changing every three months and it's crazy and we need to be with other Internet companies. And so frankly, I listened to him and that was very logical. And so we put together a group of basically early stage Internet companies like Bill's. Yeah, and it was a great group of folks and you know, from just observing the group, they were getting some great stuff and moving quickly. But what I noticed was it wasn't as powerful and as innovative as the other groups where the diversity was far greater for two reasons. One, when you're with people in an industry, your same industry, there's a natural human behavior of ranking one another, who's further along, who's smarter, who's richer, whatever. And so there's a kind of a natural ranking, like you do in your class, like doctors do, which medical school did they go to? And it was amazing. You know, these were early stage companies, so it was amazing how much smarter somebody felt after they closed their round of financing than the day before. And so the group wasn't quite as, as innovative as a group. And I noticed in say the first group I started, which you had biotech and steel and semiconductors and software. Yeah, those folks, they totally respected the intelligence of the other CEOs, but they didn't get the feeling that they couldn't really rank each other because there were different metrics and such, different models, that it would be pure intellectual learning and curiosity of how those other companies and how those industries ran. And at the CEO level, frankly, there's far more in common than the actual products or services they sell. You know, how to create the vision, the strategy, the competitive positioning, the building, the teams, the financing, the marketing. So frankly, the diversity was lacking in that very first group because they were all that you were in, Bill, because they were all trying to do the same thing, raise the next round, get traction and so forth. All logical, but it wasn't quite as powerful as I believe it could have been.

Well, I remember one conversation somebody said, well, if you had raised not 250,000 for this business, but if you'd raised 5 million, what would you have done differently? This became a topic we talked around for an hour or so and then I said, you know, on reflection, really, I just would have made the same mistakes, but bigger and faster. I still had to get through that learning and I might have burned through as much money. So there's something about getting money at the right time. But it was, that was a big focus of how are we raising what's the next thing. And there was a little bit on what's the product market fit and some of that stuff, but we weren't doing that much in that realm. The next group that I joined, so then the 911 and the 2001 downturn happened and then I moved companies. We shut down those tech companies after a good run in the 90s. And then I worked with the other. And then the next group, I had security, I had consulting, I had. God, I had so many businesses. We had real estate, we had, I think I said training. We had architecture, we had boilers and pumps. We had a huge range of companies in that a wide diversity. And that was actually a stickier group for the group I spent more time with as we, as we worked on the next business.

Yeah, actually many, if not most of those members that were with you then are still in the alliance.

Yeah, interesting. Well, I, and I know some of them still. I've, I've since worked with some of them as I moved out of the last role into coaching and, and it's great to. I mean, I, I guess it, it reinforces the power of these relationships and insights. There are times when I see things from early stage companies. You know, I work with a number of companies through accelerator programs, but then our primary clients tend to be a little bit bigger. And we'll work with companies if they have interesting savvy investors at very early stages, even below 10 million. But we'll work through people in billion dollar valuations and hundreds of millions of dollars in revenue. And some of the principles are the same. The way you do things is differently. The way you lead at each stage is really different. But there are some common PR principles because throughout all of those things are human beings.

Yes. And frankly, this is the Bay Area.

So.

I've never judged a CEO necessarily by the size of their organization or their balance sheet. It certainly is relevant to the resources they have to engage in the market. But frankly, in the Bay Area, we have members that have run 10 different companies. And so they're the same individual each year. They get more experience, but depending on when you meet them, they may be doing a startup or they might be running a public company. So it's, you know, life's a journey and you know, the alliance actually is more an organization of human beings who happen to lead organizations and lead and build companies rather than an organization of companies per se.

Right. So I can remember many technical conversations in the alliance that were around Phantom stock or ESOPs or buy sell agreements or acquisitions. But the more interesting and involved ones were often on the human side of things, how leaders were dealing with people on their teams and each other, and the more human side of things, where we really benefited from having the diverse perspective.

They're all challenges. It's just a matter of which one's the most critical, most impactful. Frankly, every CEO has got the universe of challenges from making sure they manage their cash or manage their finances and build a team that they can rely on and can scale with them. So it's, it's, you know, never a perfect situation where you've got everything nailed down and your investors love you and the market loves you. So there's always challenges and frankly, if they're not, there's always opportunities to expand beyond that. So it's a never ending opportunity to learn and build something of impact.

So this, we talk a lot about the opportunity to learn and to collaborate and both a formal kind of learning. Like you guys always have speakers come in and they talk about a book or a particular experience they had or a tool that they developed at a company, right. And then you break out into the individual groups and they share stuff. What stories come to mind for you that really stand out about, you know, it's been 20 some years now with the alliance of CEOs and you've seen so many come and go and grow their businesses and so on. What stands out for you in this?

Oh, frankly, I have stories every day. Most of them are confidentials, you know, because they're behind closed doors. Every day I get, you know, messages. I can't, I can't meet a CEO without seeing a potential connection for their technology platform or go to market strategy where it's not synergistic with somebody else that's doing something similar or adjacent to it. And so a lot of things happen, but I love the moments of insight and impact. And you may recall one, that since you were at that meeting, I can tell it where it's not totally confidential, but it was probably about 15 years ago and you were listening to one of your fellow members talk about their strategic plan for the coming year, laying it out. It was a very nice presentation and they were all excited about this superstar executive that they had just brought into the company and it was going to take the company to new heights. And I don't know if you recall or not, but if you do, what was your observation about that particular meeting? Do you remember?

So he was a focus exec talking about the growth of his business. He was excited about a key hire. This was a sales Superstar who was going to really take things up. And he kept describing him as a rock star. Rock star, Rock star. But he did also say a couple things, like he had some question or reservation. He wasn't sure what it was about or what he should be concerned about. And it came up in the thing. And I said, huh, so, you know, I've known him for a few years at this point. And I said, you're always talking about teamwork and the values of the company and building the company on values. And this is a guy who definitely embodies all of the good scaling up rock habits type stuff. And now you're talking about this rock star, and it just sounds like you hired on a solo act and you are more of this collaborative ensemble team. And so what's up with that? Like, you know, doesn't that create an issue for you? And he, like, sort of stopped cold. It was like. It was like the knife or like, just like, boom. It hit him and he's like, oh, my God, you're right. And it was. It was not, like, emotional, but, like, you could feel it in the room. He was like, oh, that's it. It was that moment of insight. Now, you know, it wasn't anything in particular, but it was that thing. It wasn't that I was smarter or anything else than him. He's certainly a brilliant businessman, but it's that we can see each other sometimes more clearly than we can see ourselves, right?

Absolutely. And you had paid attention. You cared enough to really know how, what values he had espoused over the years. And so when you saw something that was contradictory to the way he believed, it was evident to you because you saw it fresh and you felt comfortable in speaking out. Which one of his employees may have felt the same thing pretty deeply because of his emphasis on teamwork. But the employee may not have spoken out.

Not the room, not the freedom, permission, the personal concern, weighing in. So I often say today, look, as a coach, it's not that I'm smarter, more successful. I've had some successes. My failures are often more valuable to you as the coach, but it's being able to see from outside of your box, from outside of your world that's different. And said a funnier way. I like to say that we'll never really know who discovered water, but you can be pretty sure that it wasn't a fear fish.

Very good. I hadn't heard that one.

That's a.

That's a good one. So. But no, you personally made a difference. This. This particular CEO's journey and life. And I know he mentioned it in past years as well. Just that that insight. Every so often it's those aha moments or insight, really, really deep insights that are powerful that, that really bring me much joy.

Well, I remember helping each other like in our group in the 2008 downturn. My last business was always very sensitive to the economic cycles. As soon as the economy would contract because we were more of a fashion self purchase thing, we would always tank just hard and feel like that life was ending, the sky was falling after a downturn. And then after the 2008 downturn we did a little exercise and pivoted into sort of declaring the business over. And my group was really helpful. I remember one member in the group sort of laid this thing out like well, so if you set aside your current business and you pair everything down so that you can survive, then you look at what's happening in the world and you consider your past or current strengths in light of those things and look for the small little insights. And that's where we realized oh, gifts and things of more meaning and versus flash were important. And we started to within the next year have breakouts and had really rapid growth as a result of that way of looking at strategy. And today I do that all the time with people. I do it every year and I do it anytime. Things change significantly for the business, the industry and we will look at the trends really broadly, not like industry trends, but like what's happening in fashion, what's happening in music, what's happening happening in politics. And, and, and we'll look for little signals and indicators that might have a bearing on the company's strengths. And, and the couple that did that, well, that actually that same executive did some really substantial things to pivot themselves and they work with major, major global brands to this day as a result of the work they did. A couple of the people in that group did rapid pivots in a period of change in, in 09 and it was brilliant to be a part of that right now.

I agree with you. Although I'm not sure from their perspective they felt that the pivots were rapid but because it took a couple years to really get back to full speed.

Well, some were really rapid. Of course we're talking around things and not other people's business. Right. But I remember watching one and there commitment, conviction, the pace with which they committed to the new strategies with which they paired back the the old business and moved into new things was really astonishing to me. And for me I'd always really taken a lot more to push. I had to be quite on the ropes before I made the serious changes, often as CEO. Before that, when I watched them, I really learned something. And I actually, I work with that company today, many years later. But I was taught by them the speed of seeing something and then committing yourself and going forth boldly versus playing safe and nice about it. And they've been rewarded with growth of many, many fold since that time.

Yeah, if you can see things before you get to crisis mode, which is when we actually start looking. But if other people can see it from the outside opportunities or threats that you're not seeing, that time to pivot can be invaluable.

I feel like what we're pitching people here in the show, if we're pitching them anything, and I guess I'm always pitching something, is the need to have either a board of advisors or a peer group, something like that, where you're getting some outside feedback from somebody who's connected and cares and knows about you, but is not like dependent on you for their paycheck, who's not. Who's taking a little bit longer view with a little different perspective than you get from your own leadership team.

Yeah, I've always, even when I was a young engineer and I always want to surround myself with the smartest people I could hang around. And now that I work with CEOs in every industry, I believe we learn so much from other leaders with different business models, different skill sets. People look at the world differently, people who see things differently, people have access to whether it's global type issues or technology issues. Everything's converging and we're going exponential pace now that you just need to have trusted people you can trust that it gives you access to how things are changing in as broad a space in as many different ways as possible.

You know, I remember back in that time, one of the things that I was dealing with is we were in the middle of putting in an ERP system. And it's a. If you don't know, it's a complicated, interconnected, sophisticated. It's like accounting plus sales, CRM plus manufacturing and purchasing plus service and everything else. Like, if you took all your systems, put them together, that's roughly what an ERP system is. So we were in the middle of doing this in a fairly small company because we saw ourselves at the beginning of a very big growth phase. And. And I had. I was probably $250,000 of spend into this and probably nine or a year into the implementation, it wasn't going well and things weren't working out and I, and I didn't know what to do. But I felt like I was far down and committed and I didn't see a way out. But I had a team of like four people in the world of accounting. I was spending all this money on development and, and I didn't have financials that worked and people were spending more and more time on doing things, not less and less. So I looked around at that and then there was another guy who had a different kind of a business, also manufacturing related. And he talked about his thing and he's like he was hardly spending anything. And I said, oh, what are you doing? Well, he had figured out how to build his own order processing tools, order processing, purchasing tools and connect it to his website and, and do all that development himself and then be running a web based accounting thing that was virtually free. And I looked at that whole thing and then I went and visited his business and I'm like, holy crap, this guy is spending a fraction of what I am and has got better growth potential. And I scrapped everything, went looking for a new solution. I kicked all that stuff out, pared down my accounting and changed things dramatically. I was spending all kinds of money and getting worse and worse results because I was using the wrong solution. It wasn't until I heard from another company in another line of business, sharing some experience that I had the insight that I could actually make the change. And God, it paid off.

Nice, very nice.

Yeah, was really, really well done. And that, that thing continued then to this day. And I carry that learning into companies of all size. That notion that you just do stuff because that's what you think you're supposed to do or because that's what everyone does in your industry. You is not where innovation lives. It's not where entrepreneurship and creative thinking comes in.

Well, different industries have to innovate different ways at different times. If you're in manufacturing or distribution or transportation or E commerce or R and D, frankly their core competencies are different. And so the types of innovations they bring in, whether it's process or product or, or operations, they have to be excellent and world class at just a few things. Very few companies are world class at everything, particularly nowadays. So.

Right.

So frankly, whatever company or industry you're in, you're, you have got to be excellent, your core competency. But everything else you can learn from virtually, you know, other industries that are, are far advanced because they've already solved those types of problems because they're core to their companies. Right.

So outsource them. Even if you pay a slight premium, it gets you, it simplifies the business and keeps you focused on the thing that you do really, really well.

And you don't necessarily have to outsource it. You just have to, you can just take, you know, frankly, just like you just described for your ERP system or your accounting systems, you can learn from, you know, what's working elsewhere, you know, but yeah, but frankly those, those are the ones that I look at as relatively easy. Those are the tactical how to run a business and how to fine tune operations. They're very critical. But the things that really, you know, you really turned me on and the reason I founded the alliance in the first place is I don't think any CEO I've met truly believes they have their strategy 100.0% nailed. The world's changing so fast that we're all paranoid about what we missed or are we going too fast or too slow or too diversified or too focused. And so frankly, one of our structural design and such and the value of diversity and the way we engage the members and the methodologies is really all designed to make us think, force us to think differently and start at the strategic level of even saying what are we trying to create, what are we trying to do? And before we get down to the grassroots of saying GR ERP system, our accounting system is working. You can spend a lot of time down there fixing it. And that's not saying that's not valuable. But sometimes the big aha moments is wasted. We built something we could do, we could take it a whole nother another degree. We built a platform that I was just with, on the, on the phone with one of our members today that's built a number of successful web based e commerce companies and he's built an incredible technology platform that Amazon's using that he's in one vertical now, but it could really revolutionize several different verticals.

Yeah, it's fantastic. Yeah, looking at that. So we tend to look at who's the core customer, what's your trade area, what are your brand promises, what are your unique differentiators, the particular strengths, the things that you do that are unique to you, the way that you operate. We look at what's the purpose and what's the BHAG, the big hairy audacious goal, that's 10 years or more, that's transformative, that lights you up. We look at all those kinds of things and then we start to look at more near Term things like what would be your three year targets? What does that really look like three years out in the future? How are you going to get there? How will that evolve, where you serve the trade area and so on. And then you start to have some of the insights about how things are changing in the world and where things are going and what enabling technologies are showing up, how the industry, regulatory environments and so on are evolving. It feels like we've covered a ton of stuff and we're about time for a show. I think we should tell folks about the alliance of CEOs. So if you don't already have a peer group or maybe you'd love to check out one advisory board or something like that. The alliance of CEOs. AllianceOfCEOs.com is a bay Area. You're just Bay Area, right? Bay Area, Northern California.

We have members that fly in and we have relationships with organizations of CEOs in Europe and New York and Boston and around. But yes, we, I, I used to travel 250,000 miles a year before founding the Alliance. And so frankly and the, and the Bay Area is so unique. You know, we have virtually every industry and over 50 different countries of origin that we have all the diversity we need right here. But we have connections to leaders around the world. But yes, our meetings are all in the Bay Area.

So Paul Witkay is your guy. The alliance of CEOs is the organization to check out. They have groups all around Northern California and people and you'll not meet a more genuine, down to earth caring human being than Paul. And then that extends out to all of the directors that run all of the groups and then the people that are attracted and stick around the alliance over the years. I'm so proud to know you and have spent time in the organization when I was running a larger business. And I'm really grateful that you came on the show to talk about the experience today. Paul.

Well, thank you so much and I've so enjoyed over the years getting to know you and you and Laurie. And our philosophy has always been once a member of the alliance, always a member of the alliance and a member of our alliance community. So you are still part of our alliance community, part of our history and I am grateful for the opportunity to know you and frankly all the members I've had the privilege of getting to know over the years.

Thanks. So to our listeners, we do an episode like this every week where we cover some area or aspect of scaling up, the people involved in scaling up stories from CEOs on scaling their businesses, all the decision areas of people, strategy and execution and cash that have to do with the Scaling up world and the original Rockefeller habits. We're here every week. With that you can of course find the 140 some back episodes on our website along with free tools, a free copy of the Scaling up book. All you have to do is pay the shipping and handling. We'll send you that plus some other good stuff to help get started scaling up your business. You'll find all that@scalingcoach.com ScalingCoach.com is where you'll find all the back stuff plus the tools. So go there and of course we'll put all these links in the website. Paulwick is the alliance of CEOs. Thanks again Paul. We'll talk to everyone again next week. I want to give special thanks to our original growth guru Vern Harnish. The show is produced by Crystal Carson with the audio production by Podfly Productions. Our audio editing is done by Albert Burge and our show notes are compiled by Ein Codina. Proofread by Tim McGowan. If you got some value out of our show, please share it with somebody else. Pass it along like and subscribe. Do that kind of thing so you get a new show every week. Let us know the parts that you love. Drop us a line to infocalingcoach.com thanks again for listening. Keep Scaling Up. Foreign Are you ready to turn your goals into daily wins? You should check out our Scoreboard software. Powered by Align, it's the official software for Scaling up. With Scoreboard, you'll get an AI driven coach for priorities and KPIs and it'll help keep your team focused on what matters most. With Align, you can track your goals in real time and you'll even see results on the go. With their mobile app you can rest easy knowing that Align has world class onboarding and support to set your team up for success. This is really more than just software, it's what I actually use to manage growth in our Scaling up client teams. Unlock clarity and results with Scoreboard by Aligned. To try it now, go to aligntoday.com Bill G One more time. Aligntoday.com Bill G that's aligntoday.com Bill G Check it out and try it now.