Automating Your SOPs: What Actually Works (Real Case Study) with Shannon & Ryan Smit

If something is not the best use of your time, let's automate it. We're not trying to replace jobs, and I don't think AI is replacing people's jobs. Someone using AI will replace someone's job. That's without a doubt.

Welcome to the System Hub Podcast.

Hola.

Konnichiwa.

Guten Tag.

Where we interview world-class experts.

You have to have a lot of passion for what you're doing. I was fanatical in my 20s. If you could find a way to produce a business that works without you, your life would change like that.

Extracting, organizing, and optimizing their best systems and processes for rapid business growth. Now let's get into the show.

I couldn't be more excited. Today I'm joined by Shannon and Ryan Schmidt. We're going to be talking all things systems, and maybe a great way to start is if you can tell us, Shannon, just a little bit about Smart Business Solutions, what you guys do, who you serve, and a little bit about the team, just to set the stage so everybody understands a bit more about your business.

Yeah, sure. Actually, I probably love systems just as much as you do as well. So Smart Business Solutions, we're accountants, financial planners, and mortgage brokers. We're based in Mornington. I set up the practice just over 18 years ago and we've got just over 20 team members. So when you're growing and we've grown organically, I never actually purchased a practice before. A lot of accountants do that. We've just grown as time's gone on. And obviously from our perspective, systems and technology are super important when you're going through that stage.

Have you always been a systems person? I know you've got a great story with your history with McDonald's. So I don't know if you can tell us a little bit about that early programming, because it almost feels like you got hit from multiple sides. Not only have you got the McDonald's, but then you've also got the finance background, and finance is a very systems-driven industry.

Yeah, I think most people in finance, we— if you're working in finance, you tend to love structure and routine and processes. And obviously I did start at McDonald's when I was 14 and 9 months straight away, just a morning to McDonald's, and everything is systemized in McDonald's. And actually, if you do go into our business, everything is systemized. Now, what What probably triggered bringing that McDonald's and those systems and processes was everyone thinks all accountants are the same. So you finish your uni degree and then you ask one of the team members to prepare the financial statements and tax returns, and what would be surprising is that everyone has their own way. And so I guess when I went to review it, I wanted to make sure that I was reviewing the same, that everyone had done the relevant checks and balances that we like to have as accountants. So I needed to have systems and processes to enable that, which means from a quality perspective, but also that is an ease of review. And it also helps the accountants because just because they're qualified doesn't mean they know how to prepare financial statements.

Yes.

Yeah. So it sounds like you had that background with systems. I'm curious for you, Ryan, I don't know if your background before you started working in the family business, and I know you're in as a systems champion, did you have any background with systems?

I think generally I'm a very like logical person, so I'd like to keep track of everything and keep it in a system somewhat. When I started doing aviation at like 15 as well, that's a very systemized industry to work in and learning and all that, very straightforward rules from them. Yeah, so yeah, it was pretty much—

I always had that, and it must have been from The Checklist Manifesto. It's this book, many years old, but the guy, I'm sure it was that book where he talked about the aviation industry and checklists because it's really driven by, hey, before you take off, you have to go through a 20-point checklist. So you had that early programming, and then what changed as far as you thinking you're heading in the direction of aviation, working in a finance business feels very different? Like, what changed for you there to go, you know what, I'm going to work in the family business?

So I really enjoyed aviation. Yes, the systems, the checklist, the logical standpoint of it. It was also just the learning and the flying of it that was quite like slow. I think when I was studying, it was flying like maybe once every 2 weeks. I just wasn't progressing enough with the course, and I wanted something, I guess, more that I could have my time off as well. We're flying very dedicated to 24/7 almost, not counting— yeah, it's the work day. Obviously work day never ends, but still it just has that work day and then time off to actually enjoy time with family and all that.

Yeah. I'm curious, Shannon, what for you got you to a point where you want to have Ryan come into the business? Was that something like, did you play a part in that or was that kind of Ryan going, oh, you know what, I want to work in the business and then you found the role for him? I know he's falling in as a systems champion and helping to develop a lot of the processes. I'm just curious if that's something you guided or if it happened organically.

Yeah, it actually was quite a surprise, to be honest. Our youngest son has always said he's going to take over Smart one day. That's always been his aspiration since he was probably about 7. Ryan was obviously studying 18 months into his aviation degree and then just came to my husband and I and said, I want to change degrees and I want to do accounting. I like the systems, I like the logic and the maths. I guess it wasn't it that day when you came to us and said that you wanted to change, and obviously I was like, that's fantastic, I'm really excited about that. And he had been just supporting in the business on a casual basis, and because of his methodical approach and analytical political approach to things, he was really helping us on that front. So when Ryan started, he likes to problem solve, he likes to do it methodically, logically, step it all out. And so that's where I was like, actually, he doesn't need to know exactly how to do everything in the business, but if he can ask questions of the relevant people, he can actually map out the systems and processes. And someone that's good at their role, they might be good at their role in accounting or in admin, but they may not be the systems person or they just may not have the time to be the systems person. So Ryan coming in and so 3 days a week while at uni, 2 days meant that, you know, in the early days when he started and he's now on the accounting side, but he's actually looking at things in such a way of, I don't know how to do this, how do I map out what step 1, step 2, step 3? So he's actually raising those questions and that's where he fell into being that systems champion.

For the work that you do, do you find that you're so busy in the day-to-day that you are able to work on systems? Like, it sounds like from what I know, there was already really solid base. Like some businesses, they don't have any process in place, but I know when you came in, Ryan, there was already a good solid base in System Hub. I'm just wondering if that's something that you did. Did you document some of those processes or have you always looked for the systems champion or the team members that would get it done for you?

Yeah, probably a combination of both. On the accounting side, that was me very much doing that over 10 years ago, actually putting those systems in place and just breaking it down and saying, I'd love to systemize everything overnight, but that's not possible. So breaking it down and saying, I'm going to systemize this part by the end of the week and the next part next week. And so on the accounting side, I had done that initially, but it's been maintained by others in the team now as things change. On the administration side, they really took that on themselves and to start systemizing. And it's interesting in going through those systems now, we've got Zoe going through your Systems Champion course now. She really does record those systems really well. So she's actually going through systems that were created by others and really refining them and I guess road testing them and changing them from that perspective. But we're trying to, we have this kind of saying in the office, Is it in System Hub? Update System Hub. So we try and encourage everyone to keep updating. If the process is no longer relevant, then update the process and keep it relevant. And it just makes it easier when new people come into the business, people change roles, someone's on leave, someone else can step into that person's job and be able to do it. And that should be the ideal of the system. They should be able to go from start to finish and be able to do the task.

I think that role of the systems champion is becoming so important at the moment. Like we're talking about it a lot, because a lot of business owners struggle to get their processes documented and they need someone to help them. So that's why we're saying, hey, you need a systems champion. And I think it's a great starting role when you come into the organization because you learn so much. I'd be curious to know when you came into the role, did you have any idea on what the systems champion role would be, or has it revealed itself now that you've been in the role for some time and you're figuring it out as you go? Or is the picture that was in your head different from the reality?

Yeah, in my mind, I think when I started, I thought, yeah, the systems champion would be the one writing the systems. You're almost really the one refining it and getting the systems off other people. Yeah, in my mind, the systems champion was someone who knew the processes and then put them in the System Hub, but more so you're just asking people how they do this, how they do that, and putting it into System Hub from them.

Yeah.

And I think he didn't fall in. It was funny when Ryan started was to support on the financial planning and then to move into the accounting. When he first started, it wasn't like we said, your job is system champion. He just started in this support role and he was like very direct as people that are analytical and he'd be like, this system isn't good at all. This needs to be updated. This process, this makes no sense. Okay, if it makes no sense, go ask someone as to how we do it and then update it. And I guess he spent a lot of time quizzing everyone and then saying, I need to fix this system, I need to fix this. Okay, you are now systems champion. Yeah. And if you love fixing these systems, which, you know, he really enjoyed doing. So we said it really fell into that. And I think you were asking a lot of the right questions because he was trying to do it step by step and he'd say, no, you skipped a step. Go back. No, what do you mean? Where do you go? Where's the document kept? Where do I find this? Where to find that? So, and maybe that came from the aviation, but I think he had those skills to ask people those right questions that people often overlook when they're writing processes.

Yeah. Are there any skills that you think that you've got that make you a good systems champion? Because a lot of business owners, they, they need to find their systems champion and they don't know what to look for. So I'm curious what makes you good at the work that you do.

Yeah, I think if you're a business owner, you really want to look for someone who's asking what if. Yeah, I think a lot of people tend to say most of the time it's going to go like this, and then they put that in the System Hub, that it's just the most of the time steps. But you really got to include that what if, you know, something else is not included here, or all that. Yeah, you just got to find that someone who's asking all the questions for every part.

Are you— are there any other things that stand out for you, or maybe Mum knows. Is he curious? Is he a good communicator?

Are there any—

if you were to think of the qualities for Ryan that someone else might then start to look out for, what would you—

Yeah, questioning, I think, is a really good one. They don't just accept, oh, okay, that's how you do it. Okay, but why? Okay, what else could go wrong? So is that always going to be like that if there's an issue? So I think, and it's trying to map it out, so it's not just accepting everything that someone says. It's getting— also, I think what he does well is probably ask people, okay, then show me and then click through this. So they're really making those— I think the questioning's the biggest one and asking initially, what's the goal? What's the end goal of this whole system that you're trying to map out? What does good look like? And then why are we trying to do that? So I think it's probably, you know, and the communication, you're very direct, aren't you, Ryan? So you don't fluff it around the edges on things and really getting focused. What's the end goal here? What is the end goal of what we're trying to achieve? Great. Okay, now let's go back through the steps on achieving that. And so I think you're often saying, why does that do that? And questioning, is it getting to the end goal? So I think someone who is a system champion needs to be organized themselves and focused on the end goal of something, because otherwise they could get led down the garden path and not actually get to the end. I think the having to-do lists and putting the actions down, I think that's probably another good skill.

Are you naturally organized? Do you reckon when you're outside of work?

I wouldn't say my room is clean, but yeah, usually with, I guess, even university and all that stuff, I like to know when due dates are, what work I have to do, try and plan out how I attack assignments and all that stuff.

Yeah.

So I'd say generally pretty systemised in real life.

And what's your comfort like with technology, especially right now? There's a lot of new tools getting released and obviously AI. Is that something that just comes naturally to you? Or how do you see yourself technically with some of these new tools?

Yeah, I think technically pretty good, pretty almost familiar. A lot of the tools feel similar to other things. I think part of that's almost like video games, similar connections there. Generally when I'm starting a new task, I always think, oh, can ChatGPT do this bit for me?

Yeah.

Yeah, just try and get him to do something. If he can't, then I do it as usual. But if he can, then it's a big time saver.

Yeah. Yeah, I love that.

Yeah. And I think Ryan's taken— we've done a lot of automation in the business and using the likes of Power Automate, ChatGPT, Copilot. Copilot in particular, because obviously the security side of things as well. And I think that the gaming— I spent many years wanting to just dream about smashing his gaming computer, as many parents do about their kids. And now I'm like, you keep gaming because those skills after all these years, now you actually find out those skills are really useful because your gamers are going to be the best at automating your system. So if you've gone through and systemized and put it all up on your System Hub and then taking it to that next level with AI and the robotic process automation. And so Ryan has taken a lot of processes where he's actually walking through and documenting as the system champion, and then he's identifying and going, we don't need to be doing that process ourself. I'm going to try and automate that process as he's going through. So I think that's where now, as far as the team's engagement, many of the team are saying, oh, Ryan, can you map out this process? Because they want to see what he thinks about automation side. So Ryan has automated a lot of administration functions that the administrators may not have been going to organize, automate themselves, but having someone externally come and see that they've actually— he's gone in and done that as well. And if you didn't have the systems in place, you wouldn't be able to You can't automate something that you don't fully know or have it mapped out.

I think that's one thing I love about your story and Smart's story is how you keep an eye on the numbers and how you translate the savings that come from systemizing and automating. I don't know if you've got any stories that come to mind of particular tasks or a task where you've just had a huge win by systemizing and then doing some automation over the top of that.

Actually, I think Ryan's got a huge task that he did there. Remember the one that used to take how many hours a week? Talk about that file note once.

Yeah, so there's a lot of file noting between— we have a few different systems that we use like FYI, XPlan, Dash, and all that. And file noting the same file note between all three of them is very time consuming, especially for the main financial advisor. So that's usually passed down into whatever admin role. And then that can take 3, 5 minutes per file note. But during the day you'd get at least like 20 file notes from every client. You gotta record all your processes and all your client calls and everything. So that I managed to automate that in a bot, which still takes 3 to 5 minutes to do each file note, but you can just put that on the computer and put the computer aside and it just ticks through all of them. For the whole day and then you're done. So that's easily saving like an hour a day per person, would you say?

Yeah.

Yeah. Yeah.

And then we're talking you're a team of 20 of us. Yep. So there's at least 20 hours a day off potentially on the file notes.

Financial planning has huge compliance requirements that have to do these file notes. So on the financial planning, there's 4 of us. But I think you were initially, Ryan, spending probably, what, 10 hours a week, a day and a half or something, doing file notes once a week for the whole prior week. And then you learned how to do that. Was your first bot, wasn't it, that you came out and you went, I've automated this. And then it was funny, your first reaction was, oh, so what do I do now? Is there not enough work for me? Is that— have I just reduced my work level and work hours and therefore wage for the week? I was like, no, we'll find more work for you. Don't panic about that. We'll automate other things. But that probably triggered a lot of automations as well.

Yeah, definitely walking out of the Skybots training, that was the first thing that I was like, okay, I can get rid of this. I can automate this and not have to deal with that anymore.

Yeah.

How's the team been receptive to this? Because that is a little bit of a fear, just what you talked about there for some team members going, oh, if I've just made myself redundant or I've now systemized a particular task, do you need me now? How do you approach that with the team?

Yeah, I think change management's a challenging one and it's going to keep happening. Generally, I guess I tried to bring the team on the journey, so I was trying to help train up everyone on the team. We did have two that in the end, you could still nearly say opted out where they just literally said, this is not for me after about 6 months, even though we had everyone do training on it and we're all trying to help each other. But the rest of the team are so empowered. I'm like, if something is not the best use of your time, let's automate it. We're not trying to replace jobs and I don't think AI is replacing people's jobs. Someone using AI, AI will replace someone's job. That's without a doubt. So I'm trying to upskill everyone across the whole practice, whether they're admin, accounting, anything in the practice, marketing, everything. And I think a lot of people, everyone's embraced it because I'm like, what is the most boring, tedious part of your job that you hate to do? Ryan's file noting that he was doing.

Yeah.

And let's automate it and then you can do some more exciting things. So we are doing a lot more business consulting with clients also in the technology space and in general, because we are actually trying to create capacity to be able to do it, which is actually what clients need more of at the moment as well in these economic times.

Yeah. As far as other team members that, like the ones that resisted and okay, so they decided to opt out, the other ones to get on board and the key part of that change management I've seen you do, which you do better than anyone else, is training your team? Like, I've come along to some of your internal workshops when we've run custom GPT trainings. You've sent staff to attend the different webinars we've run. You've got a couple of people going through the Systems Champion Academy. What is it that gets you to go, that's an investment I need to make? Because a lot of business owners, they see that as a cost and like, oh, what, I've got to invest into my team to make this happen? And you look at the numbers, so you're a numbers person, so you're not wasting No, I mean, these— the—

by training up your team, because your opportunity cost of is either they keep doing something, say, manually that could be automated. And so you've got efficiencies from them actually automating it. They're going to enjoy their work more because they're not doing such of the— some of the mundane compulsory required work that we can automate. And but ultimately, if you don't empower them and people do, I think people naturally do want to learn more. They do want the excitement. And it puts us— puts them in a really good place that we are trying to stay at the forefront of what's going on. So that makes their role challenging and exciting at the one time. And I think if you don't do that, you could potentially lose people to those that do.

Yeah.

And the opportunity cost of that is every time you have a change of team member, it's months to get someone back up to speed, learn your systems, learn your processes. Not all accountants are the same, and it probably goes across all businesses. Even if someone's got experience, it takes time. To get them back up. So it's trying to keep people engaged and so they know and feel that they are at the forefront of what's going on because at this stage it's a very changing market.

Yes. Yeah.

Have you got any tips that you've picked up along the way, Ryan, for how to get team members on board? You're meeting with them and you're extracting their IP, what's in their brain and keeping it like, it sounds like sometimes people are approaching you because they're like, I want to get this task off my plate because I don't want to do it. Can you help me? But yeah, do you have any any tips on how you get them involved and on board?

Uh, generally I find it really easy to follow them walking through the task, and then every time they make a decision on something, you just ask them, oh, why'd you do that? When you try and get what their decision-making process is and what the other choices they could have done to really cover all bases as far as the system is, it's really just a process that's going to take some time. Sometimes you can't really speed up people and yeah, so really just got to drill into getting everything out of them.

Yeah. And do you try and work with resistant team members or if they don't get on board, you just, you focus on those that do want to get on board? I'm just curious if that's something you're consciously thinking of or you've got so much work that you just go with whoever needs help.

Yeah. With your resistant team members, you still want their knowledge and everything in the System Hubs and you still want to try and automate maybe some of their tasks.

Yeah.

So generally I just ask them a lot of questions like, oh, I was looking at this certain process, do you think we could maybe automate that? And if they're like, oh, might be too complex, I'll just look at their process and just automate the first bit and then be like, hey, look, I've managed to just get rid of this bit of it, I reckon I could do more. And then it almost pushes them towards that Yeah, sometimes I just need a shove, really.

Yes.

Yeah.

And once people get going, I often find that it's a lot less scary than sometimes they thought it would be. It's almost like you build up something in your head and then you're like, oh, that was so much easier. For the business owner who hasn't yet taken the leap, Shannon, I don't know if you've got any thoughts from your financial background. I always struggle to answer the question. When someone says, what's the ROI of systemizing my business? Because I'm like, it touches every part of your business. How would you explain or justify the cost investment in systems development?

The biggest risk a business owner has is a key person that they are heavily reliant on leaving tomorrow.

Yeah.

Or heaven forbid, get hit by a bus. You know, these things can happen. And you could have someone that has been there 10 years. If you don't have your business systemized, how much is your step back going to be while you build yourself up? And so it's empowering the team and getting their roles systemized, because also maybe someone in your business is just doing what they did yesterday because they did it yesterday and the day before and the day before. But maybe they're actually— they've got the potential for bigger and better things within your business and could help the business owner a lot more if they had some of those processes systemized and could push them down to a more junior person. But I'm always saying to the team, you need to systemize and document everything so that when you're on leave, no one needs to call you because they can follow the process. They've got the process there. But it also means that by doing that, you've actually— you're actually future-proofing your business to enable you to run should someone leave, or you get opportunities where they go up in the business and take on further roles. Also, So if you ever go to sell the business, just like McDonald's sells because of its systems and processes and the structure, your business would be worth a lot more if you've actually got everything systemized so that you maybe in retirement can take holidays and the business is still running and you've got passive income. So that's what I often say to clients, that they need to think about the end in mind. What does the end in mind look like? Let's get your business organized for the end in mind that you may either sell the business, or the business is running so well and you're not having to work in it anymore, why would you sell it? So it— I think the investment, it's got to be considered that it is an investment in your business, which could be future kind of value of the business, but you're actually investing in the fact that if someone leaves, you have a problem.

Yeah.

Yeah.

And how do you document it then if it's all in someone's head?

Hmm.

I'd love your— in the tail end, Ryan, your thoughts on advice for a systems champion if they were getting started in this role. I don't know if there's anything that you could say to them as far as a career. I feel like this is a new opportunity right now, and what makes it quite accessible, like historically you'd have Six Sigma, Lean consultants, high-end consultants that can be very expensive to a business to get in, so they would hold off getting systems and processes in, whereas now I feel like the technology is just making this really accessible. Like, you, you came in with none of that background. You were organized and you brought a lot of the right characteristics. But is there anything that you could say to someone if they're watching this and they're a systems champion, or think maybe I'd like to be a systems champion, some advice for someone who's a few steps ahead of them?

Oh yeah, I reckon definitely want to start easy on the processes. I don't think you want to jump straight onto the biggest process that, you know, the business has and try and systemize all of that. I think you want to start with the small things. It could just be like everyday 30-minute tasks and just get the systems down for those and make sure they work. I think double— definitely double-checking that someone in the business who doesn't even do the process that you've just recorded could do it just from the System Hub you've recorded.

Do you reckon this is a role that you'll stay in for some time? Is this a satisfying role where you're like, I could sit in this role for a while, or do you have aspirations to move into certain parts of the business or leadership or other roles?

Oh, I definitely want to follow my, like, accounting progression and career in that. But yeah, being at my mum's business as well, I do have an interest in the business itself as a whole. I think the systems is part of the business as a whole, so it's definitely key to stay in that. Area and continue following that because that just helps the business grow and expand.

I always say that this is quite possibly the best gift a business owner could give you and from your mum giving it to you, like this is an exceptional gift that you probably don't realize just yet, but in years to come when you go, there is a difference between knowing how to be an accountant and running an accounting business. And she's teaching you in this role how to run an accounting business. And it's a lot of things that you don't learn from uni. Yeah, it's a huge opportunity laid in on top of the whole AI opportunity and riding the front of that wave. Like, I think for a lot of Systems Champions, it's huge. I don't know if that's something you thought about.

Oh, absolutely. And that's why when I had Brielle, my operations manager, and Ryan both doing the Systems Champions together, Obviously Ryan had just moved his direction and I actually thought, you need to understand systems, processes and how a business runs and you need to understand how to also then document it and think about it, how business runs. And too many accountants, they go through, they're looking at financial statements and they only know the numbers side of things. They don't under— understand the underlying operations.

Yeah.

Of a business. And within Smart, we always start all of our accountants start with bookkeeping, whereas a lot of accountants come into the industry out of uni, never having done bookkeeping either. But your best accountants are ones that have actually done bookkeeping so they know what's going on behind the scenes. And why we've got at the moment, well, there's, what is it, 5 or 6 of my team doing the Systems Champion at the moment. The reason for that is that more and more when we're working with clients, accountants need to be business advisors and business consultants not just the one that says, what does your tax return look like? What are your financials at the end of the year? And as we have AI and robotic process automation and all these changes going on, we need to understand how a business runs, how to map it out. And we will never know a client's business as well as they do, but we'll probably be able to guide them more because we'll ask the right questions to get the answers and guide them on helping them on the systems side of things. I actually think that the systems champion like it's a no-brainer. A, for accountants, they all should be doing it. So there's a tip, Dave. You better go out in front of the accountants and say, you need to be doing this. But I think every business owner, you need to think, how do I operationally run my business? McDonald's were just way ahead of their time. Now we've got the opportunity that systems and processes and technology has meant we can do what the large companies have been doing forever on a small business scale and, and get things. And so you can scale actually, so you can scale your small business. Otherwise it's just you buying yourself a job in your own business.

When do you think the right time to do this is as far as size of the business? And I don't know if you thought of this when you did Smart. Did you start getting some of these processes in place from day one when it was a solopreneur, or was it like— and how do you advise your clients when the right time is?

I guess when I started Smart, it was a lot around checklists were what we actually did, probably a bit like the aviation one before you fly, tickle, finish off the accounts, tick it all off. It was as soon as I ended up having more than just me. And so all of a sudden, what do you mean my employee doesn't read my mind and do exactly what I want them to do? Step 1, 2, 3, 4. So that was when I actually— I think as soon as you've got a team that is going to be working with you, and if it's one person, most people want to succeed. People want to do the good, do a good job. You need to enable them to be able to do that. You need to empower them to be able to do it and give them the systems and processes so that they can. So I think as soon as you're actually getting an employee, well, if you want them to do what you've been doing, then map out your process. Otherwise they won't know. And just do it one at a time. Just do one process at a time. I always look at it when I'm looking at what am I going to systemize or automate, what process, if I refined it, fixed it, changed it, would do the— would give us the biggest value. And once we've done that, it would help things streamline. That's the one I start with. So trying to work out the biggest bang for your buck.

And when you think of value, what are you thinking in terms of value to the client, value to you in time saved? Like how do you measure it?

It could be all of those. It could be all of those because it could be, could be streamlining the, say, onboarding of clients process. So it's a better experience for the client. And that could be, so it could be on client experience. It could be just streamlining time from a dollar perspective, time that we're spending. Maybe it's not the best use of our time. Or it could be a new compliance requirement that lots of regulation keeps changing. We have to add these in. So it'll be— well, and it may just even then save me time, you know. So that's what I'm looking at, all of those angles as to how that's going to help the business. Saving me time means I can do something else within the business.

Yeah, I love the example that you guys set for the small business community. You guys are right on it. And as soon as, like, you having been a System Hub client, I think we're close to 10 years now. You've been able to take advantage of this AI opportunity because you were systemized, because you were ready. And I think it's really setting a standard. So I appreciate you guys coming along and sharing your story, inspiring some other systems champions and business owners. And no doubt we'll have a part 2 and part 3 as we watch your story continue. So thank you.

Thanks very much for having us. Thank you.

You've just been listening to the Business Processes Simplified podcast. Powered by System Hub. Remember to grab the show notes, templates, and resources at systemhub.com/podcast. Until next time, all systems go.