The Business Hiding in Every Headline

Welcome to today's episode of Black Belt Startup with Feras. Thank you for tuning in. So what's new in the world of entrepreneurship? Well, a lot. One day it's AI, the next day tariffs, the day after that some new disruption. Headlines change fast, but here's what doesn't. Every disruption hides a business opportunity, and that's what I want to cover today— my 3-step method methodology to help you spot opportunities in your vertical, in your sector, among these disruptions that we're seeing, so that you can respond fast and then you can turn the shove into momentum. Now, before we get into the how, into this 3-step framework to spot opportunities and then leverage the skills that you have to have an offer and start and grow a consulting and a services business, let me start with this story. I still remember that morning 7 years ago. Our business at the time at Enor, our analytics company, The business was booming. We were landing Fortune 500 clients. We had an amazing team of 45 A-players. They were thriving. The margins were very strong. We were giving out generous bonuses. We were adding a long list of benefits to take care of our team. And life was good. Now, there was no overnight success here. The journey to that point had not been all rosy. We had worked really, really hard. We had made some big mistakes, some big pivots, and then along the way, we had learned a lot. But at that moment, I finally felt like we found our lanes and that we were just We were off to the races until one morning around 6:30 AM, I got the message that no analytics, no data company ever wants to hear. There's barely any data in the reports. Now, this wasn't a small glitch. It was the backbone of our business. That data pipeline that we get, it powered every report, every dashboard, and every insight that we deliver to our clients. And all of that had slowed to a trickle. And here's the thing, the moment you feel untouchable, that's when disruption finds you. And the reason for that disruption was that the same morning, some new data collection— some new data collection rules dropped. Now, we were fully aware of the data privacy regulations emerging in Europe and in our industry, but we didn't know that some of our clients would lose 80%— 8-0— 80% of their data. It was like running a restaurant and then walking into the kitchen to find it completely empty. No ingredients, no ingredients to cook with, and no meals to serve. And without the raw materials, in our case data, everything downstream stops. And in the back of my mind, actually the forefront of my mind. These are the scary thoughts that we, that we're running through. Would we collapse? Would I have to lay off people? Could I, the principal consultant, the author of a foundational book on analytics, could I deliver answers to clients who depended on us? And we had 2 choices, either join the online outrage at regulators and at big tech, or maybe lean in. We chose the latter. We studied every rule. We broke down this chaos into clarity, then taught it. We ran executive workshops. We published case studies, white papers, and launched services the new rules now demanded. The surprise? We didn't just survive, we actually thrived. We became the go-to partner in this storm. Our clients trusted us more than ever because we were proactive. We shared with them, especially those who were not impacted right away, we shared with them what we can, how we can do, how we can help them manage this chaos. And my team had to upskill, and they sure did. They had to be creative, and they sure did. And then, and they, they were, they got extremely creative, and they delivered solutions that I didn't think were possible in those early days of panic. And, and that was, that period was my 5-second moment where fear flipped into action. And today, That's what I want to share with you, this mindset of turning these, of leveraging these shifts, of finding opportunities in these shifts. And I have a methodology that I built to spot these types of shifts early. It's not about predicting the future. No, when things in a lot of ways out of our control hit, How can we identify opportunities? How we can respond fast? And as I said earlier, how to turn the shove into momentum. This way you're equipped to do the same for yourself, for your business ahead of and during disruptions in your industry. And these are not disruptions. Let's call them invitations, invitations for us to grow, to potentially start a business. And if you already have one, to grow it. And I'll use tariffs as a case study, as example, as an example, since tariff— the tariff headlines are rushing at us now. All right, so just quickly here before we dive in, a couple of housekeeping items. Whether you are watching or listening live or tuning in later, I'd love to hear from you. I want to know about the challenges that you are going through as a business owner or as someone who wants to get into entrepreneurship. I want to know about if you're hitting some dead ends, if you are not sure what to do next. You have an idea, you're not sure how to vet it, or maybe you started and you're not sure how to market, how to sell, or maybe you've sold and you're not sure how to deliver the service. Email me at feras@startupwithferas.com. Feras spelled F-E-R-A-S like my first name. Or you can go and comment on any of the platforms where you see my content here on YouTube, on LinkedIn, on Instagram, on Facebook, on X. Let me know the questions that are going through your mind, the challenges. And if it's something very personal, you don't feel comfortable, you don't feel comfortable sharing this publicly, email me. I get these emails. My team does not look at my own personal email, and I treat this information with, with care and confidence and confidentiality, so I don't share this with others. So let me know if you are running into issues in, in starting a business, or if you started and you're already struggling. My goal, my mission is to help you pivot your skills into a sustainable, profitable business. I've done it. This is my 7th venture now. I've done it, and I've grown I've grown a couple businesses to 7 figures and, and one to 8 figures and exited that business and took care of our team along the way and learned a lot. All this gray hair, half of it from having teenagers and half of it from having startups. So I want to share— my mission is to share what I've learned from my own experiences and also from the experience— from the experiences of others and help you get to your destination faster, hopefully with less gray hair. All right, so that is number one in terms of some of the administrative items. This num— the second item is that every other Thursday I have this live stream, and then I cover a topic, a business topic related to entrepreneurship, and then I answer the questions that we get from the community. So again, let me know if you have a specific question, I'll address it. And then starting the 27th of August, we will be shifting the time of this live stream a couple hours earlier. So we will start at 1 PM Pacific, 4 PM Eastern. This way, some of the folks who are overseas who want to watch real time, they'll have access to it before it's too late on their end. And then it's just a better time, it sounds, from some of the feedback we've got from the community and some of the data we have actually from, from analytics. So 1 PM Pacific, 4 PM Eastern every other Thursday starting the 27th of August. And again, don't hesitate to email me a question. And here, if you're with us live, do let me know about your experience in pivoting and taking advantage of these shifts and turning those what look like challenges into opportunities. All right, enough on the administrative part. Let's go to what's hiding behind the headlines. So sweeping U.S. tariffs are against multiple trading partners came into effect, right? And, and the ripple effect is there. It's through the global economy. It's impacting companies, supply chains, and also end consumers, you and I. Are likely to be impacted. Now, supporters see them as a way to fix trade and boost domestic manufacturing, and critics warn of economic fallout. Now, I'm not going to get into the politics of it. I'm happy to do so over coffee or on a Zoom call, but— and I'm not an expert in tariffs, but what I have some expertise in and a track record of highlighting how we turn this situation into something, um, something of value to people who want to have their own businesses and to, to start a consulting business. Because most people, most people, they, they, they read the headlines or these, these headlines and, and they grumble and they move on. Uh, and, and I agree, these changes are significant. They will impact the livelihoods of many. And, and governments, big tech in my opinion, and other responsible parties have a duty to act in the public interest. And of course, again, these macro shifts and these macro changes like tariffs and other regulations, or maybe new technologies like AI will hit the livelihoods hard. But at the end of the day, as an entrepreneur or as a want-to-be entrepreneur, your future is your responsibility. You have agency, you have control over how you respond to these things. So I don't want you to whine and grumble, although you might be hit hard depending on where you're living, depending on what industry you're in. I get it. I understand. I went through a whole lot of hard time when, when I started my very first business. We— I depleted my savings and my 401 to, to survive. So I understand hardship. But at the end of the day, we have agency. And these shifts, um, often from, from a business perspective These shifts often create pockets of new demand, and when there's demand, there is an opening for a consulting and a services business to step in. So the framework I have— there's 3, there are 3 pillars to this framework. One is watching for the shifts, and I'll, I'll give you specific examples. Again, we're using tariffs as a case study, something that's very difficult for me to, to put my arms around, but I figured I can, I can, if I can decipher how you can get business out of this tariff situation, then you can apply it to your own industry in any other scenario. The methodology is what's important. The specific examples, again, are tariff-related. But the number one pillar of this framework is watch for the shifts. The second pillar is how you tie your skills to the pain points or to the desires of your Customers. And the third one is how you offer, offer clarity in chaos. All right. So let's jump right into the first pillar, watch for the shift, how to train your eye to spot the gap. So in this context of tariffs, when tariffs hit, companies don't calmly adjust. They scramble, they panic. So you have to watch for real problems for these companies because for you those are not just problems, they're unclaimed entry points for new consultants. So let's walk through some examples of pain points companies are going through. Companies are experiencing increased cost of imported raw materials. That's That's one problem. There's a whole lot of disruption in supply chain from potentially overseas vendors. They're looking potentially if I'm getting products and goods from overseas and there are tariffs on those products, maybe I'll look for domestic alternatives. Again, each one of these items are areas companies are looking into. They're evaluating, right? Maybe they have been for a while now. Another part is compliance. Many companies haven't invested in tariff compliance, so lack of tariff compliance knowledge is a real issue here. Another one in terms of pricing, there's a whole lot of uncertainty in how they would price their products and their goods, and because they're not sure the impact of the supply chain disruptions and also the impact on the goods they're buying from other vendors. Potentially there could be some decline in international sales, and then can they potentially adjust the way they structure their pricing and their invoices and their bills? Some items might be might be impacted by tariffs higher than other items. In terms of relationship with vendors, we might have to find new vendors, so we need to have people who can find new vendors and also establish relationships with new vendors. From a cost-saving perspective, a lot of companies are looking to find cost savings or cost optimizations in their operations. And then last but not least, think of communicating all of that from a PR perspective, customer communication around price changes and potentially changes and impacts on delivery times and product releases. So these are lists— this is a list of 10 pain points that companies that are impacted by tariffs are experiencing. This is not an exhaustive list. This is not a like a top tariff expert list, but it's something just from a quick search, from reading the headlines, from talking to people who are impacted, from following the industry news and, and having some Google alerts. These are things that pop up. So this is the, the one task, is the first pillar, is to keep it— train your eye to identify these problems that companies are going through, especially when it's something that's time sensitive. It's sort of urgent. It's— these are survival-level type of questions and type of pain points. So if you train your eye to spot the gap, then you can turn this disruption into your advantage, which brings me to the second pillar in the framework, and it's about tying your skills to the pain points or to the desires of these companies that these companies want to achieve. So, and I want to show you an example. For every scenario I, I mentioned, I'll share with you a skill that will address that pain point. And some of those skills are specialized, but they're also— there are raw skills that you might have with some, some education, with some some learning, some practice, you can turn these raw skills into specialized skills that these companies will pay you handsomely for. So I don't want you to lead with, here's what I do. I want you to lead when you're talking to potential buyers, when you're putting the messaging on your website or on your social media post about what you offer, don't lead with what you do, lead with who whose pain, um, you're addressing and how you'll fix that. So instead of saying, I do operational optimization, or I implement, I audit, and I deliver operational strategies, you can switch that. You can shift that to, I help businesses adapt to regulation changes and then And then I help businesses minimize impact on efficiency and profitability. So that's more on marketing, on positioning. It's not about the skills that you have, it's about the problems that you solve. So I want you next, the first step is that you're training your eye, training your ear to, you're keeping your ear close to the ground to understand, to learn about the changes and in the industry and then what companies are— the types of questions companies are asking. And then the next step here is to list the skills that are needed. And then of those skills, what is it that you have? So this way you can develop the offer, which will be the 3rd pillar of the framework we're covering today. So in terms of doing an inventory of the skills, I covered this thoroughly in the video that we recently published, The Ultimate Guide to Starting a Consulting Business. I went into 9 pillars of starting a business, and I talked about one of the pillars was how to do a skill assessment and how to package your offer. And I had a formula there, problem plus Skills plus willing wallets, paying customers, it gives you your offer. So if you haven't had a chance to check out that video, it's called The Ultimate Guide to Starting a Consulting Company. Check it out and go to the, to the chapter where I talk about how you do an inventory of your skills— hard skills, technical skills, and then soft skills, communication and those sort of listening skills, all that, all that good stuff. But for now, back back to our example, since we're using tariffs as, as a case study here, we want to look at— let me see if I don't think I, I was hoping that I can share this on my screen, but I probably won't be able to do it on my screen. But let me see if I can, uh, just walk you through. So, so we, we look at an example, for example, uh, in terms of— here, let me just— I have the first one we talked about when companies are experiencing increased cost of imported raw materials. Okay, so, so what do companies need to do? What are they looking— what kind of skills they're looking for? Procurement, purchasing, and cost analysis. So that's a specialized skill you might not have. So what, what can you do instead? Well, procurement and cost analysis. Well, maybe, maybe you're good at, um, say research, or maybe, you know, you're good with data analysis, you are— you've done some work with— a whole lot of work with Excel in the past, or whatever the case might be in your, you know, in your industry. The industry-specific knowledge might not be as important. If you have it, that's great. If not, that's no problem. Now, another one, supply chain disruption from overseas vendors. So that is one of the problems we pointed out. Now, what would— what kind of specialized skills companies are looking for? Well, maybe they're looking for supply chain strategy and logistics, someone who has that experience. You don't have that experience. Like, what would be a raw skill that you can refine and hone in on so that you can offer a service? Well, if you know about logistics, If you're good with project coordination, you know, if you're good luck with operations, I think that would be that would be a skill that you can again refine. Let's go to another question and a pain point that companies have: they need to outsource. They need to outsource and find domestic alternatives, right? So so potentially. If you've done again some vendor work, working with vendors or suppliers, or you're good at the research, because the companies need to look for people who know the industry and know how to find sources in that industry. So that would be a specialized skill that you can offer. Now again, if you're good with communication, if you're good even with internal processes, project management, if you're good with, um, you've worked with a lot of vendors, maybe, maybe you volunteered, you're like an event coordinator and, and, and a wedding planner, and you have to work with 10 vendors. I'm saying this jokingly and, and in a way not. Like, if you have the core skill of research and working with a lot of suppliers, a lot of vendors, then that's something that is valuable, add to it some industry knowledge, and then add to it learning a little bit more about tariffs, and then you can put all of that into an offer that companies would be interested in buying. So again, there's the thinking, the thought process here is what's important. Let me go through a couple other examples. Let's say companies, one of the questions, one of the pain points we mentioned is lack of tariff compliance knowledge. So companies haven't had to deal with compliance for, for many, many years. So what do they do now? They're stuck, they have to do it. Well, can you, um, have you done any compliance work? Have you done any, um, work on, um, I don't know, in the old days there was like this whole ISO ISO certification? Can you go on Coursera and get a certification on compliance in general? So again, that might be a very specialized knowledge that might take a bit long to, you know, to acquire tariff compliance. But if you're good in terms of— if you're an attorney, of course, but maybe you're just good in legal, you understand legal contracts, you can decipher legal language, you know, easily. That's, that's a talent that you have. Again, you're good with research. You've done some sort of basics in terms of compliance, even if you're maybe, um, again, at a volunteer, uh, opportunity, or you're maybe on a board of a nonprofit, or you are a volunteer and you have to comply with certain things. I know I'm, I'm on the board of the Red Cross Silicon Valley chapter, and I I sometimes volunteer. I donate blood regularly, but I also volunteer. And sometimes you have to— there's certain compliances, you know, if you go into people's houses to implement, to install smoke alarms, you know, certain things you should do, certain things you shouldn't do. So any— if you have any and you like this kind of stuff, um, that, you know, legal reading and, and, and, and, um, some basics of compliance, then maybe you can package this offer into helping companies with compliance. Again, this is a bit more specialized, so maybe you need more specialized knowledge, but think of other things. We talked about uncertainty when it comes to pricing because of, you know, again, shifting of pricing and tariffs on the goods. So have you done work around pricing? Have you done things around maybe if you looked at, Sorry, here, my— trying to make sure my— okay, cool. Sorry about that. Always a technical glitch out of Silicon Valley. Give me just one second. I thought I had my notes. Yeah, yeah. In terms of, um, a project we talked about, uh, if you have to deal with a lot of vendors If you're good with project management, if you are methodical, if you are good with Excel, with spreadsheets, all of these things will be, will be, will be helpful here. And again, I don't want to go through the 10 scenarios, but the thought process that I want you to go through is if there's an issue like the lack of compliance tariff, or maybe there's an issue of uncertainty in pricing due to shifting Tariffs. I gave you some specialized knowledge that is more likely required so that you can then offer consulting. And then I gave you an example of some raw skills that you can build on to make— to build that consulting company. And the last one I would say, let's say the last example, then I want to go to the 3rd pillar, which is how you package your offer. And the offer that you want to introduce here, now that you know the problems that companies have and you know the skills that are required to solve the problems that companies have, then what offer you have. So I'll walk you through one last example here, and then we go to the 3rd pillar. Let's say one of the concerns here is there's a decline in international sales. So the specialized skill would be Maybe sales contingency, you know, if you have sales consulting background, if you have done any international sales, you know, export strategy. Again, these are specialized skills most of us might not have, but then what are some of the raw skills that would be applicable here? Well, if you look, for example, at any sort of sales you've done. Maybe you've done sales in different regions. Maybe you're just good, you've done sales strategy when in a different, not in a tariff-related environment, when there were like technological changes, or maybe there were some, sometimes there are local changes in regulations and you have local vendors have to comply due to some city or state level, you know, regulations. So again, find In your skillset assessment, find the raw skill, identify the raw skills that you have. And from there, start looking at the problems that companies have, and then how you can refine and then improve the skills that you have to be a bit more specialized. And then you can offer yourself as a consultant for these problems that customers have. All right, so, so this is on— we covered the second framework. Now going into the third— sorry, the second pillar of the framework. Going into the third pillar of the framework, and let me make sure here, uh, and that is on packaging your offer. And we go through the same exercise. See, at the end of the day, the offer— a lot of people think consulting requires 25 years of experience, they requires an MBA and requires a whole lot of expertise. Yes, as a consultant, you want to know more than your clients. You want to come in and offer, um, some level of expertise, but you don't have to, to, to be this top-notch expert. A consultant is someone who can come in and solve a problem, and as long as you're a couple of steps ahead of the customer, you're offering value. Again, It's as this is, especially if you're just starting starting out. Over time, I want you to be the go-to consultant in your field. I want you to be the most recognized consultant. That gives you a whole lot of positioning, brings a whole lot of business. I remember when we pivoted from digital marketing to SMBs to analytics, we stayed serving the the SMB for a while, and then as we became more recognized in the industry. We had a blog, leading blog at the time. Blogs were a big thing at the time. We became a Google Certified Partner. As we got more certifications and got to know our craft really well, we started to get a whole lot different breed of clients. We started to get the Fortune 1000 and then the Fortune 500 and then the Fortune 100. So, so, and we niched down and we became subject matter expert. We, our consultants, were speaking at conferences because we, we, we ended up— we, we, because we invested a lot of time in learning and applying what we learned and, and gradually moved from serving, having these small projects, these $5,000 projects to small businesses, to having projects that started at $25K leading to 6-figure projects serving uh, you know, Fortune 500. So, so I don't want you to— if you're thinking of starting a business, a consulting business especially, please make a note of watching that, The Ultimate Guide to Starting a Consulting Business. I went into this concept, um, it was a 52-minute video, I think the longest video on the channel when it comes to, to videos, not on, on, not live streams, because I went into a step-by-step guide on how to start a consulting business. And this episode is building on that framework, is focusing on identifying the idea, identifying the offer, mapping your skills to the needs that are out there in the industry. Okay? So that is all on getting you all motivated to start a business. And again, check out that video. Now in terms of the 3rd pillar, and that is how to package your offer, and let me make sure the technology is cooperating because it has not been. All right. Here we go. All right. So if we go back to the very, very first issue and here's some of the potential offers. All right, uh, you can package your services as cost impact assessment and mitigation plans. That would be one offer. Something else you can offer is, um, well, again, one day I'll figure out tech. You can do a workshop on supply chain diversification. Again, these require some knowledge. Some of that knowledge has to be specialized, but if you've done any work in the past, you have any skills that would enable you to offer this kind of training, companies are in need of it. Big companies, large companies might have a whole lot of resources, and they, they probably pivoted these resources in anticipation of these tariffs hitting home. But mid-sized companies, Smaller companies that are impacted by tariffs don't have the resources. So, uh, so, so, um, that's your opportunity. So for— you can also— another offer here is domestic sourcing, uh, domestic sourcing— sorry, domestic sourcing research and then vendor matching. So that's another thing you can package. We talked about compliance. So if you have some compliance background in maybe another area and you've learned a bit more about tariff and you can decide, you can read these legal documents and decipher them. So your offer could be tariff compliance audit and advisory. So there could be an audit offer that you sell for $10,000, $20,000, and then you can provide compliance support. Let's say a retainer for the next 12 months, right? So these are ideas, the names might sound difficult, like, you know, for example, you can have, if you're into strategy and you've done strategy work in terms of pricing strategy consulting, especially since customers have to, the prices will, you know, will be impacted when the cost of goods is rising, then companies are going to have to change their pricing. So they might be willing to take a hit on certain products and lower their pricing to maintain market share, and they might have to then in other places they might have to, you know, maintain certain margins and then they have to charge higher. So all these are things that you can do. Another thing here, if you're going into other international markets or pivoting to domestic markets, so can you have a sales strategy plan or a sales pivot plan. Other things you can do as well, you can do if a company has multiple product lines, you can do product line optimization, profitability optimization. And last but not least is all about PR and communication. So for those of you who have a strong background in marketing and messaging, maybe in PR, learn a little bit about, again, the regulations. This is You can't just build a consulting business overnight and say, hey, I'm an expert. Some work is required, but I want to make it easier for you. So I want you to build on the skills that you have, learn a few things about the shifts, and then between what you know and then the knowledge that you acquire recently based on the shift, then you become the expert and you can start that consulting company to offer this service. So if you're into PR, into marketing, into messaging, potentially something like customer messaging, a customer messaging toolkit for— to deal with tariffs or for pricing changes. Again, a lot of ideas. Again, some of it might require some specialized knowledge, but a lot of it you could leverage your raw skills, your existing skills, complement those with the new required skills, and then you have something to offer. And I remember when we pivoted to analytics, since I mentioned that example earlier, I remember there were a couple of books in the industry at the time about analytics. I mean, now there are a gazillion books, but at the time there were only 2 books. And we brought those 2 books and we studied every page of this, of these 2 books. And, and I remember we had all these, um, all these marks and, and, and all these highlights every time We identified something that we can package as a service, we would highlight that section that we would meet as a team and we say, you know, this, we can add this to our statement of work, to our proposal as a feature we can add in terms of collecting data and helping clients understand what's going on on their websites. So some work is required, acquiring some new— acquiring new knowledge is required, but But you're not starting from scratch. You are building on what you have. Even if you haven't done any consulting, if you've been in corporate, let's say for 5 years, you have some skills and you've been really, you've been dreaming big about taking that leap and starting your business in these disruptions. In these disruptions lie these opportunities. Because every headline is a clue. So I want you to train yourself to spot the shift. I want you to connect it to the pain the shift is creating. And then your job is to walk people out of the fog. And you're not— you won't be just watching news at that time. You'll be building a business from this. the actions that you've taken. And again, the step-by-step framework, um, on how to start a consulting company is what, is what I have covered in The Ultimate Guide to Starting a Consulting Business in 2025. And if you're struggling with mapping your skills to, um, to the pain points of customers and how to how to produce an offer. I walked you through several examples today on how you can do that in an industry that I don't know a whole lot of, but just from reading the headlines, from reading about the industry, from talking to some people who are impacted by these tariffs, I put together these 10 scenarios of issues companies are dealing with and then the skills that are required to solve these issues, and then the raw skills behind the specialized skills, and then how you can put all of that into an offer that companies will buy from you. So that's— those are the 3 steps of this framework. And the last note here before we wrap it up is part of entrepreneurship is to have this mindset of learning, this sense of curiosity. And that you have agency. So, so I see, I look around me, I see what my competitors are doing. I see what the new regulations are, how they're impacting businesses. I see how technology shifts are, are also creating new opportunities or potentially eliminating some, some jobs. I see opportunities to upskill. I see opportunities to master some of these new skills. And I know it's hard because as an entrepreneur, Yeah. And trying to market, you're trying to sell, you're trying to deliver, you're trying to understand all that. But if you don't— if you stay— if you don't learn new skills, no matter how accomplished you are, if you're not aware and keeping a close eye on the changes around you in your industry, then you might wake up one day and lose a whole lot of your clients. Or maybe it might happen gradually as competitors are becoming more efficient, are becoming more competent, are offering more services, more scope for less money because they can do things more efficiently. So you can, you can stay ahead of everyone else if you put the time to learn new skills, keep an eye on what's going on in the industry, and then always, always finding ways, you know, to stand out, always finding ways to To to to to to to be the consultant that can solve problems, and then revenue will follow, and hopefully more customers will follow, and then profitability will follow, and you'll be doing doing really well. So before we wrap it up, if you have any questions, email me at feras@startupwithferas.com. Feras is spelled F-E-R-A-S. And also don't forget to sign up for our newsletter. I have a weekly newsletter called Black Belt Startup. Where I share a lot of these thoughts, a lot of these comments, and also I answer questions from the community, and then I share resources to help you start and grow your business. And you can connect with me on LinkedIn. Love for you, if you're finding this content useful, click on the like button, share this video, and then leave us a comment on questions that you have, or what, what else I missed that you might be in need of, or what other topics you'd like me to cover in upcoming live streams. Thank you so much and see you next time.