Ep #4: The Interview with Laura Patrick, Founder/Owner of Kids Physio

Hey, everyone. I'm Chris Plackey, and this is how to Lead for Female Entrepreneurs and Founders. Because the best way to grow a business is to grow the person who's running it. Let's go ahead and get started.

Okay. Laura, Patrick, I'm so excited to have you on the podcast today. So thank you so much for making time. I. I know you because you and I have had the chance to work together for quite some time. But why don't we take a couple minutes, and I'd love for you to just tell the listeners who you are. What's your business? Let's just get to know a little bit about you.

Sure. Well, I am a female entrepreneur and also a physiotherapist or physical therapist. I am in Canada, and I absolutely love my job. I think that's the best thing to start with.

That's so awesome.

I own a company called Kids Physio Group, which is a children's physiotherapy practice. So we are basically in the business of supporting children to achieve their gross motor goals, whether they're infants or toddlers or kids or preteens or elite athletes, you name it. And we provide incredible clinical spaces for kids to feel comfortable, to kind of come into physiotherapy and get better, get well, or become their best selves.

Wonderful. Such important work. Right? People keep having babies, too, so there's a steady stream of clients. That's good news. So what is it like? Obviously, you went to school to be a physiotherapist. Yeah. So what happened to you?

What's missing from you? What was it about you that made you think, I want to actually have my own business?

Yeah. I started in public health, so I think that that's a natural place to be inspired if you're somebody who wants to really progress, perhaps just beyond what is available in the public system. I absolutely, wholeheartedly believe in public health here in Canada. So I know there's a very, very important place for that here. However, there's limits. And what I recognized very early on in my career, and I was quite young when I graduated from physio school, so. So I was 21 and just realized, well, you know what? This just isn't good enough that kids really needed. They just need another option. They need more than what they're getting.

So I was introduced, obviously, to a whole bunch of little kids as a public physiotherapist, and a bunch of them I became very close with as far as.

Supporting them and their families and Their families recognized that I might be someone who might be able to help even more. And they started planting seeds in me, saying, well, if there isn't any private therapy, why don't you start one? Or if there isn't any private therapy, can you just come to our house and provide it? So some seeds were planted pretty early on in my career and I think because I had a lot of.

Let'S see, drive, but also I was super naive.

It was the perfect storm to be able to start a business.

Very slowly. So I, you know, I've been slogging at this for coming up to 15 years now.

Wow. So what I love about what you said though is this is what I even, even what I talk about with, with people I meet who want to be coaches in the world is.

There was this natural progression for you because you became an expert right in your field in, in the work that you did. And then you built a brand even, even. Even more specifically with kids. Right. I mean, physiotherapy covers everything. And then as you built the brand right then there was this attraction to working with you. And so I think a lot of people think like that somehow you're just open a business and it's the opposite. I think for a lot of us it's like, no, the progression is in developing, developing the skill set, developing the brand and reputation that creates some more seamlessness into the introduction of. Right.

Yeah.

Starting and launching. So how. What did you do when you just first launched your business? How did you do that? Did you just get like a little small space or what did you do?

Yeah, absolutely, I got a little small space and I immediately branded myself as a kid's physiotherapist. So I found the URL. I found the, you know, the name. I just, I did as much as I could to just be the kids physiotherapist. Now I made it about myself. So I was really, you know, I was advertising me instead of now it's the group. So we eventually did ad group to kids physio and I just, I accessed my network and this was where people were googling for help. This was the people that I had been providing service to in the public system. And I just said, you know, I'm now doing some private practice. And many of those kids just started to come. And then the parents, I recognized really early on the value of a parent word of mouth and harnessed that really good nature goodwill of people trusting and believing in me as a person and then referring their friends or family or co workers.

Well, yeah, when you help someone's kid, like that's a game changer, right? Like, people love it and. But you really. So what I loved about working with you. Right. And for those of you who may not have heard, she's been in business for 15 years. Right. And Laura and I met a little over a year ago. And this is what I see in a lot of my clients. Right? You, you started as a solopreneur. Here you were me, shingle hanging outside. Let me help your kids.

I even had someone do a caricature drawing of myself and my dog.

And your dog. It was totally about me. That's so cute. That's like way before you had a kid or anything, right? You were just cute. I love it. And then at some point you had to hire somebody. So who was that? What was the first hire you made?

Well, they were volunteer positions, but I still managing them. So the first hire was a volunteer who was also doing double duty of answering our first telephone line and an email address.

And then very quickly, as soon as I hired a support staff or had someone in that volunteer position, because they were. It was, it was someone who was really looking to get experience to be able to get into physio school. So it was a real natural. It wasn't that I posted a job for volunteer. This was someone who was genuinely interested in becoming a physiotherapist and was just willing, what can I do in your very early startup business to help. And so I harnessed her for a period of time until I realized, oh my goodness, I need to pay this girl, and.

Started paying her. But as soon as I committed to paying her, the phone started ringing more and I needed another physiotherapist. So very quickly having a support person to help grow the business, grew the business. And we went from one to four physiotherapists. We expanded the space and then very quickly started growing to more clinics.

Wonderful. And again, that's the thing that a lot of clients that I meet that are kind of under a million yet in their revenue, it's so terrifying to make that decision to actually hire a person and then say like, yes, I will, I will pay you money consistently. Right. And that it just makes you become a different type of business owner. Right. Instead of it's just up to you, and maybe I'll make money this month, maybe I won't, maybe I'll pay myself. Maybe I won't, maybe I won't. Exactly. Then you're.

The irony is now I chuckle at the amount of money I used to be very concerned about having to that person.

Oh, my gosh, that's so brilliant. Yeah. And now it's like you wouldn't even. And so that's that thing we talk about a lot too, Right. Like tapping into your future self. Right. The woman who's running a multimillion dollar company, what would she tell you about making this $40,000 a year higher? Right. Hire them immediately.

Yeah.

Because it's an investment when we make. Right. But that, to me is where I think is the biggest. I think it's the toughest arc for people is going through the being the technician. Right. And we've talked about the E myth a little bit recently in the coaching group. Right. Like there's the technician, the manager, and the entrepreneur. And it sounds to me like the entrepreneur technician for you was not that it wasn't hard. It just came to you. Right. You sort of had a plan and a vision and. But that manager part, like dropping the technician, not losing it, but you can't. You now. How many clinics do you have now?

Five.

Five clinics. You can't be treating patients every day and running five clinics. Right.

So.

And that's. That's where you and I met is at the manager place. Right. Where I don't know how to. What am I doing? How do I maximize or am I doing this?

Right. I think that was a big part of it where I had some pretty good instincts as far as how to manage people, and some of those instincts were not at all appropriate and were failing. It wasn't working. Right. I needed to put my business through a bit of a stress test with you to say, is this working well? That works really well. But that does not. And stop it. Yes.

And is this sustainable for you? Right. Because I think a lot of us do develop behaviors that we think are effective. And even in your case, right, since we've met, you've added some clinics. And so certain things that you were doing when you were smaller, you could replicate, but then when you get bigger, you can't replicate.

That's right. Yeah.

Yeah. So if you were going to kind of look at from a leadership lens, like a leadership perspective, who you were when you added those first couple people to who you are now, because how many people do you lead now, would you say?

Well, there's 35 people on our team.

Yeah.

Okay.

So what's the difference between that woman, like when you first started to the woman that you are today, do you think?

I used to enter into a lot of My employee, employer relationships with friendship.

And.

That really didn't take me anywhere near where I needed to go. It was. It was great for that work family or that feeling of this business is a family. But the minute that you can't sustain that family relationship, it wasn't. It just wasn't good anymore. Today I lead. I lead with compassion and kindness and genuine interest in people, but I keep my personal life personal and away from my business.

Interesting, right? Because so many of us, that, that's. That's something I talk about frequently. Right. We should treat our family like our business, like a family. And it's like my girlfriend has said to me a couple times, who has her own business. Right. Because in a family, someone's always living in the basement.

Getting there, it's staying for free. And.

Right.

Because when we think of people as family, it's harder to hold people accountable. It's harder to set clear expectations. Yeah, that's really good insight. And what came easily then for you because you said that you had some natural instincts when it comes to managing people. What, what do you think? Wasn't that difficult to learn.

But I do think it comes down to me choosing or writing my vision and my, my values and my mission early, really early on in the business. And so what came early for me was I feel, you know, it was sort of like it was a gut instinct where somebody would be drawn to the team. And I would say, oh, yes, this person seems absolutely like the right person to continue to, you know, to continue to grow with the company and join the team. But in hindsight, I can recognize that it was because I had put my values and my mission and my vision out there that I attracted the right people. I used to see that as, oh, I have this really great gut instinct.

Interesting.

But it was more that I was attracting the right people. I didn't have to filter as much. So I just thought, oh, well, my gut instinct, this person is just perfect for the team. So I have to give myself a little less credit in my gut and a little bit more towards the forward planning that put out what it is that you're trying to attract and people will more naturally come.

And it's so, you know, it's so fascinating because I think a lot of people spend a lot of time on marketing. Like, who is my perfect client? Who is the perfect customer? How do I. Where are they? How do I find them? How do I generate referrals? How do I market to them? How do I. What should I advertise? Right. And what I love about what you're saying is one of the best ways to grow my business was to get good people.

Yes.

And one of the best ways to get good people was to be clear about what the heck my business was.

Right.

But it's such an afterthought. Right. For so many women who are running their business. I mean, I meet people who are eight. Eight years in, 12 years in, who can't really describe what it is that they have, what their vision is for their business. And it changes. Like, I would be willing to bet that your initial mission, while the core of it still exists. Right. Your vision is probably different. Like, could you have even anticipated the vision that you have for your business today when you started 15 years ago?

No way.

And it's fascinating how you're exponentially growing now. First, like, it took you. You were in business for 15 with how many clinics?

Well, we went from the one.

Huh.

And then we went quickly to three, and then we waited five years and now we're at five.

And then what's happening?

Yeah.

And you'll continue to grow. Right. Which is. Then that's what's fascinating. The mind of an entrepreneur and a business owner goes. When you allow yourself to think about expanding at the way that you're doing and you've done the human capital work, like you've really figured out, ah, here's a formula for how to develop people, how to bring people on, how to make sure they're successful, how to make sure my expectations are clear. Those are all the things that are. Then make what you do replicatable.

Yes. Yeah, yeah, absolutely.

So good. Okay.

I know you're a great mentor of other entrepreneurs. I love that about you. And you engage other women and you help them. And I know you're very active in your community of entrepreneurship for women in your community up there.

In Vancouver.

So.

What is your best kind of wisdom that you like to share with women like you?

Well, what I try, I mean, usually the people who are coming to me might be someone who's, who's asking for mentorship. And naturally, that's my first suggestion, is get a mentor. If it's not a mentor, find some, some other women in business who you can bounce ideas off of.

And who you can trust. So somebody that you don't pay, you know, is also really nice because.

They'Re going to give you a different level of advice.

But my go to is find people that you can really trust. And I'm fortunate enough to have one who's grown her business alongside me.

There's nothing that we can't share with each other. And there's also, if my phone rings and it's her, I'm gonna pick it up and vice versa, that it's that call that you can make when you feel like you have no one else to. To bounce something off of because it can be really lonely, and you need that person or those people that are outside your family.

For sure.

Yes, husbands have a great role when it comes to growing a business, but being your advisor is probably not the best role for both of you.

Yeah. So just that great. Go to mentor or strategic alliance or. I don't know. I have such a good definition for Jen, but she's friend but also deeply connected to making sure that I make really good business decisions. Yeah.

Yeah. Well, I know Jen. And in fact, we're going to interview her as well. And I think what I've observed in both of you is there is a deep affection for one another, and yet there's also this reality. It's like you two hold the best version of yourselves for one another. So when you're railing and having a hard time, she's over there just holding it like, no, no, no, it's gonna be fine. Remember, we talked about this already and this is the plan. I know you're upset over here, but we're going over here and just. We'll get there. Right. But it does make. Make me think, too. Right? Like. Like a truth that we have to tell, too, is that this is hard.

Starting running, leading your business is hard. And it teaches you. If you're willing to learn, it will teach you all the things that you need to know about yourself that you never really honestly wanted to know either.

The kind of insight you have to get into your own brain and your own thoughts about people and how they should be acting.

But if you really want to.

Learn, I think being an entrepreneur is one of the best career paths.

Yes.

If you really want to learn, if you're committed to really learning, then, yeah, dive in. Do it.

Get all in other people's business so you can get into your own. Right? Yeah. Okay. So when we talk about managing people.

If you were to talk to somebody who's sort of on the tip of that, right, where it's like, okay, I've got five people. I talked to a woman the other day who has five people on her team, and she kind of hates her business, right? She hates them. She hates the business. She hates everything because it's so overwhelming to her. She can't get work done. Through them, they're not meeting her expectations. There's mistakes, which, of course, then she takes very personally because it's her name, quote unquote, on the door. And so she, you know, I. It was kind of. I felt badly for her. She was pretty depressed and helpless, feeling or sounding or hopeless. What do you tell that woman who has. Obviously, she's made over a million dollars. She has employees who work for her. She has a product people want to buy. Right. But she hates her business because of the people part.

I think the work that I did with you on setting expectations and. But also accountability and learning the best strategies on how to hold somebody accountable by coming up beside them instead of facing them. Like, that was one of. I remember even watching one of the. I don't. There's a gazillion times I feel like I've been on zoom with you, but where you come up and you put your arm around them and you insert a little bit of humor. The end of the day is, listen, this has to get done. What are we gonna do together to get that to happen? Yeah. So for me was figuring out in my back pocket what are some of the go to statements that I need in order to be a really strong, lean leader who has empathy and kindness and gentleness, but also, like, being really feisty.

Like, well, listen, we gotta. We gotta go over there. That's where we're headed. So what are we gonna do to get there together?

Yeah, but that's the language, right? Like, it's so great. And I think that's what happens. Like, that's. I love that you brought that up because so many of us initially see. See us on, like, it's a push pull, right. It's a tug of war. And if in that case, someone wins and someone loses.

Right.

Right. When we're sitting next to one another, we're on the same team. We're not pushing and pulling. We're moving together. And if you're not moving, I'm not moving and vice versa. Yeah.

My team has learned any. You know, many of them are now in, you know, learning from you in various different ways through the manager formula. But we've learned to take walks, talk about something so that we're side by side moving and talking instead of sitting across a desk or sitting across a computer and sort of butting up against each other. It's made a huge difference just developing that language, what to say in those moments, but also just, you gotta get it done, and if it's not you, then.

Bow out. So I think getting really, really clear with, this is the purpose. This is the end result. These people can't help me get there, even when I'm putting my arm around them.

We have to move on and find people that are going to. Yeah. Which is why they can't be your family. Right.

No. And that's why we think about everybody that we hire.

That position that you bring in has to correlate to a business result. Right. Like, if the position correlates to the result, then I know that the result, the position is contributing to the success of the business. That's the other part. Right. Like, really thinking about not the person, but the position.

That's a huge mind shift that helped me just tremendously.

Yeah. Yeah. You know, I was just talking with a client who's got a very successful business. She's been in business for many years. I think she. I think they're at about 5 or 6 million a year. And we have this really awesome conversation because we were talking about all the other positions in her business. Right. What do you. What does this position do? What does this position do? What's. What's the result that you're looking for? And then I just got this hunch, and I asked her, I said, what's your position? And she didn't have an answer. Right. Like. And so it sort of makes me wonder, too. Like, we think of ourselves as the business owner. Mm.

But what am I actually doing?

What is your job?

What are the results that you're responsible for? Right. And so that even if you just did that for yourself today, as somebody who runs a business, like, start with you, what are you. Because if you're saying, like, some of my one client.

Right.

I'm responsible for making sure the PowerPoints are done.

Really. Because you're making a lot of money. Is that really what you should be doing with your time?

So.

So if you had said, right, I'm responsible to make sure my patients are cared for. My actual patients are cared for today. That's trouble if we're talking about you. Right. Because you have such more bigger responsibilities than that. I know. I kind of rambled on that a little bit, but I'm so glad that you brought it up. Like, really helping people see. And that's the work. Because I've had several people say just in the last few months, I love my business again.

Mm.

Because if you're in a tug of war with your employees, you don't love your business.

No. I think, oh, gosh. The one thing that's really standing out to me in this conversation, too, is I have learned how to get my team to understand that they're winning at their job. We figured out how to celebrate a win, you know.

So that. That was. That was really impactful on the team as well.

Mm. Which then translates into what in the. Into their performance. Right. Like, if they know how to win.

Right. And then they're teaching other people how to win.

Yeah.

Right. So anyone. You know, I don't train very many people any longer, but my key managers who are doing all the training, they. They start with that. Here's. Here's. Here's what you need to do in order to win at your job. That's a really liberating experience for an employee who. They just don't need to question it. Like, did I do a good job? And then I got surprised when you walk over and say, hey, we need to talk about these things. And they're like, oh, that's right. I forgot that that's what it takes to win at my job.

Yeah, I forgot that part. I'll do that better next time. And I think the other thing I really love about what you just said is I'm not really training that much anymore. I'm thinking about all the women listening to this who are entrepreneurs, and not even women. I know there's men who listen also, and they're all like, how do you not have to train people anymore? That's the thing that all of us who run our own business, like, when do I not have to do all the things?

Yeah, you gotta let go a little.

Yeah. And you gotta hire good people. And then you hire good people and.

Let go and make sure that your managers are set up to be super successful at their job. So.

Good. So the people you pay attention to now are your first team. Right. And then you let them pay attention to theirs. Yeah.

So I get to insert myself now in the onboarding of some of the key physiotherapists on the team, or even the first 15 minutes. I try my very best to be inserted in that when I'm able to. I love it. I still love it.

So good.

Yeah.

Okay, so we're going to come to a close here. But what I want to know is, first of all, like, what's kind of your. As you think about the last 15 years that you've been in business, what are some of the books or resources that you think everybody should know? Like, you know, like, I have a couple books I always recommend to people who want to learn more about leadership. What's stuff that you always recommend people do your podcast.

Already here so that's good news.

If they're listening, that's been huge. It's funny because when we when you talk about books for me, people often recommend books to me and I'll I like them but my, my go to is conversation back and forth.

Versus reading on a page and, and taking that and, and actually and trying to apply it. Yeah, I'm certainly inspired by books, but I can't say say that it's my go to.

Got it. That's a good answer. So let's think about then some of the what do you think are the unique challenges that female entrepreneurs face and maybe speak specifically to some that because I'm willing to bet challenges you've had other people have had. So what have been the biggest challenges you've experienced?

Starting a family.

Knowing and recognizing when the right time for that is. And I think what piece of advice I can give is that there is no right time.

However, if you have the opportunity to step back from your business earlier on before you especially because I started my business before having any children.

But I was able to scale it to a point of stepping back a little bit to see what's the cash flow like when I'm only working and generating revenue 50% of the time so that we can be thoughtful making decisions about families. But at the end of the day, there really was no right time. And the best piece of advice I got from somebody was just start.

You'll figure it out.

Anyone who's waiting too long or waiting and they keep questioning it, just if that's on your heart, then start, then do it.

And if you already have a family, just keep going.

Keep going. Yeah. And really learn to ask for help and really clear with, within your family, with your husband or with anybody who works within your home, whether you've got a nanny or babysitters or you've got daycare, just make sure you ask for what you need to get the help to get things done so that you can also really focus on your business. That's probably been.

My default has always been why can't those people read my mind? Well, they can't, Will. So just ask.

Just, just ask. It's so good. And you know, I, I'm speaking from personal experience because just this past year as my business has grown, I've added people to help me, not just in my business, but in my life. And so, and what I used to think would be silly to pay someone to do that for me now it's like so wonderful to, you know, I'm getting my house painted and I hired an assistant and she's helped by, like taking all the pictures off the wall and spackling all the holes. Like, I don't have time to do that because I have to be in my business. But I agree with you. And knowing it's okay to spend that money because I'm paying her a fraction of what I'm earning while I'm sitting here talking to my clients. Right. But we don't think that way. We just think, oh, that's an expense. No, no, no. We're purchasing time. Like, if you have a nanny, all the things that you do, you're investing in your ability to be successful in your business.

That's right.

For sure.

Yeah.

What else? The other question I wanted to ask you about managing people, and.

I don't know if I'm going to say this right, but.

When you think about the qualities that you most want in people that you hire, what would you say those are? What do you look for?

Well, working with children, I look for strong empathy. Someone who comes with a very empathetic heart.

Who can.

Support a child, but also a parent in some circumstances through very, very difficult times. So empathy is super, super important in this job. But I also look for people who are natural leaders.

Who.

Are kind. So simple.

And how do you find that out? How do you hire for that? How do you hire for empathy and kindness and leadership?

We've written really good interview questions.

Yeah.

Taken a lot of time to find the right ones that we can. We always interview in person so we can see people's facial expressions.

But we, we have a really unique interview process that is.

Like putting somebody into the space and actually working before they're working.

So they're like. You put them on trials.

Yeah, yeah. And we get to see how they respond, even their, their facial expressions to certain situations. And so our team is really good at recognizing yet. No, not didn't handle that well. Or if they didn't handle it well, do they have other skills that are wonderful and can we then train to improve in another area?

Right.

So there's a lot of observation that goes on with our younger physiotherapists as well as front desk people and whatnot.

I think it's the absolutely most important, most overlooked step in the hiring process. And the reason why a lot of people don't do trials is because they're afraid they won't get good people, because good people are working. Right. And I really Want to rebuke that? Because.

The really good people who want to come work for you will do it. They'll do the trial every single time. Every single time. It's such great feedback and advice. I'm so glad you brought it up. Yeah. Because nothing is more revealing than I was actually just talking to somebody about this this morning because I hired someone and I'm not really sure if it's working out. And I said, and we're doing a trial. Right. And so I was like, okay. So what happens is there's. There's the interview. There's the first initial contact, which you get an experience and you go through. Then there's the interview and people show up as they do in an interview, and then there's the trial. And then it's almost like within the first 48 hours for me, something happens and the veils come down and then you, like, see the person. But the woman I was talking to this morning, I said, but the thing is, it's like, I can't tell you what that is other than essence. Like, then I get their essence.

And to your point. Right. Maybe it's their facial expression. It's how they react to something. It's the words they choose to say and that either reassure that I've made the right choice or like, oh, wait a minute, I don't know here. And that's, I think, too, that thing that you're talking about, that gut instinct that we attribute it to, but at the same time, like, we've been really clear about what we're looking for. We also now have something to rub up against.

Exactly. Yeah. Yeah.

The people that we hire, man, it's everything for the business.

Oh, my gosh. Yeah. Yeah. I love my team.

Yeah.

So awesome.

It's so good. Well, you pour so much into them, Laura. Like you're. You meet with them and you work with them, you do one on ones with them, you coach them. And, you know, I know that's the part that a lot of people listening are like, I don't have time to do that. And the reason you don't have time to do that is because.

You'Re being the technician in your business. You're not being the leader of your business.

I had this very awesome male entrepreneur early on in my career. Tell me something that stuck with me. And he said, laura, if you want to grow this business, you have to kill the baby.

Ouch.

Physiotherapist, working with children. That was like, terrible choice of words. Like, terrible choice of words. But the Analogy has proven so powerful over and over again for me that it's not. It wasn't about me, it's not about you. If you step back from this business, you're going to see far more clients than you could ever alone. And that was dropping the ego. I'm not the best person. Hiring great people, like great, skilled physiotherapists to do. To do the work and give them a platform to really, really succeed. And if they have that, then we're fulfilling our vision. Like, so good.

So good.

Thanks to that guy.

But, yeah, for being a little crass.

But, you know, early on, that's what I needed to hear.

And, you know, I think what I'll say kind of as we wrap up here, is what I watch when I, you know, I do talk to women every week who are thinking about working with me or, you know, need help. And.

Every one of you has an incredible thing to offer this planet. Right. Like, look at what Laura's doing. She's helping children move their bodies and improve their motor skills so they can have functional, amazing, even powerful lives. Right. Especially if they're at the elite athlete level. And if she wasn't there doing what she does, like, think of all the people who would go underserved. And so I think when we do get a little overwhelmed by our own stuff in our business, we lose sight of who would not benefit, who would lose out if you don't keep going. And so that's why, for me, it's like, don't ever give up. Because of the people part.

Yeah, totally.

Because those are.

Yeah, those were. And to be honest, I think those are the only moments in my career that I would have considered dropping it were just because how hard it was to manage somebody or a group of people or to lead through the change.

Yeah.

And it, you know, it does feel easier to just wrap it all up and be done with it.

Just go do my own thing. Yeah, exactly.

Looking back at what, what is, what is the ultimate vision and the goal, then, it's. It really is. It gives you that. That charge that you need to keep going.

Yeah. And now as you sit here today, having gone from solopreneur to having five clinics and having obviously plans to grow, like.

Is there any people. Problem. Problem that you think could come up that you don't think you could handle?

No, no, definitely not.

That's good news. Right.

You can hear the phones ringing behind me. They'll get answered.

Somebody's gonna handle it. And that's okay. We like a busy phone We. Like a phone ringing. Yeah. But, like, that's. That kind of confidence is so, I think, inspiring for other women to hear. Like, really, you can punch through this stuff. That's challenging because then developing and creating the team and the people that will help you be successful is. Is formulaic.

Yes.

Not to be too.

It is too.

Yeah. Well. And you did the hard work. That's what I.

Someone who didn't have the formula in place to see how much it's impacted the business on how I treat people, but then also how other people in the business treat each other using the same platform. It's lovely.

It's lovely. Said as only a Canadian could say.

Your accent's so fabulous. Okay, well, you've been awesome, so thank you for sharing your wisdom and sharing with others and your love. It's been wonderful to know you.

Thank you for having me. It's my pleasure.

Hey, don't miss a thing. Make sure you join my community at Chris Plackey.

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Sa.