Ep #7: The Interview with Angela Kim, Founder/Owner of Savor Beauty

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.

Hello, everyone.

I, you know, I say this all the time. The clients I get to work with are just such an inspiration. I feel so fortunate and really honored. Honored every day when I am on my zoom calls with my magnificent clients who are all over the place and all over this country and the world, really, I guess I should say. And Angela Kim is no exception. Angela and I met last year. Angela runs a group of holistic facial spas in New York City's West Village and the Upper west side, and also in upstate New York. And she develops luxury organic products in her own beauty kitchen with a team of what she calls her Savor Spa estheticians. She is the founder owner of Savor Beauty, and her work is inspired by her rich culture. Her family is from Seoul, Korea, and she has an incredible relationship with the female ancestry. With her female ancestry focused on creating these incredible products. But it's not just about the products that Angela creates. And but what I do want to tell you is her products are amazing. Like, I would encourage all of you to order her her whole skincare line. I use it all. It smells amazing, it feels amazing, and it works. So that's my full on.

Unreimbursed. I'm not an affiliate endorsement. I just absolutely love what she puts out into the world. But not only that, Angela is such an inspiration for women, and she has made her career around helping women and supporting women and being at the heart of.

Encouraging other women to strive for what they want to create and achieve in the world. Not only has she built this gorgeous business, but she also was a concert pianist. She is a wife. She has a beautiful little girl. She has a handsome husband and a very cute dog and lives in the Upper west side of New York. She's fabulous, and I think you're going to learn a tremendous amount from her and certainly will be inspired by her infectious nature. So, without further ado, let's go ahead and kick off our conversation with Angela Kim.

And Ms. Angela. You found me through the podcast.

I found you, Yes. I found your amazing podcast because I was like, I need to know how to manage better. So fun.

Well, so from the minute that Angela and I spoke, like, on the very, very first call, I was immediately in love with her and super excited about her business and all of the fun, amazing things I Know that she's already done in the world and will do. So, Angela, I'm going to turn it over to you really quickly so everybody knows a little bit about who you are. Tell us about your business. Just give us a little quick intro.

360. Okay. Well, I'm a mom, wife and New Yorker first and foremost. I was a concert pianist and I have no idea how life works. But I became an accidental entrepreneur when I started making lotions and potions in my kitchen in Manhattan. And one thing led to another. And I know this sounds so easy and neatly packaged, but of course there were lots of bumps along the way. And I like to say I attended the school of hard knocks. I ended up opening a little boutique spa in the West Village in New York City. And now we've got three spas, another one on the Upper west side and one in the Hudson Valley where we make all the products. The products I used to make in my kitchen. We make all the products up in Saugerties, New York. So. And our products are now Savor Beauty is now sold in Neiman Marcus, Nordstrom, qvc. And we're expanding in the city as well. So it's been a wonderful. I call it Gorgeous Chaos Journey.

Perfect, perfect. And you have a few sort of, I guess I'd call them channels. Right. To your business. Tell us like you have your spa and then you also have an online. Tell me a little bit more about what you have.

So we definitely have E. Com, which I'm super focused on this in 2019. And then we have our three spas, as you mentioned, we're doing a little pop up in Nolita called the Face Cake Mask bar. So we're very excited about that. It's like social self care. So we're going to try a pop up and then. Yeah. And then we're selling wholesale to spas who love to use our products because we make our products in house and our peels in house. So other spas and estheticians love to use it in their facials. So that's another channel. And then of course, with our big department partners.

Yes. So good. And I just want to say I am a consumer, customer, client as well as the reverse. Angela being my client. And I absolutely love her products. You know, as a. I'm almost 50. Let's just put it out.

You don't look. And your skin looks really hydrated and gorgeous.

Thank you. I'm doing a good job. Right. I was worried that when you're doing. No, I love it.

Yes, you have what Korean women. You have what Korean women call mulguang. Mulguang is gorgeous. Glow. So you've got that going on where it looks like you're very hydrated, juicy, and mesmerizing.

Okay, that's everything. I'm hydrated, juicy, and mesmerizing.

Oh, my God.

That's the goal.

Okay, so let's talk about you for a second, because if you all didn't catch it, she snuck in there that she was also a concert pianist. Yes. So.

There'S something about someone like you, right, that just drives you to continue to excel and grow and take on new challenges. What do you think that is?

I think that for me, and I think I share this with most entrepreneurs, there's this insatiable desire to build things.

We just catch that bug where we love to make wine out of water, something out of nothing. And there's that thrill to just grow, build, improve, make it better.

Really try to improve something. And a challenge for most entrepreneurs. Well, a problem is a challenge to most entrepreneurs. So think. Yeah. And I think also we're partially crazy, but that's all part of it.

Such a crazy.

Yeah, yeah. A good kind of.

It's an interesting concept, right, that. Because I would agree with you, I think women who are attracted to doing their own thing in the world, Right. Really believing that they can. Right. Because isn't that in and of itself already, like, fascinating that you think, yeah, I can make products and sell them and people will buy them. Right. Like, who does that?

Yeah, who does that? It's like, out of nothing. And that's. That's very thrilling. And it's not for everyone. You know, I. I don't think entrepreneurs are better or worse than anyone else. It's not for everyone because the road is. You know what I heard Elon Musk say? And when I heard it, I was like, that's so harsh. But it's so true. He said, if you're going to become an entrepreneur, build a business, launch a business, it's like eating glass, and in order to be successful, you must swallow the glass, too. And when he. I was like, that's really a tough analogy. But I mean, as an entrepreneur, I totally agree. Like, there's. That there are moments when the kitchen is hot and it is tough and it's rough because you have to really meet and greet your inner demons. You have to wrestle with your inner demons and come to terms. And the only way that you are going to get better at it is if you learn how to be Self aware and grow, you know, and eat your humble pie, you know, for sure.

I did a podcast a couple months ago. I don't know if you heard it. And I just, I talked about the fact that I just feel like asked a lot of the time. Right. Like it's process. Like in the mastermind that I'm in, we talk about like, you know, if your skin doesn't literally feel like it's melting off your body frequently, then you're probably not doing it right because you have to put yourself into these. Like you and I were talking before I started recording, right? Like, I'm really looking at how I. The business model I have for my money. And when you're an entrepreneur, so many women, so many entrepreneurs hide from their money, right? Yeah, but the reason we hide is it's so uncomfortable. Right. One of the first people we hire usually is our bookkeeper, so we don't have to look at our money, which is fascinating. Of course. Part of why we have our own business is because we want to make money.

And then the people part, right? Managing people, dealing with people, working, trying to get work done through people. Come on.

Yeah, yeah. You have to really, I always say, know where your money is. And even the small, I keep a really close eye on the money just in percentages because that was a lesson I learned early on. If you're not really clear about what is the health of your company and every industry is different, you know, for us it's X amount for payroll and how much do you want to spend on PR and marketing and in the beauty industry you have to pay a lot more. You need to invest a lot more in the marketing and the PR because it's an image based industry, you know, and so you need to know what those percentages are for your industry and stay as close to it as possible.

And just you've got to know where your money is, you know, I think it's one of the hardest lessons we learn as entrepreneurs.

Oh yeah. And honestly, I think I have found with almost every single one of my clients that at some point in their business, I've had clients have people embezzled from them where they had no idea. I've had many clients come up at the end of the year thinking they had 3, 4, $802 million in profit and then they got nothing. Right. It's on paper, but where's the money?

It's kind of frustrating because here you can be so successful and feel very accomplished and then I think it really, really undermines your own Confidence when you don't just engage and have a lot of attention to, you're conscious around your money. So. And I think, you know, what would you say? This is kind of an off the cuff question, but let's see what you come up with. What would you say are the real big areas that you need to be conscious about as a woman who runs her own business?

Okay, that's a big question. How much time do we have? So. So I think one thing is that our business is here to take care of us. I'm gonna repeat that because I think a lot of us don't realize this. Our business should take care of us too. And so a big shift I had was one day I was like, you know what? I'm an employee of my business. I give myself regular paychecks just like the rest of them. I am paid at the going rate and I'm rewarded. And I'm also held accountable. So I have KPIs and I'm held accountable. So I think it's really important as employees, even though we're founders, as employees of a business, that you hold yourself accountable and treat yourself as well as you treat your employees. So I think it's really important that your business take care of yourself. The other thing is self awareness. And I often tell my employees because a lot of people who come to work with us, and I'm sure this goes for many of the entrepreneurs who are listening to your podcast, maybe you'll hire someone that's not, doesn't know how to work with a founder. And you know, I think it's really important you explain what that means. So what I say, and it's different for every single person, but what I say all the time is okay. So look, I just want to share with you what it means and what it's like to work for me. I'm fun, I'm a handful, I have tons of ideas and I'm up at five or six in the morning working and don't feel like you have to do the same, but I'm going to be always the first one hitting the ball out in the tennis court, you know, in the morning. And I'm going to be the last person and I'm going to work harder than anyone here. So you can count on that for me. The other thing you need to realize is this is my baby. I conceived of this idea in my kitchen and I've put a lot of risk on the line.

I've put a lot into this business. So it feels like sometimes to Me, I'm giving my baby over to a babysitter or nanny and you're taking care of it. And if I find that you're not changing the diapers, you're not treating it well, there's gonna be a little bit more micromanaging for me. And it's because I care. And so you just need to be comfortable with that. And if you're not, that's fine. I'm not for you, that's fine. Cloud, if this is not going to be, you know, what if you can't handle this, you know, and, and it's okay. And some people thrive in that white, open space, right? Because it's a. I always say to them also, you've got space to really make a mark in this business. I will listen to you. Especially when we gain a certain level of trust and you can make a difference not only in this company, but in this world too. But it comes with other added dimensions that working with a founder does. I agree. So I would say the self awareness of that is. And then expressing the self awareness because it's all about expectation. You talk a lot about that, right? And as long as they know, that's half the battle.

Well, and I love what you're saying because if we do self, aware, if we talk about self awareness, right, because you're absolutely right. Like founders are, you know, generalizing. But in my experience as well, all the things you said, right. I work really hard. I have the, I have all the ideas and in fact, sometimes there's too many, right. They just come flooding out of you, what you thought you were going to do.

You don't want somebody who has no ideas.

But at the same time, sometimes we change our minds within 48 hours. And you know, if people have a hard time flexing with, well, wait, I thought about that. I don't want to do that anymore. I want to do it this way. So really, I agree with you. Hiring people who have the capacity to be flexible and understand and go with you is really important. The flip side of that also, as the founder is we have to recognize that how we've always run our business and how we've always managed ourselves has to change in order for us to get to the level we want to get. Right? So the founder always is, in my opinion, founders who really want to excel and grow and scale their business have to be willing to do their own work because to the extent that the person grows, the business will grow. Right. Like you're.

I think what you're saying is so Astute and so on the money. Because the most important thing is, as I said, self awareness. And if you're that type of person, and I am, I'm, I'm creative. Most founders creative have lots of ideas, can solutionize anything, can fix anything, can solve everything, has. They often have a lot of energy that can be too much and, and I can succumb if I'm not careful to distraction entrepreneurial add putting too much on my plate and putting too much in others plate. So that self awareness of working on myself and realizing, no, let's go deep here.

No, no, no.

You chose this path like, not because to allow the ideas to be a sabotage where it'd be like, oh, this is a new idea so I don't have to really go deep with what's going on here. I can go, you know, and skitter scatter over a lot of different fun little shiny objects. And once I realized that that's not the, that's not going to get us anywhere, I had to go deep. And when you go deep, as you said, you have to work on yourself. And I love that. I love that. It's not.

Yeah, we hit those new layers of disc.

I know, I was just telling you, right? Like, I, for over a year, I've wanted to work exclusively with female entrepreneurs.

I have my coach who's been pushing me and talking to me and we've been, you know, constantly kind of nurturing that. And I've just had a lot of resistance because I kept telling myself, but there's all these other people who need help and if I do that, then. And it just felt like such a big shift. I was so uncomfortable. But then in October, I went to my first mastermind and made a decision. I changed the website, it changed the podcast. I just decided, like you said, going all in. Like, it felt so skinny and narrow, but deep. And every, every layer I peeled back was another layer of pain. And yet by making that commitment and, you know, think all of us can learn from this. Now I have more clients than I can know what to do with. Right. Which if you told me that six months ago, I wouldn't have believed you because I would have been like, no, no, no, I should be able to help all the people. Yeah, all that constraint. Oh, it's so painful for someone who, like, I'm the same, right? Like, I've always got a new idea. I know how I could fix everybody's problems, but, oh, I really want to focus on this one group. And so I had to stay there and I think we all can learn from recognizing that. There's nothing wrong with having a lot of ideas, but they will, I love the word you said. Sabotage. They will sabotage the success of one another, each other. You know.

They need the energy until they just eat each other, then nothing gets done. Okay, so let's talk about this. Because the people part of managing a company.

In my experience, there's the enthusiast, there's like the idea of the product, there's the development of the product, there's the selling of the product. And like, oh, customers want what I have. That's so right. That's just such a high. And so now you know, you have something that people will buy. And then of course, in order to make sure more people can buy it, you have to bring bodies into the business that aren't yours.

So what do you think for you has been kind of the biggest challenge to grow because you've grown your business. You have three spas, you have a really awesome online presence, and now you've got your QVC and you're in this department stores. You have a lot of people out there representing what you do. What's been the hardest part?

Well, and the thing is, it was doubly hard for me because I was a solo concert pianist. So I was.

I was alone all the time. I was touring all the time by myself. I was giving concerts by myself. I was my own boss. I had no employees. I was, if there was anyone to manage, it was just myself. And I didn't even have communication skills. So I really came into this.

With very like zero experience. And so, you know, I think the biggest thing I've learned is not everyone is like you. They don't think like you, they don't do like you. And you know, even as a concert pianist, there were, everybody was kind of like me. They were highly competitive, highly ambitious, more so than I was. So that's sort of what I, I just assumed everybody was like that. And so when I realized, no, not everyone's like that, not everyone thinks like that, that was the biggest learning curve for me is learning how to be, how to understand and how to be compassionate. And I think in turn, if I really go deeper and peel the onion layer, how to be compassionate with myself, it starts with yourself first and not to be so hard on myself, then I can start to understand others. So that's, that's really, that was the biggest thing that I had to learn and the different styles of people and understanding. Well, what does it mean when this is what I loved about listening to your podcasts, it's like they didn't do it right. Okay, so starts with me. What did I not clarify? What did I not clarify? And what can I do on my side of the sidewalk to clean it up? And also, by the way, at some point walking away and saying, this is just not the best fit.

Right.

Hugs. Love you to pieces. It's not the right fit. You know, so I think, I think those two things of really learning that not everyone's like you and trying to understand how different people learn differently and being very self aware of being compassionate to myself and therefore others. And then the piece of, okay, you know, let me clean up my side of the sidewalk and if it still doesn't work, it doesn't work. And it's okay.

It is okay.

Every evolution. Yeah.

And I agree with you. I think that is where people struggle the most. I just had a client who in the first call we had, she probably said about 12 times, you would think that somebody who's making $100,000 a year would know better. You would think someone who's worked for me already for five years would know better. You would think that someone has a job like this would know better. Right? And I was like listening to her. So cute. Like, yeah, no. So every time you say, you would think, what I you to start to say is, I think, I think someone making $100,000 should know better. She doesn't think that. Because if she, if your employee did think like, you think this wouldn't be an issue, right? Because yeah, it's like, how do I get my brain into other people? And what Angela said, hopefully you all were listening, is when that happens and you're not getting the result that you think you should from someone else, the first person you have to look at is yourself. Was I clear? Did I really explain what I was looking for? You do that and you get really tidied up over there, then you can assess the person, right? And say, okay, is this the right person for the team? Is this. But until then, we're not really sure. Right now we're not sure if it's how I explained it or are they delivering? Are they just not capable? We don't know. So the expectations part, like you said, my side of the sidewalk, that's my talk. Get that done.

So, Chris, you know I have the save your life planner, which I'm an extreme. I'm very into self care and I think planning is all about self care. So I will say this, and I think it's really important for entrepreneurs to hear this, that I realize we all have a lot on our plates. We have not only just physically a lot to do, but emotionally and stress wise and responsibility wise. There's just a lot on our shoulders. So it's easy to get into the I have too much to do mode and I have a lot going on and then becoming scattered and dropping balls. And it's understandable, right? We've got a lot. But I don't think that's an excuse. I used to be like that, where I'd be like, oh my gosh, I've got so much, I'm so busy. And I was like, I'm stopping that story right now because I have to be the most put together person in this business and I need to plan so that I am clear because the energy always trickles down. So if I don't have my stuff put together and if I don't have clarity of vision, clarity of mission, clarity of where we're going, then everybody else in the company has an excuse to not have the same. Right. So that is, I think that is a commitment we make as founders that we must be. We need to know where we're going. And so that's, I think that is self care at its highest level, feeling like we've taken care of our vision, who we want to be as leaders and where we're going.

I love what you said. Planning is self care.

And I do, I want everybody to hear, if they didn't, that you have a beautiful planner. The planner is gorgeous, you guys. And I use it. It's so easy to use and it really helps you think. So I just want to share that. But this is a theme that I hear actually with the women that I'm interviewing for the podcast, Vision, Mission, Purpose. Right. What is it that we're here to do and that can evolve and change. Right. When you started, you didn't start with a planner. And with all these other things in mind, you started with one boutique and that was it. That's what you wanted on the plan. Right. And then it expanded. But as you get clearer, you help other people know the direction to go. And I think a lot of people listening to this will think that it takes too much time to plan. Right.

You don't have time to not plan.

Right.

Yeah.

So that's the piece that I love. And what I also love is that you're really, really anchoring what you're saying in having a vision. And that goes anywhere from how much money do you want to make this year, what kind of revenue are you going to generate? What size of teen? How many more stores are you going to open? How many more spas are you going to open? Are you going to open any new product lines? Right. Like, and that's not just for you, that's for other women. But so many times I ask a client, how much revenue do you want to generate this year? Right. Or how many new employees do you think you're going to need to hire? They're not sure. And so when you take your plan, it has to start at an end point that you envision and move back from that. Right? Like, no matter what it is, you have a goal or a vision. So I think that's so incredible that you said that and an incredible reminder that people who work for you are being led by you. They're not there to make your life easy, which is why I think what a lot of entrepreneurs do, they hire people and then they want to abdicate. Like, oh, thank God, now I have a. I have a assistant, I have a bookkeeper, I have a marketing person. And they abdicate thinking that, oh, that's now handled. But really, it's you that's driving the ship still, right? You're still in charge.

I think, I really think that this 2018 was a tough year for me in terms of, you know, you know, what I went through, Chris, of just figuring out who is my A player team, right? And so. And I'm figuring that out. And sometimes I would have to get back deep into the business just to figure out, what are you doing so that I know who I need, you know, like, what is it that you're responsible for? And this job is not the same job it was two years ago. So maybe it's not the same person doing that job. And I think you said very clear so poignantly one time to me, the same people who got you to a million is not the same team that will get you to three, is not the same team that's going to get you to 10. And that was a big aha for me, you know, and so. But. But I do think having a vision for where you're going and then leading by example so that your people, your team have a vision as well is really important because on so many levels, because it makes them a clearer boss, it makes them a clear leader, but it also gets them hooked into your vision, you know, your mission. What is your mission?

Yeah, working for you has to be exciting because you have so many great ideas and such a big picture. Of what you want to build in the world. And so for you to be as clear as possible, right. That just all that does is inspire more activity and results out of people that work for you. Right. If we don't have that, then.

We'Re.

Not capitalizing on the potential of that enthusiasm and that inspiration. So I think it's so good that you see that. So I have one other question about kind of as we're talking about the people part, because we talk about expectations, and then you and I have talked a lot about accountability, right, which is the other side of managing people and dealing with team. And I guess what would be your kind of biggest tip or insight that you would share with women? Because, you know, so many women I coach and talk to know they should be doing a better job at accountability, but they, you know, they don't want to be like Debbie Downer. They don't want to bring people down or, you know, they really like someone and they've worked with them for a long time, or maybe they're a friend or a sister or someone, and they don't know how to really implement any kind of accountability without it fracturing the relationship, at least from their perspective.

So what kind of thoughts do you have on that? You know, I think the greatest gift you can give to your employees is clarity of what their KPIs are. You know, and so this past year, in 2018, I decided that I was going to become the CMO Chief Marketing Officer of my business for a number of reasons which I won't get into, but. And the first thing I did was I wrote my job description and I gave myself very clear KPIs, and then that way I could work backwards. I created a budget, and then I created expectations. And I look at that job description a lot. I probably look at it once a week just to say, look at it and say, how am I doing? And so when you're giving that clarity and then that expectation and then the accountability behind it, where you're checking, because what you check, what you don't check doesn't get done right Oftentimes. And even for me, if I'm not really careful in checking my KPIs and making sure that I'm tracking my success, it doesn't make me feel good when I'm not meeting my markers for success. So the clarity of that and then tracking it to make sure that I'm on track is a huge gift to myself. And when I give that to my employees, I have found that they are so grateful to really know what their KPIs are and that you're tracking and holding them accountable. Now, I will say this is where I think empathy and compassion comes in because I always say, and this is something I've had to learn because I've always been like, well, you didn't meet expectations. But now that I'm treating myself like an employee, I'm much more compassionate to myself, toward myself and others. And I always say, what are the blockers and what can we do together to help you unblock it, to get to where you need to go? And sometimes it's legitimate, sometimes there are legitimate blockers. And sometimes it's just, it could be laziness, it could be any other factor, it could be that no longer fit. It could be no skill, no will, or it could be all of the above. They possess all the desire, but they don't have the resources, you know, and that's when I also realized, okay, do you need a mentor? Do you need a coach? Do you need somebody who's a little bit more, well, way more experienced and you could meet with that person and get executive coaching, like, do you need that? So I started implementing that in the last 90 days where I'm bringing in higher level people who are kind of on the side consulting. And that's huge because then also they tell me what they think. This employee is really skilled. You should invest in this employee or this employee, I don't know, she's not getting it. You know what I mean?

That's a huge productivity too. Yeah, absolutely.

Yeah. Yeah. So that's been a very, it's been a NIO opening experience.

Oh yeah. Managing people and having people into your vision is I think some of the hardest work you can do. But then what I love about what you're saying, what hopefully everyone is sort of picking up on by listening to you, is as creative as you are, you're still very results minded, Right. Like, even if I think about you as a concert pianist, right, like practice with had to be perfect, I'm sure, to ensure an exceptional performance. Right. There's always the outcome that we're working towards. And so as someone who owns a business, that's the part you're the most responsible for. You even heard it in the way she talked about her job description.

Right?

You've decided this is going to be my role in the business, which, by the way, I just helped a woman do that two weeks ago and she was like, I can't believe I didn't have a job description. And I'VE owned my business for however long. Right. And it was the best, like it was amazing for her to go through that process. So now you have a job description and now you know how to measure your own performance, your own results, and that it's essential for a bit because why are we in business?

Can I tell you something, Chris? It's not only essential, it's exhilarating.

It is, it's exhilarating because I realized that as you know, I think as founders and as entrepreneurs, sometimes your job description is just put out that fire or just run around. Yeah, yeah. And when I gave myself a job description, it's almost like I gave myself a purpose within a bigger mission and I have a role that's essential and I fit in with all the other employees in a way that it's more team playing, you know, versus being the person that has to mop the floors and make six figure decisions, you know? Right.

And that's where you start. Right. As a solopreneur, you're always going to start there. And that's the evolution of like, there's me and initially it's me and the business are one entity. And then like you said, now there's you and then there's the business and it's over here and it's its own entity and it has employees and oh, by the way, you're one of them. Right. But the business is like out. It changes when you start to think about yourself as a performer and then what the business is there to do also. Right. It's a big switch because I think a lot of people also have a lifestyle business where they just have a business and they can take money out of it and like they don't really see it as its own entity, which is a different relationship. Yeah. And that's an evolution that a lot of entrepreneurs will go through and need to go through if they want to scale, especially if they want to get from that below 1 million to 10 million. That relationship with your business has to change. And the relationship that you have in the position that you're in has to.

Change.

The way that you think about it. Okay, one more question, maybe two.

Yes.

What do you love most about your business?

I love that I've built a business that takes care of me and my employees and our guests, our clients, our customers. I just love that our mission is all about self care.

And that it does that. It takes care of so many people. And I have to say, because this is the entrepreneur podcast and that includes me and I think that's very important. I feel supported by the business. Yeah. And I love that I've built a business that has a mission that I'm really passionate about. I think that's really important as well.

Well, and I think your whole mission around self care and wellness and that's not just in the products that you produce. Right. And that's why I want you guys to check out her Instagram if you guys can. It's Savor Beauty, right? Is your Instagram.

Yeah, we have. Yeah. Averbeauty. And the first thing I always say is if you can't do anything else to take care of yourself. And sometimes we just don't have time as family and as bosses. Take one minute to wash your face at night because it's a symbolic grounding, beautiful ritual on getting your face clean, going to bed with a clean slate, getting all of the pollution and dirty particles off your face, treating yourself, treating your skin like it's the most expensive silk on earth. Going to bed, waking up with gorgeous skin, it's very symbolic. And that opens up a little pathway to taking care of yourself even more. And as you learn to take care of yourself more and more and more, you will see how you start to respect yourself, people around you start to respect you, and your business starts to respect you and take care of you. It's a profound change.

I love that. I actually was going to ask you what bit of wisdom would you like to share and it's like you just offered it right here, so.

Well, I certainly am just a huge fan of yours and have loved knowing you and I'm so grateful that you've come on the podcast to share a little bit of what you know with everybody. Yes. Everything will be in the show notes. But real quickly, what is your business website? So it's on the podcast in case people don't get to know.

It's Savor Beauty S A v o r beauty.com and then for the planners, it's savourlifeplanner.com Perfect.

And if you are in Manhattan, you guys, or even up in the Hudson area, right. You should go to one of the spas. Seriously, they're so gorgeous. And just like I never forget the spa room with the flowers all on the ceiling with the big beautiful. I don't know if you like to be pampered and you love all the things, you've got to check out one of our Savor spas. So it's been a pleasure talking to you today. Thank you so much for joining.

Thank you, Chris. Bye.

Hey, don't miss a thing. Make sure you join my community@chrisplackie.com connect. Once you join, you'll get all the information on exclusive and private experiences that.

I'm offering to my clients. I can't wait to see you there.

Sam.