What's the process you take them through?

Yep.

So the partners that we work with and bring on board, we would start with an audit.

Effectively, the goal within...

The first 30 days, we call that our launch phase, which is effectively to come in and to be able to isolate what is the biggest constraint that you're working through at the moment and to be able to solve that.

So somebody might say, I'm working 80 hours a week and all of that time is spent working in the business.

I turn up with my list on Monday of things to do.

So how do you get around that?

my case um or you want to sell the business in in that sort of you know three year period there's a lot to do isn't there

uh three is a lot of time um so it is just the intent right it's like how committed i is what i was saying before you know people are more motivated away from pain so you know if you got sick you know two years ago and and you needed to provide for your family and that was one way to do it you would do it if you don't have motivations like that or you don't know that that's an option then you don't do it and so to your point before you know saying that it's hard and people get carried away in the business and you get carried away in the business because the structure is not right and that's like the entire That's the entire reason we do what we do because when you, you know, I can step out and go to Europe and, you know, take other holidays and so forth at this stage because the structure's right, the team's in place, the processes are in a good way.

There's a way that we do business here that I can be a way and they can recruit new team members into the team.

Generally, I'm involved in hiring still, but in this case, I wasn't.

So that that can all happen while I'm on holidays because the structure, the infrastructure, the team, the culture, the standards, all that stuff that happens through recruiting the right talent, giving them clarity on what they need to do.

You know, you've got to earn your way there.

You've got to earn the money to be able to, you know, recruit the people.

Is AI a function of that or is it just going to be about people and systems?

What is the time looks on average for a founder to be fully out of the business to a business that runs completely without them and successfully can grow without them as well?

I'd say on the short end, like probably nine to 12 months and on the long end, three years.

I think our job, you know, like I spent a lot of time in kind of what is the coaching industry.

And over time I saw a lot of gaps in that, that fundamentally I think, you know, these days coaching is designed to be able to keep people in, you know, stuck in programs and, and, it's designed effectively for me to continue to drag you along to constantly get paid from you and is retention you know an important thing yes it is for a company but if you constantly need, you know, to show up every week or month forever, have you actually really ever solved the problem? And so our job is actually to go in and to be able to solve the problem.

And so that's why, you know, some people, you know, probably two or three people in January, February this year, people that have been with us for 12 months, 15 months, I was like, you guys are done.

you know, like done, done.

If you want to go to the next level, go and take a long holiday.

What do you do when a founder comes to you talking about that side of planning for the taxes? What do you consider usually when it comes to the company structures or anything that will put them in a position where they basically don't have to pay 47% on the taxes?

But, but how do you start sort of diving into this stuff? It's not, can't be just from a textbook.

No. Um-I think, uh, textbooks are, you know, there's some great leadership books out there, and then there's reality.

Um, and so it's how you put those things together.

I think, uh, so for me, um, I figured it out through failing.

You know, it's like you hire, it doesn't work.

You-- At s-at some point you can no longer continue to blame outwards.

And I got, you know, I got to the point that, yeah, like, you know, my model was my dad had a printing business, worked 16 hours a day in a factory as a printer, never hired anybody.

Hmm.