What do things look like now for your business in terms of, like, you know, maybe what kinds of clients are you seeing? What is the balance between, you know, uh, clients versus contract time, all that kind of stuff?

Right.

So I, in the last year, was experimenting with having other people work with me and not taking on as much responsibility.

The past year I had really done-- The past several years I've been doing a lot of the clinician work as well as being the CEO, and it was difficult for me to have a balance, I think, and even to grow as a CEO, as a business owner, because I have just been an SLP for so long that I was just realizing, oh, in a way I just gave myself a job, and I'm my own boss, and I'm seeing all the clients.

So it was nice for me to step back and to let them see some clients and give me back more time to even think about, okay, where do I wanna take the business the next several years? Because the last few years have just been me fulfilling those contracts, those commitments, trying to maintain my level of clients.

I would say I've had anywhere between five to seven the past few years, just every month, all the time, five to seven clients throughout the week, in person as well as the schools.

And so in the summer, that was a time for me to kind of regroup, but I feel like as the years go by, I can't just rely on that, and I've started to really try to figure out what's my balance between thinking as the business owner and giving myself more time throughout the week, and still maintaining our revenue and profit and growing sustainably.

For people, Becca, who have been like thinking about private practice for a while but they haven't moved forward yet, what advice would you have for those people?