I have to ask.

No, you're, you're good.

Um, and this, this has bit me in the, in the butt a lot over those last four or five years as we've scaled.

Um, especially a couple of years ago, I was horrendous at, um, what's the word? I would delegate it, but then I would forget about it.

There was no system in place.

Follow up.

There was no follow up.

What made you start thinking beyond one business and toward a larger vision?

So how have you been able to do this, uh, particular balancing of faith, family, and businesses or your business without sacrificing one for the other?

I, I've certainly sacrificed family, um, to focus on the business at times.

Um- You know, there, there's this whole talk about having balance.

I, I, I don't buy into that.

I think it's BS.

Um, I think there's just different seasons.

There are gonna be seasons where the business requires more energy than, than other seasons.

Now, is goal setting important, or it's just one of the, uh, new term, uh, group stuff that everybody's just trying to buy? So what's your take on goal setting?

And

they're like, oh, hey, that doesn't really fit our guidelines anymore, so we can't do that.

It's like, huh, okay.

So I'm like – and my normal – stupidity slash determined self.

It's like, well, screw it.

We'll just deal with it for another two years and I'll just pay it off quick and then we'll be in good shape.

So that was it.

But why is that? Why is it not 90? Why is it not 100? Why is it not 50? Why is it 80? And of course, it's not an exact number, right? But why 80%? I'd love to hear your perspective on that.

And then letting go of that, trusting others with something you build, it does require a completely different set of muscles than the ones that got you there.

That is a phenomenal point.

And I don't know if I've heard anyone really discuss that topic.

Because yes, that's something we've experienced over the last 12 to 15 months.

Because that was a big mistake that I made.

Again, up until about a year or two ago, I basically was carrying everything on my back.

We were focused on the product and making sure we delivered a good product, but everything on the back end was a mess.

I mean, the path to 25 million, what excites you most or what genuinely keeps you up at night?

afraid to fire people quickly.

I was very guilty of that.

I let him kind of bad apples stick around too long.

Um, a big one for me was not knowing my financials near as good as I should have.

Um, you know, I didn't do that basically for the first five years of business.

I'd hardly ever even looked at him to be honest with you.

I just looked at my bank account as long as it was growing.

What does the next level of growth require that the earlier