Talk about a situation like that and how you kind of worked through that.

And that happens still on a daily basis because we are, when we design the practice, you think about all your strengths and none of your weaknesses, right? And everything is designed to flow to everything you have.

Well, when I hired my associate in 2024, October, she came into the office and I'm like, let's see what we got here.

And she struggled a little bit.

She wasn't successful.

And my wife, we were having conversations.

She goes, that just shows how good you are.

But can you tell us a story that was very formative for you? Meaning, It could have been when you were younger, but it's something that you thought like, yeah, you know what, that impacted me, and that kind of affects how I make decisions today, or that affects the person I am

In order for us to get there, just remind people in like a couple minutes of where your practice started, how you got into what you're doing, and also what made you decide to become the CEO of your practice a couple years ago.

Yeah, absolutely.

So graduated in 2011, started cold, straight out of school.

And for about 14 years there, I was just trying to figure out what I was doing, what optometry was, the business side of it.

And one of the things that I tried to do initially was try to be everything to everyone.

And I really became nothing to no one.

And that was, that was bothersome.

and that's the goal right and um i'm curious what you just said is like how did you get it to that point and also how many hours a week do you spend meeting with people and how do your meetings work in the office because i imagine those two questions are related