So love hearing your thoughts.

As, as I'm listening, as I'm listening to you, Michael, I, I, I'm reminded of a scenario.

So I was teaching at a university, and this particular university had early morning classes, like 7:30 in the morning.

Brutal.

And so across from my office area was a computer lab, and one of the students had-- he was a work-study student, and I had become to become very f- fond of him 'cause he was a short gentleman in stature but larger-than-life personality.

So every day I, I would always see him, and he'd be bamming on the, the door, "Doc, Doc," you know, "Wait," you know, just say hello.

So I ended up having him one semester, and he did well, and then, you know, that even forged our, our relationship even more.

So I'd love to hear your thoughts on that.

But just, I'm looking for some tools here, like practical ways that business owners can improve, I don't know, profitability, time, like get time back, some of those general things that get business owners.

Well, so the four-stage pathway at Pro- at ProQ is we assess, we basically begin by determining the organization's actual condition rather than relying on assumptions, and then we identify the most consequential constraint, and then we plan.

So we create a sequence roadmap connecting strategy, people, operations to measurable outcomes, okay? Then we move on to navigation, so we're kind of implementing the roadmap with ongoing guidance from a ProQ co-pilot, and that's basically someone who is assigned to help that business and assigned to that organization to see it to that change, you know, as it is adapting, as it, you know, the real world conditions change around it sometimes.

And then we move into sustainability, so we're building the systems, the habits, and the leadership capabilities required to preserve the progress after our initial intervention.

You mentioned the different stages here, and I don't have to use that w- exact word, but can you break that down a little bit further? Like maybe go a little bit further with that?

Okay.

So when we, i- in order for that work, the foundation of that work, we build upon the four business pillars.

So that's sales and marketing, operations, finance, culture, and training.

Maybe break down like what the, you mentioned the different stages here, and I don't have to use that w- exact word, but can you break that down a little bit further? Like maybe go a little bit further with that.

Okay.

So when we, i- in order for that work, the foundation of that work, we build upon the four business pillars.

So that's sales and marketing, operations, finance, culture, and training.

And so, you know, when we look at that, we really deal with getting into the weeds by helping to kinda look at what's right and what's wrong in sales and marketing and how do we pivot, looking at the operations, doing the same within the finances and the culture and training, and basically helping the business owner understand how all of those pillars hold up the business.

Mm.

So I would say hiring as a, as a main piece because a lot of times, peop- companies and organizations and business owners are doing panic hiring instead of intentional benchmark hiring.

So I'll give you an example.