So what kind of business did you start when you started your business? You said in 2010? Yes, in

2010.

And so I... had been serving in a marketing capacity, doing marketing management for the organization in the DC area, and learned a lot simply by doing.

don't have the, my, my college education, my degree is in music performance actually.

So didn't serve me very well as far as marketing is concerned.

So I learned a lot by doing.

And when I moved out here, I knew someone who had, uh, an auto repair shop and he through a series of events had to rename his rebrand, his shop completely.

So

You've seen what it's like to scale fast and quick, but at what cost most times these days? What was the tipping point that led you to reimagine how businesses should actually be run?

Well, that's an interesting question and a fascinating story.

I was growing a company, and it took off one year, as you mentioned.

It grew 173%, which, you know, people love to throw around numbers like that, but the harsh reality of what happens behind the scene with growth like that is not pretty.

And so in fact, I-- it took a terrible toll on the leadership team, and I had some alarming symptoms show up in my body.

Wound up scheduling a doctor's appointment, went in with my wife, and we're sitting there, the doctor's poking and prodding and leaves and comes back and he says, "Well, I don't think you're gonna like what I'm about to tell you." We're like, "Okay." We're about to stiffen up a little bit here.

[chuckles] So he says, "I think you're having a stroke right now." And I said, "Oh my gosh.

What does that actually look like to implement EOS? Maybe you can walk us through, you know, if I'm a leader that's deciding to move forward with that framework, you know, what does that look like? And for leaders that are overwhelmed, where do they really even start?