The Business Millennials Podcast

2.13 - Beyond the Highlight Reel: Case Studies of Sustainable vs. Fast Growth

• Ashley Dreager • Season 2 • Episode 13

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In this episode of our podcast, Ashley and Safa dive deep into the critical differences between businesses that crash and burn versus those that build sustainable, long-term success. Using powerful analogies and real-world case studies, they explore the challenges of rapid growth, the importance of strategic planning, and how businesses can avoid common pitfalls that lead to failure. 

Key Takeaways: 

  • Not all "overnight successes" happen overnight - most are the result of years of careful planning and strategic growth
  • Expanding your business to solve cash flow problems can actually create more financial stress
  • Sustainable growth requires understanding your capacity, optimizing existing resources, and building strong operational foundations
  • Businesses should focus on maximizing current assets before seeking new revenue streams
  • Capacity and cash flow are the two most critical factors in determining a business's long-term survival


Timestamps:
 

  • 0:58 - Introduction to the myth of overnight success
  • 3:23 - The Titanic and iceberg analogy for business growth
  • 10:05 - Case study: The failed brewery restaurant
  • 19:55 - Strategies for optimizing existing business resources
  • 25:21 - Case study: The successful online business coach
  • 35:00 - Differentiating between Titanic and iceberg business approaches

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Intro:

Welcome to the business millennials podcast. This show brings you strategic insights through raw and unfiltered real world advice to accelerate your business growth for longterm success. I'm Safa Harris, and I'm Ashley Drager. We're the founders of scale and thrive co a full service marketing and business development firm, helping visionary companies scale sustainably. Expect us to have the uncomfortable conversations that no one else is having. We'll break down what it really takes to grow and scale your business beyond six seven or even eight figures, as well as inspiring interviews with diverse leaders across marketing, product development, sales, and more via fly on the wall. As we conduct strategy sessions with business owners experiencing issues, such as plateaued income, burnout, and generally dropping the ball, giving you the tools and resources to break through your own roadblocks, but also personal development methods to grow you as a balanced conscious leader amidst business growth. Let's jump into this week's episode. you

Ashley:

Okay. So with the evolution of social media and the way that digital marketing is today, a lot of people really successful businesses and brands and creators. They see them and, and their perspective is this is the success that they have. I just came across them within the last few months, within the last year. And in their mind. These really big successful businesses basically did this overnight, The thing is though that you're not seeing all of the back end of what's going on in that business, everything that built up to that point. You, and you're also not seeing the experience that those have within that business. You're seeing what they want you to see. And being in the consulting and management space. We see a range of what those experiences look like. The good, the bad and the ugly, like the really ugly. to the customer, to the consumer, they're seeing brands that are put together, they're seeing success. They're seeing these really great experiences, lifestyles, achievements, accomplishments. But we know on the back end that that's not always the case. That usually these brands and these businesses either did things the right way, they built their business with a long term sustainable vision, or wanted to get to these high achievements, high dollar amounts fast. And they wanted to do, they were, they were willing to do anything to get there ASAP. And didn't really factor in

Safa:

So,

Ashley:

could ultimately be costing them. I

Safa:

a really negative visual analogy that came to my mind was it's kind of two perspectives, like this analogy work of like, Factoring it in two different ways is the Titanic and the iceberg.

Ashley:

mean, that's a good visual. Like,

Safa:

Yeah. So in one perspective, you are the Titanic where you're coming across this iceberg, which is this new successful business that like it seems to have made overnight success and they're doing great and they're hitting all these numbers. And the iceberg below is all the hard work and the experience and like the bad stuff and all the things that they have to do. To be that overnight success and nine times out of 10, what usually happens is overnight successes is usually they've been doing it for years or whatever. It just happens that you, plus your entire circle found them at the same time, and then it kind of grew and snowballed from there. They started off with a tiny little, whatever, an iceberg starts up.

Ashley:

I've actually, I've never thought about the formation of an iceberg until this conversation.

Safa:

neither, same here, but I was like, actually,

Ashley:

I mean, the phrase is that an overnight success was 10 years in the making. Right.

Safa:

Exactly. That's why, and then another perspective on the Titanic analogy is that the business owner is the Titanic. They built the world's largest ship and didn't think the lifeboats. They didn't think about hitting the iceberg.

Ashley:

hmm.

Safa:

And what did they, what did they think about the little violinists while the ship, thinking

Ashley:

Yeah. They didn't think that they were gonna ever need it. So they didn't plan

Safa:

exactly.

Ashley:

They didn't They

Safa:

Well, so glad how that happened.

Ashley:

Right? That's where the Titanic was going.

Safa:

Yep.

Ashley:

It's Yeah,

Safa:

London to New York, I think. Or was it? Yeah, it was London to New York. I was like, was we're not

Ashley:

Historians.

Safa:

like,

Ashley:

hmm.

Safa:

I was going to say history. I was like, we

Ashley:

hmm. Mm

Safa:

of more than like the average individual. But like, yeah, like the Titanic was not in my degree area. But, The point being, if you needed a visual, now you have two different ways to think about it. One, overnight success, and then also, like, the first one being, like, someone that built a sustainable business, spent the 10 years, did the foundation, and they are the iceberg that survived the Titanic. And then the other perspective is the business is the Titanic. that didn't anticipate the iceberg because they didn't bring build a strong foundation in the Titanic.

Ashley:

Yeah.

Safa:

So with that said, do we want to talk about the Titanic first? The sinking ship business?

Ashley:

Yeah. Yeah. Because I

Safa:

Yeah.

Ashley:

I think that's pulling all of the sexy marketing that because sustainability,

Safa:

Oh my gosh, it's going to be birthday.

Ashley:

things. the right way, focusing on the foundations. It's not, it's not fun. Like no one,

Safa:

Nobody wants to do it. Nobody wants to hear you talk about it.

Ashley:

the only ones that are like, Oh my gosh, let's talk strategy. Like, I don't think anybody else in business is waking up being like, I'm so excited to build my marketing strategy today. I'm so excited to review how well my strategy is performing. I don't think anybody's doing that. We're probably the only ones that are

Safa:

And we're the only ones that are putting it out on the internet. And everybody's like, These losers. Little freakin business nerds again.

Ashley:

Boring!

Safa:

We did look at my numbers.

Ashley:

me the six figure months? Who's going to guarantee me the five million dollar year? That's who I want to, that's what we're talking about, but you can get there. I would highly recommend doing it sustainably though, so that you can do it again and again and again.

Safa:

Be the iceberg. So these

Ashley:

focused, all costs business.

Safa:

owners are usually very much like they go into business for the right reasons. It's going to be very much like, Oh, my God, I have a great idea. This is going to be amazing. I want to make this happen for X, Y, Z mission. And like, they want it, but they're also very impatient. They're like, okay, it's like, Very much quick start mentality. It's like, okay, cool. Boom. I found this idea. I need to get X, Y, Z, and get it live tomorrow. And then I'll make money. And then I'm building as we're going and we're figuring it out and all of that. And in that scenario, one of two things really happens is like, okay, cool. You get it out and you do it in like incremental small ways. That you are doing things quickly because there is a benefit to doing things quickly in business. But you're doing it in a way that you're being like calculated and steady about it and knowing, Okay, well, I'm only going to take it this far and then I'm going to do this and do this and do this and build, build, build, and you're still building that foundation. But on the other side of it, if you're just gonna be like, quick, do this, get this live, move on to this next thing, add on this next thing, grow this next thing, do all of that, and then you never spend time on like the boring foundational stuff, it's gonna fall apart. And I think we have a really great case study about this. So, this was a, we're leaving names out of it. It is a brewery restaurant tap room. Restaurant brand, they are no longer in business.

Ashley:

Wow.

Safa:

And

Ashley:

longer

Safa:

they,

Ashley:

under the brand that we are going to

Safa:

original business. Yeah, and I'm sure the second iteration might be, but unless they learn from their mistakes this time, um, it could be a repeat, but so this original brand, they started off great vision. They're like, this is the kind of it was all like, um, craft beers and they did limited edition releases and they were making them on site and they were really, really invested in having this great. Customized beer that work really great for their community. And they were trying to bring people in and create this community around their beer and really fund into their, their neighborhood and area around them and having this like place to hang out because they were doing events and things like that. It was really, yeah, no, it's more than just the beer. It's using the beer as like a crucial kind of Mixer thing. So great vision. Great ideas and they got it live. They made it like they got launched. They had their locations. They were doing well, and then they decided to go from one location to two locations to three locations. Because they felt like they had this momentum. It worked in one spot. So then they were like, Oh, let's add in more. If we do it again in another location, we're going to make more money. Let's do it on that third. We're going to do it in a third. We're going to pull in more people because we can repeat it over here and pull in more people and make more money. Which surface level? Yeah, I get it.

Ashley:

I think, with this specific case study, There was a lack of vision and strategy from the beginning because they had the vision for the brand, the brand, the messaging behind it. I feel like that was very well solidified, but then the execution of the operations and the growth, that's where a lot of it was missing. Because. The, the locations that they had early on were very seasonal for this area. And, granted, the first location was because that was geographically where they were. Like, that was their hometown, so that makes sense why that one was there.

Safa:

Mm

Ashley:

But when they started to expand, these other areas do very, very, very well seasonally. Because of, it's

Safa:

hmm.

Ashley:

tourist area, you could say. So then, as a solution to that, they expanded to another location in theory was going to give them more of a steady income. It was going to be consistent year round outside of like, I don't know, when you just more mitigated highs and lows, I guess you can say like there,

Safa:

Mm hmm. Mm

Ashley:

lows anywhere, but it wasn't, it wasn't going to be seasonally based income anymore.

Safa:

hmm. Mm

Ashley:

But because the rest of those foundations weren't built before that new location got opened, wasn't any momentum. There wasn't anything that, like, could pull the weight of the non performing locations, because this was essentially a brand new business for the area that it was in.

Safa:

hmm.

Ashley:

people Could be purchasing the beers outside of this restaurant, but in speaking of income streams and revenue streams, the rest of them weren't enough to be able to make this new location. Successful right off the bat. And they didn't have the cashflow. They didn't have the finances to float those expenses while they were building their reputation, while they were building their customer base in the new geographical area. So it's very different from an online business, right? Where you could just reach anyone anywhere at any time. You have to have people coming

Safa:

Mm hmm.

Ashley:

physically to make the sale. And I think that's where a

Safa:

Yeah,

Ashley:

things really started to crumble for them.

Safa:

yeah, so, taking it this specific example, um, and it kind of being like, okay, so what does that mean in like a business perspective? Is that they had a great brand. They had a great vision and that's kind of where it stopped. They had the foundations of the brand. They knew what they wanted to bring to the community, what they wanted to bring to there. They want, they knew kind of like the vibe and the feeling that they were trying to hit, but that's kind of where the vision ended. It ended on the feelings and not on what the logistical. Vision looks like, right? So they didn't, so they took that, that brand, that visual and they launched it in their hometown.

Ashley:

hmm.

Safa:

Cool. Great. It did really well. And they identified. A problem of meeting another

Ashley:

Mm hmm. Mm hmm.

Safa:

in a cashflow issue and their solution to the cashflow issue was, Oh, let's launch in a brand new location, which that really is a whole nother business, another brand. You're starting from zero that requires investment Money wise, especially when you are brick and mortar brand and in the restaurant space, you need big cash influx, especially if you're starting at a base of zero, just because you have success over here. You're essentially franchising at this point. It's brand new. It's nothing. You're starting over. You need the money, but if your solution is the Is a money intensive solution to a financial issue that's a cash flow issue that doesn't align. There's a disconnect there. If you're like, Oh, I'm running out of money. Let me do this really expensive thing to make more money. Like there's a gap there. So. Like one or two ways to make the solution is like, okay, when you first started out, you should have maybe when you have that more cash and you did have all of that, maybe you should have started in like. The more non seasonal area to have the long term year round when you had the momentum and you had more of the banked cash to put into it and move into it versus what you had already put into

Ashley:

Mm

Safa:

this local thing and trying to keep it afloat for like the low seasons or on the flip side, you find, because We all know we're all business owners. We just kind of be like, okay, easiest way to get live. Right. What we know where we're at, like, I see it. I can get that done. You started in your hometown and you saw that there was low months due to seasonality and everything like that. You find a way. To bring in more cash in different ways during those low months to stabilize that business in a low cost way. So the question really comes to how do we arrive at these solutions? Before it's to a point where you've like completely run out of cash, you've completely run out of money, and you like don't know what's going on. Right? Like you're just making rash decisions and that's going to be what we always say, step back, be objective, kind of looking at what the current state is, making that audit and assessment of like, okay, this is where I'm at. This is what's going on. These are our strengths, weaknesses and things like that. What are our opportunities to solve these problems? And what are we able to do in that situation? Right. Um, and then go from there and you can even do that in the beginning of a business or in the beginning of a new launch or new thing, um, before you dive in, or you can do it at a juncture of like, Hey, where do next? Um, and when you do it at the beginning, it's a little bit stressful, but like, you're not always going to be there, but you always have the opportunity to do it in the future. So, unless you have something to add, I think this is a great segue to look at our, an iceberg as a business versus the, the Titanic as a business.

Ashley:

To take it away

Safa:

It's just like,

Ashley:

specific case study and more on like a higher level, you're having cash flow issues, of looking at ways for you to quickly bring in more money, Should be looking at ways to optimize the assets and the resources that you already have Because

Safa:

yes.

Ashley:

big

Safa:

Mm-Hmm. Mm-Hmm.

Ashley:

to I think Seeing a downfall is okay. We're having cash flow issues out more do more do more do more versus saying, okay, these are the assets that we have in the business These are the resources that we

Safa:

Yeah.

Ashley:

to us year round that we're already paying for, how can we make the

Safa:

Mm-Hmm.

Ashley:

squeeze every penny of revenue out of what we've already paid for before adding new

Safa:

Yeah.

Ashley:

in? I think that's a big

Safa:

Mm-Hmm.

Ashley:

differentiating factor in businesses that go for the fast growth versus I'm building us something sustainable for with a vision of 10 years down the line.

Safa:

Oh, yeah, for sure. No, I think that's definitely the case, especially if you're in a specific flow situation, um, find a way to make money with what you already have to do it. Um, flip side, um, looking at a business that kind of did. Spend the time to be strategic, have a plan, do a blueprint and kind of really think long term and build the sustainable operations in their business, I guess, because it's even, it's more than just because it was the sustainable sales, it was offer, it was a sustainable way to get the growth that they want in a very smart, calculated way. So this business is more is online business. Coach, very high revenue. looking at six figure months, looking at, seven figures. in revenue, um, multi seven figures. Um, And the way she approached her business is She knew what she had the capacity to do. she knew what her story was, what she had to offer. In the space and what she wanted to bring to people and what she wanted the brand, the message, the vibe, the feeling she was trying to make happen, but she didn't stop there. She was like, okay, that's what I want to do. How am I going to do it? What am I going to offer and how am I going to bring this to market and how am I going to get this sold? So she built out her offer and over the years she's had refinements and things like that, but her core has really been the same. She's made some other offers together. Um, And she's expanded and grown what her offer footprint is, but really the essence of the core is what she started out with. Um, So she planned it out. She's like, okay, I did that. Okay. So now how do I get This in front of people, what marketing can I do given my personal lifestyle and personal availability, am I able to sustain, to get in front of the most amount of people in the most sustainable way with this really strong, refined and specific message to get my leads in. And then she got, she was like, okay, great. Now I'm getting these people, I'm getting these eyes. They're starting to understand and see my message. What is the most sustainable refined way that I can handle myself in this moment to convert them? How am I getting them through this sales funnel? What is my process and step here? And she came up with that solution and she planned it out. She tried tested and was like, okay, boom. And this happened for her over years. Because she was spending the time in each of these little sections up to what was her capacity to make it happen and be really clear and specific and thinking about it long term. So, and then. She got there. She was like, awesome. I am hitting 1 million in revenue. Just a few months ago. She was like, okay, cool. I hit 1 million. I know how to get people in, how to convert them. I'm making this much money because my system works. I've tested it. I've amplified it. Cool. I got it to here. And then she was on to the next kind of stage being like, okay, yeah, but now I know that I can't go from 3 million that I want to do in the next 12 months

Ashley:

Mm-Hmm.

Safa:

because of capacity. And she was really clear that that was her issue because she knew and she was looking at her stuff and she knew specifically, I do this in this work. I do this in this work. I do this in this work. She took a very strategic and calculated approach to every part of her business to get it right, to get it working. And then she got to the point, she was like, okay, well now I need to amplify all of those other pieces to bring in more people, to bring in more revenue. But, Right now, my team can't do any more work. I can't do any more work. I am just constantly answering questions, doing all of these things. So she's like, I have a capacity delivery issue. That is my problem. That's keeping me captain plateau. And the only reason she knew that was the issue is because she knew if she turned off or on any of the other faucets, what exactly would happen? Because she took the time to figure out what each of those pieces were, so what was left, she was like, this is clearly a problem, because I know this, this is a thought that I haven't spent time on, this isn't one that I have been tracking, or tweaking, or working, or testing, and I know this is what needs to be done. Get fixed for me to get to the next level.

Ashley:

Mm-Hmm.

Safa:

So kind of something to keep in mind here is she took a very slow and steady approach and strategically focused on one area at a time and built it within her capacity. And oftentimes what happens is that doesn't happen from the beginning. You kind of just do it all and then you get to a space of like, okay, well, let's backtrack and look at each of these areas and get to the point where you're like, okay, not that tested done next. She started off in a position where she started one at a time. build it brick by brick. Um, But it's completely possible to just kind of backtrack and look and audit rebuild the bricks, um, for you to know what that one brick of yours that needs foundationing building, I don't know. I'm not a Mason. Yeah, yeah, yeah, yeah. Yeah,

Ashley:

of whether or not you are on the right trajectory for sustainability or if you are going to crash and burn. Because in these two case studies the one that went out of business, they had zero capacity. They didn't even have capacity to be having calls to discuss the business. There wasn't, because there wasn't any foundations built, nothing was documented. We essentially would have needed to come in to build it all for them, which is fine, but you have to have the capacity to bring whoever you're hiring, whoever's coming in to take over your marketing, your operations, sales. You need to have the capacity to bring them from where you are to fully independent. In that department. And if you no longer have the capacity, that's a strong indication that you, you cannot grow the brand. It doesn't matter what kind of cashflow issues you are having. It doesn't matter if you can't pay your bills. If you don't have the capacity, you can't do anything. So you need to, like, there's a strong indication that your operations needs need to grow. To be addressed, let alone the like foundationally, what is the strategy to get you out of the red? Like there are immediate fixes that need to be implemented to be able to even fix the root cause of the issues. So maintaining your capacity is a big one. So if you are already feeling time poor, if you are already feeling like you are stretched thin, Slow your roll. Hold your horses. try to grow you don't have the ability to facilitate the growth.

Safa:

and I think especially in the first example, They grew as a response to, we need cash. So if you are thinking of growth as the answer to cash flow, you're going to hit running out of money, and then you're going to try to push more to get money. And then the money's going to run out to make more money. And then you're going to run out of time and capacity to be able to do any of it and not be able to solve and help it. And that was really the beginning of the end for them. Because not only didn't they have, did they not have the money, they did not have the time. And those two things, I feel like if I had to choose the two things that are going to be like the nail in the coffin for a business, it's going to be a lack of cash and lack of time. Because if you have a lack of cash, you can, depending on your business model, can usually make up for it in time. Or if you have cash, but you don't have time, you can pay for time.

Ashley:

Yeah. Yeah, yeah. Mm

Safa:

But if you don't have both,

Ashley:

Mm

Safa:

there's,

Ashley:

Mm

Safa:

much more that can be done. Because you got, it's got the resources. It's got to come from somewhere and it's either got to be your own time or it's got to be money. Um, terms of, um, this coach and in this online space, she's looking at her business and she's saying, I'm hitting capacity as far as my team. I'm hitting capacity. As far as myself, I need, I know. I need to create capacity to take this to the next level to be able to accept more sales and to keep this sustainable, right? And she's at a point where she's like, Okay, I have cash, but I don't have time. I have cash resources. I have money resources to get me into a position to help build my capacity. So she invested in on us to help build capacity and her business in terms of, systems processes, uh, getting our operations, getting her team where it needed to be and really streamline. Everything for her to create more capacity in her business to do to not only accept more sales, but she also knew like, okay, what I'm doing in my marketing in my sales and in my delivery is working. Now I need to create more space for the delivery to accept more sales, but I know I need to do refinement in my sales. To get more conversions and I need to up level my marketing to amplify it and do it all And so now i've spent the time creating systems and processes and everything to create capacity Not only for sales, but also for my internal team to either for us to invest more in more refinement strategy or spend time in doing more of these areas to really focus in on the small things that can be done to make what's working work even more. So moral of the story is that she built each foundational piece of her business. Brick by brick figured out what worked, didn't work, put her time and financial resources in, in a very smart, calculated way that allowed her to build in a way that she didn't have a lot of waste in terms of time and money and all the efforts were moving in the same single direction. And she was able to get to 1 million and look like really a team of three. And yeah. And now she's like, okay, now it's time to triple this. And now that I know all of these things, I know exactly what's happening. I actually have like, it's very, very achievable for her. Cause she knows exactly what she needs to be doing to make it happen. And it's not a like, Oh my God, I'm trying all the things. How do I like make this work? Like chicken with the head cut off situation to try to hit that.

Ashley:

hmm.

Safa:

just not hemorrhaging money and also hemorrhaging time. So I think in this, are you the iceberg business? Are you the titanic business? The titanic business is if you're hemorrhaging time and money the iceberg business is, um, making Really good use of their time and money resources. And I think that would be the biggest win as far as taking the approach of being, taking the slower, steady, more sustainable growth aspect of going into business. And so, yeah, the sexy marketing is going to be like, Oh, thank you. Six figures and things like that, but in two days, but if you're just going to be hemorrhaging all that time and money, like, what's the point.

Ashley:

If you're gonna be miserable it.

Safa:

Exactly. What's the point. But if you want to be smart with your time and your money,

Ashley:

Mm hmm.

Safa:

If you have this problem, but you have no idea,

Ashley:

If you're not sure if it's a

Safa:

but that's really what it's,

Ashley:

yeah, I mean a lot of the, because a lot of times people come to us and they say they don't know exactly what the problem is.

Safa:

yeah. Mm-Hmm.

Ashley:

are. They know what they are experiencing that they don't like. They know that they want to be different, but they don't know why? it's happening that way.

Safa:

How or why? Yeah. Mm-Hmm.

Ashley:

your business becomes really handy. I mean, we, we audit our business ourselves. all the time.

Safa:

all the time. Yeah.

Ashley:

because that's really how you figure out where you are where the gaps

Safa:

Mm-Hmm.

Ashley:

if,

Safa:

Yeah.

Ashley:

that you're wanting help with, we do offer those for free. We'll link that in our show notes. If you want to give us some details about what you're experiencing, what your goals are, what you want to achieve, or what you want to be different we'll ask you some questions so that we can see where those gaps are. We're really good at reading between the lines. That's our job.

Safa:

Yep.

Ashley:

our, we love it. If you listened to our last episode, was it this episode, if you listened, if you follow us

Safa:

Kudos. No,

Ashley:

fill it out. I mean, there's, there's no obligation. We'll you know, take a look at what you give us and we'll email you back with what we see, what we're finding what your action plan is. We'll break it down for you very step by step of what to focus on short term versus long term projects. So you can either take that and run with it, build out your own project plans, it on your own. Or if you are looking at it and you're like, yep, I think that spot on. And you're looking at your, you know, your action plan, and you're just like, yeah, I don't want to do this myself. I don't have the interest but you know that that's something that would really benefit your business, let us know and we'll, we have a range of offers from helping you DIY it to completely taking it off your plate and making it as painless as possible to build sustainably.

Safa:

yeah, and the audit isn't just for like, oh, there's something wrong with my business or something's not working or there is X, Y, Z problem or whatever it may be. It is. Yes, that's the case where you maybe are like, yeah, I know I need foundations. Like this is actually a huge problem. Like I've gotten to this point and it's just like crazy messy. I'm not sure what's going on. Like how do I move forward with this? How do I not feel this way? Anymore and like do more with the business like, yes, there's that aspect of like auditing and finding solutions to get yourself a sustainable business and a good business and when this can be long term and what you actually want to fulfill that brand vision you had, um, but it's also for those businesses that are doing really well. That they're like, yeah, we do feel like it is under control. We are hitting good numbers. Like I know what it takes for me to make money in my business. I know what levers to pull. I know how, what is going on. But I have this next level and this next iteration I want of my business. And I just don't know how to take it from here to there and what's available to me and what I should be focusing on, what I should be refining, what should be my first and next step. The audit is also there for that to really being like, okay, yeah, like it's all great, but how do I make it even better?

Ashley:

so we'll link that in the show notes and we would love to help you. out those next steps.

Safa:

I actually really enjoy the audits. They're kind of fun.

Outro:

And that wraps up another episode of the business millennials podcast. We hope you found this conversation, thought provoking, inspirational, and helps you make a larger impact with your business. Growth is not just about profits or revenue. It's a journey of personal development, contribution, and bettering ourselves in society. Our challenge for you take at least one key lesson from our time together today that you can apply not just to your business. But your relationships, creative expression, wellbeing, and personal evolution to, we appreciate you tuning in. If you enjoyed this show, we invite you to pay it forward, share it with an entrepreneur, creative student, or community leader who needs an infusion of insight or inspiration right now. And make sure to subscribe on Apple podcasts, Spotify, or wherever you listen. So you never miss a single episode. And if you like what you heard, leave us a five star review. See you next week.