EntreLeadership - This Strategy Built a $300 Million Business (Here’s the Template)

Episode Date: September 30, 2026

A business without a clear plan will eventually get stuck.  In this episode, head coach John Felkins sits down with Ramsey’s senior director of strategic planning, Mark Lubbers, to walk you through six steps for building a strategic plan that moves your business forward. Next Steps: ·      🚀 Get the proven road map to scale your business. ·      🎯 Not sure what to do next in your business? Let’s figure it out together. Book a free 30-minute consult call with the EntreLeadership® Team. ·      📞 Have a question for the show? Call 844-944-1070 or send us a message. ·      📚 Order Dave’s most recent EntreLeadership book, Build a Business You Love. ·      📧 Get EntreLeadership’s free weekly newsletter: expert advice and practical tips from the same playbook we used to build Ramsey Solutions into a $300 million company. ·      🌎 Attend our world-class leadership conference, EntreLeadership Summit. ·      📝 Stop guessing. Get a plan built for your business and someone who holds you to it. Find out which coaching option is right for you. ·      📈 Bad hires. Strategies that never get off the ground. 60-hour workweeks. Sleepless nights. EntreLeadership Master Series is where you trade all that for the exact systems our Executive Team used to scale Ramsey Solutions to $300 million. Don’t wait until seats are sold out.   Connect With Our Sponsors: ·      Go to BELAY Solutions or text ENTRE to 55123 for their free resource! ·       See if Christian Healthcare Ministries Groups are the right fit for your organization. ·      Visit NetSuite today to learn more.   Listen to More From Ramsey Network: 🎙️ The Ramsey Show 💸 The Ramsey Show Highlights 🧠 The Dr. John Delony Show 🍸 Smart Money Happy Hour 💰 George Kamel   Ramsey Solutions Privacy Policy Learn more about your ad choices. Visit megaphone.fm/adchoices

When it comes to business, winning is an intentional act. Nobody shows up to the Super Bowl and just wins by accident. That's the power of creating a strategic plan. And it's the way we've grown Ramsey Solutions to a $300 million business. Most business owners never make this a priority because there's other work to get done. Sales to close, customers to serve, or they don't even know where to start. But without a written strategic plan, on paper and on purpose, your business will hit a ceiling and get stuck there. Believe it or not, making a strategic plan isn't as tough as it

sounds. There are just six key steps. And today, our Senior Director of Strategic Planning, Mark Lubbers, joins me to walk you through the same template that Ramsey uses for you to be able to make your own plan. So, Mark, thanks for joining us. Hey, hey, happy to be here. I know you're a busy guy. Matter of fact, I saw you upstairs with your flip charts and markers right before before we got down here. That's right, working on strategy all the time. It's good stuff.

So what I would love to do is actually use this template that we provide folks, and we'll give you a copy of this and a link in the description. But what we're gonna do is just walk through it, and let's roll play it. Let's do what you normally do, and then I'll play the part of a business owner and just have you coach me through

how to actually fill this thing out. How does that sound? Sounds awesome. Okay, so where do we start? Well, we start by really zooming out and kind of dreaming about the year. So we talk about desired future within the context of 12 months. Okay.

And we want to start with what do we really want for our business the next 12 months, right? The point is to zoom out and kind of get out of the day to day and to think about what do I really dream for the next year. Like where do I want to go? What do I want to accomplish? What do I want my business to look like in 12 months? What I want it to feel like? Really just to define what you want. We start there.

We start brainstorming. We start vision casting. We start dreaming. And that's then the foundation for everything. for everything. Okay. When you first start conversations with with business leaders, business owners, because that's kind of how we're set up, right? Do they typically do this work on their own, like, naturally, or is it something that they have to force themselves to do? Yeah, I know. You've got to make the time for it. Like, I ran my own business for 13 years. I know that feeling, like we're in the

day-to-day all the time, solving problems. Like, we always say it, you got to work on the business, not in the business, right? And this is, this is the time to set time aside, whatever that that looks like with a group on your own as a leader, to sit down with a notepad, to sit with a whiteboard, and just do that dreaming work, right? Like, what do I really want? What do I feel called to? What feels important to me? What would really help unlock the future for my business, right? Anything's fair game at that point, but you have to take the time to do the deep thinking about it. Let's give a demonstration of how to do this. So let's pretend I'm the owner of a construction company, and let's pretend you are a strategic planning facilitator. Yes, yes.

What's my first step here? I think it's just that. It's write down the things that are really important to you. What are the things that you're really excited about, that you really want to be true in the next 12 months? What comes to the surface there? Just jot some of those ideas. For your construction business, what do you want?

Gosh, I'd kind of like to double, you know, how much money we're making. So can I just write? I'll just write that. Yeah. Two X revenue. Yeah. Is that good enough? Well, why do you want that?

What does that do for you? Well, it helps us grow the company, helps us buy a lot of equipment that we need. I mean, I'm going to make more money if we make more money. So that's also a win. Those are all things that come to mind. Yeah. Why are those important to you? It just allows us to have a bigger impact, serve more people, and buying more equipment

kind of does the same thing too, because those are literally the tools, whether they be small or big, that my team needs to be able to do bigger. work and do more work. Okay. So let's pull on that thread. Like, are we looking for bigger jobs? Are we looking for more? Like, what specifically, what do we want to see grow? I think we've kind of found our niche on the kind of work we're doing.

So I'm not necessarily looking to do bigger, different projects, but we want to do more. And then there's probably some of them that we just take to stay busy. So I kind of want to do the ones that I want to do with the better clients and do more of those. So here's why I'm asking, because strategy by itself, by nature, is choice, right? And there are a lot of different paths to revenue. There's a lot of different paths to growth. The goal of our desired future is to define what is our path to growth? What are we going to do in order to get to that point?

So we need those growth goals, but we need to figure out which path we're going down. In this context, like, is it larger jobs, larger contracts? Is it more? Is it a little bit of both, right? That's the kind of thing we're looking for. Like, what are the specific things we really want to accomplish? Okay. So I'd say, like, keep pulling on those threads.

But the other things we look at are, well, what do you want your business to feel like? You as a leader, what do you want it to feel like a year from now? A year from now? I mean, last year we did five projects. If we could get maybe to eight or ten projects next year, I feel like that would be a really big win. Yeah. What would that feel like? For you as the leader, what would it feel like to successfully complete ten projects?

Like we were busy? Yeah, yeah. Like we were gaining some traction in the market. place and and kind of beating some of our competition, not because we're just out to beat the competition, but also we want to compete for those good jobs that we want. So it would feel like we were winning at that. Yeah. So there's an element of like we want to just be more stable, like more healthy. Is that kind of what I'm hearing there? Yeah. Again, we're trying to get down to like what do you really want to feel as the leader, right? Like, do you want it to feel more stable?

Does it feel instable now or does it feel like we're kind of just making it each month? Like, Well, I wouldn't say each month, but man, it would feel more stable. That's a good word, by the way. More stable, and I would be worried less if we landed and sold those jobs and had a little bit more of a pipeline. You know, if we could get out to six months of pipeline in front of us of work waiting for us to get to, it would just feel like we could put our heads down and wouldn't be scratching and clawing and kind of in survival mode so much. Yes. See, and I ask that because we tend to think about strategy as so much like just an analytical approach.

But in reality, like, there's a hugely emotional component to this. So, like, what do I want as a leader? What do I want for my team? What do I want for my family? What are my goals? Right? And that's deeply emotional. If we can connect to that, then we can vision cast through that for our team and for everyone that we have to then galvanize towards this strategy once we're done.

Okay. So it's like, I want leaders here at Ramsey everywhere to understand, like, why is this important to you? Like, why is growth important? Like this specific thing. Okay. Those are really helpful things to always jot down. Okay. So I'm just going to jot down.

I want it to be the business to be more stable. Yeah. More confident in our pipeline. You know, and I think that's probably like six months of jobs out in front of us. And of course, I'm making this up. But that's kind of, you know, what comes to mind. That's my background's construction. So that's what I'm thinking would make me feel better about it.

It's pretty good. That'd be awesome. So where do we go? go from here? Well, there's, again, you can continue on that exercise as long as you want, right? Like, whatever it takes to feel like you've got a good list of the things that are most important to you. Okay. I also tend to ask questions like, what do you really want your customers to experience, right? Like, what kind of wins do you want to see them having, that kind of thing to bring the customer element into it, right? Okay. Strategy is not all about us. It's about

serving our customers. So let's think about that. Yeah. So you do this over the course of a day or two with teams, right? Yeah. And we have a half an hour to do this. It's a lot. It's. That's right. That's right. I'm just going to jump us ahead to the next step. And, you know, we narrow that first list down, right? And I'm just going to pick out from that list, I want six months of pipeline. Like, that's the thing that I'm going to land on and say, this is the thing that would really give me, like, the confidence and the thing that I would like us as a business to work towards the really having in the next 12 months. Okay, cool. So that's the next step, right, is to narrow those options down to a shorter list. Yeah, we have this huge list of ideas, all the things you want now. Like, again, where are we making choices? What matters? So let's say we've got six months of pipeline.

In order to narrow further, we'd like to ask leaders like, what's getting in the way of you having that right now? Like what are your problems? What are the barriers? What are those blockers that are preventing you from having that pipeline now? Right? And that helps to narrow us further. So we don't have six months.

Like, why don't you have that now? Oh, because I'm not spending time on business development. I'm spending time running from job to job, getting this. them materials or making sure stuff is getting fixed or dealing with customers because they've got complaints or every once while I've got somebody on one of my teams that does something stupid and I've got to get involved in that. So that sounds like project management specifically in all of its forms, right? Yeah, I think, yes.

Okay. So you, so the thing preventing you from having six months of pipeline is you're not able to do business development because you're stuck managing the specifics of those projects. Yeah, I'm kind of working in the business instead of on the business. Okay, great. That's it. us essentially an option for our specific key problem. Okay.

Now with other leaders, we usually say like, well, what else? Is there something that competes for that, right? Right. Are there other problems you feel like you would have to address that are also really big and large barriers? So the exercise here is like define what those are and then choose the most important for this conversation. I think we just go with that one.

Okay. Sounds good. So we've narrowed it down to that problem. Now step three, creating your desired future statement. How do we do this? Yeah, so this is by a specific date. We want to do this thing, right? We want to make a choice of something we're going to commit to doing

so that we can have this specific outcome. So the first step is to define that choice. Like, what are we going to do? Right, so we've defined our problem as like we're managing projects too much. So that's keeping us from business development, which is keeping us from our six month pipeline. So what is our response to that? What are we going to do to make that problem go away?

Okay. That's the choice that we need to make, right? Is that hire a project manager? Is it trained up a couple of my other guys who are currently there to manage more? Like is there an option for me to delegate? It's this should be my response to the thing that's getting in the way. And we want to define a specific action that's high leverage that we can put our focus on. Well, that kind of surprises me because I'm saying that my problem is I don't, I'm not doing enough business development.

I just want to run at that problem and go get in the truck and go, go meet with people. But you're you're leading me to like dig deeper. Yes. Is that a normal pattern? pattern. Yeah, so you could do that, but what's the likely outcome of that happening? So you just, do you have all that time in your day that's unused currently? No. Right. So how do we create that time, right? Like, this is where like we as leaders, we don't fill our time with a bunch of stuff that doesn't matter, right? Like, we're trying to serve our team. We're trying to serve our customers. We're

following up and invoices. We're trying to find the next customer. Like, really, whatever it takes, all that's important work. If we're going to advance and do something different, we need to make sure we've taking care of our house and that those things are handled so that we can shift our focus to something else, right? Okay. So we can remove that blocker that frees up your time as the leader to then invest the time and effort to do that business development work. It essentially removes that barrier, which allows us to go there. Okay. So by distill all that down, what I'm hearing is, is if I only focus on the symptom, then I'm just putting a band-aid on things. You're driving me to focus on the root cause. That's right. The thing that's causing that, right? So-

That's right. Okay, so let's go back to this statement. By this date, so in, you know, 12 months from today, what do I want to create or what do I want to do? And you're saying, I shouldn't put have a six month pipeline right here. That's right. That's the outcome. That's probably the back half of the statement, right?

Like that's what we want to see happen at the end, right? But like, what's the thing we're going to do? What's the action we're going to take? Now, we're breezing through this process. In reality, making a strategic plan takes a lot more thought. intentionality, and time. So if you need help freeing up some time and capacity to dedicate to this process,

check out our friends at Belay. They'll match you up with an executive assistant who can take some of those ankle biter tasks off your plate. Things like scheduling, calendar invites, customer calls, all those little tasks that keep you from doing the deep, focus worked on your business like strategic planning. Belay vets all their executive assistants, and they're all located here in the US.

I have an assistant and I can tell you she's worth her weight in gold. And the assistants from Belay are just as valuable. You can finally get the space to think and plan and actually work on your business instead of in it. So get connected with an executive assistant from Belay by texting Entree to 55123. That's E N-T-R-E to 55123. Well, gosh, it seems like there's a lot of options. Oh, yeah. There are.

And that's the point, right? Like that's where we provide a template, but this isn't like a template exercise. Okay. What do you mean by that? I mean, the point here is to do the thinking around what are my options. Like, if I do this, will that work?

Do I need to do two or three things? Yeah, like is there one that really stands out as like, oh, that's the big lever to pull? If I do that, I think it's gonna provide a lot of value and really create an unlock. Like what does it really take? Yeah. We wanna think about that a lot.

We wanna talk with our team about that stuff. We wanna wrestle with that. We wanna pray about that. We want to think deeply about it, right? And it's not just sit down at a desk for an hour and figure it out, right? Like you want to sit with it, you want to let it breathe. But you've got to get to that specific choice.

We've got to figure out what we're going to commit to doing and how that's going to cause a different outcome tomorrow than we have today. Should I come up with that on my own? Or should I go talk to my team about what this should be? Yeah, I think talking with the team is a huge step, right? Like they're in the business all day too. They see what's going on.

They see problems with customers. They see how you work, right? Talk through, like, what would work here? What are our options? What would you guys do to solve this problem, right? That's actually a really important step because when it comes to actually walking this out, your team's going to be helping to solve this problem. And if they weigh in early on, they're going to be much more receptive.

And they'll understand your thinking they'll be more willing to buy into actually putting those changes into place later. So the work you do now is laying a foundation for that future change. So it's not wasted work. It takes a lot of time and effort, but the payoff comes later. So one of those old slow down on the front end to speed up later situations, right? That's right. You got to slow down to go fast. Yeah. So what I have experienced and what I can imagine in this scenario is something like, you know, my superintendents that are on each job have been telling me that they could help more. If they kind of had visibility into a few things and were empowered to do some things like

if I gave them more rope, you know, delegated more in terms of ordering materials and, you know, having visibility into some of the job costing stuff, basically just into data. Yep. They could do a better job if I kind of let that rope out a little bit on each one of the projects that they're running. I feel like that's what I should put in here as the thing that we're actually going to do is maybe all under the umbrella of empowering superintendents. Yeah, that's great. Okay. That's great. That's good rough draft. And then you have the opportunity then to go talk with those guys and say like, hey, this is what I'm thinking. What other ideas do you have? Right. And you can just listen to what they say. You can flex that. You can change it later, right? Like it's good to have just, I think this bet will work. So we've got the date. We've got what we're going to do. And then we touched on this earlier. What's that result in? Well, I want it to result in the six months of the pipeline. So can I now put that in here?

Yeah, I think that works. Right. What we always look for is we want. We want a result that's closely tied to what we're doing, right? Because a result should function as our finish line. It's how we know that we were successful. It's an outcome. It's not an activity, right? We've defined our action already, so now we need the outcome that pairs with it.

Okay. So it could be six months of pipeline. It could be something even more close to the action where it's like, I'm spending half of my week on business development. That could be the outcome, right? Okay. Knowing that if I have half of my week

every week on business development, We believe it should naturally lead to a healthier pipeline, right? Like that's a hypothesis. So it could be something like that too. Okay. But similarly to how we're brainstorming options for what we're doing. Yep. We can also brainstorm options for what's our finish line.

Okay. And that's how I coach leaders through it. It's like, okay, if this is our action, what outcomes would tell us we did it, right? That we'd be happy with. What's our finish line? And what's something clear that we can manage to without confusion? Okay. We want a clear finish line we can target.

Okay. And the analogy I always use is like running a marathon is a whole lot different to run in a 5K. Right. Like where you place that finish line matters. Like your training, what you eat, how you stretch, how much you run is all dictated by what that finish line is. Okay. So you also control the scope and how hard it is and like what you have to do with what that finish line is. Is that part of why this is a 12 month perspective?

Because you don't want this to just be a to do, right? You want it to be something a little further out there on the on the horizon. Yeah, that's right. Typically with leaders, I'll say, if you can get to that outcome in three months, it's probably not your desired future. It might be, it might be. But like, typically we want to see it be in the 12-month range. It should feel hard. It should be like a 50-50 chance that you can get to that within 12 months. Yeah. Yeah. I've said to people, one of the risks is you always hit your goals. That's right. Yeah. If you're always hitting your goals, are you sitting, you know, setting them aggressively enough? That's right. That's right. Okay, so I suspect that this, creating this statement, doesn't just magically cause it to happen, right? That's right. Talk to me about this next step, defining objectives. What in the world of these? Yeah, this is where we just go a level deeper.

And we say, okay, if our goal now is to, what do we say, like get our superintendents. Yeah, empower this. Empower them. If that's what we're going to try to do, what do we need to do in order to actually make that happen. So this is just our lower level actions. Okay.

Essentially, it's one of the most critical things that we have to do in order to make that desired future reality. Okay. in order to actually empower them and to result in whatever the outcome is. So a couple things come to mind, give them visibility into the costing data, teach them how to do the material ordering, and I don't know, introduce them to the customers so they can handle some of the customer. Yeah, it's great.

So three things pop into my mind. Is just writing those down as things that need to happen enough? Yeah, it's not a tactical to do list, right? Like these are the critical pieces of the puzzle that must be true if we're going to get to the outcome, right? So some of that is going to be superintendent related in this context. Some of that will also be things that you have to do, right? Okay. But they should be the big pieces of the puzzle, the most critical components that if we do these things, then we will be confident that we'll achieve our outcome, right, our desired future.

So it's not a task list. Again, these aren't things that take a week to do. These should be like big bodies of work we have to manage through in order to get to that 12-month outcome. And do I do all these? No, yeah, that's a good question. The whole point of this is to lead, right? Okay. So we want to lead our team.

We need to involve our team. Like, we need to assign owners to these specific objectives. Okay. So that they can drive it so that they have a stake in it so that you can delegate. You know, the answer to leadership and moving to business forward is never do more yourself. Take more on. Like, do everything. Right.

Like, that's the opposite of what we teach, right? Note to self. Yeah, that's right. That's right. Yeah, for sure. So it's how can we involve our team? Who's really capable at these things? Like, there are skills in your team that you don't have that you need in order to get some of these objectives done. Like, we want to find those skills, match it to the work, and then it's going to go zoom, zoom. We're not saying they do all the work for that thing. Again, this could be a, this objective could take us a year to accomplish. But they're the person responsible for leading and managing towards that getting that objective done.

It means they're going to draw the people in that they need to make it happen. okay. They're going to figure out the next problems to solve underneath it, right? They're the one that I'm going to hold accountable to make sure this bucket of work that is going to ladder up to the thing we're trying to accomplish gets done. That's right. So I've thrown a couple names on here, Fred and Bob. That's right.

That's right. On, you know, Fred's on number one. Bob's on number two. Okay, so we've got the owner. I understand what the bucket of work is, but I see on this temple, we've got something on here about key results. What are those and why are they important? It's really similar to the outcome we set earlier.

We said an outcome for the year. The six months of pipeline. Yeah, that's right. Okay. Yep, the end of the desired future statement. Now we're looking at what are the outcomes for this specific objective, right? Okay. So this is a list of outcomes, not activities.

And that's how I coach leaders here. It's not the to do list of things we have to do to make the objective happen. You need that. But the purpose of this is, again, to define our finish line for that specific objective. Okay. What does success look like for this objective? Okay. At the end of the year, what do we need to be true in order to say we did this work?

well. So let's think of this customer service objective that I have. I'm going to give, I'm going to give superintendents on the jobs the responsibility and opportunity to handle all customer service complaints. Or issues, maybe not a complaint. How would you measure that? Just as an example. Yeah, I would say like maybe we survey customers at the end of the year and they're happier than than they were before. Or like all of, we maintained a healthy base of customers, right? We have strong customer relationships. That's something that we can know is true at the end of the year and objectively means like, well, we did a good job handing over customer service because they're still happy, right? Our outcome is we want happy customers. How are we going to

measure that? Okay. So that helps me understand what you said earlier. It's not just the stuff I'm going to do. The activities or the inputs, it's the score on how well I did it. That's the key result. Yep. Okay, so let's pretend we've got defining objectives, we've got the owner, we've got the key results, or maybe there's more than one, there's a couple of key results on each one of the objectives, right? That's right. And so we have filled that out for, what did you say, three to five objectives, something like that? Yeah, that's typically what we shoot for. Like if you end up having a list of 10 things, it's going to be too much. Okay.

You're going to overwhelm yourself and your team in a year. Again, the goal is choice and focus. Okay. The objectives aren't everything we have to do to run our business next year. It's just the things that are going to primarily drive our desired future. And you can typically do that with three to five things. Of a business of any size, right? Okay.

We have businesses that are tens of millions that run on four objectives, right? And that's how we move the business forward. And yeah, and I've even seen, we both have seen smaller businesses. You know, they just put this on a whiteboard and keep it in front of themselves. It still works, doesn't it? Exactly, yeah. But that doesn't know. necessarily just make it all magically happen, right? We do this in an afternoon or a day or two days

or whatever it is, but how do we keep up with this as those 12 months go on? Yeah, this whole process is the beginning of the process, right? It's like we actually have to execute on it. Okay, yeah, we've got to execute on it. Yeah. Ideally, we bring that down into our week, right? Like, we track the progress with our team. Again, each objective has an owner. What we do typically here is the team will meet during their weekly leader meeting and they'll do a red, yellow, green, on our objective. Like, where are we at? Are we on pace to achieve the objective by the end of the year? Okay. Right? Not have we done some good work? Okay. Right? It's, we're trying to take a diagnostic assessment of like, do we think we can get it done by the end of year? I know this gets super nerdy. So don't

take too much time on this, but this is the kind of thing you and I spend a lot of time arguing about, which is fun. Yeah. Red, yellow, green. That's right. When is something green? By our standard, at least. You know, this doesn't apply to everybody, but maybe it's helpful to people. Our standards for red, yellow, green. Yep. So the simple way to think about it is green is we are on track to to achieve the outcome by the end of the year. Doesn't mean we've hit it in that moment. We're on track. The pacing, right? We have a plan that we believe in, that we believe and know that we can achieve, right, to as best as we can know it. Yeah. It's not perfect. That's not the goal. But the point is, like, are we on track? Got it. So we're trying to put ourselves by the end of the year.

Yellow typically is we have a plan. We're not sure we can achieve it. And we're like, it's, it's in question, right? Typically, if it's a metric, like something specific we can track, we want to be within 15%, right? 15% of on pace. That's right, of getting to green, right? Whatever that number is. And then what about red? And then red is like, we're off track. We've had something happen. We don't really have a plan we're confident in. And we need to do, we need to take a pretty big action to make a change. Right. Red means we got to change something. And that's just what we're looking for, right? We're looking for the health check around where are we at? What type of work do we need to do to keep this moving. Yeah. What do you do when somebody comes in and says, hey, I've got something that's

yellow or I've got something red. Do we just, what should the room's response be to that? I think a really great question is, well, what happened? Right. Like, where are we at? Like, what's going on? And then why is that happening? Right. Like, what's the underlying root cause of that? And then what is our response to it. Yeah. How can we help? Right. Yep. Yeah. What I like to, what I say with leaders is it's like what, why, and so we must. Okay. That's a simple diagnostic for making any sort of pivot, any sort of change. It exposes what we learned, and then it drives us to action for what do we do next. All right, Mark, this seems pretty straightforward. It's not something that I would have done on my own, but super, super helpful. As we think of this whole process,

you do this day in and day out. You can boil it all down. What is your one piece of advice for folks watching this that want to engage this process? I would say it's hard work. Just embrace that. Take the time to do that hard work, do that thinking, and involve your team. If you do that, you'll move it forward. It's going to be challenging. It's hard to figure it out. But that's really the key to all of it. It's just do that hard work. It's hard work to think, isn't it? It is. Okay, you've watched us do this. Now, it's your turn to do it for your business. Don't forget there's a link to this exact template in the description so you're in your leadership team can fill it out together. And don't try and do this in 20 minutes like we just did. Spend some time on this.

it's worth the effort. But this is just one part of running a successful business. And if you want to learn the entire Entree leadership system, you need to be at our Master Series conference. Over five days, we'll walk you through the playbook we've used to grow our company from a card table in Dave Ramsey's living room to where it is today. It's one of my favorite weeks of the year,

the energy in the room, the connections you make with other business owners, there's nothing like it. So get your tickets by clicking the link in the description. And if you enjoyed this, this episode, be sure to like, share, and subscribe for more real world leadership content. Thanks for watching and we'll see you next time.