EntreLeadership - When Grandpa Dies, I Get the Business (Should I Wait?)

Episode Date: May 26, 2025

Today we’ll hear about:  A grandson struggling to get his grandpa on board with his ideas  A businesswoman looking for an insurance loophole to save money  A woman concerned about the legacy of her business  An owner seeking advice on where to keep his $100,000 emergency fund    Next Steps:  📞 Have a question for the show? Call 844-944-1070 or send us a message: https://ter.li/ask-us  📚 Learn about the EntreLeadership System: https://ter.li/system-p  💻 Get EntreLeadership Elite for your business: https://ter.li/elite-p  ✉️ Sign up to receive tactical tools, advice and resources in your inbox every week: https://ter.li/enl  🏢 Attend EntreLeadership Summit: https://ter.li/summit   🎤 Attend EntreLeadership Master Series: https://ter.li/masterseries   📖 Order Dave’s new book, Build a Business You Love: https://ter.li/b4kru2  📃 Build your KRA for free: https://ter.li/ks4jnp  🏆 To join the live Elite challenge: https://ter.li/esga8d    Connect With Our Sponsors:  💼 Go to Belay Solutions or text ENTRE to 55123 for their free resource!  💻 Visit NetSuite today to learn more.  🧾 Visit Payority for a free consultation!  📈 Grab Sales Gravy’s free resource, to help you hire and lead better.  📝 Use code ENTRE15 to get 15% off your first year of Trainual.    Listen to More From Ramsey Network:  🪑 Front Row Seat with Ken Coleman  🎙️ The Ramsey Show  💸 The Ramsey Show Highlights  🧠 The Dr. John Delony Show  🍸 Smart Money Happy Hour  💡 The Rachel Cruze Show 💰 George Kamel  Ramsey Solutions Privacy Policy  Learn more about your ad choices. Visit megaphone.fm/adchoices

From the headquarters of Ramsey Solutions, this is the Entree Leadership podcast, where I take calls from leaders like you about what it takes to win at any stage of business and leadership. I'm Dave Ramsey, your host, with over 30 years of experience leading in the trenches right alongside you. If you want to submit a question, go to Entreeleadership.com slash ask or leave us a voicemail at 844-944-1070. we'll make you a caller here on the show. That's 844-944-1070.

James is in Scranton, Pennsylvania. Hi, James, how are you? Good. How are you, Dave? Better than I deserve. What's up? So my question today is, I'm trying to grow the business and opinions differ. When do you decide when to stay or when to leave?

I'm the operations manager for my family's Stone Quarry business. We have about 20 full 10 team members when we bring in about 4 to 5 million in revenue. How old are you? 33. Okay. And who's still there? Your dad? Grandfather actually kind of skipped a generation.

My grandfather is 82. He still is involved. I do about 95% of the day-to-day decisions and decision-making. He still comes to work, puts in about four or so hours every day. He likes to stay active in the business. and stay working. He owns 100% of it? Correct.

We have two. We have two separate entities. One's a subsidiary of the other, and he's a 100% owner of both. Okay. And so when will you become the owner? The way it is set up now at his passing in the will, that's how it's written. I would become 100%. As a gift?

Yes. and what is it you're wanting to do that he won't go along with while he's alive? Not only just him, it also comes down to kind of other family members that are involved, kind of we've started, like our leadership team, and then as far as employees as well. You have other family members working there that aren't going to become owners? Yes, well, my brother will get the way it is written. he gets some portion, some equipment to kind of continue a division as well. All right.

I'm confused. I thought a while ago you said you're getting the thing. So now your brother's getting part of it. Yes. But as written as just kind of equipment that comes out of it. We don't have a separate entity yet for the division that he, because it's all under the one. Okay.

So what would he be doing? Would he be competing with you at that point? No, no, there are two separate things that we would do. So we do dimensional stone and crushed stone, and he does kind of on the dimensional stone side, making stone for patios and sidewalks, and then more so what I run is the actual mine, as well as we do trucking, crush stone, and sell stone for driveways.

Okay, so Grandpa's going to set him up in the disdain. designer stone business and you're going to run the rest of it. Yep. And you're going to separate the business at that point. He'll have his own little business. They're going to give him some equipment to do that with. That's correct. But why does that give him a say today?

Because we've, because we're all one company now, it's not necessarily a set. My growth is looking into how to, growth as far as different things we want to do, as well as how to start leading and being more organizational is kind of where we differ. Who? You and your brother or you and your grandfather? Brother. Your brother doesn't have a say. He's not going to be running it.

He's getting two trucks and going to do Stone Over on the side. Why does he have a say in what you're doing organizationally with what's going to be yours? I was just saying, like, we try to be all on the same page as the leadership, team right now. I mean, he's running something over there to the side that's going to be carved out, I mean, metaphorically and literally. Okay.

Right? Correct. Why does he have a voice in this? I don't understand. I mean, his thing is over to the side. Just get the heck out of the way and let me run this. I'm not, I'm confused. And then as far as kind of.

Who gave him that power, your grandfather, or are you? you? No, I guess kind of, he hasn't really, I guess I don't, I mean, really no one, I guess he's not saying we can't. It's just kind of the differentiating on more so the organizational is the issue there as far as growing the different divisions, different portions, we, markets we want to get into is kind of my grandfather. Okay, so what market is it that you're wanting to get into with your portion that your grandfather doesn't want to do? It's called contract crushing where we travel and go to other locations, sites and other sites and other places, not just our own physical site. Gotcha.

Okay, and that's a way you could expand the business that you're going to receive. Yeah, and we have just recently started with that and have been successful. We've increased, we've already done more than half of revenue. we brought in last year and increased our profit by 10% just by doing that this year. I thought you said he didn't want to do it. Yeah, it's a good thing we're trying out, and we're just not sure if we want to keep with that. Okay. You said your grandfather didn't want to expand the business into the mobile crushing, and then you said we did it.

We did this as local, and it's kind of like our test run, but before we purchase more equipment, hire more employees, trying to decide if it's something we want to continue. because we would be expanding further out of our area. Yeah, I mean, you would need to test it and make sure, even if your grandfather wasn't around, you're just running your own thing. You would test that idea and make sure it's profitable because you might look back on it and go,

that was a stupid thing we tried to do. I've done a lot of stupid stuff over here that I thought was smart when I was doing it, but I figured out during the test that we didn't want to, you know, if you're losing 25 cents of watermelon, you don't get a bigger truck, right? Yeah, correct. And so that's, you know, So if the test, did the test go well enough that it, that the, that good business wisdom says to continue?

Or does it say it was a dumb idea? No, so far, it has been very, it has. So what's your grandfather's hang up with doing more of it? He doesn't like going outside of our area. He likes staying more local and would rather try to expand locally. But kind of the market's pretty well tapped out as far as in our area, due to how rural it is. All right. I think that you have a lot more power in this moment than you feel like you have.

I think you're letting your brother's voice interfere in these discussions, and he doesn't need to be in these discussions. It's not his deal. He needs to be anything you're talking about expanding that's in his area that he's going to get the Artisan Stone business or the patio business or something. Sure, he should speak into that with what you're describing. but if he's trying to interfere in this other mobile stuff, he doesn't get a say.

He doesn't get a vote in that. And so if you want to be part of the leadership team, that's fine, but your vote doesn't count on this because you're not going to be doing it in 10 years because I don't think we're going to be dealing with a 92-year-old in the office. I might be wrong, but statistically we won't be. So now then the grandfather is a different thing, and I think you just continue to talk to him, learn from him,

why does he not want to go wider? I mean, you're leaving this to me, Grandpa, and this is how I think we ought to do it. Explain to me when you're not here how you're thinking that because maybe I'm missing something. Teach me what it is I'm missing. What is it I'm not considering that you think that's causing you, that you're considering, because you've been doing this longer than I am

and you're wiser than me. And so why would you say this? other than you just don't want to do it. That's not a, you know, and so maybe there's some, you know, because there's stuff around here. I've been doing this 35 years that I know in my little finger that's not going to work because I've done 62 things like that before, but the new person with the idea doesn't necessarily have that experience.

So I need to stop as the founder and explain to the new person why I'm thinking that, not just randomly because I said no. and although the no might be the correct answer. So I think you've got to have those conversations with your grandpa. What you can learn from him while you can while you've got him would be valuable. And you pay him honor in the process, and that's also the correct way to challenge his question or his blockade. And then ultimately, I'll just be, I don't know if the unkind is the right word or not.

but he's 82. You're not going to be facing this for long. I mean, either he's going to be unable to be there every day or he's going to be in heaven, right? I mean, that's a statistical thing. I don't mean that to be unkind, but this is not like if he was 62 and vital, I mean, crap, you could have to deal with him for another 30 years.

that's a different conversation. Okay, then we have a different, a much more combative conversation for you to get control of the thing that you're called to run. But waiting him out is not a bad option. But I also want to get in there and learn what I can from him. Why is it you don't want to go to these other markets, grandpa? What am I missing? Am I being too aggressive or are you being too calm about it?

I think there's something here to go get. You grew up a great business, and I want to walk in your shoes. I want to learn from you. So show me. And, you know, maybe he'll melt down a little bit on this. And then also just one more time, say it, your brother does not get a vote in your business. And he gets a vote in his business. But that's the only one.

This is the Entree podcast. As a small business owner, it's your job to see. set expectations for each role in your company and make sure those expectations are met, but you can't hold your team accountable to something you didn't communicate. Our free, that I mentioned is free, key results area template will help you set expectations and create role clarity for every member of your team. And you better do this for every member of your team. So you can feel confident that everyone is working on the team.

the right things to drive the business forward. Go to Entreeleadership.com slash roll clarity to download the template for free and start setting clear expectations for your team. Julia's in Dallas, Texas. Hi, Julia. Welcome to the Entree Leadership podcast. What's up? Hello, thank you.

My husband and I own custom cabinet business, and we have 48 team members. our revenue last year was 7.8 million. Good for you. My question, thank you. My question is, what is the process to move company-owned vehicles out of the company and then lease them back to the company? Why would you do that? For insurance purposes, just wanting to know if this is a wise decision.

No. It won't help you with insurance. No. Because the company is still using the vehicle. Yes. And the risk is that you've got employees driving company vehicles, whether they're leased or whether they're owned. Insurance is exactly the same. All right. I have heard in the past about putting the vehicles under another company completely and then leasing those. Yeah, but when you do the act of leasing.

them back, they're no longer in control of the other company. And so, you know, you're, just because you're the ownership doesn't matter. It's the usage that matters for the insurance purposes. And so how's the vehicle being used? Is it used in a high risk scenario? Then you're going to get an insurance that's high risk scenario, regardless of whether it's leased or owned. And so it's the use of the vehicle and who's driving it and, you know, what the driving records are. those kinds of things. And so, no, it's, I mean, if you got a bunch of 18 wheelers running down the road, you got 18 wheelers run down the road. Doesn't really matter whether they're leased or owned. You've still got to cover them, and they still got exactly the same risk of crashing into something

based on the guy driving it or the gal driving it. It's exactly the same. Same thing's true with your fleet for delivering your wonderful custom cabinets. But now, you're not dodging anything here. and what you've got is somebody that sounds like some kind of a bass backwards internet article or something that you got a hold of there because in the real world we don't do stuff like that. I mean, you know, I do make sure that I don't own anything anymore in terms of risk management, but that's not for insurance purposes. That's not how we go at it. And so, and then the other thing, and Julia, you're not asking this,

but it brings up the same question of, I've had people. that didn't bother to do the math that somehow thought they were saving on taxes to buy the vehicles personally and then lease them to the company. You're not saving on taxes because when you lease them to the company, the company pays you the lease. You paid yourself. So it still shows up on your income tax either way. You know, the company gets the expense, but you get the income.

So you're just swapping dollars back and forth. It's like having a pay phone in your house and you put the quarters in. It's still your money. I mean, you know, it's the same exact process, and it doesn't, but that's not what Julia's asking, but some people, I've, like, oh, I heard I could save on taxes if I, at least my cars from my company. And no, it's just, it's just a pay phone in your house and you put the quarters in. You're going to, you're going to get the taxes come and are going.

It's either going to show up on your personal return. It's going to show up on the LLC return, one of the two. Oh, and by the way, the LLC return goes straight, straight passes. through to your personal return. That's how LLCs work. LLCs do not pay federal income tax. A hundred percent pass through of loss or profit to your personal return. So you just, nowhere in that. That's not what Julia was asking, but just for the rest of you that, because I hear these, you hear these stupid internet things, and it used to be a thousand years ago, y'all remember there's a thing called cable TV back then, yeah. And cable TV had stupid stuff

that ran at night called infomercials and that kind of thing. And they would try to sell you, get rich quick schemes, and they would go, get a Colorado Corporation. Call now for $500, we will sell you a kit to get a Colorado corporation, and you too can be in business for yourself. You're missing out on all these wonderful write-offs. No, you're not. You don't get extra right-offs for having a Colorado corporation.

Just because pot's legal there, doesn't make it work. It just does. That's not, it's not a magic pill, boys and girls. You can get gummies there, but you can't get extra write-offs there. So, man, it's just, it's not any harder than that, y'all. So there's, quit looking for a magic bean. Quit looking for a thing. And I'm not, again, Joe, I'm not fussing at you. I just got off on a tangent because it reminded me of all that stuff. Oh, the other one was a Delaware corporation, a Colorado or a Delaware corporation. And why that crap, you'd want a Delaware. but it was more liberal tax law or more liberal legal laws on liability, liability laws, would be the Delaware reason, but there's still no tax difference. And everybody, this thing was like, you can write off everything, you can write off your dog food.

No, you can't. No, you can't. Not unless you're in the kennel business, do you write off dog food? I mean, that's the only time. The rest of us just have to feed the puppy, okay? That's just how it works. So, there we go. Thanks, Julia.

Interesting question. I haven't heard that kind of thing. I'm glad you brought it to us on the Entree Leadership Podcast. Susan is in Raleigh, North Carolina. Susan, welcome to the Entree Leadership podcast. What's up? Hi there. I'm a veterinarian and I own a private practice. I've grossed 1.6 million last year and I've got seven full-time and two part-time employees. Awesome. My questions are regarding planning myself, my practice for the legacy phase. I've got specific questions about that. Okay. So I'm 60 and I don't have any plans to retire anytime soon.

I really like what I do and I'm healthy and my business is going well. I am the only practitioner here. And I'm not sure how to go into the legacy phase. I've listened to your podcast a lot, and I don't want to be the one that falls over backwards into the grave and throws my keys and hopes somebody catches it. But I'm not sure how to plan when I'm not planning my retirement. I have two sons, 22 and 24 years old, neither are in this profession. I do plan to leave the business to them, which that could mean either they could choose to continue to own it and hire a bit. or they could choose to sell it, but I don't want to just leave it kind of randomly do what

you want to when I'm dead. So if I'm going to continue to practice, and I don't have immediate plans to retire, maybe I could go 10 or 15 more years, I think, but I realize I could die at any point if I die sooner than what I think, and I'm just not sure how to leave it for them so that it's something that they could manage. I'm not aware. We work with a lot of veterans. I'm not aware. We work with a lot of veterinarians across the country. And I'm not aware of absentee owners that the veterinarian and the staff all work for them. That's an unusual model unless it's a corporate thing of some kind. But individual standalone stores where your two sons own it and they hire a vet

and the vet runs the business for them that they own, that would be a, pretty unusual happening, wouldn't it? Well, until last year, that was not even an option. You had to be a veterinarian in order to own, to owe the practice. But that has changed. And so now non- veterinarians are able to own the business. From a legal standpoint, but from a practical standpoint, there's not a lot of times that they do this.

I mean, you'd be much better off to bring in a vet in the next few years. years that you train up that buys it from you as you you know gradually as you as you approach retirement it doesn't have to be in one fell swoop but you can say okay I'm going to bring someone in because and in 10 years or 15 years you'll be the owner of it and you know we'll work that out over time how we're going to do that and put somebody in the you know I have some bench depth so to speak that'd be one way to do it and then you know whatever you get for it would just be in money-wise would be in your estate for your sons because i don't i don't hear them itching to run this thing it's just an asset that you have built

because of your profession and um it's not like their dream in any way they're probably going to sell it right i would think so so sell it for them before you die well and if i don't know when i'm going to dive then, you know, you're not going to be working when you're 92. Right. Okay. So somewhere between now and then, we've got a gradual process and we back out from there and go, okay. And, you know, you can set a timeline that's based on, you know, and right now you can say,

I don't know it's going to be between 10 and 20 years. And as we approach the 10-year mark, I'll be able to nail it down a lot closer. bench-depth person, the person that's coming in to buy. Because I've got to tell you, if you're, you come out of vet school right now and you've got vet school loans and you don't need to be buying a vet practice for another four, you know, another million dollars, right? So it might, it might be a good for a young vet to come in, get their loans paid off while they're working there.

You all expand the size of the practice slightly. And then, then let the profits from some of the profits from the practice and let some of their income be used to buy you out. I think you could structure something like that over time. And it doesn't have to be a, you don't have to today go, at 72 I'm quitting. You don't have to nail it down that precise. But you do need to start to develop a strategy that you can ease into. Okay.

So when we started working on hours, I was 48. And my son was your son's age. They were in his early 20s. And 16 years ago. And so we said, you know, if, if, if. and when he shows competency and interest, we'll start moving him into the president's role at Ramsey. And, you know, we didn't know when that was going to be exactly,

but we knew it would be out there a while, you know, 10, 15 years. And it turned out it was about 14 years because he's now been in that seat for about three and a half years, and that was 16 years ago. So, but we didn't know that date when we started. We staged gated the decision. based on competency, not based on a calendar. You see what I'm saying?

And you could do the same thing with someone coming up behind you that you also have a plan for them to buy you out at some point. And, you know, they can go get a bank loan or you can own or finance the buyout or you can and they can give you all the profits for a certain number of years until you get your money out, which is a great way for you to do it. But you go, okay, for today we're going to move towards that and as you get competent and as I get less interested in working every single day

and want to do some traveling or I want to do some whatever, then you'll be there. Because I'm down to working four days a week. I don't work Fridays anymore. And when I started, when Daniel moved into that role, we were 50-50 and now we're about 80-20 on the operations. So we're gradually moving it out. But there's not a set time when that other 20, 20% I'm just, we haven't said, okay, on this date, I'm going to quit being the CEO and I'm only going to be a personality, which is my retirement plan, okay? But we don't have a set date. It's just kind of how we feel about it. And so we'll get there sometime in the next 10 years, you know, and we're both fine with that. And if there's any moment, we're not both fine with that, we talk

about it. So that keeps you, if you've got a little bit of a floating thing like that, Susan, it keeps you from feeling trapped by the plan that you made, which is what you're trying to avoid, I think I heard. Yes, I really would like to continue to practice. And I do have some concern about bringing in another veterinarian and just the ability for the practice to afford that. That's why I've been a solo practitioner. I do have one contract veterinarian who comes in usually one day a week,

maybe two days a week occasionally, but it's just on as needed to give me some time to do just management things, but to have someone come in who's another 40-hour or 50-hour veterinarian. You'd have to expand your business, yeah, considerably. And I don't know if you've got a off-market to do that. That's something I can't decide. The other option, and I'm not as big a fan of this just because it kind of rubs me the wrong way as an entrepreneur, but there's a lot of vet practices and dental practices

are selling out to corporate now. Which I'm really, I think I would stop working before I did that. I don't know. I think, I'm not a fan. Well, I'm just saying that can be your exit. It doesn't have to be today, but 10 years from now when you're 70, it could be your exit. And you turn the asset into money because if you do it while you're alive and still standing in the practice, you're going to get a lot more for it than the two boys are

going to get for it with no vet present. That's true. That's true. So I want you to maximize the asset either by putting somebody on the bench at some point in the next decade or considering the grotesque idea of selling it. But, I mean, I've got some friends that ran a large vet operation here for years. And I talked to them the day, and they got serious bank. And they worked two more years after doing that for the corporate guys. But they got a huge check.

and that was their exit strategy and they're you know they're you know they're probably approaching 70 now right now and so they're but anyway that that's I've seen that happen and I'm not I mean I it's your asset you get to do with it what you want to do with it and I don't think it's immoral to do that it's just I I like the idea of keeping things locally owned and all that kind of junk when I can but but so my first choice probably would be bench depth conversion thing. And my last choice would be some kind of corporate sale or selling to just the other

local guy or gal that's there in the area and let them double the size of their practice as your exit strategy when you do finally reach the point, not at death, but at just, you know, I do want to slow down. I only want to work two days a week and I'm going to sell this thing out and work for the other guy for two days a week. That kind of thing. I don't know. You've got to decide all that.

but you do need to start thinking about a plan and honestly turning it over to them is probably at death only is the least you're going to get for it. That's the least you're going to get for it. So I'm probably going to try to do something other than that. But you, your deal, you can do whatever you want. None of those are bad answers. It's just talking it through with you. So there we go. Thanks for being with us. I'm Dave Ramsey. This is the Entree Leadership Podcast, a podcast for small business by small. business. If you're looking for some kind of corporate leadership theory, think tank, or whatever, you're in the wrong freaking place, we don't do that here. What we do here is real talk for real people because I do this stuff every day helping people. And I run this business, this thing called Ramsey.

And so that's what we're here to talk about, is you and help you guys out. Chris is with us in Dallas, Texas. Hey, Chris, how are you? Doing well things. How are you? Better than I deserve. What's up? Hey, thanks for taking my call. I own and operate an electronic security system company here in DFW. We serve residential and commercial clients. We have six team members, including myself, and we did 935,000 top line last year. Good for you. Thank you.

Following your principles. We've got that emergency fund, finally fully full. So feel good about that and just looking to another point of it is to be there in case of emergencies, but I would also like to maximize the return on it as best as possible. So I was recently kind of debating whether to do a money market account or invest it a little bit more aggressively and wanted to get your opinion. How much is in it? Roughly 100,000.

Okay, good. All right. I mean, there's three things you can do that you can consider. just simply moving some of it into a high-yield savings account, which as of this taping is not really high-yield, it's more low-yield. Yeah. You're making 3% or something on it, and, you know, that's better than sitting and checking, and so you can do that.

The second thing you can do is you could decide, all right, I'm willing to take a risk with some of this money and just move some of it into like an S&P. 500 index fund. And there's nothing wrong with doing that, too. I've done some of that. But the thing is, it can go down and it can go up. So, I mean, if you've got 50,000 in there and the S&P goes down 10%, you lost 5 grand, it doesn't kill you.

Okay. But the S&P, you know, in 23, in 2023, the S&P went up 26%, or 20%, and in 24 it went up 23%. So if you'd have that money sitting over there, you'd have made some good. money on it in those two years. In 25, we've had some issues with Trump tariffs and other things that the S&P's gone a little bit bonkers, and you could have lost money. But you wouldn't have lost a lot. It would have been, you know, 5 or 10 percent or something, but it wouldn't have killed you. But you're letting some of that kind of ride the roller coaster in order. And the tradeoff of the roller coaster is you might make 10, 15 percent on your money instead of three. So you might make five grand

instead of what, 300 bucks, you know, or something, right? Yeah. On that, on that 50 grand. So that's the trade-off. And I've done some of that. And if I quantify the actual risk, like, okay, if the 50 grand goes in half, which wouldn't ever do, that's like a horrible scenario, I'm still okay. You know?

It's not ideal, but I'm still okay. So I don't have to freak out. So, you know, it didn't put me out of business. It didn't put us at risk. We don't have the whole thing in there. We've got half of it in there, that kind of thing. So that's the way we've played that through. The third thing we've done, and actually we do some of what I just talked about,

and we also do a float and talk to your banker. You know, be talking at your stage, you ought to be able to talk to the private banking area and not just the teller window and say, you know, We want to look at something like a European float where you're moving the money out of your account. They move your money out by computer, by algorithm every night, and it rides a European float or something else. And, you know, you can probably get 6% on it then, something like that. Okay. And there's little to no risk on that.

And it's basically, it's a weird little formula that they pretend like all the money went out of your account. at 5 p.m., it didn't actually. And they run the calculation as if it's sitting on someone else's books until 5 a.m. And it's an overnight float. And so, or you can do it a little bit longer if you want to do that. But the private banker ought to be able to describe that to you without, and what risks there are. It should be minimal risk.

But it's a little bit better rate of return than a simple high-yield savings account. And it's nowhere near the risk nor the return that the mutual fund, idea or the index fund idea that I laid out there. So, you know, we're sitting at the stage now that we've got tens of millions in retained earnings. And so I'm doing both of those things. I've got a chunk of it over riding the market because I can afford to do that. And I got a chunk of it and I got most of it on that float. I don't have any in high yield savings. Well, virtually any. And percentage wise. So that, you know, you just, you know, just, you just, you know, just, you. The further you get into it, the more money's involved, the more risk you can afford to take without being crazy,

without putting the business at risk or the concept of retained earnings at risk. So very, very, very good question. I'm proud of you, man, a million bucks. Well done. You did it. You got a million dollar business. Isn't America great? I mean, a free enterprise system, man.

It's just awesome. Very cool stuff. Hey, guys, good stuff. Remember, better a weary warrior than a quivering critic. This world needs more high-quality leaders. So take courage and lead. I'm Dave Ramsey, your host. Thanks for listening to the Entry Leadership Podcast.