High Performance Mindset | Learn from World-Class Leaders, Consultants, Athletes & Coaches about Mindset - 8: Turning a Single Kernel into an International Success: Angie's BoomChickaPop

Episode Date: September 18, 2015

It all started back in 2001 when Angie and her husband, Dan, bought a kettle online and began popping corn at local events to teach their kids the importance of hard work and to earn extra income for their college funds. Now, Angie's BoomChickaPop is one of the fastest growing popcorn brands in the world. In this interview, Angie discusses the growth of her business, the importance of getting comfortable being uncomfortable, and how everything you have done creates what you need in the moment. Plan to be inspired!

Welcome to High Performance Mindset with Dr. Sindra Kampoff. Do you want to reach your full potential, live a life of passion, go after your dreams? Each week we bring you strategies and interviews to help you ignite your mindset. Let's bring on Sindra. Today's episode is sponsored by Worldwide Access Solutions Incorporated, a 24-7 clear advantage, a call center providing inbound and outbound services, and a licensed life and health insurance agency. You can visit them at wasi.com. is likely that you have bought and tried Angie's Boom Chicka Pop. Everywhere I go, it seems like whenever I'm traveling, I always see Angie's on the shelf. Now, Angie's Boom Chicka Pop is available

at Target, Kroger, Costco, Whole Foods, and on Delta flights. Now, Angie has a very inspiring story. Back in 2001, Angie and her husband, Dan, bought a kettle online and began popping corn at local events to teach their kids the importance of hard work and to earn extra income for their college funds. Now, fast forward 14 years later, and Angie is one of the fastest growing popcorn brands in the world. Angie's Boom Chicka Pop now has over 250 employees. And Angie provides incredible insight in this interview today. There are three things that stand out to me as most important that she describes for any high performer. The first thing that she describes is the importance of getting comfortable being uncomfortable. She talks about how she's scared every single day as an entrepreneur.

But what she has learned to do is contain that fear. But fear is definitely part of her journey. And I really appreciate how honest she is about this. And listen for how she describes how she contains that fear. I love her story about being on the Martha Stewart Show and the strategies she used to manage herself as a high performer on Martha Stewart Show. And then the third thing that really stood out to me is that a lot of times we think successful companies just happen overnight, but literally she is the story

of how it takes 10 years to be an overnight success. She also describes the grind and how it wasn't always easy at times. And she describes the difficulty along the way. I think that helps us keep it in perspective that we will experience adversity along our way to success. So I hope you enjoy this interview as much as I did conducting the interview.

And thank you so much for joining me. If you'd like to join the discussion, send a tweet to at boom chickapop as well as at mentally underscore strong, which is my Twitter handle. We'd love to hear what stood out to you about today's interview. Here's Angie. So Angie, let's just start and tell us a little bit about your passion and what you do right now. Thanks for having me. We have, my husband Dan and I, built Angie's Boom Chicka Pop from the ground up. And we're a natural, organic snack food company that pops

popcorn. And we started early on with the kettle outside and popped for farmers markets and small amateur baseball, Minnesota Vikings. And we built the company to one of the fastest nationally growing brands of natural popcorn and our passion every day is about delivering food with integrity it's about growing a business responsibly helping our employees the people that have jumped on board with us from the very beginning that maybe even interviewed with us in our living room,

like making sure that you know they have success within our organization and that as a broad organization we remain true to our roots and we remain willing and open to grow and that's where our passion is and and underneath all that it's about making quality products you know and and serving those products you know in a way that's extraordinary so angie i hear you talking about not just this popcorn but integrity responsibility responsibility, and treating your employees really well, like they're your family. So tell us about how you started this. You started in 2001 and it was literally, and you started it in your garage, in this cold Minnesota garage. What were we thinking?

Just tell us about, you know, why did you start it in your garage? What were you hoping from it at that point? And kind of where did it go from there? Okay, so 2001, the fall, Dan and I looked at each other. We had just moved back to his hometown here in Minnesota, in Mankato. And we had a 5-year-old and a 3-year-old, and we kind of panicked a little bit and said, we haven't started a college fund for these kids. We, you know, our belief is that education was the avenue and foundation, you know, for success and for creating a situation that gives a child the benefit of everything that is possible.

And it starts with education. I think it was true for Dan. It was true for me. And I was a nurse practitioner for the state hospital, and I had been in the nursing profession at that point about 22 years. And I had been an ER nurse and ICU nurse and I got my master's degree in psychiatric nursing from Emory University in Atlanta and then practiced in nursing and and worked with severely

and persistently mentally ill patients and my husband was a junior high school teacher and taught Spanish and history and was a baseball coach and we decided for us we didn't know what we were going to do but we thought we would start a part-time business and for us that meant buying this big kettle that we found on the internet after thinking about it about three days we didn't have any money so we financed it with zero percent credit cards. Wow. And something that, you know, every business school would say, don't ever do. But we didn't know any better. We just did it. We were like, okay, let's do this. We can do this. And so it was something that we could do part-time in the evenings, on the weekends,

during the summer. And we started popping kettle corn in our garage, and we'd set a tent out, you know, to extend our garage, and then set up this little thing, and you know, little one, one stall garage, and then we started, you know, kind of getting this to go, and working out the formula that we wanted in the recipe, and then we found places that would let us pop, like in front of a grocery store, or at Moondog's baseball games, or which was amateur baseball, or high school events, anywhere, anyone would let us pop, we'd pop, and then we eventually popped atings training camp at at msu and um on that um our first weekend my my husband's like a huge vikings fan and i just said uh don't you think it'd be fun like if the vikings ate our popcorn

and uh don't you know somebody like at gage towers that could get it in to them and he said yeah i'll like i'll get some i'll Fetty on the phone and I'm sure. And so we called the Vikings and they said, oh, sure. You know, as if it's free, we'll take it. They were like, oh, sure. It's free. We just thought it would be fun if they ate our popcorn. Wouldn't that be so cool? You know? And what we didn't know at the time is that we were marketing to influencers. You know, we had no idea, but it was an instinct, you know, and we hopped 120 bags, dropped it off, and on a Sunday evening while they watched film, and the next day we had coaches and trainers and people from the Vikings organization coming up to us and saying, hey, you know, there's

this big buzz. Everybody loved it. You know, they want more, you know. And then the Vikings organization came to us and said, you know, you want to be the official kettle corn of the Minnesota Vikings. And, you know, my husband was thrilled because he wants tickets, you know. For sure. For sure. But it was $8,000, which we also didn't have and so yeah so it was working out a solution like how can we make this work because we know we want to be there we don't know for sure how it's going to work we know we need to make at least eight thousand dollars to break even and this year was 2002 so after 9-11 so 9-11 nothing went into an NFL stadium at that time. And so we knew that people wouldn't just eat half a bag or stand out in a blizzard eating a little bit and go into the Metrodome because we started to pop before every home game at the Vikings. And so we just asked the Vikings if they wouldn't mind asking the NFL.

It was okay. You know, people could bring our bags into the Metrodome. And to the Vikings' credit, they went to the NFL and asked. And the NFL said, well, okay, I guess, as long as it's in a clear bag. Our product went into the Metrodome. And as far as we know, it was the only product that entered an NFL stadium that season in 2002. And we learned a lesson. You know, don't immediately believe that it can't be possible. Just find a solution. Find a way. Find, make it work. You know, ask. And all they can say is no, I guess, you know. And then we probably, you know, wouldn't have moved forward. But we found a way to make it work. And, and we actually even

made maybe a little bit of money that season. And we, you know, instead of just breaking even, and it gave us a platform, you know, a broader audience. Cool, Angie. So I heard you talk about so many important things like following your instinct, but then also following, finding a solution. And just because, you know, you don't think something's going to happen, you always are trying to find a solution, which I think are important mindset components that are really important for success. I'm thinking that, you know, as you're talking that this Vikings opportunity to sell the kettle corn was really essential to the growth of your business. Can you talk about when you actually made the big leap in terms of when did you quit your job

as a nurse practitioner? When did your husband quit his job as leap in terms of when did you quit your job as a nurse practitioner, when did your husband quit his job as a teacher, and when did you know that that was right? I stayed nursing for the next, I guess it would have been the next six years, and I supported the family through my paycheck, and Dan then dedicated his time to building the business starting in 2004, so three years later. And we were just sort of a mobile food unit, is what it's called in Minnesota. And we were selling our kettle corn at, you know, farmer's markets and fairs and outdoors. And because of that, you know, we had people asking us about, why don't you sell it in grocery stores? And someone then gave us a contact at a

Lunds and Byerly's. And we had a meeting and they were interested. They wanted to support local. This would have been 2003. But, you know, we didn't know anything about nutritionals or anything like that. And the buyer coached us and just said, hey, you know, you need to get these kinds of things done. And, you know, we knew we needed to move the operation indoors. And so we found a place, a small kitchen in the back of the grocery store and fashioned up our kettle there, which wasn't as easy as you think because we had to buy different equipment. And for us, it was about maintaining the authenticity of the product, you know know moving it from how you do it outdoors hot fresh into an indoor you know sealed and all of that but we did it with about 150 square feet in the back of a

grocery store in 2004 and Dan quit teaching at that point and dedicated himself every morning to popping kettle corn and then getting up early. First delivering, we started in three Lunds and Byerly stores and in the St. Peter Food Co-op and some other food co-ops in the Twin Cities area. And it grew from three stores to 20 stores to additional distribution, and then we got connected with some regional brokers and distribution companies, and we outgrew that space. We moved into another space in 2000, no, 2005. We bought a building. We outgrew that space and then moved into our production facility in 2007,

and then in 2010, it became, up until that point I was doing like QuickBooks at night doing the role and after dictation and after patients and Dan was running up to the cities at 4am to deliver and in the back rooms and stuff so it was chaos and we had two young children that were growing and were in every activity possible. So thank God for grandmas and grandpas and, you know, good friends helping us. And, you know, I think it was 2011 that I retired after 28 years and stopped working in nursing and then

dedicated full-time to Angie's. So just in 2011 and last year in September 2014, you sold to a major private equity group to help you grow. Can you give us a snapshot of how much you have grown in the last three years? I mean, I was just in Salt Lake City visiting my sister and went to the grocery store and I saw Angie's Chicka Boomba. I mean, I bought some there, you know. And so I know it's on Delta. You know, it's everywhere all throughout the world. So tell us about your company right now and how it has really grown since 2011. You know, we had just mostly, you know, upper Midwest. And Chicago, we launched in 2010.

And we had distribution there. We're now in 50 states. We're in South Korea. We're in Western Canada. We're in the Caribbean. We're in Mexico. You know, so we have national distribution, and we're, you know, we're preparing, you know, for larger distribution. We have about 250 employees right now. And, you know, we've had, at times, year over

year growth of 100 percent, sometimes larger than, you know, just when we think that we're going to stabilize, you know, we have a period of growth, you know, that surprises us, and we hire a period of growth that surprises us and we hire a bunch more people. There was one time in 2010 we hired 101 people in 60 days to meet production. So we had spurts of growth like that and that's a challenge to assimilate that many people into a system productively. We're not doing that right now. I mean, it's a little bit steadier in terms of growth,

but, you know, we, you know, it's, it's been an amazing growth year, even though as we, as we brought on additional resources to stabilize things, we're still growing. We haven't had a year that we haven't grown, ever. Could you tell me about one or two things that you really think has contributed to your success? Taking this really small idea into something that's international. It's all about the team. It's all about the people you bring into your system. You know, it's all about the integrity of your product, the quality of your product, and then, you know, it's servicing

that product with the people that you have connections with, which for us are buyers. Our customers are organizations. But then there are personal contacts within those organizations. And you have to maintain that relationship. They have to care about what you do and your product. And our product happens to be popcorn. There's a lot of other bigger things you can care about what you do and your product. And our product happens to be popcorn. There's a lot of other bigger things you can care about. The way that we see this is that, you know, Dan and I came from service professions.

And Dan was this fantastic baseball coach. He could get 11-year-olds to do things like they didn't know they could do, you know, because he made it fun and enjoyable and helped them live in uncomfortable situations. Like being in a batter's box is uncomfortable. My daughter played fast pitch softball when she was 10, and the first time she was at bat, she got hit in the middle of the back. And I thought, okay, is she going to cry or what? And she went to the, she went down to first base and I, and after that, you know, at the end of the game, I just said, well, that was something, wasn't it? And she goes, what? And I said, well, you got hit in the first, that, and she goes, yeah, well, my brother hits me harder than that, you know? So what that was, it's about perspective, right? And,

but she, she faced down pitchers, pitchers, you know, that are throwing really hard and she could have kept that in her head and been scared. But for us, it was about, it's like learning how to be like, live with discomfort, you know, live, live in an uncomfortable situation. And when you're building a business, you every day, it's an uncomfortable situation and you have to become comfortable. Because as owners, you go deeper in debt to grow more. You have personal guarantees. Everything can be on the line.

And for us, it was, except my minivan. And when you're growing that fast, you have employees that have to live in that discomfort, too, because so much is being asked of them to be performing at a level that maybe they never had to before, but we believed they could and welcomed everybody to perform. is to trust themselves that they can grow within an organization. If my son grew 100% year over year, the amount of pain and food that I would have taken was enormous. And I just had to keep that in perspective. Our organization, you know, the amount of resources, fuel, and we didn't always get it right. So that's the pain, right, is the mistakes. It's just not leaving it a mistake. It's kind of accepting it and then, like, fixing it.

Let's find a solution, and in fact, it becomes fertilizer sometimes, you know. It creates growth in some other ways, and so we've always tried to take that as a part of kind of extending our sort of personal philosophy into the business. And we found business partners that were congruent with how we approached business. Awesome, Angie. I'm so glad that you talked about that, in particular, being comfortable, being uncomfortable. Can you talk to us about the strategies you used, like when your business was growing and it started to feel uncomfortable and you started to think about the debt that you were in how did you maintain more of an optimistic perspective how did you get really comfortable with that and just keep on growing because I think what that can do

is it can make some people stagnant where they just stay and they don't move forward and their business doesn't grow because they they can't get comfortable with that feeling of being in debt and pushing pushing the limit pushing what you've done before in your life on a couple of levels i remember actually first dan and i talking about this and saying you know no matter what happens with the money part of it, this business could maybe fail, but we're not going to fail. Like we'll be okay. You know, like we're okay. And I felt that way because we had a foundation of education behind us for one thing. And I felt like our family is fine. We may be, we may have to move. We may have to, like this thing doesn't

work, but ultimately we're going to be fine. We'll just owe a lot of people a lot of money. Money, you know, it's just money, you know. And it's not who we are, and it doesn't define us. And our kids are, we still love each other. We still have our kids, and our kids will be fine. And we'll be, you know, we'll find something else to do. It was really just about having that mindset

and not defining who we are with the business success or failure. Now, what's strange about that is its success has continued to define us. And I suppose that if we had failed, we would maybe see that too. But I also think that both Dan and I are people that say we're not going to let it fail. You know, like, it's not like we thought, obviously, it's not an option. It's just like every single day we were doing something to move it forward, you know. Like, and I wish maybe we had. We didn't have a vision or a mission or whatever we just knew that that this is what we're doing now and we're going to do it the best we know how to

do it and maybe that was our our goal and our mission was to just to do our best awesome you know and what I hear you talking about is that you know you trusted yourself and you didn't define your success or your failure personally. Can you talk about a time that didn't go great, you know, in your business and when you're growing this, like what, can you give us an example of a failure? Because not everything does go perfectly, but you know, you've had this much success. So can you tell us about a time that you did fail and what you learned from it? Oh yeah, we had, we had one of those. Early on in our business, we developed a 45-year anniversary commemorative tin for the Vikings with them. And the minimum order was 10,000 tins, a semi-truckload. And at the time, we were maybe not quite a $100,000

business. We had really no business doing this, but I guess, you know, like we didn't know that, you know, we were like, okay, there's business, let's go do this. Let's make this happen. The week that we took delivery on those tins, they had the little love boat incident, let's call it. And so retail, and we had retailers that were going to buy these tins. We had schools that were going to sell them as fundraising events, you know, so, and within a week, retailers pulled gear off the shelves, like they, like, school said, there's no way we're going to sell these things, so we were in a position where we were like, holy cow, now what, like, we're going down, you know, what are we going to do, you know, because here we had this huge investment, and we had,

you know, it's a lesson in diversifying your business, for one, okay, the other thing is, you know, we were good partners with the Vikings, and so, you know, we just called them and said, hey, you know, we're just a small business this is kind of the situation that we're in and honestly it could have just been we could have like sat at home and like wrung our hands and said okay this is awful here we're going down but we didn't the Vikings again talked like their sales and marketing team got together and apparently they ran it up the chain to ownership and they felt terrible, you know, and they were trying to manage their own PR, including. And this is where I credit good organizations like they reached out to us and said, come in. Let's talk.

We're we're sorry this happened. This is not how we want our organization to be, how can we help? And they, that year, bought like tins, they gave to every season ticket holder, they bought a bunch for charity and gave it away. I mean, they gave our tins as holiday gifts to friends and family. They kept us afloat. They kept that sort of responsibility to us as business partners. And, you know, it was amazing. You know, they had our respect instead of our, you know, could have been, you know, disdain. But it turned it all around by the way that they

handled it. And for us, it, you know, it created loyal, loyal customers, loyal fans, loyal vendorship, you know, partnerships. And, you know, it's so a huge, huge mistake can turn into something that can be an amazing, and I would say, relationship. Yeah, Angie, that gave me goosebumps as you were talking about it, because I thought, you know, if you didn't have the relationships with the Vikings, would have they bailed you out, right? Right. And that was just so key. And then what came from that is having more loyal customers that were their season ticket holders. You never know what would have happened if that didn't happen, that difficulty didn't happen.

Right. Can you tell us about maybe an aha moment that you had in your career and what you learned from it? Is there something that really stands out as something that was defining and building your business. This is going to sound, this isn't necessarily about defining the business, but it's the first thing that came to my mind when I had an aha moment. You never know what you need in a moment until you realize that everything that you've done up until this moment gives you what you need for this moment. And that moment for me was when we were on the Martha Stewart show. Oh, wow. And it was, it was taped live. I was supposed to teach Martha Stewart how to pop kettle corn on the stovetop and, or Dan and I were, and, and, and,

you know, Martha is an intimidating, Martha, like I know her. She can, powerful person. I could have been scared and froze, but in my head I was thinking, I've been in the state hospital with acutely psychotic patients for the last 20 years that are hearing voices and are being tormented and they're agitated and the police just pulled one out of a tree, you know, that sort of thing. And it was my job to go into a room with them and assess them, you know, and you have to learn how to control your anxiety in those situations. And I've had 22 years of learning how to control my anxiety and get to the task at hand, whether I'm in an emergency room or in a state hospital, and control my adrenals. I learned how to do that. And I thought, my head, you know, Martha's not that scary compared to, you know,

some of the things being threatened, you know. And so I was thinking, how do all the, whatever, a nurse and now a business owner, there is so much that I've learned as a nurse that I use every single day in business. So, you know, everything that you do, every choice that you make, everything that you learn creates what you need in the moment. If you kind of pause and say, oh, I've got something back there I've learned. This will be useful for today. Oh, Angie, I love that. You know, and specifically that your 20 years of working in psychiatric nursing really helped you for the Martha Stewart show. And just, you know, being able to control yourself. And I'm sure if you wouldn't have been able to do

that, that you wouldn't have been able to do as great as you did on Martha Stewart. So I love that insight. So we believe, Angie, that the high performance mindset, that if your dreams don't scare you, they aren't big enough. Kind of what that means is just that when you dream small, you know, you limit yourself to what actually you can do. So can you talk about, you know, what might be scary coming up in the future? Do you have a dream with Angie's Boom Chicka Pop or maybe in your life that maybe creates a little bit of anxiety for you? Yeah. I am scared every single day. Let me just say that.

And it's learning how to manage that fear. And I don't see fear. I mean, I don't live by fear. I don't mean that. I mean, it's that I know that it's there and it's containable. We're in a competitive marketplace. And we compete every day with businesses that are bigger, stronger, faster than we are. And so my dream is to be bigger, stronger, faster than those folks.

Will that happen? Yes. I mean, it absolutely can happen. We have to put the right people in place. We have to, like, it's like getting the growth right, getting the team right. That, I think, is getting the people right, the synergy right within the team, and to help people become, like, their very best amazing self and that sounds so cliche but to see people do things that they never thought they could do so I know that's more that's not like oh if you ask my husband it would be to own a professional sporting team that one scares me because I'm thinking you know how big

we have to grow for him to have that that one one scares me. That's his dream. Not my dream is how to make that happen. Angie, I love what you said in terms of that your fear is containable, but that every single day that you're walking around with this fear, but you know that it doesn't define you, that you don't have to pay attention to it and you can do something about it. And I think as an entrepreneur, you can get so stuck in that mindset of, of letting that fear just go overcome your body. And then you get stuck. You have so much anxiety, immobilizing. Um, so you have in front of you the top 10 traits of high performers. Um, and if anybody wants to get this, they can get this at cindracampbox.com. Um, then they get signed up for free videos that I send every week about high performance. Which one of those as an entrepreneur do you think that you exhibit the most, Angie? And you've

talked about a lot of those so far in our interview. Which one do you feel like, yep, it's something that you do pretty good at? Here's the one I was drawn to immediately was I have, I think, a high self-awareness. But just as soon as I I think, a high self-awareness, but just as soon as I think I have a high self-awareness, I do something, and I was like, how long have I been doing that, you know, like, isn't that my mom, or no, it's me, you know, so as soon as I think I have this down, like, I know myself, there's something that I've been unconscious about for years, you know? So, um, I, I think it's a mix between that and, and being gritty, uh, and, and then that having the thought before the action, like everything starts with a thought. And, and I think that triad for me is what, where I feel, um, that,

that I land in this. And then, and then you put my husband in there who has the complementary of me. He's Mr. Action. And I think we probably work through all of this together. We all have shades of this together, and we kind of have some role flexibility. So on one day I can be this and he can be gritty and I can be contemplative, I guess, you know. You make a good team.

So far, so good. So far, so good. Yeah. Which one of those do you feel like, yeah, you're still working on? I mean, just the point is, is that we're all kind of a work in progress and nobody, you know, has all these high traits or these top 10 traits perfectly all the time? I go straight to the problem, you know, like, which is, can be like the negative, like, here's the problem we got to do, you know? And so that's, that's my struggle right there. And I think that comes from nursing. You identify the problem and you go take care of the problem, you know, instead of kind of, and sometimes I have that tunnel vision right there. I've got to go fix this problem.

And so I think that's the one I struggle with, to choose the empowering emotion because I'm there and I want to, like I know for me it's about fixing it or finding a solution, but it starts with that, like there's a problem here and I'm upset about this problem. So it carries that sort of negative stuff with it. And so that's my challenge. I just think about earlier what you were talking about in the interview in terms of finding a

solution. And even when the Vikings bins didn't work out, you kept on finding a solution. And you weren't focused on things that you couldn't control. I mean, you couldn't control the situation on the boat, you know, that sort of defined the Vikings that season. You couldn't control out external variables. But what you could control is finding a solution. That's right. Okay, Andy, what we're going to do is we're going to go to the speed round. So I want you to do is I want you to think about the first thing that comes to your mind when I ask you this question. Is there, you know, any book that you'd recommend us to read or a person to follow or maybe a podcast or something like that that you listen to to kind of stay mentally fresh. And this is old, and I would say it's Victor Frankl's Man's Search for Meaning

because it's all about understanding why you're doing something because you can live with whatever how. And then it's also about the perspective that you bring to a situation. That book was the most impactful book I've ever read. I have heard a lot of entrepreneurs say that that book was... Really? I have. I would have never guessed.

I understand the impactfulness of that book. What's one word that people would describe you as? This one was tough, but I think what I'm hearing lately is inspirational. That's what I'm getting. So before that, people would go, isn't she cute? I needed that. I'm not just cute. I think that you're very inspirational as well. And just listening to you to talk, I'm very inspired to continue to build my business. And I know as people are listening, they're going to be inspired to keep on going and finding a solution by keeping those relationships front and center. And that's one of the things that I really heard from you today. What's the

best advice you've ever received? Well, I'm going to say this was kindergarten, you know, treat somebody like you want to be treated. That's probably advice I've lived by all my life. And one of the reasons your business is so successful. Is there a quote that you live by or anything that stands out to you as something really helpful? Well, okay, so I don't have a quote. I don't have maxims floating around in my head, but I did find one that I think kind of speaks to how I think about things. Respect is earned, honesty is appreciated, trust is gained, and loyalty is returned. What advice do you have for entrepreneurs, high performers that are listening, in terms of what have you learned along your journey to help them?

Yeah, just be yourself. You know, if you want relevance in the world, be relevant. And do something that makes you relevant or makes you feel like what you're doing matters. Even if you're selling popcorn or, you know, in itself, it's not obvious that it matters, but the way that you conduct your business is how it matters. And it can matter. Now our business supports 250 families and their dreams and their goals and putting their kids to college. So I guess that's my advice. If you want to be relevant in the world, go do something relevant.

That is a perfect way to end this very inspirational podcast. So Angie, thank you so much for your time. There's so many things that stood out to me about the interview today. I think relationships is really important and staying true to those, always finding a solution, keeping your team front and center, but hiring people that are going to be really good for your team. And I heard quite a bit about being, having integrity in your product and staying true to your product and how, how, how you make it as well. So thank you so much for your time. I really appreciate it. Yeah, this was fun. Awesome. Thank you, Angie. Thank you for listening to High Performance Mindset.

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