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0:00Who have you hired recently um that is significantly better than you or has taught you something? Because you're in the role now where you have to do all the talking and a lot of the teaching for your audience and at your workshops and with the companies that you work with. Who takes you to school? Uh Sharan does. Sharan's Sharan's our president. Um he's so knowledgeable on the I mean, he's so knowledgeable on a lot of different things, but like, you know, he's had two he's had two plus billion-dollar companies and so obviously acquisition is you know, the third that you know, we're shooting for depending on you know, when we have our third-party validation. But basically it's like the bigger the company gets, I feel like the better he gets. You know what I mean? Like the more in his wheelhouse he is in terms of like data pipelines, infrastructure, real-time dashboards, how can we like how can how can finance get weaponized? I would say that Leila and I like Sharan's so good at the finance function and understanding just like just tax ramifications, entity structure, like just a lot of the things that I you know, for me I my my my acumen is on like, how do we let people know about it? How do we get them to give us money for it? How do we make sure that they really like it and tell their friends?

1:01Like that has been basically the core of my skill set. Does that include Is the Is the last thing you said there is that product? Yeah. Okay. Yeah, exactly. And then but like everything outside of that is definitely not what I would say like my core core. It's like Leila is so good at that. Like a lot of what we're talking about there is me somewhat relaying Leila's, you know, zeitgeist or you know, Leila's MO around people and people and talent. But Sharan's so good at like enterprise value structuring, just like a lot of just a lot of the things that you know, a public CEO would be good at and that's that's what he comes from. Um but he's also is like and I would say like from an observation personally like the true A A A talent one, they're not employees. They are partners and they see themselves as partners and if you don't see them as partners then they are not a A plus you know, talent.

1:51>> a partner differently than an employee? Like how would I know if I have a partner? Well, I think if you go to them because you're not sure what to do and they're giving you advice, to me that's a partner. If you're constantly directing them and saying this is what we're going to do, this is what we're going to do, there's nothing wrong with that, but they're not a thought partner. And I also use that as a great litmus test for like the true C-level executives that we have is like do I want to talk to this person about this complex problem? If I don't seek their advice, then it means that I don't see them as a value add and so then they're not like they're they're not super essential, which is not good. But yeah, so he I think that and then the other piece and this is something that again I I feel like I've I've learned more recently cuz I'm I'm super deep in C-level stuff right now. But it's clouds to dirt. So vertically integrated full stack skill sets. And so like I think like the best sales leaders can go like they can hop on the phone and get a cold lead to book an appointment from an SDR level all the way to building sales strategy of like which starts to merge into marketing, right? It's like what what kind of messaging do we need to look at, what kind of avatars have the highest likelihood of buying our stuff? Um how can we weave that into our process and our scripting? How can we uh you know, cut our training time and onboarding new rep like they're really thinking about the sales organization, but they can also do almost every job and I just have yet to find like truly exceptional people that are full stack. Real quick, if you're a business owner and you're not growing as fast as you'd like, I'd like to give you a free gift. So my team and I put together the $100 million scaling road map, which is basically 200 hours of us looking over all the portfolio companies we've had and what stages of growth they went through and more importantly, where they got stuck and how they got past it. And so we broke it in these 10 stages and we made this little kind of quiz thing where if you put in your business information, it'll tell you where you're at and the most important part for you, what to do for each of functions of the business across product, marketing, sales, customer success, recruiting, IT, human resources and finance. And so no matter what you're struggling with, someone else has already struggled with it and solved it. And so I'd like to give you this thing absolutely free. You can go to acquisition.com/roadmap, plug in your business information, and if you want us to actually help you deconstruct the business and you're trying to scale, we'd love to help you out. On the thank you page, you can just book a call with my team and we will look at the business, see if we can help, and if we can, we'll invite you out to Vegas and we'll do this in person live.