If you have plans to scale for huge business growth then it’s imperative that you become a CEO in your business but becoming a CEO is all in the mindset and the behaviours you adopt.
In this episode I’m chatting with Andy Moore (my business partner AND fiancé) who happens to also be a market leading CEO on how to start thinking and adopting the behaviours of a CEO so you can uplevel your business strategy and sky rocket your business growth.
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On today's episode, we're talking about how to think more like a market leading CEO. And we have the amazing Andy Moore on the podcast episode, who happens to me, my partner in business partner in crime and fiance. He is a market leading CEO himself. So I'm really pleased to be talking to him about how we use that strategic thinking to help grow our adventure travel company, ever track. Hello and welcome to this next episode and very special episode of the expert on rival podcast for many, a moon. Now I've been promising you to bring on my amazing partner who also happens to be my fiance, Andy Moore where we're going to be talking about how to think like a market leading CEO and fortunately, and it is a market leading CEO. So he's a perfect person for this topic, funnily enough. So thank you, Andy, for being in the room with us today. Awesome.
Okay, nice to finally join you really it's been a while.
It has been awhile. It's been one of those things. I think the thing is, you know, just to be perfectly honest, you know, locked down has been something that's really kind of sculpted this plan with the whole homeschooling thing, China like passing ships in the night, like you swapping over. So it's been quite difficult to get to this point, but we're here now and it's a juicy topic and I really can't wait to dive in just before we do dive in. I just want to remind you guys when I say remind you, and also let you know that I've made a complete mistake. I've been telling you for the last two weeks that the next the next elevate and evolve strategy session, where you learn all about how to go from where you are now to become a marketing business was actually happening on the 15th completely wrong day.
Guys, if you had clicked on the link, you would have noticed that will be Wednesday next week. So my huge apologies for that. So you'll actually see that it's on, I think it's the 12th. Hopefully I'll get this right because Wednesday next week. So if you're listening to this as a fresh episode, do you make sure that if you're interested in coming on one of these strategy sessions, they're only 20 pounds. They're incredible sessions where I take you through a proven process. I take both my clients through that both myself and Andy have been through that has generated millions of pounds to help us get to that Katrin category of one market leader position. So do you make sure that you hit the link and go and book yourself on? Cause it's going to be a great session and it's going to be one last one for a couple of months as well. So if you want to get in, make sure you're in that as a couple of couple more slots left
So anyway the first point I have on my list day is all around giving yourself more time to think strategically because yeah, I think the thing is, is that a lot of the times, especially when you know both you and I have done this, when we first go into business, we kind of Chuck it out there. We like, we're going to launch next week. We're just going to do this thing and see how it goes. And you know, I think that approach is great when you, when you first start, but I think moving forward, it's a really haphazard way of thinking and it's not great for kind of longterm planning. I don't know what your view on this says.
Yeah, I think you're right there. You know, most, most people I think, and I think I, me myself, I've, I've, I've done it. You kind of just crack all my stuff cause you think it's important, but I think you're right there. You need to have some form of plan at least. Even if it's the start of the year or whenever that you, you think you're going to make this plan and ultimately think about what you're going to do, like, what are you going to sell? When are you going to sell it? And also as well, what sort of things you're going to put out there? So I think, yeah, a hundred percent, you've got to have that strategic thinking
A hundred percent. I mean, a few of the clients over the last couple of weeks have been like, again, I want to, I want to launch. And also immediately everyone's reaction to launching is to just suddenly blurt out, but you're actually missing out on a very key piece. And before you launch something, particularly if you're launching something new, because what your market says they're going to do and what they actually do are usually two different things. And so what you want to do actually, before we start blurting out and going on a blatant launch is actually start thinking about, okay, who's actually within my audience already that we can start to sell teas, that we can do that kind of like one-on-one personal outreach to test the waters because your warmest audience is your best audience. And so going out there to a purely cold audience and hoping for the best, isn't the best strategy.
So actually tagging on a personal outreach from the beginning is great. And I just want to shout out actually a client of ours, Victoria, Tratos, he's just pasted in our, in our elevate mastermind group to say that she's literally just launched, she's done the personal outreach. I'm still waiting on the final confirmation of like, you know, where she is, the daughter is not finished, but she's just got five people in a part of that strategy. I don't think she's properly launched it yet and has been through personal outreach. That's where she's got quite a lot of these people from. So, you know, so, so proud of her for doing that. But you know, doing that person outreach really validate your ideas first and foremost. And that's what a lot of people forget. And so you want to be staging it out. So you don't want to just like blurting it out, not really spending much time. Do you want to be making sure that you think about it strategically, you know, giving yourself time for that person outreach then thinking about, okay, so what's the next stage in the game so that you're not trying to do all, all the things at once. And I know like forever track, we, we had a meeting didn't we beginning of the year went to hotel didn't we?
Yeah, we were trying to think of the whole year didn't we I'm thinking of Roy. Okay. I mentioned then about sort of planning out the year and we sort of had to look okay, we know we've got some new things on the agenda. When are we going to sell them? How are we going to sell them? And we kind of next thing, you know, you've got sort of six months plan. They were like, wow, this looks cool.
And it is, it's like, it just brings that confidence, doesn't it? So you know what you're selling and when, but it doesn't have to be rigid. Does it like, you know, things have changed this year for us, some of the,
Yeah, I think we can all agree that, you know, in March when, you know, Mr. Johnson sort of said, okay guys, you can't leave your home except for an hour, which was lovely then you know, that, that made us all think differently of our businesses and we've all had to adapt. So yeah, I think that plan more or less had to go out the window, but you know, it's always, even though we're, we, we, it's nice to have a plan, you know, stuff happens and you've got adapt and move forward. And we created a new one and you know, we look at what we've done over the last, like three or four months from new ideas that sprouted from a challenging situation.
A hundred percent, I think something else that's really helped us in terms of I've ever track as well, is actually thinking about productizing, those processes of like, you know, this Facebook ads campaign that we've got, you know, we actually productize that system and how we will the outreach time. Yes. We tweak it and prove it don't we? But yeah, I think that that's really helpful.
Yeah. And like you said earlier about what like, like Victoria, wasn't it who went out to a warm miss audience and I think that's a nice, easy strategy to do a hundred percent do it. We've had this campaign that we've done before to warm audiences, to cold launches audiences. But the point is we've learned what we needed to do. So yeah, we had a kind of out of the box sort of campaign really that we could say, okay, let's launch this now. This is the product we're going to launch it along. And yeah, like you said, we we've had that almost. What does it productized our campaign, if you like especially the the competition campaign, we ran
A hundred percent, so it's a step by step. We know exactly what we're doing every time. There's no guesswork. We also know, we know because we've launched it so many times now we know conversion rates. So we know X amount of spending equals that amount of sales. So if you're doing it haphazardly every single time, not really plussing it out, it means that you never really can measure the metrics. You never really know what's going to happen. And then you live your business on a hope and, you know, in a whim and hoping that you're going to bring some money in, you want proven campaigns, proven strategies that you know are going to work. And you know, you to find that out, obviously if you just try them, but, you know, tweaking and measuring and testing and seeing what you can do to improve the Mitch time is definitely the way to go. So something else that Andy, you have been amazing at, in a you've moved from, well, actually I was gonna say you've moved from doing the do relatively quickly, but almost to a certain extent, I would say you immediately outsourced you immediately delegated. So tell us about some of the ways that you immediately went about, you know, bringing yourself to that business owner level versus the job, the Dewar and the run of the mill.
Yeah, sure. So, I mean, in the beginning there was, you know, I think any business owner or entrepreneur will look at the things that you've got to do and there's things on there that you don't really enjoy. You know, we all do that. And we're like, okay, that's the first thing you could outsource? You know, especially if it was like, for me, I think one of the things, things in the beginning, I kind of didn't really enjoy. It was the Google ads. So I found an expert at that and I handed that off and it took me, it took away then, because I knew then that, that Google has lady who knew it was got a really successful business now. And she was also growing her business as well. Next thing you know, I was getting an influx of leads, convert into sales, and that was purely from the decision that I, it would have taken me probably 12 months longer to get to that stage.
But I went to an expert who, you know, obviously you've got to look at the budget there, can we afford it? And we could you know, we have a relatively sort of short budget, but it made a difference. And that was the first major thing. You know, there's other things then as you move in, as you move in down the line, and you're thinking of the design process, you know, you could spend all day on Canberra if you want it to, but is that really gonna move your business on just because you create one lovely ad, you know that, but then why don't you outsource the design, you know, to someone else it could mean that you can actually focus on the stuff that makes the difference. Obviously we're here today talking about you know, thinking like a market leader, CEO. And I think, yeah, as if we're talking best in the world, I know we're going to focus on that in a minute, but we're the best in the world really do everything themselves, or would you give it to the best in the world to do
A hundred percent? And I think something that you've done really well is actually you had your business hat on from the outset. I see a lot of marketers that moment, particularly towards coaches around you just want to do what you love and all of those things. And that's really lovely. The fact that yes, you might just want to do what you love doing, but you have to really look at that and go, am I creating a very underpaid, very stressful job for myself? You know, you, it's great that you love what you do, but you have to step away from it. And something, I think that you've done really well, Andy is to look at, okay, so I could be the person that takes all of these tracks and takes these people at the mountains. You'd love tracking, right? You've killed yourself this weekend, just gone. He's been limping into the office guys the weekend before you were down with chafing, from being going to try and you Donald finding the bomber and what it, all these other adventures. But, and so, you know, that is in your blood. You do, you have a passion for it, but you can't physically grow a business and take every single person. Well, how many got about 600 people in the last campaign?
Yeah, it was 678 people. 600 trips. Yeah.
So shuts and just that last campaign, two weeks to go up you know, Kilimanjaro. So, you know, it's in order to scale, you have to step away, you cannot do it. And what I love about you is that you've created a business around your passion, but at the same time, you've really accepted that if you want to scale and you want this business, the business to be a success, you have to allow for growth. And so we worked really hard. Didn't we on finding amazing suppliers that are on the same wavelength as us, you know, all of that has a bit about that process. Yeah. I mean, in
The beginning we just, you know, in terms of the journey we've been on, I mean, we're coming up to sort of four and a half years now. We had different suppliers in the beginning. The we that we have now, I think you know, any, any part businesses or lesson, and we were looking at the best in the world or the quality of trips that we wanted to run feedback off people, you know, we've used the product. And then we found you know, some suppliers who were sort of thought like us, you know, that small things you know, from branding to arrivals, to quality, to all sorts of sustainability stuff in the pool you know, and they were on the same way then. So the customer journey to them was the same as ours. So yeah, a hundred percent like you went to what we said that about doing it myself. I mean, yeah, if I, if I was going out there and I'm taking all these trips, I wouldn't be able to have the thinking time, the strategic time, where, where you scale, you can't do that. If you're doing it all the time, you have to, you have to bring in other people to do it.
And you say, physically could take that amount of people. So it would stump the growth, excuse me, frog in the throat and the capacity isn't there. You know, so you literally can't grow beyond that. So the only way to do it is through delegation and you did that right from the outset. And then as you said, you know, as you grew and as the money came through, you were like, okay, so what do I not need to be doing? What am I not great at no offense. You're not going to Canada. We found that out. And so it was like, okay, so let's get someone else to focus on that, you know, filling in with a website sitting there, let's get someone else to do that, even though you've done a really good job at delegating all of these things. So you can, you can look at the big ideas that are gonna make the biggest impact in, in terms of revenue, in terms of customer experience.
And as you say, being, being the best in the world, and we may as well talk by it, cause you've mentioned a few times, and I think this is something that, you know, something I really love. And I've, I've taken a board from you as well as, you know, looking at that. What would the best in the world look like to me, the technical terms that you guys have heard me talk about this a lot for me, it's about being looking at that with the best in the world looked like. So you can look at that category of one status where there is no other business out there like it. And so tell us about that, that, you know, this kind of motto that we've all taken on here in, in the office and how we kind of use that to, to get better at what we do.
Yeah. It becomes part of the culture and it's deep rooted really in, in what you do. You know, we have, whether it's best in the world from, if you apply into a potential customer, you know, what would the best response be? You know, to them, would it be just a couple of lines just saying, Oh yeah, look at this. Or, you know, or would it have a bit of personality in there? We'd have even a video in there which we've obviously used, you know, that to me, if I was a potential customer, what would the best response be? To me that's just one part of it. And I think if you can look at all the different parts of the business and think, how would that be the best the world then, then is that, that's how you suddenly before long you'll start to notice, Oh, we're doing something Rocky yet. You know, I know that people will notice as well. The next thing you know, you've got a bunch of customers that love you and because they they're thinking, are these guys actually a pretty good,
Oh, a hundred percent. And I think, yeah. I mean, and it's something you, you kind of weed it out, like as we're discussing ideas and we're throwing around or should we do this or should we do that? And we're trying to make a decision on the, on the best way forward. And Andy just drops the bomb every time. It's always like, become my old God that spoke again, what we're the best in the world. But like, but no. Yeah. What would they do? And, you know, and it's brilliant because it just challenges everything. Cause you're like, no, actually what would the best in the world look like? What do we need to do that, you know, to create that experience, that's what we do. And you're always challenging and thinking, like you said, like, you know, the kind of email that we sent back to the customer, how can we make that even better?
Like you said, adding a video onto it's thinking outside of the box and thinking about how can you utilize all of the resources around you to create something on like anything else? So again, the blimming amazing you know, so simple concept that we've taken on board and it's really helped us take the business forward. And something else I think you do really well as well, is this thing about taking calculated risks and I genuinely believe this is one of your success secrets now I'm I, what, to someone else, I might seem like a very risky person, but then you take it to another level. But also I think, you know, I genuinely believe that's, what's allowed, ever track to grow as big as it has done to become that market leading company, because you've really pushed the boundaries on things like that and something I think I've talked about Rob Morris about, I tied it interview recently with Robin wait, which by the way will be being at soonish. But we spoke on there about this, this Rob Moore thing around, if you don't risk anything, you risk everything. And you know, not risking keeps you small and yeah. Tell us a bit, talk to me, Andy, about your risk taking a bit of teas.
Oh yeah. I mean, you know, I, I do like sort of dangerous things say in life so risk, I'm not risk averse, but that way, but no, I think yeah, I think you've got to try things to find out if they work. I think I think in the DNA of a, of an entrepreneur is naturally to take risks. And yeah, if I see an opportunity, I probably am more of a I'll, I'll go for it sort of person rather than spending a month thinking about that decision. I'll just go for it. And yeah. You know, you, you can even call that a little bit of luck, but I like to think of it as though if there's an opportunity there, why wait, you know, you've got to go for it sometimes. Obviously there's, you know, don't just fritter away budget for no reason.
Sometimes that decision that risk could be taken on more stuff cause you then lumbered with a more of an overhead. And you think if that is a risk you're right, but then you don't want to employ too late because especially because we've already, I mean, just obviously used to have a track as an example, because we had an influx of new customers. Those people need nurturing looking after. And I could I do that on my own or just with one or two staff? No, we need, we need more people and that again is taking a risk, but without doing that, then you're going to be left behind your customer service isn't then going to be the best in the world. So yeah, I think when it comes to risks, you know, if there's a decision you know, have a think over it. But if, if you feel like, and trust your gut, if you feel like it's going to work, go for it.
And I think you've, you've cracked on a really good point that I think that it's also about belief. You got to have belief in your belief, in your business that it's going to grow. And I think you honestly, you're, you've got like a Bulletproof mindset when it comes to this. Like you're just so enthusiastic. You've got all the faith and all the belief in the world, right from the outset of creation and you just go for it. And I would say, if anything, you've, you have taken on too early and I'm going to be completely honest. Like me and Andy had conversations in the early days, verging on arguments around. I don't know whether this is a good idea, me speaking. And he's like, yes, it is. It's going to be the best thing it's going to allow the business to grow. And then, you know, I'm speaking from, you know, fear, Andy speaking from a belief and a vision for what's what's to come, which is why I said at the beginning of this, that actually, I feel like Andy takes it to another level and it really has been the key to it.
So if you're going to learn from anybody, learn from Andy on that, because taking those risks really have paid off. Sometimes they don't, sometimes they don't pay off. We take risks with certain individuals. We learn from that. And you know, and then that's the point. It's not what you're learning, learning from these things. But you know, you can build that up over time and it's about, you know, I'm going to do what you think, but it's about taking risks and steps, like smaller risks to begin with bigger risks as you grow. Because for instance, when it comes to like looking at budget for a recent campaign that we did, was it 300 pounds we put in, first of all, to that
The very first cafe here, we spent 333 pounds and made 80,000 pounds of revenue, which was like, awesome.
A big sign. Isn't it. It's all going well. But actually, you know, looking back, we should have probably been braver. Really both of it should have been should way to kind of go, right. We're going to focus, speak to, we did 11,000 in the last one. Yeah. And it produced just shy of one, you know, one and a half million, which is amazing. But I feel like we should have probably taken that risk a bit earlier. Right? Like it's pay off,
You know, things are meant to be sometimes. And you know, we've done a lot of investment. I mean, not to go too much into it, but you know, a system development. So I feel that sometimes you, you, you, you can't scale to too early, like you know, think of all the things that we'd have to look after, if we didn't have what we have in place now with the increase in customers that we've had. So, you know, like it's great taking risks, but sometimes timing is everything a hundred percent, you know,
The next thing, isn't it, isn't that like, yeah. It's about timing, but actually having those numbers force you to grow quicker and not per game more, the more time you give yourself sometimes the worse it is.
Well, it's just like, COVID, isn't it. I think it's forced everyone to have to think differently to move quicker. I think it's brought a lot of different things on more like 10 years, like loads, more people are working remotely. Now you've got all the people back to the pubs and all these pubs and restaurants. You've got to think better. They've got apps. We're only in the beginning, it was Wetherspoons provided service to the table. Now you've got every single pub under this, under the, under the sun having to do it. So you think that's just a small example of industries? It is. Yeah. You just, just wait for your point. It's brought to the table, but it's you know, so that's just a small example, a example, but you said earlier about belief, you have to have that belief. It doesn't matter what you do, doesn't matter what your education is. Doesn't matter what your background is. Just have the belief that it's going to work out for you, I think is half the job. You know, because if you've got the belief that it's going to work, you're halfway, there was it, was it if you believe you can, or you believe you can't, you're probably right. And it's the same with business. I think you have to believe that it'll work. As soon as that negativity side starts creeping in, you know, it'll notice and it'll creep in,
Oh no, I a hundred percent agree with you. And like I said, you'll Bulletproof on that mindset, which is just brilliant. And, you know I, I absorb as much as that positive energy as I possibly can because it, you know, I've had had to overcome huge fear of failure in the past big time. And I think we all experienced it to some level some, some more than others, but you, yeah, you have to have the belief in what you're doing. If you don't back it with confidence, if you don't back it with belief, then you know, like you said, it's a self fulfilling prophecy, what will be, will be because of how you, you approach it. So yeah, taking those calculated risks, having belief moving forward and actually thinking, you know, it almost expanding before that tipping point is created, has, has been, as you know, is, is real CEO thinking as it is thinking ahead, which is the next thing, which is my next point.
I think it's really important to think of think ahead and to understand how the landscape might be changing for your industry and almost, you know, we were, we were talking about topics before this and we've got so much you want to talk about on this topic. We had to call a couple of weeks, a couple of them off, but like, thinking ahead, I think really feeds into like, Andy wants to talk about in another episode is around that leadership around going, okay, so what's coming in and how can we use those changes to really lead in our field? I think that's really, really important. You know, how we've had to think ahead, haven't we, in terms of travel company COVID COVID or you pronounce it you know, perhaps second way with rescheduling and things like that.
Yeah. There's a lot, I think whenever you're thinking ahead, like it's quite typical, I've got a question on the board last week. Cause what, what could you do today? That would matter a year from now? And typically one of the team put murder, which I thought was hilarious, but the whole point of that was that we are thinking ahead and what would, what can we do today that would matter in the future? Cause you are thinking ahead. And sometimes it's thinking about things a little bit because I, I think hardly any, anyone, hardly, anyone, a lot of people don't do enough thinking they just do because they think it's all, this is the one I meant to be doing. Sometimes we're just stepping back sometimes and thinking, okay, it's a bit like chess, you know, you got to think two or three moves ahead. You know, I was, I was always awful at chess, but sometimes it's you're thinking ahead I think in a bit more strategically and asking yourself big questions, what are the best in the world? Look like? You know, what could we do more here? What is the right thing to do? Like obviously we've had we've we've covered recently. What's the right thing to do for our customers.
Yeah. Because the cause technically the code go, but is it the right thing that they do? And it's the doing that risk assessment, making sure we're doing the right things on, on behalf of them, you know, as well as the country we're going to and so and so forth. Yeah. So thinking ahead is really, really key, excuse me. And in terms of all the frogs and the rates, but the, yeah, the, the, the one thing that we're looking at we've we talked about this a lot and we've utilized the whole, you call it the golden 90 minutes where we use that time to focus on the business only and have that. And it's 90 minutes for a reason because it's a good length of time. You can stretch it to two hours if you don't get a focusing, but just having that time out to really focus in on what's going on, rather than again, getting caught up with the D because when you first start out doing anything, you will inevitably be doing some of the dude.
There's no way you can start like delegating. Every single thing, you know, Andy said about delegating the Google ads, he did it himself to begin with because he had to learn it. And that's how you go, you start doing things yourself. But you know, you still have to make sure you implement that time and suddenly realize actually for our team here is that we need to start implementing things like that for them as well, because they are doing the do. But even then themselves, like, and again, this is something we'll talk about. Another episode is around giving them these projects that they can do and giving them that time protection to say, you've got 90 minutes, take yourself off to, to focus on it. Otherwise what I'm aware of you with that project what's happening. And it's somebody didn't get done because of all the other admin that has to get done and things never move forward. And that will be you the same thing. If you don't start protecting your time, actually put, you know, allocating it and saying, well, no distractions. Nobody's going to me phones off I'm in another room. I'm going to be doing this particular thing. Cause that's the, the thing is not just sitting down with a blank head space. Right. I mean, yeah,
Yeah, yeah. You've got to, I mean sometimes you've, you've got to think, right. Okay. What actually have I got to do, but when you have got those lists of things, you know, don't just sit down at a table and go, okay, I'm 90 minutes now, happy days, like I'll get coffee or shall I sit by the TV? No, I think it's gotta be productive time. I always have the you know, 90 minutes and this 90 minutes thing, it's kind of, you know, it's not a new thing for us as entrepreneurs, other entrepreneurs use it, but we've kind of chosen it and gone with it and got, okay, this is the time I'm going to use. And this is only spent on growing the business. This isn't responding to an inquiry, you know, this isn't sending you know, commenting on a Facebook post.
This is doing something strategically, whether that's working on an email campaign and automation, either a better Facebook ads, something like that that moves your business forward. And I think those 90 minutes or hour and a half, and if you did it every day in six months time, that is a lot of time that you've spent growing your business. Which, which makes a huge difference. And then, you know, before long, your boat is moving way faster. It's now got a, you know, a twin turbo engine on the back, not just alls, you know, you're going that fast.
Oh, I love that analogy. And the thing is when you look up the kind of the dictionary term of what a CEO is, a CEO is somebody who can step away from the business and it will still work. And it will still do its thing. And it was still turnover, you know, revenue and so and so forth. And really, if you're serious about becoming a market leader, then you need to be really developing these, these thought processes and working towards that. You know, if you're not up for that, if you're not up for being a market leader, if you're not up to, you know, for being the CEO and you still want to remain as the doer, then that's fine. And that's a choice and that's what you do. But you have to recognize that if that's your goal is to actually start creating your business.
This could be also about itself that potentially maybe one day even sell it. You have to be able to step away from the day to day. You've got to be able to move into that C role CEO role. Otherwise it's just not going to happen. You can't scale, you can't grow. There's always going to be a capacity on revenue and capacity on your growth. So hatefully these things that we've spoken about today, we saw it so much. You want to talk about it, but I know we could go on forever and ever say, you know, I'm decent. I'm going to drag him in more often. I got a little bit of time back in the safe until the second wave hits, and then we're back to square again. But we've got a bit of time back now. So I'm going to be grabbing in Andy for a few more episodes as well.
He may even be attempting, he's not told him this yet in a few episodes on his own. So you might even get a few episodes. Formalities talk about is, you know, the way he approaches business which is just amazing. And it's, you know, it's really helped us move forward over the last, you know, four and a half, five years with, you know, with all the businesses that we're involved in. So you know, just so you know, guys, I probably didn't introduce Andy the proper way. Some of you have already had me talk about Andy may already know this, but Andy is a business coach in our elevate mastermind under the market eater league brand. And we are, you know, he's in there and he's supporting all of our elevate members with their businesses, helping them with things like, you know, Facebook ads, mindset, getting, you know, getting that belief, thinking more strategically thinking more like a CEO that really is his specialism. So if you're wanting to chat to us about becoming a part of elevate, please do make sure you book a call with me. Or if you, if you
Want to chat to, that's also fun.
But yeah, we can book a call with me, talk about how we can get you into elevate and see if we can help you start making those moves and taking the strategic steps towards becoming a market leading business, that number one choice in the market. So yeah. Do you make sure you click the link in the show notes to book that call? I'd love to speak to you and yeah. Well, we'll see you guys in the next episode. Thanks very much, Andy. You've been awesome.
No worries. Thanks for listening guys.