Yeah, So I I ended up where I am today as the founder and CEO of Mother Sauce, which is a culinary culture agency through an iterative process. I started my career at a big company in the radio field. Um, there I learned traditional training that you go through for a big company. I learned the importance of timeliness and discipline and what you need the importance of of the deliberate work needed to secure a very strong foundation and threat. And with that foundation and knowing your information or your business, uh, better than anyone else liberates you to become the best version in that business because you're no longer worrying about the information. But you're exercising it in a way that fits who you are as a person and what you're looking to accomplish. But without learning that information better than anyone you know the most, you can learn it. You will never you'll always be beholden to it rather than freed from it. Uh, so with that confidence from that process, I 27 left big companies because I didn't believe in the hierarchy of the organizations and a lot of times a flat kind of glass ceiling, and I decided to go on my own and test my own resource is and see if I could do it. So since I was 27 I've started companies in different fields, from technology to video games to now food. Um, every field I've gone and I've had no experience, I've always understood there are certain principles that work in any business. And if you learn the language and the information within each category, on which is again, the information I was I was talking about my first big job. Then you could use the principles of general business and what your expertise is as a as an individual entrepreneur to succeed, and each time it's worked, so not too bad.

as a CEO. Your responsibility, uh, is to oversee every decision within reason. We are a small team, so it's a little bit more high touch than if you're in a very large organization with a lot of management levels and structure. But, um, for us, the goal is how do I set up systems that are effective and not a burden that are light but still, um, but still serve a purpose and enable and empower people in a way, eso that when we're making these decisions, whether it be collective, whether it be at a certain level and they bubble up to me that there's a frictionless process. So for me, the decisions that I'm trying to make are always about planting trees, which I say, which are growing business, evaluating opportunities and, uh, managing expenses. And, uh, you know, revenue resource is for like in the three from a priority perspective, keeping the culture and the people honest and and fulfilled, not happy happy is a misunderstood term. I think fulfilled means they have a purpose, and they feel like what they're doing is building towards something, uh, ensuring that we are financially stable. And then lastly, instilling a sense of entrepreneurialism or a spirit of if we have something that we think is valuable, that we want to do is a team. The beauty and a client doesn't want to do it. The beauty of being a small company is if we can, if we can create a business case for even an idea that was originally for a client. But we think there's value to it. Let's go pursue it for ourselves. So people knowing that this is a place that we will, we will execute ideas that are great ideas, regardless if they're for ourselves or for someone else. If it's a great idea, let's go do it. And I think a lot of people don't have that flexibility or opportunity. And other companies, especially bigger companies. Yeah, on then I can't see the last one what our weekly work hours, or I mean, there are no hours. It's It's every day, you know, start at six and a six or seven. But I will tell you I am a massive subscriber to how you schedule calendar blocking, making sure that you have the right systems in place so that you don't get burnt out. And you know how toe work teaching people how to work is just as important as the work itself.

s two for us. Some of the challenges are around our size. We're not a very big agency with multiple offices all over the world, um, that have a perceived sense of which is still a perceived sense of confidence in a potential client or new business, right? The larger, the more established, the bigger footprint, the more layers of infrastructure, the bigger the team. It's a perceived sense of confidence in that that new business for clients may have that you know everything. You know, when you really distill it down, each of those companies, they're only putting the very the least amount of resources they possibly can in order to keep their business most efficient and profitable. Right? So every team looks like ours at the end of the day, when they when they size it for the client we beat, we win all our business based on a few things. One is we. Every single person that works here literally loves to be in this category. We're not working in this category. We live in this category. We live within the culture of culinary. We're not participating because it happens to be something that is on trend. So if it's video games and then the next thing becomes reality TV or or you know V R and A are we're not developing departments and trying toe shift our business to accommodate those trends. We only do this, which is risk because, uh, it limits what we dio. It means we're niche. So maybe we can be pushed out in the category. Matures. And then thirdly, um, we need I forgot what? The third story. But I'm sure not to it. Um, but can you just rephrase the question again that can approach defectors overcoming eso things that being being small means that we know exactly where our money is coming from? We know how to make our money and we're not afraid to push clients, especially new business. We will. We taken approach where we're going to scare you because you have thio. And then we're going to show you the path to success. But we're not going to sugarcoat, and we're not going to pretend that there is a road with that's well paved. We literally will make you fight to see how much courage you have is a client and how much you will give to us. We'll hold you to that commitment. But at the same time, in that meeting, we will show them the path and how we as a company get him there between the passion, the ownership of the category and, ah, very disruptive approach of taking off the gloves and being Mawr Cantor. We win because they all know it's the truth. They understand where they can imagine where they wanna be, and we paint that picture and then they're saying, Wow, this agency have the guts to tell us and we can and they're showing us how to get there. Let's give them a shot and that's always the case. Let's give him a shot. Well, let's do something a little different. We always hire the traditional agencies, so that's use your process to win