90: How to Think Like a CEO – The Mindset Shift Most Entrepreneurs Miss
Behind Their Success: Episode 90
Erik: [00:00:00] Culture eats process every day for lunch. So you could have the best
processes, and systems and feel like you have that.
But if you don't have the culture in your business,
you're just not gonna have as successful a business.
Paden: Hello
everybody. Welcome to Behind Their Success
Podcast. I'm Paden Squires, the host, and
Today,
we have on Erik Brenner. Erik is the
president
and CEO of Hilltop Wealth and Tax Solutions. With over 30 years of experience guiding clients
through financial planning, I. Eric is a certified financial planner and a recognized leader in the
wealth management space. He's here to share his journey, about his family business and
founding his own firm and to offer some practical advice for entrepreneurs. Eric, welcome on the
show.
Erik: Well, thank you. It's, uh, great to be here.
Paden: Yeah, absolutely Eric. So tell us, a little bit about like, what you currently do.
Erik: Yeah. So, currently the last, uh, this is my 32nd year. Uh, I run an independent. [00:01:00]
Registered Investment Advisory Wealth, uh, firm. We also have a tax and accounting division as
well, and we work with clients around the country.
Paden: Very cool. your business model sounds, basically exactly the same as mine
Erik: Uh.
Paden: a CPA and A CFP myself. Um, yeah. You know, we, we have, I have a tax, you know,
tax business and, and a wealth business as well,
Well, you know, kind of wanna dig into your journey a little bit. you've been in the business for
over 30 years. Kind of take us back to how you got into the, the financial space.
Erik: Yeah. So, I grew up in a family business. Um, so, you know, there was kind of
entrepreneur born in me, had other family members that were also entrepreneurs. And, if you
asked, those people that, knew me when I was young, they thought I would take over the family
business and, you know, legacy would continue.
And, uh, all of that would've been great. I just didn't feel like it was. For me for the next, you
know, 30 plus years. So we ended up structuring those and selling 'em and I ran across this
business, [00:02:00] really looking for other businesses to get into and thought, um, you know,
this is a kind of low capital end.
Put a lot of sweat equity in. And, the great thing is, you know, we get to help people along the
way. and so from there, you know, we've just continued to grow and expand and certainly the
business has changed over the last, uh, 30 years.
Paden: Yeah.
probably Just just a little bit. right? In a few, in a couple areas, Yeah, and you're right, you know,
this, kind of a professional service type business model, right? It's, uh, it is low capital, right?
Because at the beginning you're just running around spending your own time, you know, trying
to, you know, get clients and grow, you know, grow the business.
So certainly can be a business people can get into without, you know, capital, Right.
Um, but the trade off is, it's usually a, uh, usually a good ramp up period before you really start
to, see the dividends and the, and the long-term growth in that stuff.
Erik: Yeah. So, yeah, that entrepreneur kind of spirit, you know, helped lay a foundation and
kind of growing into the [00:03:00] business. and I found back then too, a lot of, folks that were,
I. business. Maybe they were affiliated with a firm, maybe they were affiliated with a firm and
independent, you know, multiple different models.
A lot of 'em really didn't think about it and invest in it like a business. and so, just felt like if you, if
you did that over time, then it would pay off.
Paden: Yeah, You're right. Yeah. You know, you get, you can come into the financial space and,
and, you know, be more of like an advisor that's, working for somebody else. And, even though
you're developing and growing your own practice, right. but it tends to be the people that
actually treat that as their own business that, um, well, it ultimately turns into their own business.
Right?
Erik: Yeah, exactly.
Paden: So Eric, you do a lot of different, you know, wealth and tax-based stuff. kind of tell us,
about the journey a little bit, you know, itself. So, so you've been in there for 30 years. Tell us
about some of the, maybe one of the largest setbacks or something you've ran into that you've,
that you've overcome, just a little story around them.
Erik: Yeah, I think, probably one of the largest setbacks is, [00:04:00] figuring out, how to put,
good people around you. So, it didn't, necessarily come natural to me,
and so it took some trial and error and figuring out, you know, how to surround yourself with
good people because, you know, in this business you just.
You know, it's a people business and you have to have the right people. And, so that, that really
took some, some challenges. You know, also back 30 years ago, there really wasn't, you know,
you didn't go get educated in schooled on how to be an entrepreneur and a leader. And so, you
know, in our business, you know, a lot of people are advisors, but they're not leaders.
And so. it's a trial and error versus getting schooled where a lot of large corporations, they
obviously school and groom
those people that are going to lead the organization in the future. They get a lot of that training,
you know, on the job training. On, you know, how to lead people.
And so I found that to be, be a big [00:05:00] challenge. And it still is a challenge, you know,
you're dealing with people, but, if you just, learn how to surround yourself with really good
people, you know, I learned something early on that I. you know, culture eats process every day
for lunch. So you could have the best processes, and systems and feel like you have that.
But if you don't have the culture in your business,
you're just not gonna have as successful a business.
Paden: Yeah. Yeah, I a hundred percent agree with everything you say there, Eric. and you're
right, it really does come to, you know, come back to leadership and the bottleneck in a.
Professional service type business is, I mean, it's people, right? Like, it's not necessarily client
acquisition or, or, whatnot. The, biggest bottleneck is, having quality people to actually service
the clients. and, you know, to grow a business in this space, like you, you have to be the leader,
right?
The owner of the business and the leader and, lead by example. that way you can attract. You
know, quite honestly attract, high level people that are like, man, I wanna go work [00:06:00] for,
I wanna go work for Eric because he's got his stuff together and is way down the road further
than me. Right.
So going into another direction there. So, we kind of talked about some setbacks there. what
would you credit as like the best decision you've made, that's really led to the, this level of
success you've had? Eric.
Erik: Yeah, I think, you know, a really good decision early on was, to continue to, you know,
invest back into the business. So when I said, and I got started in this business, and I, I came
from a business where, you know, we budgeted for. Marketing, and, you know, did that and it
was just a consistent thing that we did.
And so I got into this business and I was just, shocked and I'm still shocked today. how people
don't treat that, if you're in a franchise system also, uh, often franchise systems have a required
kind
Paden: Mark marketing.
Erik: Right? And so you, you know, when you send in your royalty check, you know, there's a
certain percentage [00:07:00] that's going to marketing and that marketing's gonna be maybe
locally, regionally, or even the, you know, participates nationally.
And so I. You know, by me saying I'm gonna invest back into the business and you know, now
we call it cost per new client.
and uh, of course we didn't call it that then, but, I think early on, I devoted that, you know, and
that was a success. Then the other thing is that, many years ago, 20 years ago or so, when
really kind of, acquisitions, became more and more popular versus, you know, someone leaving
or retiring a firm and they just turned in their clients, that doesn't do the clients any good 'cause
they just get turned in.
There's really not a transition plan. And then also they didn't really build. Equity, you know,
enterprise value. They didn't think about it that way. And so I schooled myself 20 plus years ago
in that, you know, how that goes, how the structure goes, you know, how do [00:08:00] you
transition clients in the best way that's best for the clients?
So, you know, we've done some acquisitions along the way that I think, has been good for the
business and good for the clients. You know, ultimately I have a huge, huge belief that it's gotta
be right for the client. And if it's right for the client, then you know, then it's right for the business.
Paden: Yeah. Yeah, yeah, yeah. Ultimately,
yeah.
And, you made a lot of good points there, Eric. you started off there talking about investing back
in the business. Something I, um, did not do a good job of in my first, you know, six, seven
years. Like I was, I kind of treated my business as, um. kind of treated it almost as a job and I
would take all my money and then go invest and do other businesses and I never really invested
in my own business. Stupidly enough,
Erik: Yeah.
Paden: certainly not really turned around on. and then you're right though, you know, you invest
back in your own business, you invest back in marketing and whatnot, and also invest back in
operations and processes and, and, you know, really building those things out. You know,
ultimately then you can get to that, you know, that m and [00:09:00] a type space, right? Where
you're looking to, uh, merge with another business or that you've built such a nice machine here
that has the marketing, it has the processes. And it, since I have this nice machine, it's really
easy for me to just go buy this other business and plop it on top of my machine and, and, and
get all the value out it right.
Erik: Yeah, it makes it easier. Obviously. It doesn't make it easy, but it definitely makes it easier.
Paden: Yeah.
absolutely. And that's, you know, that's something I'm really focusing on. You know, as I said,
I've, will spend a lot of time in my career not actually doing that in the business. but it's really
focusing on, processes and all those things. so we can, you know, I can, I can start doing more
things like that.
you're obviously a busy guy, successful guy, right? how over your career have you really
balanced that with the rest of the demands of life? The rest of, you know, and you have family
and different things. How, how do you go about balancing, you know, the demands of your
career, with really every other piece that you have?
Erik: Yeah. You know, there's times and challenges that it's tough, you know, but, I [00:10:00]
think, couple key things. One is that I. I do a pretty good job of identifying what my strengths are
and then also what my weaknesses are. And so, you know, with this, surrounding yourself with
good people, I've sought out and, Lucky enough now to have good people on the team that
helps me with my weaknesses. and so, that, a big part of it. and, the secondly is, I do a pretty
good job on what my important roles in the firm are. So my important roles in the firm, you know,
there's a lot of other things that happen, right?
Multiple things during the day. And, I don't need to be doing those. And so I do a good job of the
delegation part of it, and kind of setting up systems to where, it's not overwhelming. I. From that
standpoint. Now there are times where, you know, it does become more overwhelming.
but, those kind of balances and having those systems, you know, I, [00:11:00] I've run across a
lot of, entrepreneurs and practitioners over the years that say, you know, well, it only takes me,
you know, X amount of time to do this.
and well, if you look at that and you add it up.
Over a week, over a month, over a year, um, you know, it probably is more time than what you
think.
And so I've kind of, kind of set myself up to think about that, find the right people in the right role,
uh, and then utilize my strengths, and by investing in the business. So, you know, when I talk
about investing in the business. I'm not just talking about a marketing budget or, you know,
you're also talking about hiring someone before you really need them,
Paden: Yeah, before you
Erik: right. Right. You know, and preparing kind of them so that you can continue to kind of grow
and, you know, not let, in our business, it's not let the [00:12:00] customer or the client
relationship suffer.
Paden: Yep. And that's, yeah, that, probably the biggest issue with the, you know, growing and
expanding in, in professional services is, yeah, not losing that, that customer. Connection there.
And you're right. You know, you talked about delegating and, and you say practitioners and and
whatnot talk about, oh, I can do it faster.
And of course, you know, I'm guilty of that too. But it's, you might be able to do it faster that one
time. Right? And, and sure you can, you're the one that knows how to do it. Um, but the problem
is you gotta do that every time for the rest of your life. Um,
and if you would slow down, take 10 minutes to teach somebody to do it, well then you just got
all those minutes back for the rest of your life.
And it's just like, it's like thinking the long term, right? You're investing, you know, it's just like
investing, right? You're investing a little bit of time right now to get huge payoffs, right? Dividends
in, in the future, right? And just kind of thinking about that. But yeah, I mean, when you're under
pressure and you just want something done, well, you just do it.
Erik: Right. Correct. Yeah. So I think it's just really important to kind of identify those, be true to
[00:13:00] yourself and say, where are my strengths? You know, where, where am I not as
strong? And where do you need to be within the business itself? and then constantly think about
that leading forward, so
Paden: Yeah. And that, you know, and I, I think that all begins with, you know, self-awareness,
right? Understanding
yourself. you need to do the work on yourself as a leader, as an entrepreneur, to be able to
know, okay, what am I good at? and be honest with yourself. What are you not good at? And to
be able to delegate that and, and you know, you can become self-aware, realize what holes you
have, and then go out in the marketplace and find amazing people that come in and fill all those
holes. They fill all those things that you hate to do, but they love to do it 'cause they're really
good at it and you're just plugging all these holes.
Right. And that's, you know, that's really kind of how you put a, put a whole team together.
Erik: Correct.
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with you, you probably just have a tax preparer and not a tax planner.
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From there, you can also book a free tax discovery call with our team to see what it would look
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Paden: So looking back. just talking about [00:15:00] leadership, you've grown a good sized
company now, where your role, you know, as you, as you say, you really shift out of operations
and less practitioner and more and more leader and, and, you know, founder and owner. how
has your leadership style changed or evolved over the years, if so? and can, can you kind of just
speak to that? If, if it has changed, um. How your leadership style may have changed over the
years?
Erik: Oh, it's, it's definitely changed. I mean, I, you know, used to be in, you know, years ago in
my younger years, probably more quick to react. Right.
and I didn't have, you know, I learned the strategic pause method. Early on where, you know,
you, you strategically paused to think it through
and I learned the cause and effect funnel and, so, I was in, starting out kind of, and growing up
and in, you know, entrepreneur business, uh, Much more quick to react and not think
Paden: Mm-hmm. Mm-hmm.
Erik: And [00:16:00] um, you know, I had someone one time say, when email started to come
out and, you know, uh, and obviously in an email sometimes, uh, and now it goes to text, right?
And other messaging, direct messaging. But, you know, oftentimes those are, those are
misread,
Paden: Yeah. A.
Erik: you can read into 'em and say, well, is this a.
Right, right. And, oh, this is what they met. And so, I learned the 24 hour rule. So I teach my
team, you know, if you have something you're thinking about and it's something that, you know,
could be, you know, controversial or those kinds of things, practice the 24 hour rule. And let that
set, I mean, you certainly could draft it or write it, and that's that strategic pause.
So, and then I also learned a, a, a kind of a communication model, with really team I. People,
you can use it with clients, you can use it with, you know, family. But you know, you identify, say,
you know, we've got this issue, you know, I wanna hear what your side of the, [00:17:00] you
know, tell me what your view is and what your side is.
I'm gonna give you what my view is, and then let's come to a conclusion on how we're gonna
resolve this going forward. And then we'll come back together and whatever the issue is and see
where we progress forward. And so, you know, there's, in that listening model, there's always
right. Listen more. Right.
You know, listen more than you're talking. So if you allow people to kind of, you know, get, share
their side first, I find that, um, you know, in leading that really helps them kind of. Think it
through, obviously get out their emotions, get out what their view is, and then kind of get out, a
view, on my end as well.
Um, and so those kinds of things have what I've changed and, you know, it is a continuous
learning process. You know, I listen to a lot of podcasts. I, you know, do a lot of, um, learning
because like I said, it's it, you know. It's not [00:18:00] an easy, it's not a math problem, right? In
Paden: no solution, right?
Erik: right? In our business, I mean, we can run a, you know, calculation, right?
That gives us a number. That's not what the way this is because, you know, every situation is a
bit different
Paden: Yeah. Yeah. And,
uh, you know, you're, you, you certainly have a lot more experience in mind. There's, these are
lessons I'm learning along the way and, and yeah, I think it's, being a leader, right? And it's, not
that there's any serious conflict, but it's like, you know, being able to talk through conflict
resolution and, and, and just coming to an agreement right, of, you know, with, with, with your
people, but.
Erik: Yeah. I think another thing is
you know, when there is an issue, you need to address it.
So, uh, right, exactly. So, you know, and that, that was something I think that has changed,
where before I would just kind of let it, you know, kind of, maybe it'll disappear or, but you just
need to address it and you know how you address it.
Right.
is obviously [00:19:00] key and you know, I think overall, leadership styles in general, right?
Even in large companies, it used to be more kind of a, you know, di dictator, you know, this is
what you're doing, yelling and screaming at people and stuff like that. And you see a lot of the
leaders now that run large, large organizations, now we don't see behind the doors.
And I'm sure there's some heated, you know, moments, but you see 'em more of. Kind of a, you
know, you know, more of that caring type and that kind of Correct, correct. It's not the old football
coach kind of approach.
Um, and I think that's how it's evolved and I think people now that are coming to the workforce, I
mean, that's how they wanna be treated.
They're not, into, nor did they grow up necessarily with that kind, you know, more, really, really
harsh environment.
Paden: yeah. yeah. And I think, that makes leadership even more important, right? Because,
you know, like, like you said, leadership styles used to be more of a, i, I don't know, you call it
[00:20:00] like a stick or, or a whip a little bit, right? Of like, Hey, this is what you do. Go do it. Go
do it.
Go do it. Right? and now it's more of. Okay. I'm the leader, you know, do you want to come join
my team and follow me? And, do you want to come be a part of this mission and what we're
building and that kind of thing, right?
Where you're, you're you're not demanding stuff out of people, but you're, you're, you're leading
them in a way where they'll, they'll rise to those standards, I guess.
Erik: Right.
Paden: So you're a financial guy kinda like me. you've probably worked a lot of entrepreneurs in
your career. If, if you can give, you know, entrepreneurs a one piece of financial advice, say
when they're starting out their business or maybe they're a few years into their business, what
are maybe a piece of advice or some pitfalls you see, or common problems, something that,
some advice for them around just the financial space.
Erik: Yeah, I mean, I think a couple things, besides what we had talked about. One is, as an,
business owner, entrepreneur, you need to understand your numbers. [00:21:00] So I see a lot
of, entrepreneurs, you know, business owners and, you know, small businesses and so forth.
And, you know, they really don't have an understanding of, am I making money or not?
Where am I spending money? Right? So you need to understand your numbers and you need
to have that consistently. So a lot of 'em just let, let that just. Fall by the wayside and, um, you
know, runs, runs on that part of it. The other thing is, it's really good to have vision, kind of
where, you know, looking out.
So, um, you know, that's a big, big role, I think for someone leading an organization. Certainly
when you look at the larger organizations, I mean, they're about the visionary and this is where
we see it going. And so you need to have that anticipation and then lead people to that. And
oftentimes if you're, Working in your business, right? Instead of, you know, thinking about on
your business, working on your business, you're in it. there's not that [00:22:00] separation and
that's really tough sometimes because, you know, depending, I mean, you're in the work every
day, you've got this going on. And so, um, I think those are some of the clear directions as to,
you know, that really help, you know, someone be successful, in their business.
Paden: Yeah, a hundred percent. You know, know the numbers. You know, I've, we've, I've
talked about that a lot, you know, and we've, we've talked about a lot on this podcast where it's,
yeah, I mean, it's not surprising to me like I see multimillion dollar revenue businesses, um, I
wouldn't say all the time, but consistently that have no clue what their numbers are. it's, it's
amazing how good those entrepreneurs are to even get to that point. And, you know, like, you,
you really have no idea what's even going on. So it's, you know, the, obviously that's a huge
pillar of business. You've gotta know your numbers to make business decisions
Erik: another thing is, Hire a coach. So hire someone, hire someone to help you work on your
business. you know, they say a lot, right? I mean, [00:23:00] the best, you know, I'm a golfer.
The best golfers in the world still has someone working with them. Right. And if they're not
feeling it after a while with that one, or, or they got multiple, right?
And so I know, you know, a lot of times you look at it, they look at it and it's a lot of money, you
know, hourly or however they, they charge. But, um, they can give you insight and provide you
feedback and, you know, it doesn't have to be something that's every week. but, it's money well
spent that you hire someone to, you know, bounce things off of because it's often a lonely place
at the top.
Paden: very.
Erik: And, you know, when you're an entrepreneur and we're not talking about running a large
business, so it's not like, you know, there's, there's a mat, there's a really. A skilled board, right?
That has a lot of experience in running large organizations. And so, A coach, you know,
business coach, business, you know, [00:24:00] advisor, you know, someone that, can help you
along the way and be a, be a good sounding board.
That's what I look for, is I look for someone when I'm working with someone is can you be a also
help and direct me on things I'm working on? But also, can you be a sounding board, right? And
be honest with me and say, no, that might not be the direction or think about it a little different.
Paden: Yeah. Yeah, that's huge. that's something that has been game changing for me, uh,
probably the last three, four years is, stop trying to do this in isolation. Right?
Um, I have a great sounding boards and masterminds and, and, and amazing entrepreneurs in
my life now where I can, you know, connect with them and, uh, just get honest. Open feedback
of their opinion. Right,
and they're, they can be pretty brutal with me, which I like that
because they'll, you know, they will give their honest opinion. Right. And
you don't necessarily have to listen to any, everything anybody says, but like, you know, it's, it's
also important to realize, okay, you're taking on a coach or, or listen to other people's advice.
[00:25:00] It's like, okay, are they qualified to give you that advice? Right. Have they done what
you're trying to do? Right. And you're kind of look looking for a guide or somebody that is
actually. Done, or I mean, they have what you want, right?
Um, so they can guide you to it, but Yeah. Yeah. I mean, big picture, like being able to pay a
coach, it seems like maybe that's a lot of money and I, I spent a lot of money on coaching and
groups and development, but, I mean, how much is a few years worth of your life, right?
I mean, one of these coaches, you can pay him some money and then they've cut. Years off
your path of getting to, you know, ultimately wherever you want to be. Right? So, I mean, that
can be in an insanely good return on investment.
Erik: Right, and that is part of, like I I mentioned earlier, is investing back into the business. So
when we were talking about maybe some things that a lot of entrepreneurs don't do is, you
know, taking and investing back into the business
Paden: Yeah. and, and in professional services, you know, a a lot of the business, you know,
especially in the beginning is, is you and your skillset,
[00:26:00] right.
and investing back into that to, you know, multiply your skills. It once again, it's, yeah, it's
probably the best investment you can ever make because you get to carry those skills for the
rest of your life.
Those skills don't just add up. They start compounding and stacking on each other and become
more and more and more. You know, you become more and more rare, more and more
valuable, more and more niche, and nobody can really take those away from you.
Erik: Yeah. The other great thing now with, you know, obviously we're, doing this, you know,
virtually, so the world's opened up to coaches, and it's really nice because, you know, years and
years and years ago, you know, I mean it was a phone call and it's not.
Quite, you know, you're not seeing the reaction of folks and stuff. So, uh, it just, it just has been
great. so, you know, there's a lot of 'em and, you know, they don't necessarily have to be in your
industry, you know, because if they understand, you know, what you're in, kind of what you're
trying to accomplish and understand it, a lot of industries obviously transfer to other industries,
Paden: Oh yeah, yeah, for sure. For sure. just be [00:27:00] careful you're not getting into, you
know, some kind of guru or somebody that's, you know, like there's a million great coaches out
there. There's just as many terrible coaches out there.
Because they can sell stuff on their, they're good marketers on the internet.
So
it's a, once again, like as you, as you get into some of that stuff, it's, you know, doing research
on those people and making sure they've done what, you know, done what you want and, and,
you know, are quality, integrity people, you
Erik: Yeah, a true, what I've done is a true interview process, so you know, I'm interviewing you,
and you are one of many, and then also references. So, who you gonna share, right? Um, now
certainly they're gonna share the references on the ones that were success, but if they're willing
to share those, obviously, and, you know, just really come into it as, look, I'm, you know, I'm
looking at this right?
And, and you're not a guarantee for
Paden: Mm-hmm.
Erik: and I'm not a guarantee for you. and yet you're right. And then weed out the one that's
gonna fit for you.
Paden: Yeah. Yeah. And it's like, Hey, you know, here's the problem I'm trying to solve. Like,
have you ever solved this problem before?
[00:28:00] Right, right,
Or, can you point to a couple times that you've solved it before with somebody else or
whatever? Right. Like that's, you know, just me trying to assure that I'm actually buying, you
know, what, what I think I'm buying or wanting to buy.
Right?
Erik: right.
Paden: last question here for you Eric. So looking back, going back 30 years, you're starting a
financial career. If you could whisper into that guy's ear one piece of advice,
Erik: Um, I think, I mean, that's hard 'cause you're narrowing it down to one piece of advice.
Right. And it's, it's kind of hard,
Paden: Yeah, it's a,
Erik: uh Right. And, and what I would say is, to, be confident in yourself and never give up.
So I kind of split it off into two pieces, but, be confident in what you're doing, and whatever
business you're in and helping people and never give up.
Paden: and if you have those two things, I mean, and, and you just persist, um, yeah. I mean,
you can ba you know, as cliche as it sounds, you can basically accomplish anything you want
if you can continue to show up and [00:29:00] continue to do the thing. Right?
Well, Eric, man, this been a great conversation. I appreciate you coming on. What is, uh, the
best way the listeners can get ahold of you or connect with you or your companies or, uh,
anything like that?
Erik: Yeah, so the best way right now, because I just released a book called the Personal CFO
Revolution, and so hire a personal cfo.com. It's hire a personal cfo.com. They can hit that and
then that'll hit our webpage, find out more about us. Um, you know, there's all the information in
there and, uh, best way to do it.
And, uh, if you want a preco of the book, uh, that's on there as well.
Paden: Awesome, Eric. Awesome. Well, I appreciate you. Um, anything you wanna leave the
listeners before we go?
Erik: No, I just wish everyone well, and, you know, being an entrepreneur is a wonderful thing.
Um, you know, I, I couldn't work for anybody.
Um, and, and, and, uh, you know, control and kind of, it's scary at times, right? But it's also
[00:30:00] controlling kind of what the outcome is. and looking back, you know, I don't regret it
one bit.
Paden: Awesome. Awesome. Well, Eric, appreciate you, appreciate the, uh, encouragement for
the listeners and, listeners, we'll uh, catch you next time.
Speaker 2: Thank you so much for listening to the podcast. If you found it valuable, please rate,
review, and share it. That is the best way to help us build this and reach more people as we're
trying to accomplish our goal of help creating more healthy, wealthy, and wise entrepreneurs.
You can follow us on social media by searching for me Peyton Squires.
Or going to payton squires.com on the website and social media. We're always sharing tips of
personal growth and there we can actually interact. I'm looking forward to it. Thanks guys.
