The Hidden Systems Great CEOs Use Every Day

24:26So these, in my view, should be mirrors, right? I try to run what I believe to be as transparent an organization as possible. I literally tell every new employee the strategy in the early days, one-on-one if I can at small company or in batches if it gets a little larger in there. and we walk through, here's the strategy. Here's how we define strategy. Here's what we're trying to do and what we think we're going to do. Here's our results so far. Here's what the current work in progress is. Here's where you fit in in there, right? So that's kind of how we think about it. But from a cadence level, you'll see two mirrors here, right?

25:00One is we have a weekly or semi-weekly 90-minute one-on-one with my board chair, right? And I'll go over and accept the agenda and say, here's what I'm working on right now. Here are my problems. Here's the thing I'm struggling with. Here's some wins on this. Here's some updates on the thing you asked about last week. The second is going to be a weekly KPI package and a 13-week rolling cash flow forecast. So this says here are the core 20-ish KPIs that we're looking at, maybe a few builders, buildups to those. Here's the activities that we've promised that we're doing, human activities that we're doing at the organization to drive those numbers.

25:34And then here's a forecast for cash flow so that we don't run into any surprises there or have any timing issues that you're going to worry about. And as you do that over and over and over again and revise it every single week, the first few weeks, you could be very bad at predicting cash flow. But by week 13, you're getting much better. Year two, you're not having massive surprises on there unless there's structural changes in the business. Then there's a monthly financial reporting package and call to go over that. Here's what we said. Here's what we thought we were going to be at the end of the – here's what we budgeted for at the beginning of the year.

26:07Here's where we thought we would be at the end of last month. and here's how we actually came up and here's what the changes were. Then there's a monthly operating review, which is where I bring a executive, one of the executives on a rotation to present a divisional update to the board in there. That's useful for two reasons. One, it gets the executive a chance to talk to the board and two, it gets the board a chance to assess each executive. And if there's a problem developing and we're trying to coach somebody through it, we can kind of tell whether they're accepting the coaching and feedback and making the changes needed or whether there's a bigger problem brewing.

26:40So there's not an event where I'm surprising the board with, I got to make a change here at this particular level. Then there's the quarterly board meeting, which is a process I drive and push through and say, here's what the biggest issues of the company are. We're going to structure it. I try to spend a disproportionate amount of time. I don't spend an hour on each division. I spend 90 minutes or two hours on the biggest issue, then 30 to 45-minute chunks in the next two, and then an update on the remaining bits, finances at the end. And then there's an annual business plan and review, which is similar to a board meeting, but it kind of says, here's – we go through a process there that says, here's where we want the shape of the P &L to look next year, kind of like revenue-ish here, profits here.

27:20Then we go to each – so that's the top down, right? Here's what we're thinking. Are we okay with this kind of range-ish? Great. Now we go to the executive team, and we say, what do you need to do to make these happen? And they say, oh, we need more money, and we need more lower targets. Okay, and we have a negotiation back and forth over time and align on this one-on-one and as a group, and we present that to the board. So that's the board-level cadence, and I do almost the exact same thing with the company. I have a weekly or semi-weekly one-on-one with each of my executive team reports. I have a quarterly check-in against our scorecard goals and planning process that builds directly into the board decks.

27:54I have year-end compensation reviews and performance reviews. There's a weekly metrics review that all company team members are invited to, and that just spits right out to the board. I don't show like 13-week rolling cash flow forecast unless there's a reason to with the employee base in there because that can be held inside the finance team. But the KPI check-in is the exact mirror usually of what we send to the board. There's a senior leadership team meeting for 90 minutes, monthly internal operating reviews. So that executive, when this is working well, will have their team, their directors, present their operating review, and they'll use those slides and give them credit in the boardroom up the chain.

28:31We'll just literally rip and repeat them. And then there's the quarterly all-hands meeting, which is almost always a direct derivative from the board meeting if I can, or I'm stealing as many slides as I can so that the team is seeing what we're using at the board level. And you can't always map these perfectly, but the more you can, the more you build trust, I believe, over time. And then we have skip levels with direct reports. So this sounds like a lot, but it's really not. It's really about 10, 15 hours a week of cadence, that pulse from time to time. And it can get really light when we're not in a board meeting or operating review week.

29:03And so my schedule can have 30 to 35 unstructured hours in a week with this cadence, and yet I've got a very rigorous structure in place. And that free time is very intentional because then I can focus my attention on a problem for a quarter or so or until it's resolved or until the opportunity is realized or two quarters in some cases if I need more time and then reset and move on to the next thing once that's in place. So that's kind of the cadence item there. Everyone's got a different cadence. That's the one I settled on as my happy place. Well, I like this cadence and I'm remembering back to the bigger pockets.

29:41I had your calendar on my calendar so I could schedule podcast recordings and I would see these meetings all the time. I don't know if this is like a no brainer to anybody else. I wasn't in any of these meetings, but knowing that I, if I was going to be in these meetings, knowing that I had to be there every week and I had to present every week and I had to be present makes me think more about what I'm doing. If you had these once every other month or once a quarter, oh crap, how do I do this again? I can't remember what I'm supposed to be doing. If you are an employee and you want to earn your way into these meetings, start doing some of this stuff that Scott's talking about.

30:22Look at your own little job and give your boss a report every week or month and let them know what it is you're doing. You're showing that you're willing to do the work. You're working over and above what's being asked of you, and you want to grow. I'll be really clear. I would change this depending on business context, right? So like if I had a very seasonal business, for example, like we had a Christmas tree lighting business or whatever. Yes. Um, that guy, like this would be silly to do in that context, right? This is a business that's, this is a, this was a, uh, a media business that had that, right?

30:57That Christmas tree business, what I would be doing is I'd be building out a projection of what I thought sales and operations would look like during the season. And I'd be really intentional about following that curve right across there. How am I above or below that curve of sales and interest and operations in there that I thought would be in. Then I would spend a lot of time reviewing it. And I'd probably sit back and work on something strategic or some other lines for the other eight, nine months of the year. So it's mapping this to the context. That's really important here. But I would certainly put in that rigidity to that portion of the seasonal business if that was a 100-person business that required the executive oversight to do, not just a single person.

31:36This would be silly for one person, Christmas tree lighting business to do. But I'm using that as an example of the seasonality. There would be differences in this approach if the sales process was a monthly subscription product or something like that, or a tax business, for example. But anyways, I digress there. Next up is the hiring and performance management process, which is the whole key to this. I think this is the job. After setting the strategy and saying, what are we going to do and how do we win? And do I understand the customer? It's how do I say, here's my plan? How do I actually get it executed?

32:11And how do I get the people that I'm hiring to improve upon the plan, right? I should be handing them, I should be handing a draft, a good idea of what I need my CFO to do. And they should take that spirit and improve upon it, right? If things are going well. So this is where, um, this is, this became central to our, to our process here about what I call the unicorn search, right? So if I want to hire a, an elite CFO for an organization, something's like a really critical position, what I do is I actually invent a fake person first, I say, hmm, if I could write down a piece of paper and invent this person, what would their skill set be?

32:47Well, they would have experience at several repetitions at businesses just like ours. They would be insanely efficient at closing the books and completing the monthly reporting package. There would be no errors, or the errors would be so infrequent that they'd be memorable in the context of this. That's how strong the basics are. They'd knock out all those basics right away in the first 90 days. I don't have to worry about it. I'm not even thinking about it. I just hit a report every month, and it's always right, and it tells me what's going on and why. Then we move on to value-added finance, and this person is a strong operational leader.

33:24I can hand off portions of the divisions that are in trouble or that need extra attention to them so I can focus on the next big opportunity. And there's strong executive presence in the room, very rigid, very making sure that things are moving forward there. They're aligned. They push back and say, here's what I think. I don't have to babysit them with the board. They go directly to the board. I don't want to go interface with the board about why this line item was higher or lower last month. The CFO is going directly to them, and I trust that relationship because I'm sitting next to them every single day, and we're talking about these things on a regular basis.

33:56They have an M &A framework. They're very rigorous and thorough, but also understand what we're trying to do and are not just conservative cost cutters. They're aggressive revenue, or aggressive about revenue opportunities and growth in there. So I'll put that down, right? Those are hard-won situations, right? You, if you're listening to this, are probably thinking about your own boss or your bosses in the past or people that have worked for you and saying, here are the things that they did well, and here are the things that I wish they would have done. So invent the perfect person, right? Then once we have the fictional perfect person, I create what's called a set of first-round draft picks.

34:32So these are going to be, if I could wave a magic wand and poach people from the industry, it would be this person, this person, this person, and this person, this person. They're actual people, right? And then we go outbound to those people and invite them to apply for the job, right? That's typically done with an executive recruiter at this level, but you could do this with your HR person. And in fact, Nigel, our old HR guy, used to do this for me in certain roles that didn't warrant an executive recruiter function. We also do a second round draft picks or whatever in there. And then we'll post the job because we may miss people as well as part of that.

35:04So from there, we have our interview process. Nothing special about our interview process necessarily in there. This is standard rigorous stuff where we'll have executives talk to people. But the real thing that I think is really important about our interview process or the one I would bring is at the end of it, I ask the executive to use my definition of strategy, diagnosis, guiding principles, specific action. and tell me what they think they need to do in the first 90 days, first year at the company. And that's a presentation that's specific and actionable in there. And when I like it, I redraft my job description or the whatever, offer them the job with that.

35:44And that's what they go to town executing on. So I don't lose this first 90 days. So common to executive hires where they go in and play this, you know, I'm going to, I'm going to learn and whatever. They're going to learn, too. We're not going to go in and just make a big mess right away, but we're going to come in with a clear hypothesis about what to do in the early days, and we're going to align on that with the executive and the board so that if there's a hiring plan, that's part of the job acceptance. If there's a change or a change in roadmap, that's going to be part of the hiring process.

36:16So that's a really critical process for me, and I'm spending a lot of time on it intentionally because that is such a huge component of the CEO job in particular, such a huge component of executive function as well. And again, last thing on this, a big part of this is knowing what good looks like in this person, and I try to be very prescriptive about this. I have what's called a scorecard that is alongside the job description that says this person's mission is to, for example, bring a culture of value-added finance to the entire organization. And then it will be very prescriptive about the outputs.

36:49Finance 101 is knocked out after 90 days. We don't talk about it. We don't worry about it. You're not coming to me telling me you can't do important work like M &A or strategic planning because you're bogged down in closing the books or building the financial – or building the projection for the next month. you knocking that out in a reasonable period of time, 40 hours a month, 25, 30 % of your time, and you're spending the rest on driving the business. And if you're not up for that, you're not going to work out here. That's because that's in the scorecard before we hired Jeff on this. And that then is updated every year with the executive in alignment.

37:23And I give a performance review based on how much of that we complete or not. So that's central. That's my whole job, I believe, is refining, is deriving these artifacts, these performance management artifacts from a central strategy and making sure that they are more or less executed across the year. And yeah, there's pivots and changes from time to time, but that's the job. Scott, that all sounds like that came out of experience. Yeah, it's opinion, right? Like what you're getting from me is an opinion about how a business should be run or how I would want to run the business. And not everyone agrees with that opinion, right?

37:58So like that's that's what's great, like traction or EOS or or four disciplines of execution or, you know, other CEOs that are more that are very kind of creative or sales oriented or whatever are going to have different opinions about how to run a business. And this is my opinion about how it ought to be done. And that's that's what that's what the toolkit is. Right. You bring your opinion to bear on this. Right. There's no hedging in these areas. I'm very prescriptive about it because I find the advantages of that and of a strong hypothesis and a bias for action to far outweigh the very real consequences of those biases.

38:36So one of the things I really appreciated at BiggerPockets was the culture and the values. It wasn't just values on a board and nobody ever looked at them again. And it wasn't a culture of, well, however it happens, that's what the culture is now. Talk to me about your ideas on culture and values. Sure. So, you know, I am one of the things I kind of come in and say is this is not a family. This is a pro sports team, right? We're not like this is we're not a family here. We're here for you if you have a personal emergency or those types of things. But this is this is a place where we're going to perform and we're going to work hard.

39:09And there's a job to be done. And that job needs to be done. And that's a requisite for employment on an ongoing basis in there. And in that respect, I don't think that culture is like some poster on the wall or set of stated core values. I think it's an aggregation of what you do every day as the leader or as the executive team. It's what gets rewarded, what gets tolerated, and what gets addressed in the organization. And so I don't really like come in with a bias towards these specific mission statement or values that are written down necessarily. that that's, I'm fine with a wide variety of variations that a team might come up with.

39:46But the values that I kind of exhibit in here, bias for action, um, you know, uh, a strong hypothesis strategy, being accountable, responsive, um, um, knowing your business, being able to talk somebody through it. It's not useful. Um, uh, if you are really good at your job, but no one understands what you're doing in there, I'm going to probe and find out, and you must be able to present what you're doing in some capacity that I can reasonably understand over some period of time. Those are values that the organization will ultimately reflect after, you know, with this kind of system or this set of structure in there.

40:21And so that comes down to what we do, right? Like showing up on time or prepared, giving your full attention to the conversation at hand, right? Asking questions. Not just asking questions every time when it's unnecessary, but making sure that, like, when there's an operating review and I'm attending, I might ask somebody who's a frontline employee 10 questions in a row about an important area of the business, if that's a leverage point. And if they're not ready to answer that, that's fine. I'm not going to grill them on the spot and say, oh, you've got a good trouble. But I do expect them to know that over time if it's a core leverage area, and I expect everybody to be ready for a question from me on these things.

40:56I view it as a term of respect that I'm paying attention and asking questions. And if your view is that it's intimidating, that's probably not a good fit for you, that organization. in there and you'll probably opt for something else over time in there. So that's kind of the standard there and how I would try to model it. And then it's also about recognition, right? Calling out people who are doing great work and making sure that there's a culture for me to say what I'm seeing, making sure that that's rewarded, but also that I'm getting a feedback loop of stuff I can't see from other folks. So that was where we had things like the gratitude channel or the shout outs at our all hands meetings, for example, that go on for several minutes until there's like a 60 second awkward pause, for example, because I couldn't see, I don't always see, despite this effort to attempt to understand the organization, all the things that folks, especially where my attention is not intensely focused, I don't always see what's going on in these other areas.

41:51The biggest problem I see in culture in a company, and that can absolutely destroy your company, by the way, is a bad culture, is the high performer who is a cultural cancer. This is just par for the course, right? There's always like a, there's always, always almost by definition, somebody who's your best player, right? At a given time, right? Like that's just part of the reality for business, sports, whatever. And that person sometimes behaves wonderfully and sometimes does not behave wonderfully. But almost always down the stack at some point, there's somebody who's behaving poorly, who is in the top echelons of performance.

42:27And you have a choice. You just know this is a given because it happens at every company and every sports team eventually, right over time. And it's just how are you going to handle that situation? And it almost never is the right call to just allow that person an exception environment in there. There are a couple of times where that backfires and where addressing it can be very unpopular, for example, but it's almost always the right call in the end to address that and hold, say, you're going to be held to this standard or this is not the right fit for you. And there, and again, there's like, that is a part of the job that every CEO or every division leader essentially will confront in their career over and over and over and over again.

43:11You got to have a playbook for doing that. So I think the playbook is identify it early, develop contingency and alternatives to this person very quickly and attempt to change the leverage position of that individual. And then if you're going to let it age, which you sometimes have to in certain situations, you name a date by which you're going to address it, right? It's not I'm going to reflect this next year, revisit it. It's by October 31st, we are going to have a decision on this person and then we're going to give them an ultimatum that that will be, you're going to adhere to these standards that everyone else is, or we're going to change up things.

43:47And that's a really difficult task. I am glad I never had to deal with that, but I did have to deal with that. I was the coworker who was dealing with this toxic individual and what's going on? Why is this person allowed to continue to act like this? It feels very frustrating from this point of view. And I have worked at companies where the CEO absolutely did not have this toolkit and they're like, they're a top performer. So whatever. You're going to lose a lot of your other, maybe not top performers, but really good performers. You're consistent employees. The institutional knowledge, I've been here for eight years and you're allowing this one person to remove my eight years of institutional knowledge because I can go get another job.

44:36I don't need to deal with this person. and, or I can just leave, you know, I could just retire and be done. Having this, this toxic person is like having a playbook for handling a toxic person, I think should be number one, Scott, but I've never been a CEO. I'll allow it to be down here at number six or whatever. Eight or nine times out of 10, when you, when you handle these situations, you're able to find a good resolution. The person adapts or evolves or concedes to changes that are being imposed on the situation. And one or two times it's a big problem, right? And so it's like, it's a real risk.

45:08Like this is not a situation you can blow over and just say everyone conforms. It's you have to have a plan to address these and you will you will address it over and over and over again across a leadership experience in some form or other. Scott, next up is crisis and scenario management. Can you give me a real quick overview what this means? Part of the job is making sure that profitability targets are hit, revenues hit, those types of things from a budgeting perspective, right? There's a strategy and then there's the constraint of needing to put up the financial performance for the business that is necessary to sustain execution towards the strategy.

45:42So a big part of that is the contingency plan, right? So what are you going to do if things go wrong? You have to do this as part of your budgeting process. And the best first step is the bonus plan, right? So a bonus plan is funded if we hit our profitability target, right? There's a little bit of circularity there, so you have to have a strong CFO to model it. But if you model a good bonus plan, if we hit our profit target, the bonus plan funds. It scales if we do better than that or hit certain KPIs, but you must hit the profitability target to that. And in that case, if things go poorly, you just begin to lower the bonus plan at the beginning of the year, and it's a bonus.

46:16So typically employees understand this, but it's actually a really important tool for modeling mild variations to plan in the first bid. After that, there are projects that you will not execute, right, that will get cut on a go-forward basis. This is before we get to harder decisions like core contractors or employees. And then there is a premeditated reduction in force or layoff plan that is codified in there and says, this is the amount of headcount. It doesn't necessarily name names, but it's the amount of headcount we will eliminate if we begin to fall below this target and think we're going to come in below this.

46:52And you have to make that decision in the annual planning process and not at the moment in time because executives cannot be forced to make the hardest decision of their lives. for many of them, at the worst possible time. So you're making the scenario plan beforehand. These are all playbook items, right? So there are plenty of times when the playbook does not apply, and you've got to play ball and figure out what the heck you're going to do in a situation that you have not planned for, don't have a framework around. But for whatever you can have a framework for, I think it's really powerful, right?

47:19Next up is customer and market intelligence. At Bigger Pockets, we think this was a two-way street, right? You use detailed analytics, and you invest heavily in understanding patterns of customer behavior, what they're saying, what they want. And then you talk to them over and over and over and over and over again. How many podcasts we done here, Mindy? 700 and something. 700 times I've talked to a customer or someone that this industry touches on this podcast. And then I've also had how many calls with customers, how many times I've posted the forums, how many times in the Facebook group, how many social comments, how many responses to blog posts.

47:53So the aggregation of those is essential because it tells you which questions to collect data on. And then the data tells you whether you're right or wrong about that customer insight at scale. And then that informs the next set of questions downstream. So it's a circle that never ends in terms of customer and market intelligence and data feedback, right? You can't do one without the other. There's no analyst that can just design a perfect data collection system. You have to know which question to ask, and you have finite resources about how to ask and when to ask those questions. Then we've got org design.

48:20Org design is a function of what your business needs. I almost always will bias at this point to a P &L ownership structure. There's different schools of thought where marketing handles leads, then sales handles the sales, and then operations handles the support. I'm a big function of I want the entire P &L from revenue to cost owned by somebody. So I know when revenue is going down who to ask. They can impose that different structure in place. And I'm fine with the matrices or the complexities or the trade-offs that come with it. But I find that if revenue is not accounted for in a business, then really big problems begin to emerge.

49:01And it becomes very thorny to unpack them if different parts of the customer experience of the business are owned by different leaders who are not necessarily on the hook for dollars coming in. And so the structure is designed first, and then people are placed in the structure second. I've got my structure, and then I've got my fictional perfect people, and then I've got the people who are developing into those roles or who I need to hire to put into those roles inside of that structure. The rest of my toolkit is, you know, 25 pages or so of scorecards, right? Very prescriptive descriptions of what I think an excellent head of product or head of technology or chief financial officer or head of marketing or CMO or whatever it looks like in great detail.

49:50the qualities that I think they should have, the mission of their role, and then the specific example outcomes that I would want to see in the first year after hiring them. And that we will not go through today on there. And I may not publish that as a part of this because some of that – it's hard to do that in an illustrative example without talking about stuff that shouldn't be shared about inner workings of BiggerPockets, for example, or my experiences in there. I also have some certain executive failures that have come up over the years or failure patterns. And a failure is not like you get fired if you fail.

50:28A failure is like something you need to develop or figure out, right? So mine was for a long time conflict resolution. I was very averse to conflict, and I was very skilled at finding ways to not have a hard conversation with somebody and instead promote them or move them off of a problem that was really important and get somebody who could solve it onto the problem. And this kind of blew up in my face, you know, seven or eight years ago at one point. And my boss gave me very clear feedback about this failure pattern, this avoidance of conflict that I needed to address. And it was really life changing for me and very hard for me to accept the feedback as well.

51:00But there are many failure patterns like that that we can get into at some point. I've also posted about that on social. That's the essence of the playbook, right? There's the toolkit. There's also hard artifacts, right? Like what is an example product roadmap or what is an example, you know, delegation of authority or those types of things that go along with it. Some of those I have, some of them I need to map out and build at some point, right? You know, but those are, that's it. That's how I would run a business. And you can see, like, I would not be a good candidate for some businesses. I might be an excellent candidate for other businesses with this playbook.

51:34And that I think will help people. You know, you probably disagreed with me in 20 places listening to this or didn't like it or wouldn't want to work for me or maybe you loved parts of it or whatever. But that's who I am and how I do it. And that will only help you if you can build, evolve to something like this in your field, I think, if you're listening to this. I enjoyed working with you, Scott. I still enjoy working with you. This is what I do. I mean, I still do versions of this, like light down versions for BiggerPocketsMoney here with what we're talking. I don't have to bring the intensity of the CEO every single day to the situation or put in these 60-hour weeks in order to do it.

52:09But there's always pieces that translate. Yes, there's always pieces that translate. I can see that if I was looking for a new job, I could prepare myself for a job interview so much better than I did the last time I prepared myself for a job interview, which was 11 years ago. Yeah. Wow. It's almost 11 years ago now. This would be very helpful for somebody who is looking to level up their career. I think there's a lot of tips for people in this episode. And I thank you for sharing this because this is not something, this document, I'm looking at the document right now. This is not a document that you can breeze through in five minutes.

52:50It's not a document that you breeze through writing in five minutes. This is absolutely a lot of hard won knowledge. And I I think that our listeners will appreciate it too. Thank you, Scott. I think a lot of organizations would hate it, but also benefit greatly from implementation of a structure as rigid as this one. And there's a lot of advantages that come from it, even though it leaves nowhere to hide in the organization around that because the CEO is personally drilling into the most important lever at almost any given time in there. And that makes it very difficult in there. And that's not something that a lot of people, that some people, that's something that some people really don't like.

53:28And I've got, I've gotten feedback about the CEO is directly asking me questions in this. Well, yes, yes. Yeah. That's going to happen here, you know, here, those are the people that don't need to work there anymore. That's this. I am, uh, I'm very proud of the hard one knowledge. And I think this is like a core skillset. And I wanted to make sure that, uh, before too much time passed, I'd written it down. So in case I ever need to use it again at some point later in my, my life. Well, Scott, where can people find this document? Oh, you can find it at biggerpocketsmoney.com slash resources. I may in the future create a page like CEO slash CEO toolkit, but for now it's at slash resources.

54:02You can download it. It'll be a word doc. You can modify it or use it to inspire things. You can create a list of artifacts. You'll probably need to create spreadsheets or PowerPoint presentations or whatever, if you really want to do this. But what I would recommend as a takeaway from today's show is start doing this, put a draft together for your job. Do it at work in dead time, right? This is your job. You'll be using it at your job for many years. It'll make you better at your job. And one day, whenever you want to go interview for that next job, you'll be able to bring this toolkit and translate it in there.

54:33And if they don't like your toolkit and your style that you've hard developed, that was the wrong fit for you anyways. Go find somewhere that will do it. You're going to impress way more then you're going to scare away if you come in with a clear opinion on how to do your job. And if you scare away that person, that's not the person you wanna work for anyway. If your toolkit is genuinely excellent. So you probably also wanna get a lot of feedback on it. And again, my toolkit, this is not all me, right? This is not me. I did not come up with this. This is borrowed from EOS, from four disciplines of execution, from countless hours of coaching from various board members, from Josh Dorkin's best practices, from Mike Zawalski best practices, from books, from resources, and from little nuggets like that one CEO's comment on some call from years ago, all built up to build this, right?

55:18And that's how yours will be. And it will be constantly evolving, right? There'll be things about this in 10 years. If I ever use it again, that'll be completely changed. You just suggested people get feedback on their toolkit. I'm going to ask people to give you feedback on your toolkit. If you've downloaded this, if you've listened to this episode, downloaded the toolkit and you want to reach out to Scott, his email is scott at biggerpocketsmoney.com. com and he would love to hear from you. Yeah. I will also say this. I love this stuff. I don't, I'm, I don't love the, the pressure, the tension, the, the, the, the long work weeks, the hard conversations and all those things in this, but I love the, I love business, personal finance, all this kind of stuff.

55:57So if your organization could benefit from this and you want some free only consulting on pieces of this, I'm happy to also talk about that. I love doing this. Um, and, and, and would love to scratch that itch some way, um, in there. And if I, if I can be of help, just like we answer all the questions we get from personal finance folks on a weekly basis here that email us. So please do. We're very accessible on this. And I'll put a stop to that if it gets overwhelming at some point. But for now, we love it and would love all that. We're happy to answer any questions. Yes, we are. And if you have a question for me that is not CEO related, Mindy at BiggerPocketsMoney.com.

56:34If you have a question for me that's CEO related, I'm just going to forward it to Scott. I think this is a great stopping point. Should we get out of here? Let's do it. That wraps up this episode of the Bigger Puckets Money podcast. He is Scott Trench, former CEO. I am Mindy Jensen saying so long, ping pong. Ryan Reynolds here from Mint Mobile with a message for everyone paying big wireless way too much. Please, for the love of everything good in this world, stop. With Mint, you can get premium wireless for just$15 a month. Of course, if you enjoy overpaying, No judgments, but that's weird. Okay, one judgment.

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