Adam Torres and Nick Foy discuss productivity.
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Show Notes:
What does it take to get your business off spreadsheets? In this episode, Adam Torres interviews Nick Foy, CEO at Silverdale Technology. Explore Silverdale Technology and modernizing business processes.
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About Nick Foy
Nick has worked in business and technology consulting and leadership positions at Amazon, Capgemini, Glenmorangie, and ModusLink. He’s a process improvement and a technology geek and spends most of his time with customers and on team calls ensuring everyone is focused on delivering on our promises.
About Silverdale Technology
Silverdale supports thousands of users to get more from their Odoo and grow their businesses. With unlimited Support, Training, Apps, and Resources for a fixed monthly price. They help agile companies who are tired of being slowed down by internal misalignment and unconnected software to create seamless processes.
Full Unedited Transcript
Hey, I’d like to welcome you to another episode of mission matters. My name is Adam Torres. And if you’d like to apply to be a guest, the show just head on over to mission matters. com and click on, be our guest to apply. All right. So today’s guest is Nick Foy and he’s CEO over at Silverdale technology, Nick.
Welcome to the show. Thank you, Adam. It’s great to be here. So Nick this is, and I know you don’t know this, but this is one of my favorite topics and struggles we’re going to get into today. So how to get your business off Excel spreadsheets and into the future. I got some stories to share Nick. Cause let me tell you, we’ve been working on getting off those Excel spreadsheets for a long time, and I wish I would have known about Silverdale a long, long time ago.
So we’ll get into that and more. But before we do we’ll start this episode the way that we start them all with what we like to call our mission matters minute. So Nick at mission matters, our aim and our goal is to amplify stories for entrepreneurs, executives, and experts. That’s what we do. Nick, what mission matters to you?
Well, our mission here at Silverdale is to give businesses of any size and scale, access to the processes, tools, knowledge. Experts and apps that are going to grow and scale their business. That’s what we do here. We’ve been doing it here for the last five years. And I have to say we do it pretty successfully.
So, so how did you, how did you fall in line with this business? Like, how were you introduced even to this concept of like making this transition? Like, how’d that happen? Yeah. You know, well, I’m, I’m no spring chicken as you can tell. So I’ve been kind of in the world of work for over 30 years and you know, pretty much all of my 30 years worth of experience kind of goes into the creation of Silverdale and my experience both in manufacturing and logistics and technology consulting working at places like Amazon, Capgemini, et cetera.
You know, really brought me to, you know, Silverdale is the culmination of all of those years of experience, all wrapped up into one company. It’s kind of fun to see, you know, like I always knew I was going to run my own company. I didn’t have no idea what it was going to be. You know, I was one of those you know, didn’t really know what I was going to do when I grew up.
Right. So I still don’t know in reality, but you know, but really, you know, when I wanted to create my own company, I looked at, Hey, what What am I good at? What do I enjoy doing? And, and so the deal was born. So I know when you’re, when you were looking as entrepreneurs or even would be entrepreneurs and starting a business, like there’s always a challenge or a problem we’re looking to solve.
How did you fall in love with, in this, my words, not yours, how’d you fall in love with this problem enough to know that it was going to be something that you were going to spend a significant of your amount of your time and resources and life energy into helping business owners solve. Yeah, so I’ve always been a problem solver, right?
Right from, you know, when I left school and got my first job, I was always a problem solver. I got fired from my first job after a few months and was described as a, you know, disruptive influence on the production line. That’s how, that’s what it said in the letter. What’d you do? You know I can’t let you off the hook on that one, Nick.
I don’t care. So I, I used to work in a video recorder factory that VHS video recorder factory and the factory had a U shaped production line. I was on the end of the production line and I realized that after a few weeks of being there, that my job was to actually fix errors that were happening elsewhere on the line and my job was to catch it and fix it.
And so once I figured this out, that that’s what I was actually doing is that every time I’d find one of these issues, I’d shout across the production line to whoever made the mistake, Hey, I found another one of your mistakes. Hey, fixing another one of yours. Hey, I’ve got one of yours. Yeah, I fixed it for you.
Don’t worry about it. My team leader was like, Hey, you got to see this. Stop shouting across the production line. You’re causing absolute chaos to stop it. Oh my gosh. To me, it made no sense to me. I was fixing someone else’s mistake and I was, I was 16. I didn’t know anything. Right. And so anyway, I kept doing it and eventually I got fired for being a destructive influence on the production line, but.
But that’s been my entire career, quite frankly, from that day forward is, you know, seeing things that make absolutely no sense. Mm-Hmm. . So my next job, I, I got replaced by two fax machines. Mm was the next thing I got replaced by was, ’cause my job was to run up and down the yard with production plans and production schedules and Yeah.
Eventually I said, Hey, get two fax machines. You can do this all day without me being involved and. You know, the, the response was, Oh, what are you going to do all day then? And so so really that’s been my career all the way through. And as I say, you know, Silverdale is kind of a, a combination of all of those things.
I love technology. I love physical operations, whether it be warehousing, manufacturing, logistics, supply chain. I love helping other people like, you know, I’ve got one of these sets of glasses, I guess, that can see. Processes and inefficiency and processes right away. And I love working with diverse range of clients that we have to kind of solve very, very different problems.
So I want to get to this, I, this concept of getting off the spreadsheet or their Google sheet. Like where did that, when did that specific concept, when was that like, okay, there’s a market here for me. This is something that I can sink my teeth into. Like, how’d that happen? Well, first of all, you know you just do a quick Google search on it, right?
There’s so many studies being done up to 90 percent of all Excel spreadsheets contain errors, right? And you know, I used to be a, a very big Excel jockey. Okay. That was, I loved Excel. I had, I had my VLOOKUPS and my PIVOTLOOKUPS and I had my macros and I had my CSV files all going in. You know, I used to do all that magic that.
People are all around the world do every day. And I used to be really good at it, right? Yeah. And, you know, but the reality was that when I started getting into the ERP world, I then realized that, wait a minute these ERP systems are way better at doing this stuff. Quite frankly I shouldn’t be doing this.
I shouldn’t have to do this anymore. And, you know, just that inefficiency of exporting data in the right format and then being able to put it back into Excel and do analysis on it, you suddenly realize, this makes no sense, right? And so, like, back in my Amazon days, we ran a project called Project Mega, right?
Mega stood for make Excel go away, right? And that’s kind of been a mantra of mine now into Silverdale is, Hey, let’s find out what the client’s using Excel for, right? Whether it’s Excel or Google sheets doesn’t really matter. But the concept is the same, you know, like, why are you feeling the need to export this data from whatever system it is you’re using?
But why do you have to do that? Right? Because as soon as you hit that export button, the data’s out of date. Right. The next sales order, the next delivery, the next piece of inventory, whatever it might be, your data’s stale, right? At that point. And, you know, in today’s world, you know, even five or 10 minutes worth of data not being in there, you’re going to be making some poor decisions.
So, you know, with 90 percent of Excel sheets having errors and this kind of you know, non real time nature of it, you know, quite frankly, you know, there are much better ways of dealing with your data these days way better than there was even, you know, 10 years ago. Hmm. What do you think is the, is the hurdle for, I’m trying to picture myself in your shoes.
I go to this business, maybe they started it from scratch. I know you’re working with businesses that are, you know, anywhere from 20 to 50 employees, even into the hundreds of employees. So I’m thinking some of these businesses were small businesses. They started, they, you know, they grew over time. They have their systems.
Many of these systems are not going to be ERP. You know, when they started their business, maybe this wasn’t even viable for that. size of business way back when there weren’t other solutions like you can now, like, what is the, what’s the challenge when you go in there and you start like kind of getting into the weeds with the business owners, like what, what are some of the challenges there?
Well, first of all when we talk about ERP, you know, ERP is a, It’s a phrase that the ERP industry invented, I think, right? I don’t think anyone, anyone who uses ERP doesn’t call it ERP, right? Yeah. It’s just the system or the business systems, whatever you want to call it, right? So, and for a lot of people, that is Excel or it’s Google Sheets or wherever it might be.
But to answer this, you know, when is the, when do you know that it’s the right time to take? Well, the answer is yesterday, right? You’re already too late already. If you’re asking the question, you should have done it. That, that’s kind of my experience. And, you know, I guess again, though, 15 years ago, 20 years ago, that just weren’t that many great options for size businesses.
Like they’re not going to enterprise back then in my off. Like, I, Yeah. You want to be enterprise, right? Get something custom built or a hundred percent, right? You’ll be, you’ll be spending hundreds of thousands minimum, if not millions, right, but implementing an SAP or an Oracle or something like that.
Right. And you know, these small, medium sized businesses, there’s no way they’re going to make that kind of investment. Right. Over the last 20 years, really, and especially in the last 10, there’s lots of great kind of web based ERPs now out there, you know, we, we work with Odoo, that’s our ERP of choice.
Quite frankly, I haven’t. found a business or an industry that I can’t fit into the whole do system. That’s why we’ve stuck with it for so long on what we continue to focus on it. But the reality is that, you know, these, these systems now are so accessible that you kind of bonkers not to do it right.
You know, especially with You know, the licensing models have all changed in the last few years as well, but even as a solo entrepreneur, quite honestly, you know, a single user license for less than 100 bucks a month, like why wouldn’t you, right? Get access to all that technology and benefit. And if you get started in the right way, it’s a hell of a lot easier.
Then doing it later, right? You know, we, we do this all the time with clients. They come to us and either they’re on a different ERP or they’re coming from Excel or they’re coming to from a failed implementation previous you know, and taking them through a very structured methodology is a very safe, predictable way of them doing it.
You know, there’s another frightening statistic out there, unfortunately, that. You know, 75 percent of all ERP projects fail to meet their original objectives. Now, again, if you’re a small, medium sized business, if you’ve got a one in four chance of being successful, like where are you going to put your money?
And it’s not in an ERP project. So that’s been part of our mission. At Silverdale is really making this process much more predictable and reliable so that people can actually make that investment and get the benefit. That’s interesting. And when, what, what does it look like to, and I know this is going to, this is going to change from business to business, size of business, industry, what kind of things they’re currently using you know, Excel or sheets for, but just, you know, high level, if you can walk us through maybe some of the methodology, like what does it take to actually, you know, get off of these Excel sheets or these Google sheets and into something superior?
Like, what does that look like? That process? Yeah. So again, this is. You know, the ERP industry has been very poor at doing this, quite frankly, the industry itself deals in some very modern software, but operates on some very old techniques quite frankly, just don’t work in today’s world and don’t work with today’s technology or today’s workforce.
Okay. So you know, this used to be this old adage of, you know, build the system around your own processes, right? So establish a product. It’s first and then massage the system around that so that it can adapt to you. Quite frankly, that was a stupid way to go. I don’t know why the industry ever thought of that.
I don’t know why people still say it, quite frankly. It’s such a bad way of getting your ERP system up and running. You know, our, our approach again has been all about, you know, predictability and repeatability, right? And so we’ve found over the last, you know, five years at Silverdale, but over the last 30 years, the reality is that for most companies, most of your business processes actually aren’t that different from business to business.
You know, when you think about it, everyone Buy stuff, store stuff, make stuff, sell stuff, wants to send an invoice, pays the renders, want to get to P& L and wants a balance sheet. Well, guess what? You’re no different from the building next door, the business opposite you, the one the next town over, right? And so what we’ve done at Silverdale, which is a bit different, is that we already have a library of all these business processes that work in Odoo, right?
So we’ve already done all that, okay? So instead of coming to you and saying, hey, can you tell me how you do it and what you need, okay? Which is a traditional approach. Our approach is to come to you and say, Here’s how you can do this in standard Odoo plus some of our apps. Why can’t you do it like this?
So as long as you as a business and your people are willing to bend and mold around the standard business processes that we have, then you’re going to have a much better experience and a much higher rate of success in taking all those risks. So, so part of our process, really, we, we don’t take on every client that comes to us, quite frankly, some people just aren’t ready.
Okay. They’re still trying to figure out, you know, what they sell, who they sell to, they’re still trying to figure out their own and no ERP in the world is going to compensate for a poor business process. Okay. So if wanting to implement an ERP because you think it’s going to fix all your business processes.
Yeah. Trust me, it ain’t. It’s going to make things worse. Okay. Because it’s going to try and enforce a process it thinks is in place. So the first thing is get your business processes sorted. And if you’re working with us, use our business processes, right? Cause we know the work. Okay. We’ve tried and tested.
So we do, we go through a very defined three phase three phases. People are working with us. Our first phase is discovery. That’s when we do a lot of our business process work. We identify gaps, we identify mitigation strategies. And then the second phase is design. So that’s when we’re actually doing the work, doing all of our user training, our UAT and training our users, getting our hardware on site, getting that all set up and ready to go.
And then the third phase is deliver, where we actually do the transition to go live. And then very important from day one onwards, of course, is the support and ongoing maintenance and making sure that things are sticking. Yeah. And I want, what are those, this process side, when you say use our processes, like talk, talk a little bit about that.
Cause I, I feel that’s kind of some of the hidden value to the, to the company that you do choose to work with, whether it be Silverdale or otherwise, but talk a little bit about that. Yeah, absolutely. So, so we’ve identified we’ve got, we’ve actually got, I don’t know how many it is now, but it’s thousands now of business process that we have, we have what we call standard business processes.
These are things that work out of the box. Okay. Without any modification. And that business process will be something like, for example will be, you know, sales invoicing, for example, or sales location or bank reconciliation, or, you know, could be production could be something like that. Right. What we’ve done is we’ve structured this into what we call work streams, such as order to cash, purchase to pay, you know, some people will be very familiar with that.
Without those kind of work streams underneath each work stream, we then have processes, okay? And those processes, we have them in process maps. We have user documentation that goes with that. So training, FAQs, best practices. We have training videos. We have all sorts of things around these business processes.
So again, if you came to me today and said, Hey, I want to implement an ERP and I want to do, we’ll do. Great, fantastic. I’ve got everything available off the shelf to get you going, right? Yeah. Like, we don’t spend the first three months figuring out what your process is. As long as you’re willing to, you know, adapt and mold around our process, right?
Then, again, you’re going to have a very stable and very quick and very, you know, least risky process. You know, implementation. Yeah. You mentioned if someone doesn’t have their processes, let’s say kind of down for certain things to like that, you know, ERP may not be the right fit. When have you found that other than that, maybe that it might not be the right fit.
Are there any other scenarios? Just because I know there’ll be a lot of people watching this and some of them have been thinking about this for a long time. And now this is kind of like front of mind again. Are there any other scenarios where you’re like, Oh, that’s probably not the right, the best timing?
So your timing wise, again, I think the timing is right for everybody. Quite honestly. Right. It really comes down to whether you are ready to take this on. Right. I want me to say you have business process. We’re not talking about vizios or having things. No, no. You’re talking about figuring out your business model, right?
Like what you’re going to sell or how you’re going to monetize. You mean like that? I think that’s what you meant to my Roth. Yeah, absolutely. And if you can, if you can describe your business process, how does an order come in and how do you fulfill that order? If you can describe it, then don’t worry, right?
We can help you to, to figure that out, right? Or figure out the detail. But what happens is, you know, it happens, I would say rarely these days that we get those calls from people like, ah, I’m thinking about doing this. I’m thinking about doing that. Oh, great. You go think about it and come back and you’ve thought about it, right?
Yeah. Yeah. You know, I’m not quite sure how I’m gonna help you right now. You know yeah, I, I’m thinking about starting a business, Nick, but if I do, then . Yeah. Well, you pick up the phone when you’re ready. Yeah. I’m not sure I can help you with that, right? Yeah. So, so again, but again, you know, we, we, we don’t take on every client and really what that comes down to though, Mm-Hmm.
is. your willingness to Change your existing business processes to match the ones that we have And your willingness to work with me and my team to change your physical process as well if necessary Some people come to us and they’re very rigid. I want the system to do this. I want to do it this way I don’t want to change.
I don’t want to like yeah, it’s like it’s like okay But it’s not it’s it’s not the best and there’s a better way possibly or something equivalent then why not? You I get it. You’d be surprised, right? Mm-Hmm. I, I get people who come out, come to us and say, Hey I wanna implement odu. Fantastic. Great.
Yeah. Can you make it look like this? Well, hang on, that’s QuickBooks. You know, like, you want me to make you look like QuickBooks? Well use QuickBooks, right? Why are you coming to me for, right? Like, don’t come to me with those sorts of things, because that, that’s, that’s silly, right? You’re just gonna waste my time.
Waste your time. Waste all your money. I’m not gonna do that to you. But you’d be surprised at some of the things that people come up with. You know, but again you know, we, we try and what we say is that I, with a box that will do is going to be 70 percent ready for your business. Okay. Don’t expect to be anywhere near a hundred cents, but 70 percent because the system vanilla, when you first sign up, you know, they don’t know who you are, what your business is.
Right. So they can only make it. As so generic as possible, right? So it’s about 70 percent ready out with the box. Over the last five years, we’ve built our Silverdale apps that sit on top of the core system and add additional functionality that’s based on our experience of working with clients where the, everyone asks for the same thing.
So guess what? We just build it and make it available. Right. And we call that Silverdale. That gets you from about 70 percent up to about 90%, right? Well, that last 10%, okay. Is what you really need to focus on. Okay. Okay. And it’s that last 10%. And I would reckon about half of that 10%. So five, five points of that, right, is going to be the things that really make you unique, right?
So it’s maybe it’s a unique way you make your product or a unique way that you sell or a unique way you support your customers, right? And so identifying that 5%, the stuff that makes you, you, the stuff that makes you stand out from your competition, makes you unique. That’s where you want to do your customization.
That’s where you want to spend your money. Okay, not on the other You know 90 percent right that quite frankly you shouldn’t care about right? You’d be surprised at how many business owners Talk to me about their pnl. Oh, can I make it and you know move this one here and move that? I can’t do that Why do you care about that?
You don’t sell P& Ls, right? Go, go figure out your, don’t worry about how the P& L looks. Go figure out how you’re going to sell more product, right? And make your product better, right? Go figure that out. Go spend your time and energy there, right? And so, you know, get yourself to about that, you know, 90%. And then we can have a proper conversation about customization to get you to 95%.
And that last 5%, Adam, you’re never going to get there. Accept it, right? That you’re never going to get 100 percent in your ERP. There’s always going to be something that you’re going to use Excel or Google Sheets for. There always is, okay? And if you try and make it perfect and get to 100%, you’re going to disappear at your own backside quicker than you can say, you know, Silverdale because, you know, you’re just focused on all their own things now, okay?
You’re, you’re, you’re perfection getting away at great. No, I love it. And it makes perfect sense. And for those that I guess, when we think about you’re scaling a business and you’re thinking about like, as that business gets to different amounts of employees or otherwise, like this is one of the things that the sooner you have this in place or something like this in place, the, the easier it’s going to be for you to scale that business.
Because when you get to a certain point, like you’re going to have a mess on your hands, depending on the business, depending on what you’re doing and whatever that point is, 50 employees, a hundred employees, 150 employees. But whatever the, whatever your threshold is, maybe it’s not employees. Maybe it’s quantity of orders.
Maybe it’s other things. I don’t know. Could you talk on that a little bit, like from your experience on what this does when, like after what the road looks like after all of this stuff’s in place, because I feel like we spent a decent amount of time on like how to do it. Maybe some of the headaches involved with doing it because everything takes a little bit of time, right?
Everything takes a A little bit of time and effort. And of course, money that’s a given. But what does the other side look like? Or what can it look? Yeah. So I’d say a couple of things that first, first thing I’d say is that, you know, when I’m working with our new clients who come on board with us, I tell them that, you know, doing this kind of work it’s like going to the dentist, right?
No one particularly likes it. It’s going to cost you a lot of money. Right. But you’ll always feel better afterwards. Yeah. And so that’s, you know, that’s how I tend to sell it. I’m not, I’m not a salesman. You can probably tell. I can see nobody says it’s like going to the dentist. Your sales team is cringing right now.
Like Nick, we got to get you another line. No, go ahead. Yeah, no, Erin, my, he’s my sales director. She’s going to be listening to this. She’s going to be like, Oh my God, I’ve got to stop Nick getting on sales calls. It’s not going to help. But you know, I, I’m a fairly kind of open and honest. So you know, but that, that’s what it is, right?
It’s no point, there’s no point saying to someone that, Hey, it’s all going to be fine and dandy and it’s all going to be. You know you know, rainbows and flowers, it really isn’t okay. It’s, it’s stressful. And you know, there’s going to be some arguments. There’s going to be some tension. There’s going to be some tears in sometimes, right.
Cause you know, this, this kind of change, and this is another thing about, you know, our organizations, are they ready for this type of change? Right. Are they, are they robust enough? Are they have good communication channels? They have good employee engagement, right? These things really matter to, to have real good project success.
Yeah. This is not, the reality is the technology is the technology. 70 percent out of the box, get another 20 percent from our apps. They’re already built right now. This is not a technology project. Okay. This is a business process. management project, right? And you know, if you’ve got your IT team running your ERP project, trust me, you’re doing it wrong.
Okay, this is not an IT project. Okay. And it’s so counterintuitive to some folks, but when you actually think about it, it’s true, right? This is all about business process and change management, right? Yeah, this is about it. So I’ve forgotten your question. I’ve been rambling now. I forgot. No, no, I think you got to it, which is like, what is the other side of it?
Look like, like the other side of the rainbow, like we’re done. Everything’s implemented. Like now it’s, you know, we can move forward. Right. That’s because I started talking about dentists. So so the important thing to realize here as well, right, is that, you know, again, try not to think of this as a project, okay, like an ERP implementation.
It’s never really done, right? Because Your business isn’t static, your products aren’t static, your clients aren’t static, your markets aren’t static, right? So, an ERP project is never really done, okay? And that can come as a bit of a surprise to people. We, we try and make that point that, look, we’re going to be with you for at least the next 20 years, right?
And someone’s like, I don’t know, I don’t want to do the project and go away, right? It’s like, it doesn’t really work like that, right? You’re always going to need something, there’s always going to be that something, there’s always maintenance, it’s like, it’s like having a car, right? It’s going to need maintenance, if you don’t maintain it you know, on some sort of schedule, then guess what?
It’s going to schedule it for you, and it’s going to be at the most inappropriate moment, right, in the most inappropriate way. So, you know, we try and make that point to folks that this is an ongoing thing. So for us, for example, You know go live day one which is a key milestone in our projects Reality is you’re only halfway through okay at that point.
You’re not done right? Yeah, you got a long way to go yet Right, we’ve got early life support. We’ve got our health checks that we do For three weeks after go live to make sure everything’s good. We got those daily stand ups daily check ins Do we do the client we continue with those so even even you know months after go live, right?
We’re still doing daily check ins to make sure hey, everything’s good because again, this is not a technology project So now we’re looking at things like what is the user adoption like? Okay. Are we still Using the things that you spent your hard earned money and effort on right? Are those still in place or if people start reverting back?
Okay to the old ways of doing things, right? And we’ve had that before right? We’ve had clients who have implemented and we all go Hey, great. Wasn’t it? Great job. Great job everyone pat ourselves on the back three months later you go and you go Well, I see no evidence of what in the work that we do happened, right?
And people drift, right? They drift back to the old ways of working. So, you know, it’s really important to keep that change management and reinforcement going well beyond the go live date. It’s, it’s so critical. I’ll tell you, most people don’t get that. They think, oh, day, day one go live and they, you know, celebrate.
Like there’s nothing to celebrate on day one. Okay. You ain’t, you ain’t no one near done yet. Yeah, it’s great. Well, Nick, this has been a lot of fun. I mean, I’ve learned a lot about what it looks like to to, you know, up, up your business, to, to get off, to implement ERP and also, and also just your processes, you know, 70 percent pretty good out of the box at another 20 percent for the Silverdale apps, and then really focus on that remaining 10 percent to tweak and to hone.
And this is an ongoing thing that evolves with your business. So. I learned a whole lot. Hope the audience did as well. I just have to ask what’s next. I mean, what’s next for you? What’s next for Silverdale? Yeah. What’s next for us really is implementing some new technology into our processes. So we’ve got a great database of tickets and tasks and projects and activities and you name it, we’ve got a lot of data now and we’re really.
Working now with with some really cool AI tools to really scale our business and really achieve our mission of democratizing ERP. And really what that means is consolidating that knowledge into way more self service tools to help even more businesses. So you know, that’s really what’s on the, on the cards for us.
Fantastic. And if somebody is listening to this and they want to connect and they want to learn more about Silverdale, how do they do that? Yeah. So the two best ways to doing that is to go to our website, which is silverdale. us. And in fact, if you go to silverdale. us forward slash mission you’ll drop onto the page specific for this podcast.
And of course we’re across all the socials on at silverdale tech is our handle across all the, all the usual suspects. Fantastic. And for everybody that’s listening, just so you know, we’ll put links to that into the show notes so that you can just click on the links and head right on over. And speaking of the audience, if this is your first time with mission matters and you haven’t done it yet, hit that subscribe or follow button.
This is a daily show each and every day. We’re bringing you new content, new ideas, and hopefully new knowledge and inspiration to help you along the way in your journey as well. So again, hit that subscribe or follow button and Nick, thank you so much for coming on. It’s been a pleasure. Thank you, Adam.
It’s been fun.