The Executive Who Fixes Companies Before They Fail

Summary

Living Your Legacy Podcast – Episode Summary

Episode Title: The Executive Who Fixes Companies Before They Fail
Guest: Amber Brown (Founder, Inside the Fix, Transformation Executive, Growth Strategist)
Host: Jason Tyler (Interim host)
Release Date: June 17, 2026

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Episode Overview

This episode features Amber Brown, a leading transformation executive and the founder of Inside the Fix, a consultancy devoted to diagnosing and solving the deep structural issues that prevent businesses from scaling and thriving. Amber shares her origin story, leadership philosophies, the recurring mistakes she sees as companies stagnate, and her frameworks for both avoiding failure and building lasting value. The conversation is practical, candid, and laced with memorable insights about adaptability, self-reinvention, and why leaders themselves are often the roadblock to organizational survival and growth.

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Key Discussion Points and Insights

Introduction to Inside the Fix

• Amber’s Role: Inside the Fix helps organizations—especially at major inflection points—when growth has stalled or declined, or operations no longer fit market opportunities. Amber gets called in when leaders recognize issues but can’t quite put a finger on the real causes.
  • “We really walk in and diagnose. What I find with a lot of organizations is what they think the problem is ... are really not things that are going to drive growth.” (03:01–03:58)

Diagnosing vs. Fixing—A Medical Analogy

• Jason frames Amber's approach: likening her work to "taking your organization to the doctor," highlighting the need for thorough diagnostics before leaping to solutions. (04:25–04:53)
• Amber agrees: emphasizing the importance of diagnosing the actual root causes rather than tinkering with symptoms.

Amber’s Background and Mindset Shaping

• Grew up in a blue-collar household with early responsibilities, problem-solving without parental help or technology, which fostered independence, quick thinking, and self-confidence.
  • “I kept you alive, man. Like, what else do you want from me?” (06:08)
  • “You have to be really quick problem solvers and we have to be good at diagnosing.” (06:44)

The Problem with Modern Problem-Solving

• The generational gap in how people solve problems: Today, it’s often bypassed via technology, while Amber (and Jason) highlight the benefit of figuring stuff out without instant answers.
  • “You don't learn the fundamental process of problem solving and evaluating outcomes.” (07:37)

Lessons from Legacy Makers TV

• Amber’s reflection: Her first TV appearance brought a marketer’s dilemma—positioning herself versus “just showing up as herself.”
  • “I just have to show up and trust that I'm going to deliver what I need to.” (09:31)

Business and Leadership in the Age of Change

• Post-pandemic, AI, and global complexity: Companies must reevaluate their approach, as resistance to change is no longer tenable.
  • “We live in a time and an era where it's going to be forced. And if organizations really don't start thinking about what they're doing systemically and how they're adopting to an ever changing marketplace, they're going to go out of business or face really truly large failures.” (11:08)
• Critical leadership skillsets: Adaptability, change management, flexibility, and problem solving—though always required, are now harder to find and more essential in practice than ever.

Adaptability as the Top Competitive Edge

• Jason’s insight: In film and production, technical skills fade in importance compared to adaptability, due to constant environmental change on set—a metaphor applicable to business.
  • “The guys that are the most adaptable, they're my most valuable teammates.” (13:56)

Mindset for Legacy & Repeated Reinvention

• Leaders often over-identify with titles and status instead of viewing their careers as products requiring careful packaging, positioning, and consistent reinvention.
  • “You're actually a product, your career is a product. And how you package yourself, how you position yourself, and how you market yourself can exponentially define how much money you make.” (00:00, reiterated at 14:18)
  • “Everyone that’s starting a career, no matter if it’s entrepreneurship or corporate America, you are going to have to reinvent yourself time and time again to stay competitive.” (15:42)

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Memorable Quotes & Moments

• On root cause analysis:
  “Everyone wants to complain about the effect. Nobody's able to trace that down to a root cause. And that's where we get mixed up.”
  —Jason Tyler (07:14)

• On self-trust and problem-solving:
  “It's not only just self-confidence that builds up in you, but it's also learning to trust your own judgment.”
  —Jason Tyler (08:09)

• On the need for reinvention:
  “I think people get too hung up on the didactics of this is my title, this is my department, this is what I do. And they really don't think about, you're actually a product, your career is a product.”
  —Amber Brown (14:18)

• On adaptability as a production superpower:
  “How adaptable you are is ... the biggest thing I look for in the guys that I keep bringing back ... They're my most valuable teammates.”
  —Jason Tyler (13:43)

• On the dangers of comfort and hype:
  “You kind of start to become ... the emperor without clothes. You start to believe your own hype ... Those are the people that tend to die, go into an early retirement, or start having turnaround problems in their business.”
  —Amber Brown (19:20)

• On leaders as the bottleneck:
  “There is a lot of times when the business starts failing because the leader and their ability to transform and change as a person, as a leader, as a founder is behind the business.”
  —Amber Brown (34:00, restated at 20:14)

• On serving communities, not just shareholders:
  “Companies and leaders that think about their customers and how they serve their customers in the most meaningful and value-added way are always the businesses that are most successful.”
  —Amber Brown (23:32)

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Notable Segments & Timestamps

• Amber’s approach to solving business problems – 03:01–04:25
• Origins: childhood and learning independence/problem-solving – 05:07–07:14
• Trusting in self vs. outsourcing your judgment – 08:09–08:27
• Reinvention as a career-long necessity – 14:18–15:42
• Caterpillar vs. butterfly, and why staying uncomfortable fuels growth – 17:09–20:14
• Serving people vs. chasing status, money, or shareholder value – 18:06–18:44, 23:28–25:10

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Key Takeaways & Actionable Advice

• Systemic diagnosis is essential: The presenting problem isn’t usually the root cause; leaders/founders must be willing to dig deeper and look at systems, not just symptoms.
• Continuous reinvention: Whether as a leader, employee, or entrepreneur, repeated self-reinvention is required to stay competitive.
• Adaptability trumps all: In both business and life, those who adapt (and do so with positivity) become the most valuable assets to teams and organizations.
• Beware the comfort zone: The dangers of believing your own hype and becoming insulated are real—growth comes from discomfort and openness to unflattering feedback.
• Serve communities, not just the bottom line: Long-term business health flows from providing genuine value to customers and communities, not just maximizing profit or titles.
• Personal growth must match business growth: A business can’t outpace the development of its leaders; leadership stagnation often causes enterprise stagnation.

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Final Thought from Amber

“How do you show up every day and what sort of impact do you make in the marketplace and to yourself and your family?”
—Amber Brown (25:05)

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This episode delivers a wealth of practical wisdom for founders, executives, and anyone aspiring to leave a legacy—emphasizing that personal transformation and adaptability are as vital as strategy and execution for enduring success.

Transcript

[Amber Brown]

I think people get too hung up on the didactics of this is my title, this is my department, this is what I do. And they really don't think about you're actually a product, your career is a product. And how you package yourself, how you position yourself and how you market yourself can exponentially define how much money you make.

[Narrator]

Amber Brown is a transformation executive, growth strategist and the founder of Inside the Fixture. Through her work, she helps organizations navigate change, accelerate growth and build high performing cultures that thrive in a rapidly evolving marketplace.

[Amber Brown]

There is a lot of times when the business starts failing because the leader and their ability to transform and change as a person, as a leader, as a founder is behind the business. If organizations really don't start thinking about what they're doing systemically and how they're adopting to an ever changing marketplace, they're going to go out of business or face really truly large failures in how they operate in their business. And so that's what I'm really passionate about. That's what's in my episode.

[Jason Tyler]

It spans the globe like a super

[Amber Brown]

high cold Internet Elvis Presley.

[Podcast Intro/Outro Voice]

Today, Apple is going to reinvent the phone. It's not over until I win. The Living youg Legacy podcast. For those who live to leave a legacy. That's extraordinary. The impossible has happened. Oh, that is sensational. Jordan, open Chicago with the lead. You said Paul is the fastest man on the planet. You can live your dream.

[Jason Tyler]

Welcome back everybody to another episode of the Living youg Legacy podcast. I am your interim host today. Ray is outside of the studio. So I'm Jason and I am joined today with Amber Brown. So we're on Inside Success tv. Amber, you are the founder of Inside the Fix. So let's get inside what is Inside the Fix. What's, what's going on there?

[Amber Brown]

Yeah. So Inside the Fix is an operator led venture that really steps in at major inflection points for organizations, specifically CEOs, executives and boards. Really their growth has stalled, it's been declining or they just look at it and say, hey, my company's not operating in a way that's going to allow me to maximize the opportunity in the marketplace. How can you help?

[Jason Tyler]

So from what it sounds like, let's say for example, I'm a business owner, I founded a couple of different startups. Let's say I'm not seeing the level of growth that I know I should be seeing in year two, year three, because year one is really just figuring out getting your feet underneath you, getting your foundation set years 2, 3, 4, 5. That's where you really start to look at growth opportunities. What is your first step when you come to a business owner to. To say, hey, this is how we're going to audit what you're currently doing and help you grow to the next level.

[Amber Brown]

Yeah. So I think it always begins with people, whether you're a startup or large organizations. Inside the Fix does spend a lot of time in big orgs, and usually a founder or a CEO and executive team are calling me and saying, we have problems. I think I know what the problems are. I have solutions that I want to implement, but nothing seems to be hunting right. And nothing seems to be going quite the way I want it to be. So we really walk in and diagnose. What I find with a lot of organizations is what they think the problem is, and the solutions they are obsessed with are really not things that are going to drive growth. It doesn't mean there may not be important problems you fix at some point, but I think people really struggle to identify what are the needle drivers, as we like to call them in an organization. When you think about startup year two, year three, what I find is a lot of startup founders say, hey, I have this amazing idea. I've done a great job marketing it, delivering revenue, but I can't keep my people or my operations don't really allow me to scale. There's not a lot of efficiency. So that next phase of growth is really hard to achieve. And so people tend to come up with ways to address it, which is throw more employees at it, add more to the process. And sometimes they really don't take a step back to fundamentally look at their. Whether it's a startup or large organization, there's systemic process.

[Jason Tyler]

Got you. Gotcha. So it's almost like if you were to personify an organization, you're like, where I would go if I want to take my organization to the doctor.

[Amber Brown]

Yep.

[Jason Tyler]

We got to diagnose what's going on here. We got to figure out. Your breathing's a little funky. We're going to put the stethoscope on your back and figure out where the problems are. And then once you figure out what those issues are, then the next step is to go on and to go and fix them in an efficient way. Right?

[Amber Brown]

Yeah.

[Jason Tyler]

Before we go deeper into Inside the Fix, I want to give the audience kind of an opportunity here to get to know Amber first. So what got you into. What makes Amber Amber? What got you into this in the first place?

[Amber Brown]

Yeah, so it was sort of an exaggerated event as A child. I grew up in traditional blue collar family. Both parents were out of the home working. I had a younger sibling and I had responsibilities. And it came to a point where I was taking care of the younger sibling and helping to run the household while my parents were outside of work. Work. And what we were talking about earlier is there was no cell phones back in that day. No in house videos. You know, my dad was working out on the ramps. The phone right at Delta Airlines.

[Jason Tyler]

It's the damn phone.

[Amber Brown]

It is. And it was funny because, you know, I'd be home alone. I have a. I had a sister that was five years younger than me. So I'm figuring out how to use the microwave and, and run a household, take care of a younger sibling. And it wasn't like I could call my dad and say, hey, I have this situation, like, what are your thoughts? I just had to figure it out. And my parents had to trust me enough to say, okay, she's not gonna burn down the house and she'll figure something out. So I always like to joke and tell my sister when she complains at me about things. I kept you alive, man. Like, what else do you want from me?

[Jason Tyler]

What else did I need to do? I always say this.

[Amber Brown]

What else do I need to do to help you? You're alive, you're breathing, and you're functioning like props to.

[Jason Tyler]

To be you. You made it.

[Amber Brown]

You made.

[Jason Tyler]

Congratulations. We're on the other side of it now. Y. I, I was lucky. I say this to my younger siblings all the time because I'm the oldest of three and I grew up in the 90s, so, like, I got that last little bit of learning how to problem solve on the fly. Right? And I say this to people all the time. I'm like, that our generation, my generation was kind of the last group of people. You just got to figure stuff out. I don't have the, I don't have the usage of Google or, you know, I can call on chat GPT to solve my problems. For me, I had to figure it out on my own. And so I think that creates this sort of mentality of we have to be really quick problem solvers and we have to be good at diagnosing. Which goes back to your point in your business. Diagnosing where the actual root cause of the problem is like, I feel like today we've got this weird parasocial relationship with cause and effect.

[Amber Brown]

Yes.

[Jason Tyler]

Like, we, we, we. Everybody wants to complain about the effect. Nobody's able to trace that down to a root Cause. And that's where we get mixed up because we, we want to throw stones at like, oh, this could be the cause, and that could be the cause. Well, actually, it goes. But no, if you really take time and think about things, you can find, hey, this is actually the point of impetus that's causing all of these other issues.

[Amber Brown]

And I also think the mindset about it as well. Right. So if you have a problem, it's easy to pick up your phone and ask, chat. You don'. Learn the fundamental process of problem solving and evaluating outcomes. But I think for me, back then, it was invigorating. I was contributing to my household. I was taking care of my sister. I wanted to help my family. And so I approach problem solving as a positive thing and something I worked my way through. And it really built a level of self confidence that I think is harder to build today in the age of the Internet and phone.

[Jason Tyler]

That's, that's a big, big thing too, because it's not only just self confidence that builds up in you, but it's also learning to trust your own judgment. Right. Having the ability to trust yourself as the person that can come up with the answer, as opposed to, oh, I'll never be able to figure this out. Let me just go ask someone else.

[Amber Brown]

Yes.

[Jason Tyler]

If you're able to do that, I think you're, you're. You'll be fine. Like, life is. Life is hard. But it's. If you really sit down and think for a second, it's not that hard. We've created. We live in the most prosperous society in the history of the world. Like, you can figure some stuff out if you really put your mind to it.

[Amber Brown]

Yep.

[Jason Tyler]

Now, you just finished filming your episode of Legacy Makers.

[Amber Brown]

Yes.

[Jason Tyler]

I want to talk a little bit about what can the audience expect to learn about you within that episode. You just finished filming with Lauren. How was that experience and what can we expect in your episode?

[Amber Brown]

Yeah, so filming with Lauren was great. I walked into the process trying to not be too much in my head about everything.

[Jason Tyler]

Do you have experience with TV before?

[Amber Brown]

No. Oh, this was my first time. And so then there's These list of 40 questions and you start writing answers and you're like, wait, I could do this approach or that approach. And I'm a marketer by trade, so I started my career as a marketer. So then the marketer in me is like, should I position it this way or position? And I was finally, you said, I just have to show up and trust that I'm going to deliver What I need to. For the business and of course, for the audience.

[Jason Tyler]

Exactly. It goes back to what we were just talking about. Trusting in yourself. Right. I think that's the most important lesson of all, is if you can trust in your own judgment, you'll be all right. You'll be all right. Some people aren't the greatest judges, but, you know, everybody can learn. That's the opportunity we're all given here. Right. When we sit down on this earth, you get the opportunity to be better.

[Amber Brown]

Yeah.

[Jason Tyler]

So I want to talk a little bit about just some of the work that you're doing currently and what, what the, what does the future hold for Amber? What is, what are your, you know, you're helping all of these other businesses expand. How are your, what are your plans for expansion?

[Amber Brown]

Yeah. So I think I didn't actually even answer your last question. I would say what you'd find in the episode is, look, we're in the age of technology, and since the pandemic, you have AI, technology disruption. Marketplace in the world is going through all types of events. There's complexity to it that didn't really exist 10 years ago or even when I was growing up as a child. And so I think it really requires businesses to reevaluate how they show up in the marketplace. And the thing that's been so intriguing to me is you hear companies talk about change and you hear executives and people, oh, we've been talking about change. My company's been talking about change for the last five, six, seven, eight years. The reality is they haven't had to change. The marketplace hasn't really forced it. And I think we live in a time and an era where it's going to be forced. And if organizations really don't start thinking about what they're doing systemically and how they're adopting to an ever changing marketplace, they're going to go out of business or face really truly large failures in how they operate in their business. And so that's what I'm really passionate about. That's what's in my episode, but also leadership. So leadership today, I think requires a different skillset. LinkedIn put out a survey a while back saying obviously AI is the number one skill set they look for, but change, management, adaptability, flexibility, problem solving were some of the core skill sets. And it was really funny because in this webinar, someone raised their hand and said, well, duh, that's in every job description since the dawn of time. And what LinkedIn came back and said was, well, it's Actually the hardest skill set to find in practice. Anyone can say they're flexible and adaptable, but how does that really translate once you're hired and working for an organization? And so those skill sets require us to lean into them and execute on them in a much more transparent and accelerated way than what we've done in the past.

[Jason Tyler]

I think there's a. You know, I've been working in film for the last, well, film and production for the last decade now. And I think early on I thought the skill sets that were the most valuable for me as a filmmaker were how my technical knowledge. Right. How good I am with the camera, how good I am with lighting, how good I am with editing and color grading, how good I am with sound design. But over time, what I realized, and this goes back to your point, what I've realized is that the most valuable thing that I look for on film sets because now working here with Inside Success tv, I'm building out crews. I'm going and shooting in all of these different places. I just came back from la, we're going to Dubai in March to go film. Another thing, when I'm building these crews for these bigger productions, the biggest skill set that I always look for is how adaptable are you? Yep. Because the landscape of a film, of a production set is constantly changing. Oh, we, we wanted to film this during the day with these kind of lighting conditions. Guess what? The day of filming is here. And now it's overcast. And now we got to adapt. The lights went out and something broke on one of the cameras. How are we going to adapt? Well, all right, I got a Jerry rig something to this lighting stand and I got a figure things out. We're constantly adapting to our environment because you can plan as much as you want, but when the day of filming actually comes, something is, something's going to go wrong. And how adaptable you are is. That's the biggest thing I look for in the guys that I keep bringing back over and over and over again is my guys that are the most adaptable. They're my most valuable teammates.

[Amber Brown]

Absolutely. And their attitude about it. You can be adaptable and complain the whole time and be.

[Jason Tyler]

And that brings down the energy for everyone.

[Amber Brown]

Absolutely.

[Jason Tyler]

Yep. What would you say is the number one lesson that you want the viewers to be able to take away from viewing your episode?

[Amber Brown]

So I really think collectively about my business and it's been this sort of long time love affair with my career, but specifically, I think in corporate America, a lot of executives and even a lot of entrepreneurs going out get really obsessed with money titles, all of the traditional elements of a career, however you want to frame that. I think people get too hung up on the didactics of this is my title, this is my department, this is what I do. And they really don't think about, you're actually a product, your career is a product. And how you package yourself, how you position yourself, and how you market yourself can exponentially, exponentially define how much money you make. And so, you know, I started my career in corporate America, and it was always, I have to collect the next big title, the next big budget, the next department. And what ultimately led me to this business was I have this vast skill set. I probably only was using 50% of it in my corporate job. Right. Because there's limitations in those structures, Making a certain amount, and it was a lovely career and a lovely living. I said I could 4x that with the same skill set, but packaging myself in a different way and talking about what I do in a different way to a broader audience. And so I think that's one big learning. And one of the big things my business helps with is reinvention. Everyone that's starting a career, no matter if it's entrepreneurship or corporate America, you are going to have to reinvent yourself time and time again to stay competitive in the marketplace and be successful. And I don't think people put enough thought and intentionality to that when it comes to themselves. So even if you're an entrepreneur with a product, of course your product is what you sell. You are also what you sell. And really thinking about yourself from that lens of how do I continue to transform and reinvent who I am as a leader, who I am as a founder, and drive new avenues of growth is critical. And the best news about it in this day and age with YouTube and everything that goes on, there's so many ways to deliver your skill set, make meaningful impact, and make a lot of money, and that's incredibly important.

[Jason Tyler]

Yep.

[Amber Brown]

Yep.

[Jason Tyler]

I was having a conversation with, with a buddy of mine, and I'd love to get your opinion on this too, where he was talking about, you know, he was talking about his career and how he felt like, you know, early on he was this caterpillar, and then he went into this cocoon phase where he was just learning, learning, learning, learning, learning. And now he has blossomed from that cocoon, and now he's this butterfly in his business. And I, I was like, that's a great analogy for the journey that you've been on. So Far. But you have to have an understanding that you're gonna be a caterpillar again.

[Amber Brown]

Yes.

[Jason Tyler]

You're not gonna be this, like, one. Don't get stuck in, oh, I'm this big butterfly, and I have this great big skill set, and I'm, you know, doing so well in my business. Don't get stuck in the butterfly phase because you're gonna. In some other aspect of your life, you're gonna be a caterpillar again, and you're gonna need to go into the cocoon again. And life is this sort of cyclical thing where not only do you go through that metamorphosis, but you go through it multiple, multiple times over. The course of life is long.

[Amber Brown]

It is long.

[Jason Tyler]

Life's real long.

[Amber Brown]

And the world's a changing, and it's always a change.

[Jason Tyler]

I'm 33 years old. I feel like a baby. You know what I mean?

[Amber Brown]

Baby.

[Jason Tyler]

Well, thank you. Thank you. I appreciate that. But I'd love to get your opinion on that. And then I'd love to also get your opinion on. You know, you talked about. You. You are. You are a product. Right. When I talk to business owners, I mean, these are two completely separate things, but we can kind of convince them.

[Amber Brown]

Let's do it.

[Jason Tyler]

I talk to business owners about this a lot. When you think so much about the. The money and the status and the titles, you forget that you are serving a community. You're serving people. How is. When you're not. When you're thinking about all those things, you tend to not think about, how can I make my product serve people better?

[Amber Brown]

Yep.

[Jason Tyler]

How can I be of. How can I give people the most possible value for the dollars that they spend with me? How can I better society through my business?

[Amber Brown]

Yes.

[Jason Tyler]

What do you think about business owners moving more in that direction as opposed to the driver's shareholder value?

[Amber Brown]

Yes. Well, I have a lot to say and shoulder value, but I will start with your caterpillar butterfly question. Yeah. So caterpillar butterfly. I think, regardless, again, whether you're a founder, in corporate America, there's always, you know, in corporate America, it's the C Suite, right. Oh, I've been a C Suite executive the last 15 years, where I'm a founder and I sold my business for this. That the other. When you get to that butterfly stage, it's really easy to get comfortable. You have a lot of what I call the people around you who you surround yourself with that are like, oh, you're amazing. You know, your crap don't stink, and you kind of start to become. And it may be too old for a lot of this audience, but the story about the emperor without clothes, you start to believe your own hype.

[Jason Tyler]

In other words, if you don't know that, if you don't, I'm going to stick a pin. If you don't know what she just referenced, please understand that you, you might be too young. You might just be. I can't imagine a person when I. When I talk to kids nowadays and they're like, oh, I was born in 2007. I'm like, pardon? People were still having children in 2007.

[Amber Brown]

I know, seriously, I always laugh. I'm like, but I literally 22 year olds say emperor without clothes. And I was like, is it really that old yet? So I was like, I'm gonna have to call my niece and find out if she always tells me how uncool I am. So I have to like, I'll call her and be like, do you know about this? Or has that reached its ext. Expiration date? But I think, long story short, it gets really easy to get comfortable because you surround yourself and it's not intentional, it just happens, right? You build an audience, you become famous, or you become well known. It's really easy to surround yourself with all the people that want a piece of that and will kiss your shoes. Those are the people that tend to die, go into an early retirement, or start having turnaround problems in their business. Those are the people that generally call me the most often. And that is because they have forgot that change happens not only in your business, but in who you are. And there is a lot of times when the business starts failing because the leader and their ability to transform and change as a person, as a leader, as a founder is behind the business. And so I always look at it and say it's definitely cyclical. But if you're a founder on a business, your personal growth and your leadership growth, business development, that has to keep up at the same pace. You want to grow your business. If you don't, you will start being the thing that's holding your business back. And I've had conversations with founders where I say you think your problems in marketing or sales or your product doesn't have the right colors and it's really you. So let's talk about what your development plan is to continue to offer that leadership or bring in people that can drive that part of the business for you.

[Jason Tyler]

Not only are you a growth consultant, but what it sounds like is you're also a psychologist.

[Amber Brown]

Well, I'M a marketer, so I'm a geek. I love marketing. I actually spent a portion of my undergrad doing consumer buying behavior and what makes us buy and what we tell people makes us buy. And the things we say we buy things for or the reasons why we pick certain things are never the reasons we actually do it. So it's very interesting to me. But I would also say doing what I do, business transformation and change management. Usually when I tell people what I do, I have really good professional peers and every time they find out what I do for a living, they always go, that's gross. I hate change. Why do you do that? Like, oh my gosh, that sounds miserable and it's not. But if you're looking at a business, whether you're a founder or corporate and it's running and every year you're just slightly retooling things because it's on a good clip and there's always seasons in every business where that exists. That's a far easier job than when your business is on fire or you're getting called in and people are already at their wits end. They're already frustrated, you're the last one in. And lots of times they're not even sure if it can be fixed. So there's not a lot of, I would say, faith in the process going in because they've been through it. That's a really hard situation to come into. And you get faced with your own personal development, people yelling at you, people telling you you can't do it. And so I've always loved change because I feel like it's really forced me to stay in a transformative process with myself. And it's really changed who I am as a leader, as a business owner and even a profess peer in organizations that I serve.

[Jason Tyler]

Now, before we get out of here, yeah, you mentioned shareholder value. Do we want it? Do we want to go down that rabbit hole?

[Amber Brown]

Well, here's what I'll say about shareholder value. Corporate America's corporate America, they answer to who they answer to. But I think getting back to your question about value. So I'm a marketer at heart and I believe that even though everyone thinks marketing easy, it's actually a very specific science behind it. Companies and leaders that think about their customers and how they serve their customers in the most meaningful and value added way are always the businesses that are most successful. That is one other element I say when you start to see businesses decline, they are in business for themselves. They forget about their customers and they spend more time on how do I cut the bottom line to make more money? How do I do this to serve me? Those are the companies that go into a failure pattern. So getting back to it, I think the thing that's so great about this age and era is we have a limitless capacity of ways to offer better service, a better experience to our customers, but also to make the planet better. And in closing, I think that's what makes me so excited about Inside the Fix. As I spent my career helping a business at a time operate a little better, helping leaders sleep a little better, feel more excited about their work. And I said, there's an opportunity to really impact businesses overall and really help people have better businesses, deliver better outcomes to the societies and communities they serve and become better people in the process. And that's a really big thing for me is how, you know, how do you show up every day and what sort of impact do you make in the marketplace and to yourself and your family?

[Jason Tyler]

You're doing the work that is needed. Ladies and gentlemen, this has been an Incredible Talk with Ms. Amber Brown. Make sure that you guys go and check out her episode on Legacy Makers. And for today, I am your host, Jason Tyler. Remember, make sure you're going to go check out her episode, but this is the Living youg Legacy podcast. We will catch you guys in the next one.

[Podcast Intro/Outro Voice]

Sam.