Brit Seva (0:02)

Do you feel like you were meant to have a kick ass career as a hairstylist? Like you got into this industry to make big things happen? Maybe you're struggling to build a solid base and want some stability. Maybe you know social media is important, but it feels like a waste of time because you aren't seeing any results. Maybe you've already had some amazing success but are craving more. Maybe you're ready to truly enjoy the freedom and flexibility this industry has to offer. Cutting and coloring skills will only get you so far, but to build a lifelong career as a wealthy stylist, it takes business skills and a serious marketing strategy. When you're ready to quit just working in your business and start working on it, join us here where we share real success stories from real stylists. I'm Brit Seva, social media and marketing strategist just for hairstylists and this is the Thriving Stylist Podcast. What is up? And welcome back to the Thriving Stylist Podcast. I'm your host Britceva and this week we're going to do something a little bit different. We're going to do a quick question mashup. So if you don't know now you know if you have ever had a question about something I talk about in the podcast podcast, just a general wondering. The best way to get that question. My way is to leave me a rating or review on itunes and in the rating or review, just an honest rating or review and then in the comments you can send me a question. I go through the questions every single week and something that I've noticed in recent months is there's always such great questions. Often people ask a question that I really couldn't do as like a full podcast episode on I just don't have that much to say on it or it really is just kind of like a quickie question. And so what what I thought is we would try this new format of I'm going to tackle all of these great questions that were left in my itunes rating and reviews. I mean kind of like a mashup and we're going to go through them quickly because they don't need super long answers and we'll just see what you think. Would love some feedback. So some of the things we're going to tackle today are deskless salons. Yay or nay. Is a one day a week stylist worth it? Can I be stagnant at 100k? Is it time for me to raise my prices? Should stylists be expected to arrive at the salon Early. What are some new owner must haves and is quiet quitting a thing? That's just a few of the topics. But if any of those spark interest in, you tune in. Even if you're like, I don't know about this quick question mashup thing, just give it a shot. Let's give it a shot one time, see what you think. But I think this could be a really cool way for me to answer some of your quick one off questions. So let's give it a go. So our first question was submitted on September 16, 2024 by Yoko Nono. And Yoko Nono says, Rick, could you touch on des deskless salons and how if this is the way of the future. Thank you so much. Good question. I do think I've touched on this a little bit in previous podcast episodes, but we have almost 400, so fair enough if you've not listened to every single one. The idea of deskless salons is not new. It's always been a thing where some salons have front desks and some don't. The idea of a deskless salon I think is fine. I don't think it's necessary. I think it's personal preference. The better question for me is if you have a front desk, is anybody working there? A and B, what's the purpose? So old school. Old school. There was almost always a front desk in the lobby, but there wasn't always a receptionist there. Like as a kid growing up, I remember the salon that I went to had a desk that you'd like walk up to, and that's where there was like the phone and the sales kept their paper books there. But there wasn't like a receptionist, not the salon. So if you're removing, let's just talk about the actual desk, like the piece of furniture. I think that the desk used to be so critical because like I said, we had landlines, we didn't have cell phones, we had paper books, we didn't have computers and iPads and all these other things. Now you don't need a front desk for your clients to check out. They can check out on their own phone. Sometimes you can have an iPad you bring over to them. There's so many different ways to do it now. So, like the physical desk itself, is it necessary? I think it depends. I think the larger your salon team is, the more important it is to have a central hub. I don't even know if. So much for your own business, but for like a client's peace of mind. Have you ever walked into Any new business, anything. And you kind of can't quite figure out what the heck is happening there. When somebody comes to a salon for the first time, it is quite an intimate experience. They're walking in and they know they're going to walk out and you're going to change their hair. Like, whoa, that's like a kind of a big deal. And so I think that having an easy place for clients to go and know and understand, like, okay, this is probably where I check in, this is probably where I take the next step, that it just feels a little bit more predictable to them. I do think that's important. So it's something I would definitely consider from that standpoint. Imagine if you walked into a hotel and there was no front desk. And it's not like there was like a sign right in the middle of the lobby that said, like, we've gone contactless. Check in from your phone. Like nothing's there. You just wander into the hotel and you're just like hoping somebody comes and takes your luggage. Like, you'd be a little confused. And so I think if you're gonna remove that piece of furniture, just think to yourself, okay, so what is the new process? Like, how will clients know what to do when they walk in? Cause we don't want them walking in and just spinning around in a circle or just like sitting down, hoping that somebody noticed they were there. So the front desk, I think historically was almost like a subliminal mess. Message of like, start here, like, you know what I mean? So that was kind of like the start square on the monopoly board. That being said, I think a lot of the things that we used to need a front desk for probably aren't necessary any longer. The reason I think people are kind of stepping away from having receptionists and or salon managers is because they've been deeply underutilized for decades. I think a good receptionist is a salesperson. I don't think you're hiring receptionists like most people. Most people hire receptionists to answer phones, check clients in, scan credit cards and put retail into bags. That is not what my reception team did. They had sales goals, they helped with social media and marketing. And so I think that often we put this as this entry level, like low paying position. If you're going to have somebody work your desk, they better be holding some KPIs and responsibilities because they can be a really powerful asset to the salon team if done correctly. That's how I feel about salon managers too. Like, often salon managers are glorified risk receptionist. If you're going to have a salon manager, they should be running your payroll, they should be doing the hiring, they should be doing the marketing. They should be. They should be doing a lot of things right. So if you just need an admin assistant for yourself, that then hired an admin assistant. If you really want to have a receptionist or a manager, empower them to do the job. If you are not going to have a receptionist or a manager and it's very obvious as to what the start space is for your clients walking into your space, maybe you don't need a desk, but just kind of really think about beyond just the people who work there, what the desk could mean to your clients and what eliminating it would do for you. Next question, submitted on September 9, 2024 from Ella. Chad says, sometimes I feel like my math ain't mathing. Two questions come to mind. First, I listened to the episode about can we afford 45% commissions in salons. That was an episode that was released in September of 2024. One thing I heard that I wanted to clarify was the stylist that works one day a week not being a value added stylist. If she shares a station with another artist, wouldn't her one day a week be very valuable? Absolutely. So don't misdrude what I said. You can have a one day a week stylist who is a powerhouse. The problem was that stylist who was working at that salon was not a powerhouse. Do you understand the difference? Like, I would much rather have a stylist in my salon who makes $25,000 a year working one day a week than a stylist in my salon who makes $45,000 a year working three days a week like that one day a week person is so much more productive than that three day a week person, even though the revenue is lower. Does this make sense? However, the problem with the example I shared in that episode was that that one day a week person was not a producer. So then they're just kind of taking up a chair in my space and it doesn't make sense. I can't afford to pay that person a 45% commission because they're not producing enough. So for that example, it was less about the schedule and more about the production. The other thing I will say, if you're in thriving leadership, you know that I coached having stylists who work two, three or four days a week. I think five is too much and I think one is too little. A one day a week person is not going to be a team member. They're not overly committed. They're basically, it's a hobby. It's a little extra cash at the end of the week. That's depending on the type of salon you're looking for. That's going to be tough to build on. It's not also not stable. As the owner, like as the owner, you need stability and revenue that you can count on too. Whether this person's a booth renter or commissioner or whatever, that one, a weak person is just not going to be predictable in the way you want them to be. So take that for what it's worth. But I'm not saying a one day week stylist is no good. I'm saying that stylist specifically wasn't producing enough to be a valuable asset to that specific salon team. Then this person says, second, it's about retention and new clients. I went through my year thus far and I've lost four clients this year. Last year I lost three. So far this year I've had 18 new clients, all of which have seen me two or more times and two clients so far that have seen me once. I'm a great coverage specialist. So most clients come in every three to six weeks. My new client rate seems low. My return retention seems high. My financial growth each year is only about 10%. My gross is over 100k. Am I stagnant? So gross is over 100k, so we'd assume net is about 50, somewhere in that range. So my question to you is, how do you feel like, are you taking home an income that you're proud of or are you asking me this because you feel like something's wrong and you want me to pinpoint your blind spot? Because it is two different questions. I'm not of the belief that everybody needs to be taking home 150 grand, because I don't. But I am of the belief of looking at business through the eyes of are you getting the results you're seeking? Because if you're not getting the results you're seeking, then that's the problem here. And so we don't want to search for problems where they don't exist, but we also want to make sure that you're getting what you need to support your livelihood. Now let's talk about the 10% growth we did share in the 2025 annual planning free workshop that I hosted. That the COLA, the cost of living increase that's predicted by the US government coming out of 2024 will be almost 10%. So means is if you increase your income by 10% this year, your quality of life will not change. So increasing Your income by 10% is how to survive. If you increase your income by less than 10%, your lifestyle will decrease. You need to increase your income by more than 10% to improve your lifestyle. So that goes back to my initial question of like, how does your lifestyle feel? Do you need to be making more money? If so, you probably do need to look at your demand. A demand of 18 new clients in a year is not ideal. So what I coach to is a healthy demand being at minimum, minimum, minimum for like a top, top stylist, five new clients a month. For somebody who is actively looking to grow, we're looking at more like 8 to 10 new clients a month. So at a minimum, 60 new guest requests a year is a sign of good demand. Now that doesn't mean you need to see all 60, but that's the level of demand we want to see. So if you're seeing 18, it does track a little bit low for me. But again, how are the results affecting your lifestyle? Just something to think about. Okay, now here's a good juicy one. So this question comes in from M. Diggy on September 5 and M. Diggy says I'm a salon owner and belong to several online communities for stylists and salon owners. Who doesn't? Recently I saw a post online from an owner who was frustrated that her employees refused to show up 10 minutes before their clients appointments to prep. The majority of comments said that she should pay her stylist for that extra time required to come in before their first appointment. Can you share your thoughts on this quiet quitting mentality and how it is affecting our industry? First of all, M. Diggy, I see what you did there. You're asking me to double down on your point of view and talk about my thoughts. I don't consider what is happening here to be quiet quitting. So you saw this scenario and decided it was quiet quitting. I don't believe that's quiet quitting mentality at all. So just so you know, I will talk about quiet quitting, but I don't equate this situation to quiet quitting. So. Gotcha. Saw ya. I'm not gonna make that correlation cause I don't believe it exists. But I can talk about kind of the dynamic between owners and stylists and how that's affecting the industry. So for many, many decades, it was a salon owner's market. Stylists were at the mercy of owners. They had to do whatever the Owners had to say there wasn't a lot of opportunities to build and grow a clientele. If you were not in a salon, you had to. Whether you were a booth renter or a commission stylist, you had to work for the owner and you had to respect the owner you work for. That was the way the world went around. Well, 15 or so years ago, studio suites were born. And now a lot of stylists are like, if my owner is not going to create an environment where I can grow and thrive, I'm just going to create my own environment. And we've seen that happen at scale. And that's why I talk about how studio suites are not stealing your stylists. You're losing them due to bad leadership. So let's talk about the phrase quiet quitting for a minute and exactly what it means. So I looked up the definition because I wanted to make sure I had this right. So quiet quitting is a term used to describe employees who do the minimum required for their job and don't put in extra effort or time. They may reduce communication with colleagues and supervisors. They may lack enthusiasm for their jobs. They may disengage from their role over time. I'll be totally frank. I've had team members who have quietly quit. So I've seen what this looks like. Quiet quitting is not the same as stylists not wanting to show up 10 minutes early for their shift. Not the same thing at all. I was in the salon from 2007 to 2016. We had stylists who showed up late back then. And quiet quitting wasn't even a term that was used back then. This is just salon culture, period. I don't think it's abnormal to have stylists who choose to show up three minutes after their first client got there. Do I think it's professional? No. Do I think it's appropriate? No. Do I think it's unique? Not at all. I think it's extremely common. I think it's also extremely common for stylists to show up one minute before their shift starts. I think it's uncommon for a stylist to be there 10 or 15 minutes early. Now, some people are wired like that. Some people, if you're not 15 minutes early, you're late. And I get it. A lot of people are not wired that way at all. There's a whole lot of different studies about this. If you have ever looked into Myers Briggs, if you've ever heard people say, like, I'm an ENFJ or an INFP or whatever, that's Myers Briggs. And a part of that, how do I want to say, like it's not really a personality test, it's like a habit test. Part of that habit test is a person's relationship with time. And I learned a lot through that. My relationship with time is I see time as being very fluid. Like it's very, like we did our best, which is, I mean, terrible by social standards. Like, you're not supposed to see it that way. Now my husband sees time very rigid. So here's an example. If he asked me what time it is and I say it's 2:00 and he says, is it exactly 2:00? No, babe, it's 1:57. Okay, so it's not two, it's 1:57. In my mind, 1:57 and 2:00 are exactly the same thing. In his world. It was wild that I thought it was okay to say two when it was 157. It's not because he's type A and I'm not, because it's actually the opposite in real life. It's because our relationship with time and how we value it's very different. I see time as a. Close enough. He sees time as rigid. He will always be 20 minutes early to anything you ask him to be at. I will always be one minute late. And so the reason I share that is this has been a long struggle in the industry of owners saying it's unprofessional not be there 10 minutes early. Okay, let's back it up for a second. Is that a standard of practice for working at your salon? All stylists must be there 10 minutes early. Did you let your stylist know that at time of hire that that's a requirement? Do you write stylists up when they don't show up 10 minutes early? What is the repercussion for 3 write ups? Is it 3 write up and a termination? Probably not. So this idea of showing up 10 minutes early is not a standard, it's just this point of contention that irritates the owner often. Now, do I think it's professional to show up late to your clients? Not at all. Do I think that when stylists don't show up 10 minutes early, it's a sign of them quiet quitting? No, I think it's two totally different things. Quiet quitting would be like. Have you ever had a stylist who just stops talking to everybody, totally disengages, calls out sick a bunch, looks lackadaisical with their clients, their color formulations start falling apart. That's quiet quitting. This is just old school stylist behavior. Again, that I don't agree with, but I don't think we're talking about the same things. If a salon owner does require their stylist to be there 10 minutes early, abso freaking lutely, they have to pay them. You have to pay your team as soon as they walk through the doors of the building preparing to start their work day. So that's my take on that. I hope that makes sense. Okay, next question. August 30th comes from Alexandria Jewel, and Alexandria says question for you. I'm feeling overwhelmed. I'm a full time salon suite owner. I'm booked out August through December right now. Wow. So you are losing money at that point. I know you've talked about price increases. Is that what I do now? I feel that my prices are fair, but I'm working too many hours and I have young kids I want to spend my evenings with. Thank you, Alexandria. So one of the things I never do is just blatantly coach to price increases. There's a lot of business coaches out there who are happy to do. I think that's extremely reckless behavior. And it's also a huge part of why so many stylists are in a bind right now is they raise their prices in the last few years based on really reckless advice. And now as the market's gotten tough, those price points they were able to float before are no longer floatable, and now they've got to work themselves back from it. So I'm going to stick with my guns and say, I just don't coach to pricing on a whim when I coach a stylist to pricing. If you're in thriver society and you've asked about pricing, there's a real good chance you've seen me in the group. Pull up your calculator. I can access everybody's calculator in the back end of our business, pull up their calculator and say, okay, this is why this is coming up. This is why this doesn't make any sense. So without looking at your calculator, Alexandria, I can't know for sure. We do pricing based on seven factors. And I do have a podcast episode on this show about the seven factors of dynamic pricing. If you Google thriving stylist seven factor pricing, it will come up. You can listen to it. I talk about exactly what they are without knowing where you land on all of that. Cannot coach you through a price Increase. Couple of things about what you said jumped out to me. One, you said you feel like your prices are fair. Fair is an F word. I don't like the word fair. Fair is very subjective and fair is rarely fair. So generally speaking, when something is determined to be fair, either one person's losing or both people are losing. What happens when a baseball game ends in a tie? That was fair. Was it fair? I think both parties are pissed. I guess both parties are mad. So, sure, they're both. Both unhappy. I guess that's fair. Price on this fair. This is what I can do for you. It's fair. Usually that means that the person who's buying it is like, I guess, like they're not super satisfied with the price, so the person who's selling it is justifying it as fair. Or sometimes the person who's charging the price says this is fair because it's reasonable to the client. Like, the word fair often means somebody's a loser. And that's why I don't like it. It's extremely subjective. It's like when owners are talking about, like, is this pricing model fair? Fair? I don't want to know if it's fair. I want to know if it's mathematically correct. And that's how I feel about your prices. You said that your prices are fair. I need to know if you're properly positioned for your market. That is more of my concern. The reason why I don't just flippantly say, go ahead and raise your prices when somebody's booked out for four months is you may have a structural issue, which you might have heard me talk about on the podcast in the past. If I had a nickel for every time somebody joins Thrivers thinking they need a price increase and what it turns out to be is that their pricing structure is wrong, their timing structure is wrong, their model is wrong, the services that they're booking are wrong. And instead we change all of that, don't increase their prices, and they still end up making more money. That is very possibly the position you're in. So the short answer, long answer is I'm not 100% sure what's off. But what I do know is if you are booked out solid for four months, you are losing money, guaranteed. So it is something I would dig into more definitely go back and listen to that podcast from the Seven Factors of Pricing and see kind of what little golden nuggets you can pull from there. Okay, last question for this episode is going to come from Ellie M. So Ellie m. Writes on August 29 hi Brit, I've been a listener for a while and always find your podcast inspiring for me. I feel like I'm at a fork in the road with my career. Currently I'm at a commission based salon. I've been in the industry for 10 years. The salon I'm currently at, I've been there for a little over a year. I've built up a pretty solid clientele. I had a handful follow me to where I'm at now. I feel it's time to possibly start my own business and switch to renting a chair space. I'm tired of feeling somewhat taken advantage of or working hard for what I do and feeling like it's all being taken by service fees on top of the commission. I'm terrified to take this step into the unknown and want some advice. Do you think this is the right move? What is smarter in the long run? I'd love to hear what you have to say. So great question. First of all, going out on your own for business will always be more work and doesn't generally mean you'll take home more money. So just know that it's something that nobody likes to talk about because nobody likes to leave an employee based environment and then have to admit that now they're making less money. Because that's not sexy. That's not a fun storyline. It makes a stylist feel like a failure when that's their reality. But when I've had very real, real conversations with people who have gone out and rented a suite, left an employee environment to booth rent, I'm going to go ahead and say the majority of them, when they're feeling honest, have confessed and said like I took a hit. Even if just for a year or a couple years, it turned out it was more expensive to run their business than they thought it was going to be. So it happens a lot. So I'm just saying that to be honest, not always. Now there's some people working commission who could go be in a studio suite today and increase their income by 40%. Like that exists too. But when you work on your own, you will work harder and there's no guarantee that you're going to make more money. So just something to keep in mind. Now let's talk about the service fees because I hate service fees. So the service fees on top of my cut commission. Now people ask me several times a year, are service fees legal? In most states they will pass the legal test. So if you don't know what a service fee is, there's A method of commission compensation where let's say a stylist does a hundred dollar color service, the salon owner will say, okay, well there is a twelve dollar service fee on that to cover the cost of product. So now the total commissionable revenue is $88. The legality of service fees is that if it's legal in your state, which most of the time it is, the service fee has to be taken out before the commission and then the stylus is commissioned on the remaining portion. Here's my question and my pet peeve about service fees. Why don't we just pay appropriate commissions? Like literally, because this stylist is thinking about leaving their salon because they specifically said, I'm tired of feeling somewhat taken advantage of or working hard for what I do and feeling like it's all being taken by service fees. And they put that in air quotes. You can read this on my itunes reviews, by the way, if you don't believe me. Service fees and air quotes on top of my commission. They are thinking about leaving a salon specifically because they feel like the service fees are taking advantage of them. For me, I just think it's kind of like a petty way of compensating people. If you instead just look at the reality of the overhead of your business, what you can afford to pay people and you don't create an emotional pay structure and you, you really look at what factually makes sense compensation wise, you can just commission them appropriately, no service fee needed. It's cleaner for everybody and nobody feels taken advantage of. So to this stylist, I don't know that leaving and going out on your own is going to make you feel any better. What I will say is run the numbers and be 100% certain, will I make more money on my own? Is that because it sounds like that's the main pet peeve, right? You feel like you're not making enough money. The other thing is, whenever an employee based stylist says I'm not making enough money, I think I should go at it on my own. I always like to say, like, are you marketing yourself enough in your employee environment? How many clients a month is your salon feeding you? Like you're saying, I'm not making enough money so I'm going to leave. If you're not making enough money, you don't need to leave, you need to see more clients. So just a little bit of food for thought, it might be the right time to leave this salon. I don't know enough about it, but I want you to really ask yourself Is making a move the right decision or do you need to buckle down and maybe lean into some skills you've never worked on before and really hustle to build that clientele again? Actually, for you, I want you to go back and listen to episode 266. It's called is It Time to Leave youe Salon or Kick into Gear? I want you to listen to that Thriving Styles podcast, episode 266 and see if that brings you any clarity. I'd be curious to hear where you land after listening and I lied we're going to do one more. It's a shorty, but a sweetie. This was left on August 21st nervous but ready to grow. Left this comment and said, I've been a stylist for 15 years and would consider myself successful by the metrics and standards you routinely talk about on your podcast. After a lot of soul searching, I do believe the next step for me in my career is still on ownership. Since this is an extremely expensive endeavor and I'm really trying to make the most financially responsible decisions for my brand new business. I'd love to hear any thoughts you have specifically about building from the ground up and where my money will best perform for me. What should I invest in? First, what services are non negotiable as a new entrepreneur, business attorney, cpa, third party, hr, spiritual mentor, et cetera? Keep doing what you're doing. Appreciate the insight more than you'll ever know. First of all, congratulations. I'm excited for you. Second, when you think you want to be a salon owner, just make 100% certain it's because you want to lead and mentor people. One of the things that's coming up, especially right now in this existing market, is salon owner burnout. It's running pretty rampant. And it's running pretty rampant because the pressure to be a leader has never been higher and stylists are putting the pressure on salon owners to truly lead, mentor, support, guide, gift, clientele. And so right now, if you want to be be a salon owner, I would highly suggest only taking clients at most one or two days a week and dedicating all of the other days to leading, marketing, mentoring, learning, team development, things like that. Because that does seem to be what stylists today are looking for. If that's your bag and you're like, I literally want to pour into people all the time. I want to problem solve. I want to be a full time marketer, salon ownership could definitely be for you. What I usually say is don't expect the salon to be Profitable for the first two to three years. If you break profit before that, amazing. But that's a good. Just something to keep in mind financially. Third thing, generally when you go to open a salon, it takes a little longer to open than you think it will. So if they say, you know, construction will be ready by January, probably be very closer to April, so just keep that in mind too. Now, as far as what should you invest in first, I would, if you don't already have like a really solid leadership mentor, invest there. Connect with some other salon on owners who will be straight up and honest with you. Not the ones who will tell you everything you want to hear, but the good, the bad and the ugly. Create a little group that you can lean into and connect with big time. You were mentioning things like business, attorney, cpa. Both of those things I think are critical. We have an attorney on retainer, we have a fractional CFO on team with the business as well. We also have a cpa, we also have a bookkeeper. If you bring on a cpa, also bring on a bookkeeper, they're not the same thing. They don't do the same job. And it really helps to have two different people doing that work because they'll advocate for different things, which can be really helpful. You mentioned third party hr. One of the things look up essential hr. They're based out of Canada. A woman that I network with, her name is Laura, runs the company. I adore her, I think she's brilliant. I think she's a great business person. I can't recommend her enough. One of the things I've noticed is we've looked into bringing in fractional HR for our business as well. Unless you have a pretty large team when you say hr, no one's going to come in and solve your relationship problems for you. So we reached out looking for fractional HR when we had about 19 employees, I think, and they said we were too small. What they would do is they would help us with things like benefits and stuff like that. But I use Gusto for payroll and gusto does all that for me. So oftentimes we think like I want to bring in somebody to run the HR. You're the HR. You as the business owner are the HR. Unless you have like 50 team members and then you might be able to bring in somebody fractional, the HR person would be more of an advisor. So if you are not, not skilled and knowledgeable in things like employee law, what kind of posters you need to have up, how to do conflict resolution, what benefits are required in your state. Yes, bringing in third party HR would be very helpful, so you might want to go that direction for sure. Also, your business attorney might be able to help you with that too. Depends on who you hire and who you find. You mentioned a spiritual mentor. I think education and taking care of your well being is going to be critical. I have never not had a business mentor in the time I've been running this business. I've had I don't know how many lots, seven or eight mentors over the course of my time in this business. And the reason why I change mentors often personally is because my needs are constantly changing. Sometimes my need is on my own personal leadership journey. Sometimes my need is on marketing. Sometimes my need is on community. Sometimes my need is on tech. Sometimes I just need feel well networked. So think to yourself, what are the things you're going to need support wise as you open the salon. And then I would lean in and focus your time, energy, effort and finances there. Okay, this has kind of been a fun, interesting episode. I would love, love, love, love to know your feedback. So you can take a screenshot of this episode, tag me in on Instagram and let me know how you feel about it. You can leave me another rating or review on itunes and ask me more questions if you want to hear more of this. And if you hate it, I'd love to know that too. And as I always say, so much love happy business building and I'll see you on the next one.