Ep162 Eric Wirks - How a Single Truck Launched a Moving Empire

00:00:00:00 - 00:00:28:00 Mike O'Neill If you're ready. I am. I'm ready. Good. Welcome back. To Get Unstuck and on Target. I'm Mike O'Neil with Bench Builders. And whether we are working with supervisors to improve their people skills or it's me coaching the leader one on one, getting leaders and companies unstuck is at the heart of everything we do. And that's exactly what this podcast is all about.

00:00:28:02 - 00:00:55:08 Mike O'Neill Joining me is Eric Works. Eric is a serial entrepreneur and founder of Works Moving in Storage. In 2009, Eric started off with one truck and then he had ten different job titles. Now they are a major player having one of the largest movement and storage companies in the greater Atlanta area. I'm interested in bringing Eric on because I think folks who listen this podcast know I am drawn to entrepreneurs.

00:00:55:14 - 00:01:05:20 Mike O'Neill There's something about entrepreneurs that I think many of us have interested in. And so I've asked Eric to kind of share a little bit about his journey. So welcome, Eric.

00:01:05:21 - 00:01:07:17 Eric Wirks Thanks for having me.

00:01:07:19 - 00:01:27:02 Mike O'Neill Eric I'm gonna let you tell the story because you can obviously help better than I did, but your decision to go into moving and storage, it was on the heels of kind of a setback. Why don't we set the stage? Prior to starting that, you had kind of a setback. That kind of you had to start again, did you not?

00:01:27:04 - 00:01:54:14 Eric Wirks Correct. Big picture. I'm from originally from a very lower middle class around the poverty line, small town in Ohio. And I had friends that would would come down here in Metro, an area every summer to work at one of the roads construction companies. And when I was 21, right before I went to before I turned 22, I kind of followed them.

00:01:54:16 - 00:02:22:21 Eric Wirks I had I had been attending Kent State University in Ohio. I was studying finance. I finished right around three years as far as a credit value. So my intention was to always go back to school, transfer everything down here and finish my degree. I started as a summer job. I got in the moving and storage industry and, you know, I was making $9 an hour at that point in time.

00:02:22:21 - 00:02:43:24 Eric Wirks This has been like 24, 25. At that point I am $9 an hour was kind of what the starting wage was, at least in that industry. And it kind of fell in love with it kind of ran with it. You know, one thing worked out another. I didn't I obviously didn't go back and finish my degree. I got an opportunity to be a terminal service contractor.

00:02:44:00 - 00:03:07:13 Eric Wirks It's kind of like an owner operator standpoint to where you run, like you have your own small business within a giant corporate business. And they would and they would feed me and suddenly work. I was the youngest person in that, and they were at the time the largest privately owned van line, corporate moving company in the entire world.

00:03:07:13 - 00:03:34:08 Eric Wirks And I was the youngest person that they had ever hired in, contracted with to do something like this. So that time I was I had just turned 23 and I ran with it. I did so well that they eventually gave me a key to the office, my own workstation, my own session within their corporate headquarters to operate my business, within their business.

00:03:34:08 - 00:03:56:12 Eric Wirks And it was it was very interesting because you had you had you had people there that were more than twice my age who had been doing a version of a smaller version, what I had accomplished there within a year. And, you know, I got I got some bad vibes about that, that some of you had individuals that were doing a certain thing for 20 plus years.

00:03:56:12 - 00:04:15:02 Eric Wirks And here's this really, really young kid, 23 years old, who came in and within a year's time was able to kind of do something that, you know, one that you know, in perspective, I'm not a mind reader. One they never were able to accomplish or two, they never wanted to pursue to accomplish. And so I ran with that.

00:04:15:02 - 00:04:35:22 Eric Wirks And the same time, though. So how does it so how does how does 100% my company start? 28 Well, we all know what happened in 2008, you know, and I'm probably 26 at the time. And, you know, I was doing a lot of things right. And the one thing that I was not doing was I was not living below my means.

00:04:35:22 - 00:05:07:13 Eric Wirks There were certain things in my personal life where I did not have financial discipline. You know, I had never been through something like that. And the funny thing was, is that my dad had always told me about preparing for things like that because he's 35 years older than me. So he had been through many circumstances like that. There is the gas crisis in the seventies, the housing situation in the eighties, the crash in the nineties, you know, things that he experienced that I you know, back in the eighties I was I was a toddler in the nineties.

00:05:07:13 - 00:05:29:17 Eric Wirks I was out middle school grade school middle school kind of in the nineties. So like I didn't really like feel and experienced those things were probably people who were adults at that time really did you know. So that was my first real spare experience of going through something like that 100% on my own as a, as a grown man and in his in his mid twenties.

00:05:29:19 - 00:06:00:19 Eric Wirks So he hit me like a ton of bricks. I had lost everything. I had some things repossessed for me. Ended up being around $27,000 in debt. I got it back in from my my condo that I was living in. And next thing I know I am living in an extended stay hotel. Moving. So I knew. So I had I had a I had a couple of trucks that I owned outright that I leased out to other companies just to have some income coming in.

00:06:00:21 - 00:06:26:12 Eric Wirks I was working under the table and I worried that sometimes I was being taken advantage of or I'd be making, like $10 an hour, even though I know I'm worth more than that. But like, I never had like an entitlement complex, like you do what you got to do at the time. So I eventually repossessed those trucks because then people stop making payments and and I'm like, okay, what am I going to do with, like these equipment assets?

00:06:26:12 - 00:06:51:00 Eric Wirks And that's kind of like how works move in stores started. I got I got one truck back and then I had saved around 2 to $3000 and I just went for it. And I call it like looking back now, I call maybe like the gift, the desperation, because there was like, like if I fail, we'll just go here.

00:06:51:00 - 00:07:18:04 Eric Wirks No. Like, if I fail, I starve. Yeah. I don't eat. I'm homeless. So I had a I had a lot of instead of a motivation in it and it took a toll. Like and I'm always when I when I tell people about this I'm always very sorry for it was probably one of the most hardest, most miserable things that I've ever experienced in my life, especially at the first, like 18 months.

00:07:18:06 - 00:07:43:17 Eric Wirks I like a like day was working 15 hours of no exaggeration. I had ten plus different job titles. I had put on £20. I ruined a relationship I was in. I was smoking like a over a pack of cigarets a day, like not handling things constructively, getting things done, but not handling things constructively. And my and thank God I could never do this are like my age now.

00:07:43:21 - 00:08:15:06 Eric Wirks Being in my early forties. But thank god it like we're really resist resilient in early age because I was not living a healthy lifestyle. I was not mentally sound. I wasn't I was mental, emotional, physical wreck, you know. And then and then one day, like, as I would learn, then the hard way on so many things like things are coming together and it's it's turned into something that I never thought, you know, could have could have could happen.

00:08:15:08 - 00:08:20:16 Eric Wirks So that's kind of so that's kind of like in a nutshell, like kind of how this came about.

00:08:20:18 - 00:08:49:21 Mike O'Neill Well, I appreciate you sharing that. There's a tendency when people listen to successful entrepreneurs, is they key in on their current success and there's a tendency to kind of gloss over what it take to get there. And I appreciate your openness because I think that's what really informs us, and that's those who inspired to own a business start, own a business that it's hard.

00:08:49:23 - 00:09:17:23 Mike O'Neill It's hard under the best of circumstances. What drove you struck me as being, if nothing else, tenacity, but you referred to that as the gift of desperation. You had to do what you had to do to kind of get where you were. You could just simply survive. Now, let's look back. You've been able to build this move in a storage business into something much, much bigger.

00:09:18:00 - 00:09:26:05 Mike O'Neill But if I understand correctly, you share with me, you probably are not directly involved in the day to day of that business currently, is that correct?

00:09:26:07 - 00:09:51:19 Eric Wirks Correct. I am a true chairman of the board. I don't take a salary. I take distributions. I have a CEO and we in fact, we just had a we just had a true board meeting literally six or seven days ago. Okay. So I am I am 100% hands off to me as CEO. Is really that a CEO supposed to be that visionary?

00:09:51:24 - 00:10:17:06 Eric Wirks You know, for that thousand foot view? I went from the thousand foot village of the 10,000 foot view. And then my only concern is, is that is her vision and direction and line of where my long term vision are. We are we are on that track. Big picture, there's a lot more you can go into with that, but we can probably have a couple of our conversation just talking about that.

00:10:17:08 - 00:10:44:12 Mike O'Neill Well, part of my interest and bring you on the podcast is not only the fact that you you kind of scrapped together what money you had. You went and repossessed vehicles, you started building on something you knew something about and you built it to the point that you actually did. Before we move into your other business pursuits, let's talk about that transition from from owner to CEO to chairman.

00:10:44:14 - 00:11:00:09 Mike O'Neill A lot of people tend to just kind of, that's great, but how did you find that letting go? To become that chairman, to let that CEO do it? Is it did you find that challenging for me?

00:11:00:09 - 00:11:35:16 Eric Wirks No. I do know it's one of the biggest struggles of entrepreneurship. Well, one of the biggest struggles of entrepreneurs is is feeling confident and delegating and handing things off. There are there are much easier paths to that that I know now that I did not know then. You know what I mean? One simple thing is, is is getting everything out of your head and documented, you know, you know, it's easier it's easier to have talented people manage processes than it is to just manage talented people.

00:11:35:18 - 00:11:57:05 Eric Wirks You know, it's un scalable work learn that learned that the hard way and it and also learned that from other people's struggles. You know, I've learned a lot of things through my own pain and I've learned many things through other people's pain over the over the years, you know, because you don't know what you don't know until you do.

00:11:57:08 - 00:12:28:14 Eric Wirks Yes. So that was. Nope. And then it was and then it was just finding the right talent and incentivizing talent the right way. And another thing to do is there's there's things put in place that everyone's held accountable. Like everybody in our organization has a checklist, an end of day report that they submit, you know, and it goes it goes up the chain like everybody's everybody's like, call it like accountability.

00:12:28:14 - 00:12:51:00 Eric Wirks Documentation looks different, you know, because if something goes wrong or something needs fixed or something, you change. We need to we need to identify the source. I told you that today. We talked like one of the things that I do not like to do is throw darts at anything. I want to make decisions on sell accurate data that's as close to as accurate as you can be.

00:12:51:06 - 00:13:11:05 Eric Wirks Now, keep in mind, you don't want to get in a situation where you get a paralysis by analysis. Then guilty of that, too. You also learn to navigate that the hard way. But is it is it the information? Is it accurate enough? Yes. To make the right decision so that all things that I did that I've learned there's going to be many more things that I continue to learn.

00:13:11:07 - 00:13:24:04 Eric Wirks Hopefully, hopefully, those things are learned without much pain and difficulty involved. You know, typically typically speak I don't speak for myself, but typically people are their own worst enemy.

00:13:24:06 - 00:13:58:12 Mike O'Neill So where I see that time and time again, particularly in my coaching work, and that is it's what gets in our head that oftentimes is the biggest barrier to future success. Now you have shared that you learn from personal setbacks, you've learned from other people's mistakes. But you also said that one of the challenges you needed to do to be able to move forward is to get out of your head those things operationally, to almost systematize what is it you're trying to do, have accountability.

00:13:58:14 - 00:14:19:00 Mike O'Neill But I also keyed in on something. This is part of your LinkedIn profile. This will caught my attention that led to me reaching out to you to come on the podcast. And you you said, quote, I have the best business family anyone could ask for. Now, it sounds as if that that you didn't start with the best family.

00:14:19:00 - 00:14:31:08 Mike O'Neill You had to kind of assemble this family. But maybe I'm reading that wrong. How did you get to the point where you can say what you say about being the best business family?

00:14:31:10 - 00:14:55:24 Eric Wirks So one of the biggest things that can make or break and I would say I would I would probably argue any any company, but I can only speak on my own is culture. Nothing more detrimental than a toxic culture. Nothing more powerful than a culture that is in lines and on and on board with with the vision and direction of the company and and some of that stuff.

00:14:56:01 - 00:15:21:17 Eric Wirks You know, I learned over time and some of them things like. And I call it foundational things, you know, I didn't have a I didn't have a vision statement from day one. I didn't have core values from day one, like these things came about in the company, like when I learned, these are really important. You know, I share this a lot and this is another thing I did.

00:15:21:18 - 00:15:42:21 Eric Wirks This is another thing I see with entrepreneurs, and this is I'm also this. There's nothing more important and foundational stuff in a company. I know that now, but my mind I want to work on. C Okay, but on a black day and B But in order for C to be at its best, A and B have to be solid.

00:15:42:23 - 00:16:01:08 Eric Wirks And you can you can, you can, you can call A and B or foundational stuff and you know so you that so I've learned that and this is where my mind goes. So that that's, that's the caveat. Like I'm, I have a visionary mindset, you know I'm always like thinking about C and D and E and like, this is how my brain works.

00:16:01:08 - 00:16:39:00 Eric Wirks I get real excited about that. That's the that's what I call the sexiness of businesses. You know, it's the it's the it's the foundational stuff that's like the minutia are the things that are aren't glamorous. The the things that like sometimes like you don't want to do or that anyone doesn't want to do, especially like, especially it's more challenging to Lisa It was for me to focus on that stuff when I when I wasn't even sure where I was going, you know, So I hope that I hope that kind of answers your question on that.

00:16:39:05 - 00:17:06:09 Mike O'Neill I think it does. Let me see it, though. If I've got a handle on how you've approached it. You have stressed that that there's culture is extremely important, but it also is important to make sure that people know what is expected of them. You have kind of baked into your processes within that business accountability by which literally on a daily basis people are reporting what is it they got accomplished?

00:17:06:11 - 00:17:35:02 Mike O'Neill I'm going to make the assumption that the accountability reports, if you would, help the organization, stay aligned with the key objectives, stay aligned with those core values, to maybe stay aligned with the anticipated vision. Have you found that the accountability part does that help in achieving the culture and maintaining the culture that you're trying to do to build and maintain?

00:17:35:04 - 00:18:11:07 Eric Wirks Yes. One of the one of the things we always a lot of times who gets you there at a certain level can't get you to the next level. You know, there are decisions in there unavoidable. There are decisions that leadership or company owners or whoever who hold those positions. There are tough decisions they have to make. You know, the simplest way like that, I can kind of like articulate it is, is that we in the tough decisions need to be made.

00:18:11:09 - 00:18:36:00 Eric Wirks Any of us want to be able to go to bed at night and sleep knowing that we exhausted every resource possible to set that individual up for success and have and had them on a path to where they want to achieve their goals to almost like if it doesn't work out for whatever reason, it's on them.

00:18:36:05 - 00:18:36:22 Mike O'Neill Yes.

00:18:36:24 - 00:18:58:18 Eric Wirks And that's a core value that I live by. I extreme ownership, you know, And luckily and luckily I started to really learn this really well in my early twenties that like one day I just kind of it just kind of like clicked like, every single thing good and bad in my life as a result of I play a big part in that everything.

00:18:58:20 - 00:19:21:02 Eric Wirks I'm usually the number one catalyst of that. So I feel like the minute that people can can understand that, the better they're going to be off. And so anytime there's a there's a situation or something that's not positive. Myself and leadership, we look at ourselves first. When did we drop the ball? Do we have a gap? Is there something we're missing?

00:19:21:04 - 00:19:47:04 Eric Wirks Like, are we not are we not delivering our end to this individual? You know? So not only that. So like when when when your team knows, that's kind of how you operate. Like that's that's a that's a net positive. Yes. Same time, like people usually at least we found people usually don't quit jobs because of compensation. They quit jobs because of bad leadership.

00:19:47:06 - 00:19:49:12 Eric Wirks Yes.

00:19:49:14 - 00:20:10:19 Eric Wirks And when you have a great culture, it's it's amazing. This is for us, like when you have a great culture and then someone like someone who's just a great interviewer, like like like we have all our protocols and processes and like they just they slip through the cracks. The culture will let you know really quickly and that this person is probably not going to be a good fit.

00:20:10:21 - 00:20:27:18 Eric Wirks It does not take long because hiring, recruiting, onboarding, training, that's expensive. Yes. You know, so the better the better you can get that doubt and the more the more it's going to affect your bottom line.

00:20:27:20 - 00:20:50:20 Mike O'Neill You know, you said something that kind of caught my attention. I think, you know, I came out of a corporate H.R. background and you're talking about making sure the expectations are known. If expectations are not being met, the employee needs to know that they need to own it. I've always kind of said that if it doesn't work out, the person cannot or will not make the changes necessary.

00:20:50:22 - 00:21:15:08 Mike O'Neill It's less the company terminating the employee in the employee. If this is done right, kind of terminate themselves because what they basically is they own what was expected of them and failure to do so means that if you have to make that difficult decision, you've kind of exhausted that we've done everything we can to prevent this. And the answer is yes, and the employee hasn't.

00:21:15:10 - 00:21:45:06 Mike O'Neill Then when you do have to part company, not only can you all do so as a company with a clear conscience, but I have found at least the departing employee will. They may die in the moment, but they'll acknowledge they weren't living up to their capabilities. And what I'm hearing you say is that from a culture standpoint is that you can get the right qualifications, but if the fit is not there, if they do not fit the culture, it sticks out.

00:21:45:09 - 00:21:52:18 Mike O'Neill And that's one of the strengths of a strong culture. It becomes the filter in which you look at everything.

00:21:52:20 - 00:22:15:21 Eric Wirks Now 100% and you know, we're not perfect or like sometimes, sometimes we've got the right person, but we have them on the wrong seat. Yes, in the bus there there are there are people in our organization now who do an amazing job, who are in positions that we did not hire them for. Yeah. You know, but that goes back to the to piggyback on what you're saying.

00:22:15:21 - 00:22:36:01 Eric Wirks But that goes back to extreme ownership. Like we like when whenever there's a situation that you want to you want to change and typically people don't change things because they're positive. We take we take accountability. We look at ourselves first. You know, we are the last ones to point to figure anybody else. It's about narrowing down like where is the where is the issue?

00:22:36:07 - 00:22:50:12 Eric Wirks And we start up top and we work our way down. So now learn that the hard way as well. So like I said, what I know now, I wish I knew then so.

00:22:50:14 - 00:23:22:21 Mike O'Neill But with that learning though, you kind of you pay it forward. I know you're really involved with with mentoring and you see the value of mentoring. You've been mentored and in your experience, perhaps you still are. Eric You know, I introduced you as a serial entrepreneur. We really only talked about one of your business pursuits, but when you moved into a chair role with that company that enable you, if you so choose, to pursue other interest, what is it about other business opportunities that appeal to you?

00:23:22:23 - 00:23:53:05 Eric Wirks Another way to diversify without getting in depth of other stuff, I do it. It's kind of it's kind of see me like because of the show, the moving and storage and business is a is a is a seasonality business. You know, there's no question like what's going on in the economy now is definitely affecting that. But just like I'm in other I'm in other things too, where they do better typically when things like this happen.

00:23:53:05 - 00:24:16:12 Eric Wirks So it's a it's a it's a liability play. It's it's a diversification play. You know, also as well, too, is they like and it was another reason, another reason why I stepped away as CEO as well as that like and this was this was my own take my own accountability. Is that because I was in a I call it a quality problem, a position with other things.

00:24:16:12 - 00:24:43:17 Eric Wirks I meant you that are doing very well. I was doing my own organization disservice because I was not a 100% all when I was not being the CEO that that company needed. Yeah, so it was it was a really big self reflection and that like, hey, I have somebody who is completely qualified to do this, who will actually do a better job than me because they can be 100% in or I can't.

00:24:43:17 - 00:25:09:12 Eric Wirks So like it's, it's another net positive because I choose to live my life the way I do and take that self reflection is like humble and then really brutally honest to myself that I can make decisions like that where other people it might be challenging. This goes back to like the the delegation had an office. It's usually a pride, an ego thing or a fear thing, you know, or just a fear usually.

00:25:09:14 - 00:25:21:04 Eric Wirks I guess speaking for myself, it's usually if I'm if I if I'm having a hard time making the right decision, it's usually pride, ego or fear involved in that. So.

00:25:21:06 - 00:25:53:17 Mike O'Neill You know, one thing that caught my attention when you're describing this is you've been intentional, you know, the seasonality of your core business. You've been attracted to seasonality that helped kind of fill that. I get it. Another question is, do you find as you move into these other business interests, does that open up your eyes in a way that you might get some fresh perspectives on your core business derived from some of these other businesses that you have been part of?

00:25:53:19 - 00:26:04:06 Mike O'Neill Absolutely, yeah. So does that stimulate you as an entrepreneur to keep you fresh and on top of your game?

00:26:04:08 - 00:26:28:03 Eric Wirks Yes, especially when things are in different stages. I will I can revert back to doing things that I that I know how to do, but I haven't done in a while. Like, I almost took a refresher course and it gives me a different perspective. That's probably one of the most valuable things. Yeah. And in the way that I'm wired is not me wrong.

00:26:28:03 - 00:26:58:18 Eric Wirks Like I am a purpose driven individual. I'll never I'll never retire. The retirement to me is is always working on my own terms. Yeah. So maybe I'm retired now. I don't know. But like, I am, I am driven by purpose. I'm driven by career creation. I'm driven by like I'm a I'm a competitive guy by nature. Like, I get so much fulfillment that entrepreneurship brings me that I just can't imagine, like, ever stop doing it.

00:26:58:18 - 00:27:24:03 Eric Wirks Like whether I believe in building to sell. So whether whether I, whether I sell a company or I do some type of like PE partnership or whatever, like I'm like I'm either going to be more involved in that or I'm going to go do something else. Yeah, that's another thing to like that I thought about a lot too, because like, I have a lot of good friends who have small businesses and in a big are a big thing that happens.

00:27:24:03 - 00:27:44:08 Eric Wirks Entrepreneurs too is that they sell a business and they didn't have a plan in place of what they were going to do after. And I've known entrepreneurs who go to like severe depression, lack of purpose. So like there's this another life lesson that I've had that I've been able to learn through other people's actions. They're like, I didn't think about that.

00:27:44:10 - 00:27:55:06 Eric Wirks Maybe I'd better, you know? So, like, I'm always open minded, I'm always listening, I'm always teachable. And I just I've learned to be that way because it's it's served me very well.

00:27:55:08 - 00:28:06:08 Mike O'Neill Could you share a life lesson? Whereas you found you or your organization stuck, And when that happened, what did it take to get unstuck?

00:28:06:10 - 00:28:41:03 Eric Wirks Yeah, just. Just like recently, like things, things shifted drastically and then moved and started trading in fourth quarter of 2022, first quarter 2023. And here's, here's a situation where like a little bit of arrogance got us in trouble. We're data nerds in our company. We're always looking at data for everything. So we're looking at all these financial forecasts and housing market forecasts and all this stuff, all these trends and the data is telling us what to do.

00:28:41:05 - 00:29:03:03 Eric Wirks And we got a little bit arrogant and still trying to go on this crazy growth path, hired all this mid-level management, increased all this so drastically, increased our monthly break even cost and it didn't happen. What the data told us was going to happen is what happened. And we had to pivot really, really fast. Well, as fast as we could.

00:29:03:03 - 00:29:30:09 Eric Wirks So one, we could identify the problems, but and also, two, we had like we had some big hiccups happen in the sales department. So perfect storm. We identified everything that was the issue, part of that being us and how we approached it and then know the direction to take the challenges is that even though the issue is identified, the solutions in place, these things don't get corrected overnight.

00:29:30:11 - 00:30:00:17 Eric Wirks So we're on the path of correcting everything, re stabilization, all the above. And but I'm still watching money hemorrhage, cash flows going down. So after first quarter, I we were dang near a half a million dollars in the red and then through just tenacity persistence and to stay on course in trying to stay as emotionally calm as possible and I'll be fully transparent I had some moments where I was a little bit emotionally unhinged and.

00:30:00:21 - 00:30:01:12 Mike O'Neill You.

00:30:01:14 - 00:30:23:17 Eric Wirks Know, sit here and say otherwise. I'd just be I'd be I'd be a liar. But I had good people around me to really, like, help me navigate that. And then, no, we we made all that money back, got back into black and are doing substantially well again and a lot of a ton of companies in my industry are not in the position we're in.

00:30:23:19 - 00:30:35:08 Eric Wirks And there's going to be a lot of moving storage companies or maybe people or maybe a lot of businesses were also greatly affected by the housing market that are probably not going to survive.

00:30:35:10 - 00:30:58:04 Mike O'Neill Here because we had opportunity to speak before we set this recording date. And I knew that you could speak on a wide variety of topics. I appreciate your willingness to come and to share a little bit about your story. I hope that the folks who are listening will learn from and drawn inspiration from. And I just want to say thank you for doing that.

00:30:58:06 - 00:31:01:04 Eric Wirks Thanks for having me, Mike. I really enjoyed it.

00:31:01:06 - 00:31:24:16 Mike O'Neill I do have a question for our listeners, and that is are people following you because they have to or because they want to? You know, as a leadership coach, I work with executives who have a track record of success behind them, but they're now feeling stuck. They're frustrated because you're finding that with each level of success that follows, the bar gets set even higher.

00:31:24:18 - 00:31:48:12 Mike O'Neill They're discouraged because what worked in the past, as Eric just said, it's no longer working. My clients, despite all their successes in the past, they're lacking the clarity, the competence to make the decisions needed to get to that next level. So through coaching, we work together to unravel those hidden blind spots the challenge, those limiting beliefs, and establish a strong sense of accountability.

00:31:48:15 - 00:32:15:04 Mike O'Neill So if you're feeling stuck or if that describes you or someone you know, let's talk. Head over to bench dash builder Qcom to schedule a call someone. Thank you for joining us and I hope you have picked up on some quick wins from Eric there help you get unstuck and on target. I'm going to stop the recording.