231: Q & A with Michele
Michele 00:01
Hello, my name is Michele, and you're listening to Profit is a Choice. Hey, everybody, welcome to the podcast today I have with me Kelcee Sparks, who is with Elite Ops Support. She has a team of people that support designers and other industries with operational support and VA support, and she also provides operations support for me personally. And we've been working together for almost three years. And she's going to ask me some questions today so that we can share a little bit more of the questions that you all have been sending in and have asked, so enjoy the podcast.
Every day, empowered entrepreneurs are taking ownership of their company financial health and enjoying the rewards of reduced stress and more creativity. With my background, as a financial software developer, owner of multiple businesses in the interior design, industry, educator, and speaker, I coach women in the interior design industry to increase their profits, regain ownership of their bottom line, and to have fun again in their business. Welcome to Profit is a Choice.
Michele 01:17
Hey, Kelcee, welcome to the podcast.
Kelcee Sparks
01:18
Hey, Michele, thanks for having me.
Michele 01:20
Oh, you're welcome. I'm excited to chat with you today and I know that you have been compiling some of the questions that either I get asked or that you get asked about me or that we see coming in from different channels. And before we do that, I know you've been on the podcast a couple of different times, and we've worked together to answer other questions that have come in. But tell everybody that's listening just a little bit about Elite Ops Support and what you guys do, and then we can jump into the questions.
Kelcee Sparks
01:49
Yeah, perfect. So Elite is a full-service agency, we provide everything from operations to Social Media Management and Marketing for small and medium-sized businesses. We focus a lot on working with the interior design industry, but we also support clients and other industries with administrative and operational needs.
Michele 02:08
Awesome. Kelcee, you and I have been together for three years, which is so hard to believe. I mean, it's been a hot minute, right? And we've seen the industry change, we've seen things grow. We've even seen my program shift a bit here and there, throughout time. So, you have again, compiled some questions that people have asked you. I'll ask you a question before you start unloading on me. What do you think one of the biggest questions that you get in Elite Ops is right now from people that are looking first and foremost, for help and assistance instead of doing a full-time hire? What is the first question the biggest question you get?
Kelcee Sparks
02:54
We have a lot of people that are right now budget conscious, so they want to understand how somebody who's not in the office with them can fully integrate into their business and a part-time scenario, and really make an impact. The biggest question that people ask us is, how does it work? How do we work with you and how do we work with your team members? What do we get from you? And how can it work for us? How can something like this save us money? How can it make an impact for our business? And how can someone who's not sitting next to me really be a part of our team?
Michele 03:29
I know we have done multiple podcasts on that, but I do think that's a burning question that we all have, right? We're always looking for what's in it for me, every single person is looking at it that way, and rightly so like when we read a contract, what's in it for me, when we're looking at delegating what's in it for me. I know you shared one time in one of our coaching calls that if you delegate 10 minutes a day for a year, you get a 40-hour break. I mean, it's crazy. So sometimes what's in it for me is just I need a 40-hour break at the end of the year as it's all pulled together because somebody else did 10 minutes of the day for me. I'm going to throw it over to you and let you start asking questions based on the things that you've seen. Okay.
Kelcee Sparks
04:14
The most common question, Michele, that people ask about you is that they want to get to know you. They know you're a well-established brand that supported hundreds and hundreds of business owners. How did you move from being a workroom yourself to a coaching business owner? And why did you make that change? What impact did you feel like you could make on the home interiors industry?
Michele 04:42
I think it was maybe around episode 170 when I did the Scarlet Thread origin story. For all the nitty-gritty details you can go listen to that one but I'm going to give you the broad brushstroke. I started a drapery workroom back in 2000, after having had a ten-year corporate career, and I did that for a very long time. In 2009, I bought into a management partnership where we ran the Custom Home Furnishings Academy, which was a 9000-square-foot facility in Charlotte, North Carolina. I produced a magazine every other month for about three and a half to four years. And we taught educational classes on how to build businesses for workrooms, installers, staging, sunlight, design, and those kinds of things. And then we also taught the hard skills of how to do those things. And in 2012, I started having some severe health issues. I had been teaching, in addition to doing a magazine every month, or every other month, I had also been teaching classes every month and hosting webinars, and moving around the United States and teaching. Not physically moving but traveling around the United States teaching classes almost all of them are either financial based or how to start a business. That's what I was doing. I really enjoyed that work and had taught hundreds of people just how to get control of their finances, and how to understand what was happening.
So fast forward a little bit in 2012, and I started having severe issues. I started noticing some big shifts in my health, probably in late 2011. I think I just pushed it away because I didn't want anything to really be wrong and I ended up going to the doctor in February of 2012. And when I did, I found out that I had some extreme health situations, I was in DKA, diabetic ketoacidosis and my body was threatening to go into a coma, and I also had a lack of blood flow in my right arm. I was in danger of losing my arm as well and my right arm is my dominant arm. You know, when you are told, kind of all within one week, we've got to keep you out of a coma, and we're trying to keep your arm, that will rock your world. And it rocked my world. It rocked the world of my husband and my kids. I took that information, I had to start insulin therapy immediately, had to change my diet, I had lost so much weight I was wearing, to give you an idea, I was wearing a size 00. That was extremely unhealthy for me and very tiny and it was continuing to decline. I mean, the one great thing about it was I could eat a brownie and lose two pounds by the next day like everybody has to know at some point, that's not normal. I just kind of ignored it because that was a great benefit to eating brownies. Within one month of me being diagnosed, I went in and had surgery to build a new artery system in my neck and in my shoulder to get blood flow to my right arm. I had to change my diet, I had to change all my activities, I had to go on permanent insulin therapy, and I had already been hospitalized. And in the middle of that, I realized that it was going to be very difficult for me to lift heavy bolts of fabric, it was difficult for me to travel, I had to limit my travel, I couldn't pick up a suitcase like all the things that I had done in my life. Everything just screeched for a while. And I also went back to the partnership and said I need to get out, I need to sell, and everybody agreed that we would all look for a way to sell it together. We found a buyer, so we were able to sell it.
Then I was at home thinking now what am I going to do because I had planned at some point in my life, after I sold the business, to come back and just build a bigger workroom. And then I couldn't do that. I've sold one company and the other company that I have, I can't perform in the same way anymore. What am I going to do? So, I went on a long journey and calling people and trying to find out what am I going to do now because I've got a lot of information in my brain, I have a lot of skill sets, but the physicality I cannot do. So interesting, during that time that a former client of mine from the educational space, emailed me and she said, Michele, I really need a coach or a business owner who can walk beside me and help me do these things and you've already taught me so much my business has already transformed so much can you be that person? I said to her, you know what, let me investigate because I didn't want to just jump in there. I don't mean this in a bad way, but there are so many people that can just call themselves a coach. Some people sometimes say "Hey, I'm a coach" and I've done something one time, let me call myself a coach. Or let me call myself a designer, because I designed something one time, or here, I am a professional photographer because I took a picture one time. I didn't want to be that and that's super important to me.
I went back and did about six months' worth of training on coaching practices, best methods, understanding worldviews, and all those kinds of things so that I could come in prepared and not shooting from the hip, or just being able to express one way to do something. So, I did that and then in 2013, started my coaching practice. So that was kind of the way that it shifted. The impact that I thought I could bring, I don't even know that I recognized some of the impacts that I was able to have at that point in time. I don't think sometimes when we're starting, we really recognize the gravity of what we're doing. But I knew that I could impact good business practices, I knew that I could impact how to know and understand your financials because I'd been teaching that already since 2007. We're like six years in at that point, I've been on stages, I'd been speaking about it, I knew that if I could do nothing else, I knew that I could help people know and understand their numbers and their money and make decisions based on that empirical data.
Kelcee Sparks
11:38
I have had the opportunity over the past few years to watch you do that with tons of business owners, hundreds, and hundreds and you do it so well. One of the other questions that we often get about you is what is something in this journey, clearly, you've been on a journey with health and business and the different things you've done, what is one thing that you've learned through this journey of business ownership and transition that you think everybody should know.
Michele 12:08
That's a big question, that's a big ask. I would say the thing that I think everybody should know, is that it's really important to allow yourself to grow and evolve. The business that I started with in 2000, was not the business that I had in 2009 when I bought into a second company, it wasn't the business I had in 2012 when I sold, and it wasn't the business in 2013 when I started coaching and consulting, and that is certainly not the business that I had in 2018 when I started the podcast, and it's not the business that I have today in 2023. I think we have so much, Kelcee, everybody has so much that we bring to our work, and giving ourselves the ability to grow and to evolve in that work, whether it's deepening a skill set or widening a skill set, I think is amazing.
The fact that we can be in this home furnishings industry and we can go in so many different directions, we can go in the direction of education, we can go in the direction of mentorship, we can go in the direction of going deep with a product or with a vendor and support that, or just bigger homes or different types of homes or commercial, it's just so varied for us. Not putting ourselves in a box and not limiting ourselves to how our skill sets translate. But I think what has been most important to me in that journey as I've looked back because now having built Metrique Solutions, software that's going all the way back 30 years to when I started working in corporate in 1989. I mean, that's a long time and every bit of it fits together to form this puzzle.
I look back and I realize it's because of the foundation. I think that yes, we can build, we can grow, don't pigeonhole yourself, but also understand that we all have strengths, weaknesses, and values. Every time I've built a business or a type of business or pivoted in my business, it has been built on my deep value statements. My why and who I am as a person, so that never changes but the way that it is expressed in my work has changed. I'm already wondering and thinking about after I retire, which I got a while to go, but I've already started thinking about what I would like for it to look like then and honestly, I want to go work in women's shelters. And I want to go work with those young moms or those women who have escaped some really rough situations and I want to go sit with them and I want to help them reinvent in whatever way I can or just put they'd support or just hold their hand and give them a hug. Heck, I'll watch their kids for him. And that still fits in alignment with the why that I have today. Know your own why, know your own values, and give yourself space to evolve and grow in your life and your business.
Kelcee Sparks
15:17
I love that. I think it's so easy sometimes to feel lost. And if you're always remembering that why, why you started, why you're doing it, I think it's easier to find your way, even in this transition period.
Michele 15:30
You know, Kelcee, and because you also work in the program, you know that every six months, we have our clients go back and look at that foundation. And it's so interesting, I'll have people that will say, I've been in business 10 years, I know my foundation, or I've done it for 30 years. But when we sit back and look at it with a fresh set of eyes, it's not because I'm anticipating that foundation changing sometimes, it's more to become acquainted with what it is that we're doing, where we have made those commitments, what is seriously important to us? And then are we giving it full expression in our work in our processes, like you work with process development a lot. Well, if I've got a value of being on time, or of time management, and that is super important to me, my process better show that or I'm working at odds with my own value system. And so just always be reminded of it, it's not a I did it one time, and I never have to do it again. It's easy to push it to the side and think it's not as important as something that's riding in your face, but it really is the driver for everything.
Kelcee Sparks
16:40
Absolutely. And that actually transitions into our next question, because it's all about refocusing and prioritizing. Something that has come up, I think over the last probably year and a half often, is a work-life balance, life is busy. Time seems to be getting shorter. How are we supposed to keep up with it all? What people often ask is what you do to maintain a work-life balance. How do you manage your time and your team to make sure that everybody is able to prioritize what's most important?
Michele 17:16
I'll first tell you, I don't think there's a balance. I just don't because, in my mind, I think of balance as like scales, right, that are 100% equal on every side. It's elusive to me, it just is. But what I work a little bit more at is being centered. And what I mean by that is I can find my center and still be tipped to one side or another, but I'm still upright and centered. Finding that core as we are moving, so I think about it more that way. I'll talk about that a little bit more in just a second. There are things that I have learned because look, I have done it all wrong. Exclamation exclamation exclamation. I've had those moments where I thought I suck as a mom and a wife, but I'm an awesome business owner or I suck as a business owner because I'm being a mom and a wife. And I didn't know how to balance. Right that word again, I didn't know how to do it all. And I am just going to say I am not a believer that we can do it all at the same time. I just don't believe that we can. And I think it is a lie that we've been fed that for some reason, we should be able to do it all because men aren't asked to do it all. They're not asked to take care of a home and take care of kids and work full-time. We never ask that of them, it's not even a level of expectation. But somehow for women, we have internalized that I can what is it, I can bring home the bacon fry it up in a pan, like that we could do the whole thing. We can do it all, I just don't think we can do it all at once or without help. So, I'm a believer in getting help. You know, we've had people do yard work for us, if I'm thinking about my home, I've had my home cleaned, I've had meals prepped, all kinds of things like that. Where can we get help in the home, I get help and work I delegate I have, I have a lot of different people that work for both of my companies and work with me and support me, I don't do anything by myself.
The second thing that I would tell you is I've learned not to schedule myself to capacity. You and I talked about that quite often. I don't want to schedule you to capacity, because if either of us gets scheduled to capacity, the minute that phone call rings from a client that we already have, who is in need of something, and in my elite program, I am on their speed dial so they have the ability to text me, call me, email me during business hours whenever they need me. And so, with that level of support of saying I am pretty much CFO, whatever, by your side all the time. I have to create space for those calls to come in, I have to create that. And so, I have to build whitespace into my calendar. So that's really important to me is not to scheduled to capacity. I'll give you an example too when I was raising the boys and I would always try to get that last thing in, oh, if I could just load the dishwasher, oh, if I could just vacuum this rug real quick so it's nice and clean when I come home, it would take me to the edge. So I had scheduled when we needed to leave and then we would go to leave and the boys couldn't find her shoes or something was going on, I'd lose my cool because they don't have their shoes. I'll tell this funny story. We went to the pumpkin patch one time and my two-year-old had no shoes, like where are your shoes? Why do you not have your shoes? Where did they go? So, I started learning I needed to give more time so that with ease, I could do the next thing. And I've been trying to bring that into what I do right now.
There's a great book that I've talked about multiple times called Who's in Your Room, and it's talking about who you spend time with, who you give access to your thought process, and he talks about ease and disease and disease is lack of ease. And I've just it just so rocked my world when I broke down the word disease, that I don't want to create a business or a life of that. So, I schedule fun. I schedule vacations, I try to schedule up to about 85% capacity so that I leave space for all things to break all things to go wrong, and somebody to call, something good. I mean, even those things. So that's important. Some of the things that I used to do all that, Kelcee, are things like project management tools. I have a merged calendar my family does with me, we have a merged calendar, so I know what Metrique is doing, I know what Scarlet Thread is doing, I know the birthdays in my family in life, I know when our family is going on vacation, or when we're dog sitting for one of our sons. We've got all these things on the calendar and that helps me manage as well. Oh, one other thing. The doctor told us when we took our two-year-old, our first two-year-old, he said, parents, here's I'm going to tell you, you're told that your child needs to eat a healthy diet. He said he's not going to eat a fully healthy diet all day every day. So I want you to look at it over the timeframe, like over a week, over two weeks, it may be he goes through a phase where he's developing his palate, and he only eats broccoli one day, the next day, he may only eat chicken the next day, he may only eat bananas, whatever it is, but over a week or over two weeks, was it a balanced diet. When we go back, and you're asking me about balance, and I said I'm more centered, there are times when my work demands more heavily of me. There are times when my life demands more heavily of me. And being centered allows me to move in each of those directions while still having a solid core. But to move in that direction, we have a wedding coming up in our family in the next month. That is going to demand more of me personally, I have an event in September for all of my clients, and we do a great big two-day workshop, that's going to man more of me on the business side. Learning how to how to kind of move back and forth between those without fully requiring an equal balance. That's where I think that word can be deceptive and then always make us feel like we're lacking.
Kelcee Sparks
23:39
Yeah, sometimes it does feel like a no-win battle. And I think that that's what a lot of people have said to us over the past little bit is balance doesn't feel possible. So, I love how you explained that. That two-week thing with small kids, I also understand some days are better than others. So let me ask you this, you've obviously got a lot going on, you've got a family, and you've got a business. Are there systems? Are there platforms that you're using? Are there processes and people that you're using, that have really been a game changer for you that have made finding this centeredness, this form of balance for you easier? And what things have been helpful that you would recommend to any business owner?
Michele 24:27
I do think that doing things wrong is a good educator. I heard one time that when we do it that way, it's like we'd learned on a field trip. Or we had to experiment, we didn't just learn from the book. I will tell you I've done a lot of experience in my life. And a couple of things that I would say are top of mind for me. One would be to write down processes. Creating SOPs I've shared that on the podcast over and over and brought a lot of different people in to talk about it. Because the more information that is in my head, I can't give it to somebody else to help me out. Like it's a barrier. They don't know what's in my head. You've said that to me, Michele, I don't know, I don't know what's in your brain, you have to tell me, you've got to write it down. Writing those SOPs, my staff has changed over in the last three to five years in a couple of different positions. And every time we've been able to hand over SOPs and tweak them for the new person, handover SOPs, but there was at least a starting point of something. So, I think that is one of the most important outside of that, once I have these SOPs thinking, What can I take off my plate? What is the best use of my time?
We talked about that, even again, yesterday, in our Designers Inner Circle call, we talked about that queen bee role, from Clockwork, what is the best use of your time? And how do I protect that? What can I hand off? I'm all about delegating, and not dumping, but how can I push the work to a different level in my company where it can be done well and support the brand. It doesn't always have to be the owner. I delegate in my company, and you delegate in your company, no one person can do it all. Creating SOPs, which allows you the ability to delegate is super important. As far as other tools, I am a big user of calendars. I'm a Google Calendar gal and that's the one that supports me right now. I love automation as much as possible. There are so many different platforms. And we use Keap internally just because we had been using it for a long time. But there are so many others that can be used. I use Calendly. There's Calendly and Acuity. You use Motion, I just bought that one so I'm starting to investigate that. Some of my clients use Hive, ClickUp, Asana, Trello, Basecamp, and Monday, there are a lot of them out there. I personally use Asana just because that's where I started, and I like it, but it doesn't mean that Motion might not show up for me later. We use all kinds of software. We use Metrique and we use QuickBooks, we have people that use Harvest and Classify. Any tool that can be used, that can do a couple of things that can streamline a process, that can reduce the amount of time and work that a human has to do, and that can change your hiring processes, I'm all for that.
Kelcee Sparks
27:33
Absolutely. Perfect. We've been talking about work and life and that type of thing. But now I want to ask you some opinions. People often come to us wondering, what do you think about this, what do you think about that, and we haven't shared a lot of what's in Michele's brain. The first one is about coaching. It's becoming a huge industry. People are hearing it everywhere for tons of different things. There are a ton of options out there. What do you think is important? Why do you think it's important to have a coach? What do you think is important about coaching? Why do you think it's becoming such a big thing? And how do you decide what the best option is for you?
Michele 28:15
That's a good question. It's interesting when I started coaching back in 2013, there weren't very many. I started looking for other coaches to coach me, immediately. And I could not find the right coach to coach me to be a coach. I did a coaching certification. I did all of that, but I wanted somebody who was doing that. It took me two years to find the person that I was willing to have coach me because of a couple of things. Number one, look at every sport that we have, there are coaches, and there are different types of coaches. So, if we were to take like just take softball, baseball, for example, you've got your overall Coach, you've got your line coach, you've got your first base coach, you got the coach that hangs out over there behind between third base and home plate, you know, you got your outfield, there are coaches everywhere because we see the game differently.
We've talked about it before, if you were to think about even on a football field, you've got people up in the press box that are shouting down information because they see from that overhead aerial view what the people on the field don't see from a line-of-sight view. And we only know what we know. Every person in the world only knows what they know. And there's the older you get, the more you recognize there is more that we need to know. I believe coaching fast tracks. If it's done well, it fast tracks your success or it fast tracks your learning because they are showing you what you don't see. They are creating an awareness that you don't have. They are inviting you to see things differently because if we don't get that from somewhere, whether it is formalized coaching, mentorship, or whatever it is if we don't get that, we keep doing the same thing over and over with different expectations. And you know, they call that insanity, right doing the same thing over and over, but expecting different results. That's what happens. So, our thinking has to change for our output or outcomes to change.
There are times that I try to self-teach, there are times that I've tried to self-direct or read or listen to a podcast, and implement changes, we all do that. And that's good. And that's helpful. But there are times when I don't know how to implement certain things, or I don't know what to do in that case, and I have hired overall coaches, I've hired mental coaches, I've hired marketing coaches, I've hired coaches for all kinds of different pieces and parts of my operationally, different pieces and parts of my business, to fast track me to get what I want, what I need and how I need it. So that's why I think it's important. I do think like anything, it's easy, a lot of things aren't regulated, and so it's easy to just call yourself a coach. But I mean, I could call myself 5'8" and blonde, but it doesn't make it true. But I do think we have to be careful because people have overused all things, they've overused the term designer, they've overused the term coach. We have to ask ourselves, what is a coach?
There is a difference between coaching and mentorship and advising. And mentoring is usually when you're teaching somebody sharing with somebody, how to do exactly what you've done, that's a mentor. A coach is somebody who's trying to help you be better at what you're doing, and helping you look more widely at things. So, it's not necessarily only one way of doing things. An advisor kind of pops in and advises about a certain situation or within a more closed setting of what you need. And then a consultant comes in and helps you try to do it, it's more actively doing. And so really looking at sometimes those terms get intermingled, just like we see people mixing up margin and markup all the time, but they get intermingled, so I think it's about knowing what you need, knowing where you want to go, and then interviewing coaches. There are different coaches with different styles, and it doesn't mean they're bad. I've worked with a lot of different coaches; I know I have supported a lot of people who have worked with a lot of other coaches in our industry and then they come to me. Probably many of them leave me and go to them because they offer something that I don't or in a different way, or they have a different need. So, if you're looking for a coach, I say, look for somebody who has already done and has a body of work, and has a track record and that has people who can tell you what it's like, talk to them, interview them, find out if what it is they have to offer is in alignment with where you want to go with your business and what your needs are at that given time. And then then look at building that relationship. Does that answer everything you asked me?
Kelcee Sparks
33:24
I think it does. Yeah, I think that that's a really good perspective from somebody inside the industry. Because I think, as you said, coaching is still relatively new, so, I think there's a lot of us still out here that are wondering why and wondering how so I think we've covered all of that well.
Michele 33:39
I will say this too, just about coaching in general. As much as it can be frustrating when everybody calls themselves one just like all the other things. I do love the idea that it allows in the industry that people want to help and share and the idea that I'm willing to share. Because I can also remember the day when everybody held every industry secret so tight to their chest that nobody shared anything, so that is a beautiful outcome of sharing, and I am excited. And I think there's room for all people, right? I don't think that we need to narrow it down. I think there's room for everybody. But just like we would want photographers or other business owners, and interior designers to have really great business practices, we just need to make sure that we're holding people accountable for really good business practices.
Kelcee Sparks
34:26
Absolutely. I agree. So, I'm going to wrap it up Michele with two questions that are honestly probably the most common questions that come in, that people would love to hear from you about. The first one, you've supported tons of business owners. We've talked about that a couple of times already. But I'm sure there's a common thread to lots of them. Is there one piece of advice that you've given to probably most if not all of your coaching clients that you would be willing to share right now with this audience,
Michele 35:05
If you are building a business, let's build a business that you love, not just one that you think will be lucrative, because the money will come if you build it well, and you build it right, and it's also what other people need. But I see people sometimes forcing a business model into their business because they heard it on a podcast, or because they read it in some book, or because somebody else said they did it. And in their mind, they had FOMO, that fear of missing out and they thought that they had to take that and do it themselves. I guess I'm just a big proponent of using your own skills, talents, gifts, and abilities that God has blessed you with, use those to do what you love. There is a way, I believe, for each person in this home furnishings industry to create a business, there's enough that we don't love and what we have to do just to run the business, I would never want the main thrust of what I'm doing to be something I don't like and don't enjoy. So that solid foundation that we kind of started with at the beginning, I think that's imperative. Know who you are, know what you want to do, know where your deal breakers are, know what you won't do, and then just build a business that you love, and then get help doing it.
Kelcee Sparks
36:22
I love that advice. Like you said earlier, we're spending so much time doing it, I do think it's very important that we enjoy it. And finally, I'm just going to ask, your business has changed, you've told the story, the 10-year story, the 15-year story, but even now your business is changing and evolving to meet people where they are. Where can people find out more about you? Where would you send people to learn about Scarlet Thread and how can they connect with you to start building that relationship?
Michele 36:53
If people are looking just to manage their finances, I would say MetriqueSolutions.com and you can find us at Metrique Solutions on Facebook and on Instagram. And then if you're looking to build your business, then you can find me online. I'm hanging out at Instagram at ScarletThreadATL. We are also on LinkedIn, under Michele Williams, under Scarlet Thread, and under Metrique Solutions. We do put out newsletters and tidbits and suggestions there. You can also find me online at Scarletthreadconsulting.com, you can go out under resources, we have some free resources. You can start to get to know what I think and feel and how I can help you by looking at those resources. We have the podcast that is out there, so you can listen to it. We have blogs that we have written so you can go out and check those out. And then we also have a really cool resource under the downloads on coaching through the podcast. So, if you just want to get started, we have an entire walk through the podcast where you can listen to it, we get tell you the things to do number one, number two, number three. And so, I think that is a cool resource to have. And then lastly, you can go to the discovery form and fill that out and sign up for a one-hour discovery call with me where we can find out what the challenge is in your business, and if we can support you,
Kelcee Sparks
38:31
Thank you so much for all of your feedback. I would like to ask people from your business perspective, keep sending questions, Michele would love for you guys to get to know her even better. So, keep sending them in and she will keep answering them.
Michele 38:51
This was very fun. I was a little nervous about it. But it's fun. If people want to send in business questions continue to send them in, we'll answer them. The majority of the podcasts that we are putting out are because people have asked questions and either we answer them in my solo podcast, or we go find somebody who can talk about it. If there are topics and ideas that people want to share, I'd love to hear them. And thank you for being such a great interviewer Kelcee, I appreciate that.
And as the rest of you are listening, I just want to invite you to continue listening to Profit as a Choice. Let us know if you have any questions and as always choose to be profitable because profit doesn't happen by accident. Profit is a Choice is proud to be part of the design network.org where you can discover more design media reaching creative listeners. Thanks for listening and stay creative and business minded.