Jen Hamilton (00:01.154)
Welcome to Fractional COOs to the rescue, the show that helps you move from an owner run to a team run business. I'm Jen Hamilton. You're not so average sidekick here to share stories, strategies, and a few tough truths to help visionary leaders and fractional COOs lead with confidence. So let's take fight. All right. My guest today is Renee Rons. I'm super excited to have you here, Renee. Thank you for joining me today.
Renee Brauns (00:28.22)
Thank you so much for having me. I'm very excited about our conversation. We always have such a good one.
Jen Hamilton (00:32.91)
Yes, I can't wait to dig in. Well, let's get to know you first a little bit. So I have a couple of questions for you. So every sidekick to a hero has an origin story. So I want to hear what your origin story. In other words, how did you go from an operator into the trenches to a fractional COO on a mission?
Renee Brauns (00:52.604)
Absolutely. Well again, thanks for having me here and yeah, it's always interesting to see what got us to this to this point and so thinking about my life I really found out I was that person who did all the operations was the one that was the integrator using the EOS terms right of really pulling everything together and seeing where there just were those disconnects Between like just having endless meetings. No true vision. No true accountability
We would do strategic planning for the sake of doing it, but not really to have any action plans out of it. It just looked good and felt good. And so having been in that role and more in the nonprofit side of the business, it just got me really thinking about that's the part that I geek out over and I really love, right? Is really trying to figure out where are we trying to go? What's our mission and how are we gonna get there?
in a way that makes sense and not just something that sounds good on paper. And so when I kind of left that operational side of things, I began working with first nonprofits, but now working with very small, small businesses that are mission minded, that there is an outcome, there is meaningful impact that they're wanting and helping them really be able to take those things and put them into action and into impact for what they're trying to accomplish.
Jen Hamilton (02:12.906)
I that. Well, what I hear is you're a fractional COO on a mission for a mission.
Renee Brauns (02:20.129)
Yes, exactly, exactly.
Jen Hamilton (02:23.566)
So I want, you talked a little bit about it, but tell me a little bit more about what types of businesses you love working with and what you're excited when they put out that call to help. What with the small businesses and nonprofits, do you like it when they're like, I need help here?
Renee Brauns (02:39.993)
Yeah, absolutely. So yeah, so I mentioned kind of that small mission-minded businesses. So that can be professional services, healthcare, nonprofits. It's really those who have leaders in the organization who are ready to grow or reinvigorate themselves or just move forward, right? Grow means so many things to different people and they're willing to really invest in their teams and making that investment or engagement throughout the organization. And so when they reach out and they're like,
know what I want to do, I know why maybe I started this, but now I've just gotten to where I don't know what the next steps are. I've gotten so into the weeds, especially with our visionaries, you know, they're the ones that started it, it was their baby, they're used to doing the work, but now they need to step back and really involve and engage the whole team. And so when those are like, hey, help me, I'm either stuck, I'm trying to grow, I'm trying to move to that next phase, I'm past that solopreneurship, right, I really am ready to make this a go.
and really have an impact. That's when I'm like, yes, let me come in, let me talk with you, let me see what you've got, let's talk about your vision, let's talk about what you're currently doing, and then really getting those details and then rallying the team around it, if they have a team, right? And even if it's just one or two, like it's just making sure we're all moving in the same direction.
Jen Hamilton (04:00.718)
I love that. So tell me a little bit more of where they might get stuck. In other words, what is the business villain you love to defeat the most? What are the things that you're like, let's get rid of this sticky part.
Renee Brauns (04:08.641)
Yeah, so yeah, I know you love this whole superhero. So I've been really trying to like dive into my inner superhero here. Yeah, so I think that the villains are the Tangle Weavers, those who are like we're in endless meetings. I'm causing a lot of challenges.
Jen Hamilton (04:13.474)
You
Renee Brauns (04:29.787)
I'm not seeing that picture. I'm being like bright, shiny objects. That causes a lot of trouble when there's maybe too many ideas and we're not sure what's really gonna be the one that's gonna make the biggest impact now and we're not prioritizing. The other is probably just anything that is distracting those leaders, right? So it could be.
other coaches, could be other, you know, other team members. It could be just, have so many ideas and I just don't know what to do and I'm just trying everything. So those are the ones that are probably, so those Tangle Weavers and those vision distractors, I guess, are the ones that can really cause a lot of challenges and get our visionaries and our businesses stuck, not able to really progress.
Jen Hamilton (05:13.976)
love what you said too about the distractions. It's almost like the squirrel followers too.
Renee Brauns (05:18.329)
Yes, yes, because when you're starting out and you're trying to grow, you read and you see so many things, you have so many inputs coming into you that to really break through all that noise and really understand, okay, what are the one or two actions I can take today to really make a difference? Because we think we have to do it all and they think they have to do it all. And while that sounds great, we really, if we focus on one or two things and move those forward, everything else is going to come much faster.
Jen Hamilton (05:45.026)
You cut through the noise and they know that they can have your help to be able to say, is what I focus on, that's what I'm hearing.
Renee Brauns (05:52.218)
Yeah, yeah, I love like the strategic planning part, which I know most people, you say strategic planning and they roll their eyes and they're like, please no, not that. I actually love it and I think it's because I've been able to look at strategic planning from a standpoint of not something that sounds flowery and it's just out there for the sake and looks good on a webpage or, know, but something that's like, here's where I want to get to and then backing that up and saying, okay, if this is where we're going to be in three to five years, what steps do we take now?
and then breaking that down into like, I keep talking about that actionable items, because that's the piece where most people get stuck. They have the big vision and they have no idea what steps to take to get there.
Jen Hamilton (06:33.602)
So this is a perfect transition into our focus for our conversation today. So we're still in the series around strategic direction and no one better to talk about than what you were just saying and having that strategic direction. And today we had previously discussed like what are we going to talk about? Because we could geek out about just about anything as you can hear. You are a strategic having that plan and that direction really expert and professional.
Renee Brauns (06:42.191)
Yes.
Renee Brauns (06:54.639)
Yes.
Jen Hamilton (07:02.648)
So one of the things we talked about today is understanding that you need a vision. And you started to talk a little bit about this, but I want to hear from you. Why is it so important for small businesses, nonprofits, others to be able to have that vision, especially as it relates to giving them a strategic direction?
Renee Brauns (07:23.131)
Well, I think it's really important really for all of us at the personal level as well as the business level is What's our why? Why are we here? What are we doing? What's our origin story like a lot of times with visionaries? It's reminding them why they did and got into the business they got into and the reason that's so important is because we have to have that driver that everybody can rally around
and want to make that difference. And so it really is important to have sort of that mission statement and one that you can say what it is, you know what it is, like that everybody can really appreciate of this is at the end of the day what we're trying to do because you need to have that motivation.
in order to have that momentum and to continue through the times when things aren't so great and when there's ups and downs and where you're trying different things to get a program going or whatever the case may be that at the end of the day this is really what's driving us and where we want to be and
If you don't have that, if you don't know personally what you're in it for and why you're doing it, if you don't know for your business why you're doing it, it just causes you to really get lost and you really have to focus on what is that outcome, what is that impact, what am I here to serve, what am I here to do?
I think that just really makes it so much stronger for your decision making, for rallying, getting the right people. A lot of mine is also very people focused. We gotta get everybody around why we're doing this. And if they don't really understand and they just see their one little piece over here and they miss that bigger vision, you're never really gonna engage them into those conversations and have them be a part of and gain and catch that excitement.
Renee Brauns (09:04.417)
about what it is that they want to do. And so I just think it's really important that you do start with that. What is the end game? Who am I here to serve? Why do we exist? All of those kind of questions, right, about their business and what led them to that decision in the first place.
Jen Hamilton (09:22.19)
This is so powerful because I hear that it's a driver, I hear that it's a rallying cry, it gives you the ability to make decisions. But I want to dig into a little bit more about what is the process for figuring out that mission. Because I'm curious if we think every business has a mission. I know there are some that are much more mission minded and those are a great fit for you. But do you think, like you said,
I want to go back to what you said about when you start, you had a purpose. So I'm wondering if we can get into a little bit about like when you're starting or, you know, what if you never stopped and said, this is why we're doing it. Anything around kind of building that mission, especially for our founders who are either getting started or recently started or been doing this for a while about understanding their mission.
Renee Brauns (09:55.333)
Mm-hmm.
Renee Brauns (10:14.587)
Well, I think what the mission really also helps is it really helps align your business on your ideal clients. It really starts there of like, okay, I exist, I have this, whether it's a service, like a lot of minor, again, professional service, we have that. At the end of the day,
what is that service going to do and what impact? So is it a community impact? Is it a personal impact? Again, depending on what type of leader you are, but every single one, whether, you we talk a lot about law firms, we talk about healthcare organizations, the non-profits I'm with, and you're right, tend to, the non-profits tend to have a little stronger reason why, but I think any kind of service that we're doing, you wanted to do it because you saw that there was a need, whatever that need was.
and you felt like you had something that could meet that need. And so really that's what the mission is, is defining that need that's out there and why your service is going to be able to help that. And so it doesn't have to be this big mission and vision, and again, because people get hung up on that, it's just really understanding who am I here to serve and what are they going to gain from this and why do they want to work with me.
Jen Hamilton (11:29.678)
of this simplification, although it's not a simple process, but simplifying it down to that need.
Renee Brauns (11:33.42)
Not correct. No, it's not a simple process and people can get caught up into the wordsmithing of it all. It takes a lot of time to really draft it down to where you can really say, here's what I'm here to do. And it does take time. And I don't want people to get caught up on that either because then you can spend so much time trying to get the wording right that.
you lose the value of what the true meaning is. So no, not a simple process. It does have that conversation has to go into it. It can take several iterations. I mean, they can start in one direction and in a year it could be something a little bit different or a little bit different, right? And that's why with strategic planning, it's not a one and done. Like you look at that three to five years, but every year you need to be visiting that because there are times when it may need to change. Now there's different schools on thought of that, whether you can change your mission or vision.
If it's changed or if something is better or clarifies it for you, for your team, or for those you're serving, then it's worth having a conversation about.
Jen Hamilton (12:34.35)
I hear you saying is it's not about a bigger change, meaning I think you can wordsmith it, you can get more clarity. But when you get to the heart of it where you said it's like, where did you start with the need and the impact you want to make? There's always something like that. I don't think I've met yet a business owner who has said, I'm going to start this business just to make money.
Renee Brauns (12:52.421)
College.
Jen Hamilton (13:00.366)
It wouldn't work, right? People aren't wanting to just give you money. You have to meet a need and there's probably some reason you're drawn to that need. And I think that's part of what you're saying is that that can take a while to dig in. And so over time, especially as you're meeting needs, that's where I hear you can get some of that refinement and that clarity of what to say, but it's probably still, I don't know if you've experienced this, still the heart of it is the same.
Renee Brauns (13:04.432)
Right.
Renee Brauns (13:29.467)
Absolutely. I think even if somebody is going into something to make money, to your point, at the end of the day they've got to figure out how to have that conversation and why people would want to work with them. And so it is still taking that big picture and saying, okay, well, who is, and it's even narrowing it down. We talk about niching and really trying to figure out, like you heard me say, like it's that small business, mission minded. That mission minded makes mine a little bit different than maybe somebody else.
and what they're looking for. And so I think that even if you started out that way, to your point, to sustained or to be sustainable, you have to have more than that and you have to explain what is it. And there usually is something more there. And I think that's what having that vision and having that plan really does. Again, it invigorates you, it reminds you that there's something more, something bigger out there. Otherwise, you're just gonna jump from thing to thing to thing.
if it's really just chasing the dollar, in my opinion. I really feel like having that and really zoning in on that need is really what drives and engages people.
Jen Hamilton (14:35.63)
Because I can obviously hear how important this is and it does sound like you can be very lost if as a business, as an owner, as a team without this and I love the mission minded. It's like putting it into your mind. So if this is so important, why do you think so many businesses like skip this part or mess it up?
Renee Brauns (14:55.417)
Well, I think a big part of it is because they don't really appreciate the importance of it, right? They want to get right into the service and want to talk about my marketing. I want to go into my sales. I want to. And so I think a lot of times it's just not really grounding them into that. And I think that's where it's really having that foundation. And I think that's a lot of times where small businesses lose and even associations or nonprofits, they really need to understand what's underlying, what's our foundation. Because once you have your foundation in place,
It's strong, you can build on it, you can make those changes. Every other strategy, every campaign, whether it's a marketing campaign, sales campaign, membership, whatever it is for you, none of it really matters if you don't have a strong foundation to build upon.
And I think that's where what happens though is we get so wanting to act and do and move that we forget that we really have to have that strong foundation. So it's not hopeless if you don't have it and things seem to and we can always go back and it's just asking some of those questions and finding out again what was what drove you to do this? What who are your customers? Who's coming to you? What problems them? I mean, there is a way to back into it, but I just think that's what it is. It's just, you know, in the past again, strategic planning got a bad rap.
because it was this lofty, these lofty goals that meant nothing to anybody. And so I think really having that in place is so critical now. And I think more are seeing that, especially in this day and age. mean, people want to work with others like them. We're in the people business. You know, our mentor talks about that all the time.
And I think that's really what it comes down to and why it's so critical to have that. Easy to skip over, because we think it's not important, but at the end of the day, when you have to make a decision on a change in the organization, a strategy that you're going to employ, whatever the case is, you really need to have that foundation so that everything fits.
Renee Brauns (16:51.451)
You may have to turn down an opportunity because it doesn't fit who you really are and your core values. And that all kind of comes into the strategy as well. If we really want this to work, we have to have all of those foundational pieces in play.
Jen Hamilton (17:05.71)
Can you share any examples of where the mission did help with some of these things driving the focus or helping make decisions or saying no to either maybe a client or a partner or a team member? Do you have some examples of this in place?
Renee Brauns (17:23.193)
Yeah, I think that a couple that come to mind, one kind of a nonprofit, I mean, they had this big lofty idea of what they were there to do, which was more their vision, which I think can be a little loftier. But when it came to the mission, by really knowing who they were serving,
it really made a difference in the decisions they made, and especially for a nonprofit, and even small businesses. We have to watch our dollars and cents, right? Costs are really going up and increasing. And so by having a strong mission, they were able to say, okay, here's who we're serving. How can we best impact them or the lives that they're touching? And by having their mission in place and really understanding that this is our constituents, this is our base.
that they really were able to make those decisions because they were starting to make some decisions about a membership campaign that really wasn't talking to their member. And it was kind of going outside of that. And so by not having their real strong, like, no, no, no, this is who we're here to serve and this is what we do. And this is how our organization is different than all the other organizations out there. That's a big one that they would have missed out on because they were trying to be everything to everybody.
Same thing can happen in a small business, right? When we're looking at the services that we're providing, and especially professional services, the type of clients that you can take on, if you really don't know what that ideal is and what you're meant to do and where you're trying to go, you can take on some people that ultimately are not going to be good for your business. They're going to take more time, more money, and or they're not going to be happy with you because you have a mismatch. There's not that fit there.
comes sort of that vicious cycle. yeah, in other, just small business, they really had to get clarity on who is it, what types of organizations are we wanting to reach out to so that they could really say no to or refer to someone else.
Jen Hamilton (19:24.45)
Yeah.
Renee Brauns (19:25.391)
hey, this really isn't what I do, you know? But here, let me try to help you get to the right person. And it saved them time and energy and actually ultimately provided a good opportunity for referrals or something else because they weren't able to help them. But by doing that and knowing who they were, it really made a big difference.
Jen Hamilton (19:41.55)
That's a great example of a tough decision, maybe one of the hardest decisions is having to say no, especially if you're in a position where you're like, we do need some funds from the revenue side and we do need some clients. so I think it's hard to say no even more in those. But what I'm hearing you say, which I really love about the mission, is it makes it easier to say no because there are like boundaries around where can we make the biggest impact? Where can we
Renee Brauns (19:52.089)
Yes.
Renee Brauns (20:06.832)
Yes.
Jen Hamilton (20:11.018)
meet the needs in the best way possible. And I think it's easy for us to step back and say, okay, I'm not the answer to everything. Like you said, don't be the be all, end all answer to everything. But I think that what I'm hearing you say that mission has really helped different organizations. And if you don't have one, that's why you're using the words foundational of having it be able to say, this is a yes, this is a no that is outside of those boundaries.
Renee Brauns (20:38.203)
It just really gives you that clarity. It really gives you clarity so you can make the right decisions. So your team knows what they're supposed to be doing and how they're impacting that. I think that's one of them too, Jen, I didn't mention, but by having that mission and by having really here's where we're going and here's our strategies and here's where we want to be, it really helps the whole team. And I've worked in organizations before where again, the team member had their one little job and they thought that's all they did. But once they were
enrolled in the bigger mission and enrolled in what we were trying to do, the ideas that they had, how they saw their role.
just all of that flourished, right? Because instead of just being over here working on something and thinking I'm not really tied to the mission, they got to see how they are tied to it. And then sometimes they're the ones on the front lines and they see and can provide you more ideas than maybe you would have had otherwise. So it really is that clarity and helps you really align everyone so that we are all on the same page. And in a small business, in a small organization, that's really more critical than ever.
Jen Hamilton (21:45.526)
I to, I hear what you're saying, like that you're getting better performance out of your team member, but I would imagine you actually get better engagement because they get to be part of the innovation. I would think that of course we're going to have better retention and maybe even recruitment when people do align with the mission. Are you seeing some of that as well?
Renee Brauns (21:55.195)
Absolutely.
Renee Brauns (22:05.371)
Oh, absolutely. Yeah. think once you've been able to share that, you see right away whether there's a fit or not a fit. I think, you know, and when there is a fit, yeah, it definitely really helps with that retention of staff and wanting them to just really stay involved in your team and wanting to help grow your business, right? And again, as small businesses and as visionaries who, this is their baby, gosh, if you can have others that are going to help take care of your baby, it's so much better, right? It takes the stress off of you and again, enroll.
them in that bigger conversation, everybody can just get a lot more excited about it. And when they know what's expected of them and what's expected of the organization, just infinite possibilities. It really does.
Jen Hamilton (22:50.222)
Maybe there are small businesses out there, people who are listening who are like, I think I have a mission, but maybe I don't. So how would they know this might need to be addressed? Are there any signs that like, maybe we're not aligned or even if you have a mission, that team isn't there.
Renee Brauns (23:06.041)
Yeah, I think that the one thing is do you have something that says what you stand for or who you're there to serve? mean, call the idea a client. You don't have to call the mission vision, but do you have some kind of statement or something that says who you represent or why you exist? Just something like that. Don't put labels on it, just do you have that? And then if you were to ask the others in the organization, because this is always one of my fun, when I do strategic planning, one of the things I'll do is a lot of times have individual calls.
And that's one the things I'll ask them is like, do you know your mission statement or do you know why you exist or who you serve? And to hear these who are supposedly you're engaged people, right? And they all say something a little bit differently or they're not quite sure or sometimes that's the test too is just asking that question of who do we serve? Why are we here? It can make such a big difference. And then it kind of catches them like,
Well, I guess if I'm not able to tell you what it is, I'm not able to tell my clients, my customers, my, you know, it helps them understand like maybe I'm not communicating as well as I should because everybody in the organization should have an idea. They don't have to have it memorized. You know, I joke about that sometimes, but it is something that you want to have two or three keys, words, a tagline, something that everybody can start with of here's who we are.
So I think that would be the first thing is just do those in your organization. I mean, are you all saying, yes, this is what we do and who we serve. Like that's, I think those are the two questions I would start with. And then if you have one and you're saying, well, I don't know, is this strong enough, not strong enough.
I then would say just look at and see how are you using that though when you are making your decisions and when you're starting to plan or are you using it when you plan? If you have it out there and you kind of have that but when you're making all your decisions and you're not having those discussions about does it align, do the decisions you're making, the programs you're trying to put in place, does it align with who you say you're here to serve or what your mission is? It really does when you want to start there, right? And so if you're finding like,
Renee Brauns (25:13.081)
Well, I could make it a line. That was always the joke, too. I would work with groups and they'd be like, well, this addresses the mission because of and they would have this like roundabout way trying to fit it in of why it really helped. And even they after a while were like, you know, OK, I'm really trying to make this happen and it doesn't fit or has the mission changed. Like it doesn't necessarily mean.
Jen Hamilton (25:15.886)
you
Renee Brauns (25:36.367)
that what you had or what you started with is where you need to go. So I think it is just really reviewing that. And again, I think it's something that needs to be done really on an annual basis. It's just, is this the same mission? Are we here to serve? It really is looking at that lens.
Jen Hamilton (25:52.504)
What I hear you saying that I think is a good takeaway from this is it's about having people internalize the mission, not memorize the mission. And then when it's internal, like it's just sort of part of the business and the team DNA, then it's much easier to kind of catch yourself and like, is this working? Is this not working?
Renee Brauns (26:02.363)
Correct. Correct.
Renee Brauns (26:13.217)
Exactly, because that strategy turns into execution, right? Your people have to have that purpose. You your vision turns into those results. So it all just really does flow together. And that's how you make the best progress for the organization and can grow and again, have the impact that you're trying to have on the society, on your constituents, you know, in the world that you want to have, even if it's a small little piece, you know, we all want to have meaning.
And I think that once you have that, just makes things so much easier for the organization, but it makes you just, it's more fulfilling. It's just really more fulfilling too. And it helps your bank account and it helps, you all of those other things. Like, you know, I don't want to take away from the money and the, I mean, we are in business, right? And even nonprofits, I always say, like, yes, we are in business and that is what we need to do. But these things really will help you get there and grow so much faster and sustainable.
if you're always looking at those and coming back to that foundation.
Jen Hamilton (27:13.614)
hate to say that we're getting close to the end here, but I wanted to actually, you had said it, let's take some of the strategy and put it into execution. What's one or maybe two things a listener can put this into action in the next week? Where can they, you mentioned the ways to start, but what's one thing they could do to step in the right direction?
Renee Brauns (27:32.848)
Yeah, I think it's just looking at, if you have a mission, dust it off. If you haven't looked at it in a while. Or even if you have that, but just really look at it. And then if you have that, just do that gut check, if nothing else, of is that fitting for you? Is that what you're trying to do? And then depending on your team, does your team know that? And are you using that?
in your planning when you're making your decisions. So I think it's just really taking a look at it if it's been a while or if it's something you do every year, that's great. But now really make sure you've enrolled others in it and do they really know what we're here to do. I think those would be the things that I would say the quickest takeaways. And then if you're not sure or if you're not sure if you're leading and you realize, gosh, we're not, then that's a conversation then to really have now, how do we take that and really put a whole plan around it and start really prioritizing.
the steps that we're going to take to move our organizations forward.
Jen Hamilton (28:32.589)
Thank for that. Okay, now it's time to flip the mic so you get to ask me anything.
Renee Brauns (28:33.903)
Yeah. All right. All right. Well, I was thinking, Jen, I know you have you've made a difference in so many people's lives and your career and have just done so much in this space and in others. Looking back now, knowing you still have more to come, but what would you say is one of your proudest moments of all the lives you've touched and all the impact that you've made? Is there something that really stands out for you?
Jen Hamilton (29:04.208)
question and thank you.
It's interesting, one of the fun things is I don't know what I'm gonna be asked. And the thing that pops up in my head is what I'm gonna go with. And it touches, it's like making me emotional thinking about it. So I must be in the right area is that I had the privilege of being a co-founder of my children's charter school here in town. We're in a small community within San Diego. And as much as I did this as a mom, I did this for my community and to know that it still exists.
and that there are children who don't maybe fit in the traditional public school setting can go to the school still five minutes from where I'm still living, even though my children graduated a long time ago from this school, to know that even though I have nothing to do with it now that I started something using my geeky operational brain along with these teachers' ideas and it still exists is something I'm very proud of and to know that I can keep making a difference in my community.
Renee Brauns (30:05.925)
That's amazing, and I think that says it all. That's the heart you put into everything you're doing. The podcast here, other things, your firm, just all the information you make available. I think that really just talks to you about your character and who you are. Thanks for sharing that.
Jen Hamilton (30:22.04)
Well, I want to have people know how to find you. So can you share with us how we can find you? What's the best way to get in touch with you? Because I know people can find fractional COs through Hamilton COs, and we can find you through that. But if they want to get with you directly, if something is speaking to them, they know, hey, you're the right person for me. How can we find you?
Renee Brauns (30:41.753)
Yeah, well I'd start with just my email. It's renee at reneebrons.com. Also can look me up on LinkedIn. And I do have a website, reneebrons.com as well. But I would say probably just emailing or in the LinkedIn. But reach out, happy to have those conversations. And I just, think I would ask that for anybody who's listening, and thank you again, Jen, for having me and having these conversations. But just encourage you to lean into your vision and...
because when vision and action come together, you have those infinite possibilities. And I was reminded just thinking about this, like you can see my logo behind me, like the whole reason I have the double infinity is because of that infinite possibilities. And I do feel strongly that those vision and actions together really allow for that. So I would just tell you really lean into what your mission is and why you're doing what you're doing.
Jen Hamilton (31:35.52)
and we will put in the show notes how to reach you to make sure that people can find you. And thank you all for listening to Fractional COOs to the Rescue podcast. Don't forget to follow the show, share it with fellow visionary leaders, also other fractional COOs. And if you're ready to move from an owner-run business to a team-run business, then visit Hamilton COOs to learn more.
