Franchise Business Real Talk

Get a grip on your business - EOS with Landon Eckles

• Guy Coffey • Season 2 • Episode 4

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In this episode I take a deep dive into the Entrepreneurial Operating System (EOS) with expert Landon Eckles. 

Landon shares his journey from founding the successful Clean Juice franchise to becoming an EOS implementer. 

We discuss how EOS transformed their businesses by creating effective structures and improving efficiency. Landon covers the implementation process, the ideal time for businesses to adopt EOS, and the impact it can have on leadership and company growth. 

Ideal for entrepreneurs seeking to scale and improve their operations, this episode provides actionable insights.

Find out more about at eosworldwide.com 

or contact Landon landon.eckles@eosworldwide.com

Connect with Guy Coffey:
LinkedIn: www.linkedin.com/in/guycoffey
Website: www.guycoffey.com
Instagram: @guycoffey
YouTube: @guycoffey

 Welcome to Conversations with Coffee with me, Guy Coffey. I've owned independent businesses. I've been a franchisee of a global brand for over 17 years, and I co founded and successfully exited our own franchise brand. This podcast is dedicated to growing the lives and businesses of entrepreneurs everywhere.

By sharing conversations with successful owners and some of my own experiences and insights. So please grab a cup of coffee and let's just dive right into today's episode.  Today's subject is going to be EOS, Entrepreneurs Operating System. I'm sure you've heard of it and we are fortunate enough to have an expert on this system with us.

Mr. Landon Eckles, and I'm going to hand it over to you to introduce yourself. Tell us a little bit about you, your story, and um, how you are helping people implement EOS. Awesome, dude. Well, Guy, so grateful to be here. Thank you so much for having me. You know, first, before we get started, man, I just want to say, like, you have incredible energy.

I don't know if, like, people have told you that in the past, but, like, dude, your smile is, like, contagious. And, like, you just have really good energy about you. So, I just appreciate you, man. Thanks for having me. Oh, thank you. Yeah, brother. All right. So a little bit about my story. Um, so obviously name's Landon.

My wife and I founded Clean Juice, uh, back in 2015.  And Clean Juice, if you've never heard of it, it's an organic juice bar franchise. We opened the first location in Charlotte, North Carolina. And, um, you know, we opened that first one. It was a hit out of the gate. People, you know, were asking, you know, if we had other locations.

Uh, so we didn't, of course it was number one, we decided to open some more. Uh, so we opened the first one in North Charlotte, we opened the second one in South Charlotte. That one did really well. We opened the third one out in Wilmington, North Carolina, which is about four hours away from us. So a little bit of, you know, less in the city of Charlotte and more of a regional location, if you will.

That one did really well. So, you know, we're opening these corporate stores and they were going great. Uh, throughout that whole time, people were like, Hey, is this franchise? Is this something that you would consider franchising? So I always say that franchising found me, I didn't find it. And so, you know, just kind of through that journey, you know, we quickly learned about franchising, got our FDD together and decided that would be a great route for us to kind of grow the brand along with franchisees.

So we got going with that.  Uh, we opened in 2015 by 2020. So just five years later, G, we had a hundred locations open across the country. So talk about, talk about crazy growth, right? And we had never, you know, neither one of us had kind of built and scaled a business like that before. My wife and I were both very, you know, kind of entrepreneurial spirited and wanted to, you know, kind of really build this thing.

But We never had the right structure. We never like, I thought about structure a lot. I thought about, and when I say structure, like how do I manage the day to day, the business, right? What does the team look like? What are our meetings look like? And so many times I'd spent so much time thinking about this stuff.

And so it's funny. Uh, somebody had given me the book traction and it sat on my shelf for like years, you know, and it was like in this moment where I was just like, I was dealing with frustrations. I was dealing with, you know, just complexities that I just didn't know how to break through. I was like, you know what, I'm just going to read this dang book.

And so I read it and I'm like, well, there's the answers I've been looking for the right pages. Right. Right. So, yeah. You know, with EOS, you can obviously, there's a bunch of different ways to do it. You can try to kind of piecemeal it yourself. Some, some people have success doing that. I needed speed. I needed to go quickly and I really needed to like learn this stuff.

So I went and hired an EOS implementer and this was back in like 2021. And kind of through that process of hiring that implementer, we were able to get really focused on what was, you know, really the priorities of the company, got my leadership team really aligned, got our meetings dialed in. And ultimately, you know, when I exited clean juice, it's funny.

I told my implementer, I was like, dude, if I ever sell this company, I want to do exactly what you do. Cause I think it's really cool. And I saw how much it helped me. Wow. Wow. Full circle. Yeah, that's it. Yeah, exactly. That's a great story. How you got started with it. Um, just, I think we shared when we, um, first spoke just real quickly.

I had, I had the same thing. I had that big traction book on my, on my shelf for a long time and got through part of it. And I was just like, ah, I, it does not coming together for me. And then I saw the author speaking and picked up what the heck is EOS. And it really, It resonated and I was like, okay, and I reached out to the guy, Gino Wickman, I think, and Tom, Tom Bauer and, um, or Brewer, I'm sorry if I messed that name up, but I said, Hey, this book really helped me.

Now I can use traction as a reference book, like an encyclopedia. And what the heck is EOS really got me started. And, and they said that. Yeah, it's written on an eighth grade level.  Oh, that's why. That's why I got it. Okay. Thank you very much.  So, but that is really cool how you did that. And then now you're, you're using that to help other companies locally and nationwide.

I'm guessing, right? Yeah. Yeah. It's kind of in all of that. We sold our business. We, we moved coast to coast. So we went from Charlotte, North Carolina, and now we're down in California. I was born here and had roots here. So we, we came to the West coast. So I have, I have clients here. I've got clients back in Charlotte and a couple of others, but yeah, it's, you know, for me, it's really just aligning with the right clients and making sure that EOS is going to be a great fit for them, because obviously we do a lot of work together and I want to make sure that, you know, what I'm providing is going to be beneficial. 

So tell me a little bit about your clients, people just starting out, like you were in the beginning, like maybe not, you know, day one or anything like that, but they realize. Hey, this, this business is running me more than I'm running this business. And I need some kind of structure to put things on like seat structure, um, meeting structure, accountability structure, and things like that.

You know, obviously. I'm sure it'd be best from day one. Someone has this, you know, but that's probably going to be a returning entrepreneur, not, not a new entrepreneur. Um, as opposed to like, you have this big, big thing going and now you have to hire land and come in, get the management team in the same room, make sure leadership's on board, address any concerns, because it's one of those things where everybody's got to be all in, you know, maybe not from day one, but they got to see like the light at the end of the tunnel, whereas.

This is going to actually make this company run smoother and who doesn't like smoother. Yeah, 100 So target market for us is really, you know, kind of that 10 to 250 employee size business and so when I implemented eos we had about  40 corporate employees. And so when I think about target market, we were, you know, kind of right in the middle there.

Um, we had a lot more employees than that, but you know, at the store level, we weren't talking, they didn't need to know us like the corporate team did. And so  some of it got down to the general managers at the store level. But at the day to day, you know, we had, I think at one point we had over.  1500 employees across the company.

So it was just just too much. But in terms of my team, um, I wish I would have done it a little sooner. So I wish I would have done it when I was like at that 10 to 15 range. That would have saved me a lot of hours and a lot of headaches kind of, you know, as we grew to 40 corporate employees. But like we said, you know, I think target market is really less about kind of how many employees and size of revenue.

And it's more about kind of where you are in terms of, You know, have you hit a ceiling, right? Are you kind of, do you feel like you're stuck? Are you stuck either from a revenue perspective or from a profit perspective? Are you stuck just dealing with people? Do you feel like, you know, you just haven't figured out that part of the business, right?

Do I have the right people? You know, are they the right seats? We get a lot of questions around that. And then sometimes we get stuck with process, you know, am I, am I doing. Is everyone kind of doing their own thing? Are we following a process? And that's a big ones. And many times it's like a mixture of all of that stuff.

So for me, like an ideal client is somebody who's kind of, they've hit a ceiling, they're dealing with some pain, but they're like, Hey, we want to get better. We, you know, we need some help. They're open. They're there. They're open to feedback and they, they really understand that they can't do it themselves and they need, you know, they need some guidance.

And so I feel like that's where implementers really step into the best situations. If you liked this show, would you do me a huge favor and share it with one more person? It's super quick and easy to do. And it will help me impact more people in a positive way. Thanks. Now back to the episode. I work with a business coach and he always talks about the pain line and the pain line is where there's, there's a certain amount of grit and determination and especially entrepreneurs are just like.

I got this. I'll figure it out. I'll just work harder. Like, yeah, like I'll, I'll miss more dinners. And yeah. And, um, but they like, even subconsciously people can like put a limit on their business size, you know, like it's, you know, 10 to 12 direct reports or something like that where they're like, they don't even realize it, but they're, they're keeping a lid on their business.

Cause they know, like, Well, more business means more pain for me, and I don't like that, so I'm not doing that. Like they might not even be aware of it, you know, and then I was just talking with somebody today about, um, exit planning. You know, it's, it's someone that focuses on helping people exit their business, you know, sell it at the end of it.

And there, you know, her, her point was a good exit strategy is a good business strategy, like having processes in place. And the number one thing is, you know, growing the business. Number two is. Try to take yourself out of it as much as possible as soon as you can, and you can't do that unless you have structure and processes like EOS.

Right?  So it all ties in together like, yeah, yeah, no, no doubt, man. We could talk so long on that. But, you know, really, what I found is that You know, I haven't met an entrepreneur that has more than 24 hours in a day, right? So it's like we all have 24 hours in a day. It's just, what are we using that time to do?

And if you're the entrepreneur and you've got, you know, 10 or 13 employees and they all report into you, well, guess what? You've hit your ceiling. You're not going to go more than that because you just can't create more hours into a day, right? Right. What you can do is you can figure out the things that you love to do and that you're really good at do more of that stuff.

And then, you know, delegate other things to other people to help elevate them to the things that they're really good at. Right. And through that whole process of trusting and letting go of the vine, right. Cause that's a big part of it. Most entrepreneurs like have a lot of fear around that. So like, that's a, a thing that we work through a lot, letting go of the vine.

Once you're able to do that, right, that business goes from 14 employees to 28 employees, and then there's some more kind of ceilings of complexity there. And then, you know, we double again. But at that initial phase, it's like the entrepreneur just has to let go of the vine to be able to get to that next level.

And what The moment that they realize that they're the ones holding themselves back. That's the moment that they can start to grow. Someone just pointed out to this, like, you know, we always talk about bottlenecks and usually the owner is the bottleneck.  Like who's at the top. 

So we have a, you know, we've exited one business. Some of our other businesses are mature and we use. EOS in those, particularly for like our meeting structure so that we have less meetings and we can do more work. And then everybody's on the same page and the accountability and all that.  But for this new business, we have two founders, three founders totally.

Uh, in total, well, we're, we're already using L10 formatting, you know, we, we know a lot of the vernacular. We have a lot of it. I bet you there's some things that we don't, don't know or haven't implemented because we don't have an integrator,  but we'll grow this next year. Like our revenue, you know, our revenue goal for next year is 5 million in 2025. 

We're going to grow super fast, right? Um, and then, so right now, all three of us have red traction, three founders have red traction. We've been on L10s for the last five years. We have all that. What's a good time for us to be like? All right, everybody else on the team has to be indoctrinated in this. That sounds really bad.

I mean, but like preaching from the same, you know, prayer book and understanding, like, what are all these frameworks that we're talking about so that we're all on the same page? Because one of the things I love best about EOS is the account, like the built in. Accountability, but it doesn't seem like a stand up and report and get ready for the beating.

It's just like, Hey, this is what we all committed to. You're going to try to do this. If we're, if you're getting 80 of it, 80 percent of it done, we're good. Things like that. I love that aspect of it. My question is like, you have a small, fast growing company. When's the best time to be like, Hey, we need to, we need to write a check and get someone in here so that we can move faster to your, to your point earlier and have a professional running this, putting the structure on and getting us going.

So the way that kind of how, the way that we do it, when a, when a company wants to come board, come on board with a professional implementer, what that looks like is we do. Three sessions. First three full days together. And so what we're doing in those sessions is we're essentially we're teaching the leadership team the tools of the O.

S. And we're helping them to begin to implement some things into their company. So we're going through the accountability chart like you talked about. We're teaching them how to have effective level 10 meetings. We're setting rocks. Um, we're coming up with kind of the first cut of their scorecard, and then we're teaching those leaders a principle that we talk about called hitting the ceiling.

And we talk about some leadership, you know, some different leadership tools that they need to be able to break through that ceiling to get to the next level. So, when you work with an implementer, the goal of the implementer is to first get the leadership team all aligned, get them understanding what the tools are, um, get them really clear on those eight questions in the VTO, right, the Vision Traction Organizer.

Get really clear on that stuff. And then once they feel like they've got a good grasp of the foundational tools of EOS, then we just simply asked the leadership team, Hey, how quickly would you like to roll some of these concepts or all of these concepts down to the rest of your teams? And what does that look like?

So I would say that there's no really cookie cutter approach to it. Some leadership teams work really quickly and they're like gung ho and they're going and it's like a huge priority for them. Some other teams like. They're, they're a little slower out of the gate. You know, what I love about what we do is that we try to meet clients where they're at, while also trying to help them, you know, kind of move forward in the process, but ultimately what we want is for everyone in the company to have a measurable, right?

Some, a scorecard item that they're pushing towards at least one rock, a priority that they're helping the company to achieve to ultimately achieve the vision, right? And so if you, if you take anything out of everything that I just said, the most important thing. Is that everyone in the business understands the vision of the company, the answers of the questions in that BTO.

And because that does two things. Number one, it allows them to, to know where the company is going and how to get there. And then more importantly, it gets their buy in, right? If they know it, then they can agree that that's something that they want to step into. And when they make that agreement, like there's just so much explosion in that, right?

So they get to, they get to agree that, Hey, this is where, what I want to be a part of. You know, it's, it's interesting. You said your ideal clients tend to like 200. I was recently working with a small emerging franchise brand, and they have four units up in Canada, just come into the U S and they've already hired an integrator up there.

And they are so far ahead of, um, where most Companies would be at that point in time and they're young guys are super nice guys. Um, I really, really like them and I was like, how are you, how are you getting all these good ideas? You're so young. And, uh, you know, the founder, um, and his main, main, uh, main guy, they're just, they're. 

Unafraid to ask people for help and guidance. And then they're also unafraid into investing in that so that they start out the right way because they have this thing. They don't even have that many franchisees yet, but they're like, we want to be the best to our franchisees. Are all successful and they can be the best.

And so it kind of starts from us. And it was interesting because I had an inkling that they were on, on EOS,  even before I went up to up, up there and met with them and the integrator. And, you know, on, I had, I had the opportunity to sit in on one of their team calls and the founder started out with the vision and what this company was going to do, and I was like.

Dang, I didn't even do that when I was running stuff. I'm like, they're dialed in. So it is great for companies that are growing fast and that are bigger and things like that. But I just think there's so many things for,  you know, I picture one of our studios, you know, one of our nail studios, or we use it for our anytime fitness club team.

That's how we do our, our meetings. And it just takes care of so much. There's a parking lot for every issue and it's an emergency issue  and it's It speeds up the communication and it's already built in there as so is the accountability when someone has to keep on saying like, uh, not done or off track, you know, 

our company's finding you. You know, you're, you're a pretty well known guy and I know you've got a lot of great experience. You're well known in the entrepreneurial world. How are you growing your business? Because this is your business as well. And what are you doing for that? Yeah. I, you know, it's a great question.

I, um, you know, I definitely know a lot of business owners just. By being, you know, a former business owner, still a business owner, just a much smaller business. Now, just me. Um, but like we're new in California. So I'm going to a lot of networking events and really just meeting with other people that do what I do.

Other implementers. I'm just really just trying to connect a lot of the dots. And so for me, what that looks like is just, you know, it's funny. I have scorecard items on this, right? So am I going to two network meetings, you know, a week? Am I, You know, making sure that I'm connecting with people that I know, you know, previously am I, you know, connecting with people on LinkedIn, all that kind of stuff, you know, that's, I'm doing kind of a little bit of everything.

And really, I, you know, my goal is to just, you know, make sure that people understand kind of what I'm doing now and that I went from, you know, kind of playing in the game of being an entrepreneur to now coaching the game of being an entrepreneur. And so, you know, there's a little bit of a transition there, right?

And so just kind of telling that story a little bit. Well, you've got a great story to tell. And, um, I'm sure you're having no problems with networking. Not like you're a shy guy,  but,  but, um, kudos to you because that's, that's a gutsy move. And, you know, like you got a wife, you've got five kids, um, moving from one side of the country to the, to the other.

Um, and you know, just starting the business over from scratch, but it's something that you believe in. It's got to feel great. Like,  The confidence level of walking into a room and be like, there's probably someone here that I can, I can literally change the lives of everybody in their company if they listen to me and they're, they're willing to pay for the information and the, and the knowledge and the guidance that I'll provide.

There's gotta be like a ton of just like,  who's the right, who's, who's stepping up, who's the right company for me. A hundred percent, dude. Spot on. It's like, you know. There's a lot of things that I could have done kind of post, post my exit. And I chose this because again, like you said, like I truly believe in it.

I saw the impact that it had on me, my company, my team, my leadership team. It just like cleared up so many issues and, you know, rather than trying to like do my own thing, I was just like, I know this so well. I'm passionate about us. It works for us.  I know I can help other companies with this, and I know it, you know, I know it so well.

I've sat on their side of the table as an entrepreneur. For me, it was just like, it was a no brainer. And, um, you know, I just, I, I love it. Very cool. Very cool. So if someone wants to get in touch with Landon Eckles, um, we'll, we'll put all the links in, in the show notes and all that.  Yeah. Email is great.

Landon dot Eccles at EOS worldwide. com. I know my, you know, my website will be on there. I put myself out there. People, you know, tend to know how to get ahold of me. So those are the, those are the best ways. Okay, great. Do you have some big goals for 2025 in regards to the business or anything like that?

You know, it's funny, like I don't, I don't do anything halfway when I do something, I go all in on it. So what that looks like for me is, you know, I want to have a full practice by the end of the year. That's the, Like 20 to 25 clients. That's my definition of a full practice. And, you know, I'm already half of the way there.

And so I think I'm going to achieve that pretty quickly in 25, which is awesome. You know, and the way that I really look at it is that if I'm impacting 20 to 25. Leadership teams. That's, you know, on average, 100 executives, which probably are working with anywhere from, you know, 1000 to several thousand employees, right?

So if I can have that kind of impact next year, man, that would, that would be, that'd be an incredible accomplishment for me. So really, that's how I try to like measure things is, you know, what's the level of impact? If you're interested in learning more or from our guest today, please check out the links in the show notes.

If you want to learn more about me, please check out my LinkedIn at Guy Coffey. That's G U Y C O F F E Y. Or for more personal and behind the scenes info, check me out on Instagram, which is at the same handle at Guy Coffey. Now let's get back to the episode.  You had mentioned when someone works with an integrator.

It's three full days. You know, that's going to get a lot of people back on their heels right away. Like, uh, we're, we're, I was trying to, you know, stay above water here. Like, how are we going to take off three days, but understanding like sometimes there's an upfront investment, not just in money, but also in time.

But then how does the ongoing engagement work for you? Great question. So if people want to like really do some research on this, like go to the EOS website. Worldwide website. There's it's something we called our proven process. So we do those first three days and we don't do them all back to back because there's just way too much to talk about, learn, discuss.

What we do is we do a full session day. 30 days later, we come back for another one. And then 30 days after that, we come back for another one. So that there's some time to digest and really take in and start to use some of the tools that we talked about. So that's over a 60 day period of time. What we call that is kind of learning the tools and implementation.

And then after that, like once they're dialed in, then we move into a quarterly cadence. So we move into execution mode. We're doing the quarterly meetings, right? We're helping them kind of.  work through issues, review rocks from last quarter, set new rocks, learn some new tools. And so that's in a, you know, the 90 day world that we like to work with entrepreneurs and the 90 days priorities and making sure that, you know, the train is running on time and that, you know, 90 days we come up for air and kind of see how we did.

Okay. All right. So you work on year long engagements in general. The cool thing about what we do is that there's really no engagement as an implementer. We don't have, um, you know, we don't have our clients sign contracts or anything like that. And what's really cool. I don't know if you know this, but when we work with a client, like we actually don't even get paid until after the session and we literally ask them, Hey, was this valuable?

And if they say yes. They give us a check. And if they say no, they don't pay. And so every implementer has that guarantee because we're obviously confident in what we do. Um, and so we just want to make it really easy for people to come on board and to work with an implementer. So average time to work with an implementer is about two years.

That's kind of how long it takes to really get dialed in, understand the tools. Um, and then we, our goal is to graduate, right? We want people to graduate from the program. Some keep us around forever just cause they like that facilitation in the room. Some graduate a little earlier, but two years is really the goal and that guarantee that's for every session.

Wow. I'm so glad we covered that because that's a, that is a. That is definitely a differentiator. Definitely, you know, and it's like  we want to people who are on edge or maybe a little uneasy in the beginning. We want to show them like, Hey, like, no, we're here to drive value. And if we don't, then there's no worry, right?

There's no risk. Yeah,  right. So integrators generally in person for those three days. Yeah. So is this more of a local you're going to be working with companies? California and North Carolina. Yeah, I know. I'm trying to pull that really down to Southern California is really the goal. Like I just have. I just know a ton of people in Charlotte and really across the franchising industry  in general. 

But yeah, it's great when a local implementer gets hooked up with a Local client and they do the sessions in person personally. For me, I just feel like there's so much energy and like in the room when we're all together physically and can read body language and all that stuff. But there are implementers that just do virtual, right?

And they're all, they're all about that. And they're really, really good at that. So there are about, you know, 850 to 900 implementers across the world, uh, serving, you know, yeah. Thousands and thousands of clients. And so what I say, somebody is looking to get into EOS with an implementer. I say, just kind of make a list of what you want in terms of an implementer.

Do you want somebody who's going to push you? Do you want somebody who's going to like. You know, maybe match your pace a little bit. You want somebody that's, you know, high energy, low. And like, I mean, there's so many make your list and then find that implementer because they're out there. Yeah. Yeah. Great.

One last question, just cause we both come from franchising backgrounds. Are you working with any franchise systems? And for those, or if you would, what do you see as like the good time we both come from, you know, brick and mortar franchise systems, what number would it make sense to be like, you should have, you know, number of units or number of, uh, head count at the corporate level.

Does it make sense? Do you think, because when we were done before we exited, we were actually contemplating doing some kind of. EOS light integration at the studio level. If we could have gotten by, but then the train went down the tracks a little bit and we never got, didn't get to do that. But like, what, what's your ideal thing for a franchise system?

Yeah. I think it's, you know, kind of that like seven to 10, I'd say I'm a minimum side at the, at the home office level. And then. And obviously there's going to be more employees in the business than that at the, at the local, at the store level. Um, but you know, the reason why I love EOS for franchising is because franchising, what I call it still linear business, right?

It's like you have the sales cycle and then you have, you know, all the stuff that has to happen preopening with the real estate, especially being in brick mortar. And then there's training. And there's just so many ways to like, Basically, like say, here's the, here's the process. Here's all the stuff that has to happen.

EOS actually really helps with that. You're really clear on documenting all that stuff and then make sure that the leadership team is really focused on the most important stuff. Cause as you know, in franchising, like everything can become important really quickly. And that was, that's what happened to me.

It was just like, we were chasing so many squirrels, you know, so. So I love EOS for franchising specifically. I think it's a great industry for the services that EOS provides. And with more and more, you know, virtual engagement, you know, like we had people in Minnesota and Louisiana and here and, you know, it, it really helped us.

It didn't matter. Everything was on zoom for those meetings anyway, and it just brought us all together for that hour, 90 minutes and people like 90 minute meeting. No, that must be like, it flies by so fast. And then when we sold like ours was 10 to 1130 mountain time every Friday and we just started doing for our new company.

But for the last like four months, we haven't. And I'm like, I miss our LTS. I literally miss a business meeting because it was like, you know, you start out with personal wins, some gratitude and go into the meat, meat and potatoes. And you actually, it's not a medium where you're like, ah,  What, you know, like who did what, like, it's like, no, it's all right there,  totally organized.

And it's, it's just so clear around what's important, you know? And so for me, it's safe, like we would have a four hour leadership team meeting. And then I would have an hour long meeting with all of my directs. I mean, we're talking 10 hours of meetings that from the time I was, you know, before EOS to EOS, that 10 hours went to 90 minutes.

Right. And so think about it, just doing EOS saved me. Eight and a half hours a week, right? What's that worth over an annual basis? It's incredible, right? And that's just one part of it. Yeah.  That's one person on the meeting. Yeah, exactly. Right. You know, multiply that by others. Well, Landon, this has been fantastic.

We'll put everything so that people can reach out to you directly. Thanks for sharing your experience and what EOS can do and what it's done for you. It makes it more real for people when they say, when they hear like, Oh, he used it and now he's coaching. It's like, all right, it must work. So thank you so much.

I really appreciate your time, brother. Thank you so much.