December 12, 2025 • 32 mins
Episode Summary:
In this inspiring episode of "Did She Really Say That?", host Katrina van Oudheusden welcomes guest Marcey Rader, a multi-award-winning certified speaking professional and founder of the company where health powers performance. Together, they dive into the unique challenges and opportunities women face in business, highlighting Marcey's innovative business model that combines coaching, consulting, speaking, and training to empower both clients and contractors. Marcey shares her insights on building a business that supports varied lifestyles and talents, emphasizing health and productivity. She also discusses the importance of financial strategy in sustaining business growth.
Key Discussion Points:
Innovative Business Models: Marcey explains her unique business approach that involves contracting specialized coaches for different client needs, allowing for flexibility and expert growth.
Empowering Women in Business: The discussion touches upon how women build businesses differently, often challenging traditional norms to create more flexible and inclusive work environments.
Financial Savvy and Sustainability: Both Katrina and Marcey highlight the significance of financial education for entrepreneurs, underscoring how strategies like Profit First can enhance business viability.
Effective Management Strategies: The episode explores effective task management and the pitfalls of using tools like Slack incorrectly as a project management system.
Honest Feedback in Client Communication: Marcey shares anecdotes of delivering candid feedback to clients, encouraging honest and open communication.
Guest Bio - Marcey Rader:
Marcey Rader is a certified speaking professional, productivity expert, and founder of a company focused on health-powered performance. With a background in corporate and individual coaching, Marcey has built a business model that leverages the strengths of multiple experts to deliver tailored coaching and training services. Her approach emphasizes the correlation between health and productivity, promoting balanced and effective work environments.
Recommended Resources:
Book: "Reclaim Your Workday" by Marcey Rader
Podcast: Health Powered Productivity
Tune in to hear more about how Marcey Rader is redefining business practices for women and creating sustainable, empowering work environments. For more insights and resources, make sure to check out the show notes linked in this episode.
Thanks for listening! If you are enjoying our podcast, leave a comment below. We love hearing from our fans and other female entrepreneurs! We are collaborating to make business better for every woman! Feel free to share this podcast on your favorite social platform. And if you are listening on any of the podcast platforms, we would love it if you could post a 5-star review. Please, help us get our message out! Together, we discover how each woman has the power to unlock another woman when we are open about what we are redefining as women in business.
About Your Host: Katrina van Oudheusden
Former Chef at Walt Disney World® Resort, Restaurateur, Speaker, and CEO of Truth Bomb Marketing. Katrina is a sought-after consultant for small business growth among female entrepreneurs.
She created a revolutionary business training method called ‘CreatHER™ Business Rewire’. Weaving together time, money, and business growth by preventing burnout and strengthening female leadership skills.
Alongside the CreatHER™ Planner, women are finally experiencing less stress in all areas of their lives. When the focus begins with HERself, women discover a freedom to dream big, increase revenue, and design a marketing strategy that works for them.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:02):
Well, welcome to this episode ofDid she Really Say that?
And I'm super excited because I've got Marcy with me and
reason I brought her in honestlyfor this episode, ladies, is
that you need to hear this. It is all about different ways
to design your business. One, that was one of the things
that when I was talking with Marcy really caught my attention
(00:22):
because we know that as women inbusiness, we tend to build
different types of business models.
As you guys are starting to learn as you're going through
the Critter Planner training series with me, women design and
work in a different flow than our traditional planners and
time management systems. So when going through and
reading Marcy's book on Reclaim Your Work Day, which I'm going
to totally plug here at the beginning, you're going to want
(00:45):
to hear what Marcy has to say. Because not only are we talking
about reclaiming your day, but we're also talking about
reclaiming the flow of your business.
So who is Marcy? This is a fabulous question.
I love when you guys in the audience ask this because not
like you're asking me personally, but I know you're
thinking it. So she's a multi award-winning
certified speaking professional.That means she's brilliant with
(01:05):
words. That's why you should read her
right? She is the founder of Radar
Company where health where wherehealth powers performance.
What I love about this is that she focuses first on your health
in order to be productive in anything else, right?
So you kind of focus on management effect, meeting
(01:25):
effectiveness. Oh, dear God, e-mail sanity.
How many of you guys are totallylike going crazy, right?
Habits that last. So she's worked with some
incredible clients like Delta Airlines and pharmaceuticals
companies and the US Treasury Department.
Marcia, that's pretty rocking. I'm just saying thank you.
(01:47):
She's got an amazing podcast called Health Powered
Productivity. So you guys are going to hear
about that one. It's going to be in the show
notes too. Definitely connect with her and
follow her over there. But Marcy, really, honestly,
thank you for jumping onto this podcast and, you know, being a
voice for women and just how business can evolve and look
differently for for all of us. Well, you know, when you were
(02:08):
doing the intro and saying how women build businesses
differently, I, it made me thinkof about, it's probably about 15
years ago. I had a friend that gave birth
and she was a clinical operations lead and another
clinical operations lead in her department also gave birth
around the same time. And they took their maternity
(02:29):
leaves and what they wanted to do when they came back was job
share and the they had been at the company for over a decade
each of them. And the company said no.
And the companies would rather let them go and have to replace
with two people that 2 new people, which we know it takes a
lot of money with training and things like that.
(02:51):
Then these, these two people that wanted to job share and at
least save one. And they said no.
And this is where, you know, women think differently because
I, I, you know, it was all, it'snot company policy.
We'd have to change this for everyone.
And it, no, you wouldn't, you know, it's like, because not
(03:13):
every woman would want to do that.
It's not like that. But also, So what if you did
have to change company policy? Oh my.
God, we have to change things like evolve.
So yes, women do sometimes buildwith businesses differently,
yes. We do.
And I love that you share that right out of the gate because I
think that's one of the things that we are so desperately
(03:35):
trying to integrate is that it'sOK to change.
And where you said it's like it's not going to change company
policy for everyone, but it gives an opportunity for
different types of productivity,especially in the workplace when
you're demanding so much of us, we're always heading towards
deadlines or something like that.
It's a little bit of a breathingroom to say, OK, what if we Co
(03:58):
share for this position? What if we know?
Why not? Yeah, or even if you're sandwich
generation, you have to take care of a parent.
And it's not just for women. You know, like a man.
Men does too. Men, but I mean, there's all
sorts of reasons why working differently, you know, we just
need to, you know, think like, oh, just because it's always
(04:20):
been done this way doesn't mean that it can't be done this way.
It can. Yeah, and I will say I love when
I talk with women, especially onthis on our episodes, on our
podcast, because we are creatingand looking at things
differently. And one of the things that we
talked about was your business model, because I was fascinated
by this and I was like, wait, you're doing what?
(04:40):
Because we're again, you're talking about everything has got
to be the exact same way. This is the model that works.
Trust me, I've been in that whole regiment of that and I'm
watching women slowly break these models and modes and say,
no, if you do it like this stillworks.
So let's talk about you've designed this business, you're
(05:00):
creating it. What is your business model?
Well, I got asked this question so many times that I, I started
just doing, I had a loom video and I would just send it to
people because random strangers would you know, like send me an
e-mail. I heard from this person who I
wouldn't even know that you havethis business model.
So tell me about it. I want it preface by saying it's
(05:22):
not for everyone. It works for me.
And so I've been in business 12 years.
We are a speaking training, coaching consulting company. 50%
of our business is speaking training, 50% is coaching
consulting. Most of the speaking training it
I'm, I'm doing it on behalf of Raider Co.
(05:43):
The coaching and consulting it's, it's spread among other
coaches. So there are about 10
contractors at any given time or10 contractors that are our core
team and those are other coaches.
All of those coaches also speak and train.
(06:03):
They also all but one have theirown business and so my
speciality is high performance and productivity.
I have two other that two other coaches that specialize in high
performance and productivity. We have two leadership and
strengths specialist 1 belongingand culture, one career
(06:27):
specialist and executive crisis consultant and two Microsoft
systems specialist and and then one mindfulness and stress
stress management expert. And so the model is and for
speaking and training that or even for coaching.
(06:48):
I mean, well, basically the model is they hire Raider Co
mean. And then if I'm not the right
fit, I'll just talk about coaching first.
If I'm not the right fit for that client or they are, they
are at a level that I don't coach anymore.
I, I focus on director level or above or business owners of very
(07:13):
established businesses. Then I have, I give them to my
two other productivity coaches or if if it is somebody that
needs more leadership and strengths or belonging and
culture, I may give them to thatother coach, that other subject
matter expert and they coach them in the program.
(07:34):
And our model is that like if they're if, if there's a client
with a three or six month program, say say a six month
package and they have a primary coach, whoever that is, they can
pull in the other coaches for one or two sessions as needed.
And so as an example, I'm, I'm coaching AVP of finance for a
(07:58):
luxury car rental company and I'm the primary coach.
But I just pulled in our Microsoft systems specialist to
do 2 sessions with him on loop and planner and these different
things. And, you know, let's say he was
having an issue with leadership in some way, Maybe there was
(08:21):
some discourse among the team, then I might pull in our
belonging and culture specialistfor one or two sessions.
So that's how the coaching is set up for the training.
They hire writer Co. And then if it's in my area of
subject matter expertise, then I'm the one that does the
training always. But if it's in another area,
(08:41):
like I have two gallops, Gallup,Clifton strengths specialist and
you know, if they're doing a discovering team strengths
program, then that coach or thatspeaker would do that training
for that person. So all of these people have
their own business and they justcan't, you know, they can't they
(09:05):
they sign a contract that they can't, you know, take that
client with them. And I've never had that issue.
I would say all but maybe one ofthem do not care about growing a
company like I'm growing it. They.
(09:27):
Yeah, they really want it to stay more like I just want me
and a virtual assistant. I don't want to manage people.
I don't want to do all that which works great for me because
I've never, not once felt like any of my coaches were trying to
compete with me. The other thing that that we so
(09:49):
the the 2 productivity, the two coaches that are productivity
focused, they do have Hello Raider Co e-mail addresses
because that is, you know, I don't, I don't I.
Don't. That's under your.
Brand, but it's under my yeah, yeah.
But the other ones, we actually just use their e-mail address
(10:11):
and those, the people that are working with me in
collaboration, some of the coaches may have, you know, 6-7
clients with me a year, others may have won a year.
And so I, I don't promise anyoneanything.
And to them it's, it's really like silver, I call it silver
(10:34):
platter clients. So I just give them the client.
They have not had to, you know, do the business development or
work to get it. And that's the other thing that
some of those coaches as well don't like the business
development part of it. They don't like marketing of it.
They just want just let me coach, just let me coach, let me
speak. Let me coach in my area of
(10:56):
expertise. Yes, and I love that part of it.
I love it. I've and so you know, it might
take me, and this is not an exaggeration, 3 years and I'm
thinking of one client that I got.
It was three years of nurturing.It was over.
(11:17):
It was over 15 phone calls. I'm just like touch base type
things. Two meetings to get a contract
and some of those other coaches like, Oh yeah, you know, I'm
happy to take half the rate because I would have never
gotten that. And the the last thing I'll say
about it before I ask more questions, it's just that like
(11:40):
this is I'm just giving it all up, right?
Yeah. No, it's because it's really
interesting how your design is and I do have more questions
around. Yeah, yeah, it's I feel like
together we're better. Yes.
And like I said, I've never feltfriend, I have had some coaches
not work out and the 11 coach, it was specifically she said,
(12:05):
you know, like I don't like process and you know, I have to
have some process like, you know, invoice me at this time
and check in, you know, let me know what session you're on,
things like that. She didn't want that.
That's fine. And to her, she said, like, you
know, I could make, you know, I can make more money if they're
my own client. Well, yes, yes, you can, but I
(12:27):
can just give you a client and it didn't work out.
You know, she's an amazing coachand I have not replaced her.
And I refer, I've referred threepeople to her that signed up.
So there was no hard feelings. A couple of other people, it
just wasn't a good brand fit just the way that they worked.
(12:49):
It was just not, it just wasn't what there weren't good
representatives of what we do. And yeah, so anyway.
Yeah, no, no, as as my audience is listening, I can hear their
brains all ticking away back here, right?
Because they're like, well, thisis interesting.
(13:10):
So one of the questions that I typically would hear around this
one is, you know, well, crap. What do you pay a coach like
that? Like how do you, like, how do
you pay them? Is it per client?
Is it per coaching call? Is it per project time?
Like what? What would you?
Is it different for each coach? Yeah, Yeah, great questions.
(13:32):
And I will say for those of you who listen to your podcast, I've
talked about my business model before, but I have never talked
in this much detail. So you're.
Welcome. Yeah.
So thank thank Katrina. The coaches are paid within a
range. Some have more experience than
(13:53):
others. Only one of my coaches has less
than 10 years experience. OK, so I don't take
inexperienced coaches, but that coach that has less than 10
years experience, I mentor him and he was very persistent and
he does like everything that everything I say he will do it.
(14:13):
He is like, he's such a great student and mentee, but he has
17 Microsoft certifications. He's my Microsoft guy.
So like the 10 years, you know, like that, that's OK.
But, and so they're all experienced, but they, they
wouldn't have to be for your business model.
It could be that you pay yourself more and you have less
(14:35):
experienced coaches and you charge less for them or you pay
them less because of that. So with the payment, I do have a
range or and some of it depends on expertise like an executive
crisis coach and consultant thatis highly specialized.
(14:58):
True. And whereas a leadership coach,
there are a lot and productivitycoaches, there are a lot of us,
you know, But so there, there's a range and some of it has to be
just how long they've been with me too.
OK. So and that, that lets me leads
me to my next question with you as we kind of dive into this and
I hope you're all paying attention and listening.
(15:18):
So the I guess the at the end ofthe day, you're basically like
a, an A, a coaching agent is kind of what I would kind of set
the model as where you're the agency, they're coming in, and
then you just have different skills and assets that are now
available to your clients, right?
So I think this is a brilliant model.
(15:39):
And I want you to the late thereis listening to this, because
The thing is, you don't have to know it all.
And I think what Marcy really does an exemplar example.
She goes, these are my gifts andstrengths and I'm going to bring
clients in that I can't support.So who wants to be on my team
with me, right? And she gets people to raise
(16:00):
their hand and some of these people like you've shared with
just about share with that you've coached them actually.
Oh, yes, So I'm glad you broughtthat up.
So every coach except right now except for one, but he's the one
I'm mentoring, Yeah. I So you're technically coaching
(16:20):
mentor? Yeah, yeah, yeah.
I either coached them at one point or they coached me at one
point. So.
And the, the, the three that didn't work out, no, I had never
coached them and they had never been coached by me.
And that, that could also just be chance, you know, but but
(16:45):
yes, I, I, that was an interesting piece of it.
But the one thing that I I didn't say is initially was that
I also just really love giving these women work.
Like it makes me feel so good because none of them depend on
(17:09):
me, which is good because I don't want them to depend on me.
But there are a few that it suredoes help.
And I really, really love that Iget to do that.
And I also want to answer your question about how do you pay
them hourly package, whatever. So our, our we are done.
We do everything in packages because of what we do.
(17:31):
We don't do one off sessions. It just doesn't really work.
Yeah. If you blend it in, you blend it
into the pricing. So you cover that.
When you do the initial cost to the client or customer, it's
built into the system to have that payment or have that
ability to pay the other coaches.
Yes, yes. So it's so if they are in charge
(17:52):
of the package, like if they geta client, they're a primary
coach and they have a client forthree months, they get paid a
package rate because they're doing accountability checks in
between and stuff like that. If they are somebody that I just
brought in for one session, as Iwas talking about earlier, then
that is an hourly rate. Yeah, OK, that, I mean it makes
sense. And I think as as we're
(18:13):
listening to this, it's just because I want, there is a sense
of that there's different modelslike and I think I I'm starting
to overhear Marcy even with my business, I have my business
partner and I have another member on my team who I have
coached. And now it was kind of like
coaching me because she's learned a different skill set
because it wasn't my skill set to learn.
And so now she's kind of like myback end coach for a lot of
(18:36):
stuff. But we definitely reference
everybody on their team for their strength.
So when we bring in a client, you like you were saying every
person on the team gets a piece of that because they're a
contribution to that client because they're going to have a
call with them. They're going to have a
one-on-one session of some kind to have whatever that
conversation needs to look like.So I love this model because
(18:57):
you're showing that you don't necessarily have to bring
everybody as an employee. I think you said something about
they're all contracted or potentially.
Contract. OK.
And they all have another revenue stream in which they
have access to. Yeah.
Or they're semi retired and they're just like bonus.
Yeah, I have two. I have one that is retired from
everything but me and and then Ihave someone else that's semi
(19:20):
retired and that works awesome. Yeah.
I love this. I will, I will.
I do want to say one mistake I've made.
And I'm just about to ask you, what was the challenge you had
so perfect? Going back to, I love to give
them, you know, give them business and everything.
Before I hired A fractional CFOAcouple years ago, I overpaid.
(19:49):
So. So it was a great benefit to
them, but my bonuses were way more than what I should have
given and. And I and I actually bumped up
one of their their hourly rate way too much.
And when you bump it up, you can't bring it back down.
(20:10):
No, you can't reverse that, no. No.
And in what helped me with a fractional CFO, and I encourage
everyone, 'cause I hired one fora year and then I just went down
to quarterly strategy calls. And that's perfectly fine.
But I needed a year of like set me straight.
And I'm, I'm very good with money, but this is not an area,
(20:33):
this isn't about budgeting, you know, and I didn't know about.
Business. Well, what a percentage.
Like what makes what seems fair and what I thought seemed fair.
I wasn't considering overhead, the cost of the platforms I was
(20:54):
using, the cost of my client support specialist to one could
argue isn't revenue generating. You know, she's just supporting
everyone. Wasn't considering the three
years it took me to get that business or that I have to go up
in front of the board every quarter and advocate for myself,
you know, all those things. I wasn't considering it.
(21:14):
And so now it like the way you can never go back now when I
bonus somebody if I do like it looks stingy compared to what it
was. And you know, it's like I was
just talking to a company the other day and they always gave
(21:35):
out like whatever that, let's say 100% bonus, whatever it was.
And based on their revenues for the year and the first year that
they had to give out an 87% bonus, people complained.
I mean, like just went nuts. And I was like an 87% bonus is
incredible. And but they were used to 100,
(21:59):
yeah, you know, so I would just say be very careful and hire,
hire CFO even just for a one offsession first to just really
figure out how much things cost you.
Yeah, that is a, that was one ofthe biggest, to be honest, and
all my listeners know this too. That was one of the biggest
shifts even for myself. Like I had been running my
(22:21):
business, my coaching business for over 10 years, never had
ACFO, had a bookkeeper thought we were doing well.
And then I got introduced to something called the Profit
First Strategy. Oh.
I love profit. First, Yeah.
So the profit first strategy waslike my first kind of slap in
the face and I had heard about it.
I read it, but I think the biggest game changer for me was
(22:44):
when Profit First Mike, Mike actually partnered with a
financial banking institution toimplement the strategy.
So instead of just having it on an Excel sheet, now I actually
had a banking system that I could set my business up at,
have all my different multiple accounts, one for operations,
one for profit, one for owners compensation 1, you know, and
(23:08):
really see that money dispersed percentage wise through the
accounts. And knowing that every dollar
had a place to go percentage wise, right, was a huge.
So I told everybody that's listening, that CFO, you might
not think you're ready for it 'cause you're not making enough
money. But here's the thing.
If you're making like 100 bucks a month, you need us.
(23:30):
You need to just start like educating yourself on the
business side of money because it's vastly different than the
employee and budget mentality that they teach you.
Yeah. Yeah, yeah.
So yeah, I am so glad you brought that up because it's
true. Like I have seen companies
overspend, I've consulted with companies that have given
(23:51):
extraordinary beautiful bonuses.But it it the question is, is it
sustainable? Well, and that, yes, and that's,
that's just it. And, and I was doing this all
just out of generosity and because to me, it just feels
like, Oh my gosh, I'm taking this percent really.
But I, I'm not thinking about all the things that go into it
(24:16):
and all the taxes, You know, I mean, I just wrote a check for
$22,000 for taxes. You know, it's just like, so
thinking about, you know, thinking about it in those
terms. Yeah.
And it's an education, it's a it's a learning experience.
And I will just say this, the more that we build businesses,
understanding the implications and understanding tax strategies
(24:38):
and what you can do as a business has been an eye opening
experience even for me, Marcy. Like I didn't know you could
apply, you could actually do a 0tax strategy as a business
owner. There's actually ways to do
that. There's ways to turn our profits
in our business into wealth building strategies because I
always look at it like we talkedabout the, the funnel, right in
marketing, because talk about the front and the top end,
(25:00):
right, your lead magnet, what's bringing you in?
And I think we get so stuck in the world of business in terms
of like what we're generating for leads, what we're generating
for revenue that we don't apply that same methodology to our
wealth building. So as soon as that money comes
in and you have money in that profit account, where is that
money going in that energy cycleback into a wealth building
strategy or tax advantage strategy?
(25:22):
So yeah, I'm glad you brought that up because it is it is a
conversation we're not having enough to be honest.
But I love what you said. Structuring is different, you
know, rewarding the people that you work with, understanding how
that reward system looks so thatyou can continue to stay in
business. There's nothing worse than being
(25:43):
able to pay people and and making sure they're paid well,
but then not being able to sustain that because it happened
to me. Yeah.
I basically paid my employees out of my almost to a point
where I was out of my own pocketor to a point where I was, have
you close the business because it was unsustainable.
Yeah, I, I feel like any business owner in at least at
(26:06):
some point has paid someone morethan they paid themselves that
month. But that's just part of it.
Like sometimes that's just part of it, yeah.
Yeah, I agree. All right, So wrapping this all
up, this is a podcast, especially around bold
statements like did she really say that?
And you've actually said some pretty cool things around
(26:27):
designing and developing your business.
But has there ever been a momentwhen you've taken on a client or
or looked for, done a training or speaking engagement and they
just looked at you after you said something like, did she
just really say that? I, I, I did have a moment and I
(26:49):
can't say who the client is, butthey were talking about their
Wellness program. And I, I, I'm not proud of this
moment, but because I would havedone it differently, but I just
looked right at him and I said, yeah, that didn't work.
And, and they were really private and they were like,
what? And I said, yeah, it doesn't
(27:10):
really work. And because the expectation for
they have these Wellness days and which they were very proud
of, but what I had learned through interviewing their
employees was that people didn'ttake them because just like with
(27:30):
vacation, their work was still piling up.
And they said, I feel, I feel more stressed when I come back
from my Wellness day, you know? And so so then the conversation
was started as like, what do employees actually want?
What is it that they actually want?
And so we just started like talking around, you know,
(27:53):
talking about some things. And like one person said, you
know, I'd actually like to have my kid like paper, like one of
those bouncy gym things. She's like, I'd like just for
somebody to give me a gift certificate for a full day to
send my kid there. Then I wouldn't have to all, you
know, like it was just stuff like that.
(28:13):
But but yeah, I just in my moment of.
I can only imagine the look on the face.
Here, thinking it in my head andit coming out my mouth, I was
like, yeah, that didn't really work.
But she really said that. And you know what?
I think a lot of times this woman, when we have those
moments and we can cause that shift, we cause another creative
level of thinking. Just like your book, Reclaim
(28:34):
Your Work Day, right? It causes another level of
thinking it it forces you to to really look at, OK, what am I
putting time and attention to? What's wasting my time?
Where am I taking care of myself?
What am I doing? And I love this book because,
like I was sharing earlier, it breaks down both something you
can do as an entrepreneur at home.
(28:55):
You know, if you're doing remotework or you're bringing in a
team, what are the expectations?What are the expectations around
your e-mail? What are your expectations
around your, you know, video conferencing team meetings out
the door? What are your management
priorities? And the reason I'm talking about
this is because actually Marcy'sgot a little bit of a giveaway
for you. So the Reclaim Your Work Day
(29:18):
book is built in levels of individual, so there's different
chapters for meetings, task management, e-mail and chat,
vacation time off. So every every chat.
Wellness, all of it. All of it, yes.
Every chapter has levels for individual contributor, manager
and C-Suite business owner. And there is a free video series
(29:41):
that you'll have access to if you check the show notes and it
will have 4 videos and they're less than 4 minutes long.
But from each of those chapters.But it's not just like promos of
the book. It's like a chapter on meetings.
Like here's some tactical thingsyou can do, tactical ways to
prioritize, tactical ways to foryour e-mail and chat.
(30:03):
And that is, that is my giveaway.
I love it and thank you for the giveaway because I think
everyone of us, I promise you, if you're as from that audience,
if you take something away from it, you're going to take
something from the I love the tame the emails and I love the
fact that inside the book you said like Slack is not like a.
(30:24):
Project management. Product management system like
everyone use and I, I, I was like, I had to like go into
myself. I'm like, oh crap, I've got
crazy. Yeah, yeah, like I was like, ah,
crap. Like I had an ah, crap moment
over here. So like, thanks for pointing
that back out to me because yeah, that was definitely like
did that again because it's a stupid thing like you.
(30:45):
It's a. It is.
It's not a project manager, yeah.
Yeah, it is definitely not that at all, but I love all the
everything that you've shared. So what's next for you Marcie?
What is the next steps? What is 20/26/27?
What does the future look like for you?
Continuing. So most of our work is on
corporate contracts. So continuing with that and I
(31:05):
like the size that we are. I like this number of coaches.
So I'm I'm good with the size. I will have a fifth book coming
out in 2026 and renovating my kitchen, which I'm doing right
now. I told I'm just going to tell,
I'm just going to tell your audience if, because if they are
(31:26):
mostly women, you will be, You will feel some empathy for me
that we have no mirrors in our house right now.
They are all packed away or covered in blankets and I have
to turn on the Zoom every day and do my makeup in, see in my
hair and everything because everything is packed away or
covered. And if you could see around me,
(31:48):
it's nothing but boxes. So.
Yes, but you've Marcy, you've set it up very beautifully
around you. It's dark enough we see you.
You're you're the center of attention.
So honestly, this has been a phenomenal episode on did she
really say that? And for the you, the listeners
in my audience, definitely grab her freebie, get her book.
It is well worth it. I am one up on you because I did
(32:09):
get a signed copy. So but I, I am so I mean,
honestly, the transparency, the way you're building your
business, what you've created. Thank you for just being open
and transparent around that and give really giving permission
for women to say, OK, I can reach out to Marcy and maybe ask
a few questions, follow her on social media.
(32:33):
And for all my corporate people out there, definitely you want
to hire her and work with her because she is absolutely
amazing. So thank you again.
And as my audience already knows, thank you for time for
joining in listening in to Did she really say that?
And we'll see you on the next episode.
Well, welcome to this episode ofDid she Really Say that?
And I'm super excited because I've got Marcy with me and
reason I brought her in honestlyfor this episode, ladies, is
that you need to hear this. It is all about different ways
to design your business. One, that was one of the things
that when I was talking with Marcy really caught my attention
(00:22):
because we know that as women inbusiness, we tend to build
different types of business models.
As you guys are starting to learn as you're going through
the Critter Planner training series with me, women design and
work in a different flow than our traditional planners and
time management systems. So when going through and
reading Marcy's book on Reclaim Your Work Day, which I'm going
to totally plug here at the beginning, you're going to want
(00:45):
to hear what Marcy has to say. Because not only are we talking
about reclaiming your day, but we're also talking about
reclaiming the flow of your business.
So who is Marcy? This is a fabulous question.
I love when you guys in the audience ask this because not
like you're asking me personally, but I know you're
thinking it. So she's a multi award-winning
certified speaking professional.That means she's brilliant with
(01:05):
words. That's why you should read her
right? She is the founder of Radar
Company where health where wherehealth powers performance.
What I love about this is that she focuses first on your health
in order to be productive in anything else, right?
So you kind of focus on management effect, meeting
(01:25):
effectiveness. Oh, dear God, e-mail sanity.
How many of you guys are totallylike going crazy, right?
Habits that last. So she's worked with some
incredible clients like Delta Airlines and pharmaceuticals
companies and the US Treasury Department.
Marcia, that's pretty rocking. I'm just saying thank you.
(01:47):
She's got an amazing podcast called Health Powered
Productivity. So you guys are going to hear
about that one. It's going to be in the show
notes too. Definitely connect with her and
follow her over there. But Marcy, really, honestly,
thank you for jumping onto this podcast and, you know, being a
voice for women and just how business can evolve and look
differently for for all of us. Well, you know, when you were
(02:08):
doing the intro and saying how women build businesses
differently, I, it made me thinkof about, it's probably about 15
years ago. I had a friend that gave birth
and she was a clinical operations lead and another
clinical operations lead in her department also gave birth
around the same time. And they took their maternity
(02:29):
leaves and what they wanted to do when they came back was job
share and the they had been at the company for over a decade
each of them. And the company said no.
And the companies would rather let them go and have to replace
with two people that 2 new people, which we know it takes a
lot of money with training and things like that.
(02:51):
Then these, these two people that wanted to job share and at
least save one. And they said no.
And this is where, you know, women think differently because
I, I, you know, it was all, it'snot company policy.
We'd have to change this for everyone.
And it, no, you wouldn't, you know, it's like, because not
(03:13):
every woman would want to do that.
It's not like that. But also, So what if you did
have to change company policy? Oh my.
God, we have to change things like evolve.
So yes, women do sometimes buildwith businesses differently,
yes. We do.
And I love that you share that right out of the gate because I
think that's one of the things that we are so desperately
(03:35):
trying to integrate is that it'sOK to change.
And where you said it's like it's not going to change company
policy for everyone, but it gives an opportunity for
different types of productivity,especially in the workplace when
you're demanding so much of us, we're always heading towards
deadlines or something like that.
It's a little bit of a breathingroom to say, OK, what if we Co
(03:58):
share for this position? What if we know?
Why not? Yeah, or even if you're sandwich
generation, you have to take care of a parent.
And it's not just for women. You know, like a man.
Men does too. Men, but I mean, there's all
sorts of reasons why working differently, you know, we just
need to, you know, think like, oh, just because it's always
(04:20):
been done this way doesn't mean that it can't be done this way.
It can. Yeah, and I will say I love when
I talk with women, especially onthis on our episodes, on our
podcast, because we are creatingand looking at things
differently. And one of the things that we
talked about was your business model, because I was fascinated
by this and I was like, wait, you're doing what?
(04:40):
Because we're again, you're talking about everything has got
to be the exact same way. This is the model that works.
Trust me, I've been in that whole regiment of that and I'm
watching women slowly break these models and modes and say,
no, if you do it like this stillworks.
So let's talk about you've designed this business, you're
(05:00):
creating it. What is your business model?
Well, I got asked this question so many times that I, I started
just doing, I had a loom video and I would just send it to
people because random strangers would you know, like send me an
e-mail. I heard from this person who I
wouldn't even know that you havethis business model.
So tell me about it. I want it preface by saying it's
(05:22):
not for everyone. It works for me.
And so I've been in business 12 years.
We are a speaking training, coaching consulting company. 50%
of our business is speaking training, 50% is coaching
consulting. Most of the speaking training it
I'm, I'm doing it on behalf of Raider Co.
(05:43):
The coaching and consulting it's, it's spread among other
coaches. So there are about 10
contractors at any given time or10 contractors that are our core
team and those are other coaches.
All of those coaches also speak and train.
(06:03):
They also all but one have theirown business and so my
speciality is high performance and productivity.
I have two other that two other coaches that specialize in high
performance and productivity. We have two leadership and
strengths specialist 1 belongingand culture, one career
(06:27):
specialist and executive crisis consultant and two Microsoft
systems specialist and and then one mindfulness and stress
stress management expert. And so the model is and for
speaking and training that or even for coaching.
(06:48):
I mean, well, basically the model is they hire Raider Co
mean. And then if I'm not the right
fit, I'll just talk about coaching first.
If I'm not the right fit for that client or they are, they
are at a level that I don't coach anymore.
I, I focus on director level or above or business owners of very
(07:13):
established businesses. Then I have, I give them to my
two other productivity coaches or if if it is somebody that
needs more leadership and strengths or belonging and
culture, I may give them to thatother coach, that other subject
matter expert and they coach them in the program.
(07:34):
And our model is that like if they're if, if there's a client
with a three or six month program, say say a six month
package and they have a primary coach, whoever that is, they can
pull in the other coaches for one or two sessions as needed.
And so as an example, I'm, I'm coaching AVP of finance for a
(07:58):
luxury car rental company and I'm the primary coach.
But I just pulled in our Microsoft systems specialist to
do 2 sessions with him on loop and planner and these different
things. And, you know, let's say he was
having an issue with leadership in some way, Maybe there was
(08:21):
some discourse among the team, then I might pull in our
belonging and culture specialistfor one or two sessions.
So that's how the coaching is set up for the training.
They hire writer Co. And then if it's in my area of
subject matter expertise, then I'm the one that does the
training always. But if it's in another area,
(08:41):
like I have two gallops, Gallup,Clifton strengths specialist and
you know, if they're doing a discovering team strengths
program, then that coach or thatspeaker would do that training
for that person. So all of these people have
their own business and they justcan't, you know, they can't they
(09:05):
they sign a contract that they can't, you know, take that
client with them. And I've never had that issue.
I would say all but maybe one ofthem do not care about growing a
company like I'm growing it. They.
(09:27):
Yeah, they really want it to stay more like I just want me
and a virtual assistant. I don't want to manage people.
I don't want to do all that which works great for me because
I've never, not once felt like any of my coaches were trying to
compete with me. The other thing that that we so
(09:49):
the the 2 productivity, the two coaches that are productivity
focused, they do have Hello Raider Co e-mail addresses
because that is, you know, I don't, I don't I.
Don't. That's under your.
Brand, but it's under my yeah, yeah.
But the other ones, we actually just use their e-mail address
(10:11):
and those, the people that are working with me in
collaboration, some of the coaches may have, you know, 6-7
clients with me a year, others may have won a year.
And so I, I don't promise anyoneanything.
And to them it's, it's really like silver, I call it silver
(10:34):
platter clients. So I just give them the client.
They have not had to, you know, do the business development or
work to get it. And that's the other thing that
some of those coaches as well don't like the business
development part of it. They don't like marketing of it.
They just want just let me coach, just let me coach, let me
speak. Let me coach in my area of
(10:56):
expertise. Yes, and I love that part of it.
I love it. I've and so you know, it might
take me, and this is not an exaggeration, 3 years and I'm
thinking of one client that I got.
It was three years of nurturing.It was over.
(11:17):
It was over 15 phone calls. I'm just like touch base type
things. Two meetings to get a contract
and some of those other coaches like, Oh yeah, you know, I'm
happy to take half the rate because I would have never
gotten that. And the the last thing I'll say
about it before I ask more questions, it's just that like
(11:40):
this is I'm just giving it all up, right?
Yeah. No, it's because it's really
interesting how your design is and I do have more questions
around. Yeah, yeah, it's I feel like
together we're better. Yes.
And like I said, I've never feltfriend, I have had some coaches
not work out and the 11 coach, it was specifically she said,
(12:05):
you know, like I don't like process and you know, I have to
have some process like, you know, invoice me at this time
and check in, you know, let me know what session you're on,
things like that. She didn't want that.
That's fine. And to her, she said, like, you
know, I could make, you know, I can make more money if they're
my own client. Well, yes, yes, you can, but I
(12:27):
can just give you a client and it didn't work out.
You know, she's an amazing coachand I have not replaced her.
And I refer, I've referred threepeople to her that signed up.
So there was no hard feelings. A couple of other people, it
just wasn't a good brand fit just the way that they worked.
(12:49):
It was just not, it just wasn't what there weren't good
representatives of what we do. And yeah, so anyway.
Yeah, no, no, as as my audience is listening, I can hear their
brains all ticking away back here, right?
Because they're like, well, thisis interesting.
(13:10):
So one of the questions that I typically would hear around this
one is, you know, well, crap. What do you pay a coach like
that? Like how do you, like, how do
you pay them? Is it per client?
Is it per coaching call? Is it per project time?
Like what? What would you?
Is it different for each coach? Yeah, Yeah, great questions.
(13:32):
And I will say for those of you who listen to your podcast, I've
talked about my business model before, but I have never talked
in this much detail. So you're.
Welcome. Yeah.
So thank thank Katrina. The coaches are paid within a
range. Some have more experience than
(13:53):
others. Only one of my coaches has less
than 10 years experience. OK, so I don't take
inexperienced coaches, but that coach that has less than 10
years experience, I mentor him and he was very persistent and
he does like everything that everything I say he will do it.
(14:13):
He is like, he's such a great student and mentee, but he has
17 Microsoft certifications. He's my Microsoft guy.
So like the 10 years, you know, like that, that's OK.
But, and so they're all experienced, but they, they
wouldn't have to be for your business model.
It could be that you pay yourself more and you have less
(14:35):
experienced coaches and you charge less for them or you pay
them less because of that. So with the payment, I do have a
range or and some of it depends on expertise like an executive
crisis coach and consultant thatis highly specialized.
(14:58):
True. And whereas a leadership coach,
there are a lot and productivitycoaches, there are a lot of us,
you know, But so there, there's a range and some of it has to be
just how long they've been with me too.
OK. So and that, that lets me leads
me to my next question with you as we kind of dive into this and
I hope you're all paying attention and listening.
(15:18):
So the I guess the at the end ofthe day, you're basically like
a, an A, a coaching agent is kind of what I would kind of set
the model as where you're the agency, they're coming in, and
then you just have different skills and assets that are now
available to your clients, right?
So I think this is a brilliant model.
(15:39):
And I want you to the late thereis listening to this, because
The thing is, you don't have to know it all.
And I think what Marcy really does an exemplar example.
She goes, these are my gifts andstrengths and I'm going to bring
clients in that I can't support.So who wants to be on my team
with me, right? And she gets people to raise
(16:00):
their hand and some of these people like you've shared with
just about share with that you've coached them actually.
Oh, yes, So I'm glad you broughtthat up.
So every coach except right now except for one, but he's the one
I'm mentoring, Yeah. I So you're technically coaching
(16:20):
mentor? Yeah, yeah, yeah.
I either coached them at one point or they coached me at one
point. So.
And the, the, the three that didn't work out, no, I had never
coached them and they had never been coached by me.
And that, that could also just be chance, you know, but but
(16:45):
yes, I, I, that was an interesting piece of it.
But the one thing that I I didn't say is initially was that
I also just really love giving these women work.
Like it makes me feel so good because none of them depend on
(17:09):
me, which is good because I don't want them to depend on me.
But there are a few that it suredoes help.
And I really, really love that Iget to do that.
And I also want to answer your question about how do you pay
them hourly package, whatever. So our, our we are done.
We do everything in packages because of what we do.
(17:31):
We don't do one off sessions. It just doesn't really work.
Yeah. If you blend it in, you blend it
into the pricing. So you cover that.
When you do the initial cost to the client or customer, it's
built into the system to have that payment or have that
ability to pay the other coaches.
Yes, yes. So it's so if they are in charge
(17:52):
of the package, like if they geta client, they're a primary
coach and they have a client forthree months, they get paid a
package rate because they're doing accountability checks in
between and stuff like that. If they are somebody that I just
brought in for one session, as Iwas talking about earlier, then
that is an hourly rate. Yeah, OK, that, I mean it makes
sense. And I think as as we're
(18:13):
listening to this, it's just because I want, there is a sense
of that there's different modelslike and I think I I'm starting
to overhear Marcy even with my business, I have my business
partner and I have another member on my team who I have
coached. And now it was kind of like
coaching me because she's learned a different skill set
because it wasn't my skill set to learn.
And so now she's kind of like myback end coach for a lot of
(18:36):
stuff. But we definitely reference
everybody on their team for their strength.
So when we bring in a client, you like you were saying every
person on the team gets a piece of that because they're a
contribution to that client because they're going to have a
call with them. They're going to have a
one-on-one session of some kind to have whatever that
conversation needs to look like.So I love this model because
(18:57):
you're showing that you don't necessarily have to bring
everybody as an employee. I think you said something about
they're all contracted or potentially.
Contract. OK.
And they all have another revenue stream in which they
have access to. Yeah.
Or they're semi retired and they're just like bonus.
Yeah, I have two. I have one that is retired from
everything but me and and then Ihave someone else that's semi
(19:20):
retired and that works awesome. Yeah.
I love this. I will, I will.
I do want to say one mistake I've made.
And I'm just about to ask you, what was the challenge you had
so perfect? Going back to, I love to give
them, you know, give them business and everything.
Before I hired A fractional CFOAcouple years ago, I overpaid.
(19:49):
So. So it was a great benefit to
them, but my bonuses were way more than what I should have
given and. And I and I actually bumped up
one of their their hourly rate way too much.
And when you bump it up, you can't bring it back down.
(20:10):
No, you can't reverse that, no. No.
And in what helped me with a fractional CFO, and I encourage
everyone, 'cause I hired one fora year and then I just went down
to quarterly strategy calls. And that's perfectly fine.
But I needed a year of like set me straight.
And I'm, I'm very good with money, but this is not an area,
(20:33):
this isn't about budgeting, you know, and I didn't know about.
Business. Well, what a percentage.
Like what makes what seems fair and what I thought seemed fair.
I wasn't considering overhead, the cost of the platforms I was
(20:54):
using, the cost of my client support specialist to one could
argue isn't revenue generating. You know, she's just supporting
everyone. Wasn't considering the three
years it took me to get that business or that I have to go up
in front of the board every quarter and advocate for myself,
you know, all those things. I wasn't considering it.
(21:14):
And so now it like the way you can never go back now when I
bonus somebody if I do like it looks stingy compared to what it
was. And you know, it's like I was
just talking to a company the other day and they always gave
(21:35):
out like whatever that, let's say 100% bonus, whatever it was.
And based on their revenues for the year and the first year that
they had to give out an 87% bonus, people complained.
I mean, like just went nuts. And I was like an 87% bonus is
incredible. And but they were used to 100,
(21:59):
yeah, you know, so I would just say be very careful and hire,
hire CFO even just for a one offsession first to just really
figure out how much things cost you.
Yeah, that is a, that was one ofthe biggest, to be honest, and
all my listeners know this too. That was one of the biggest
shifts even for myself. Like I had been running my
(22:21):
business, my coaching business for over 10 years, never had
ACFO, had a bookkeeper thought we were doing well.
And then I got introduced to something called the Profit
First Strategy. Oh.
I love profit. First, Yeah.
So the profit first strategy waslike my first kind of slap in
the face and I had heard about it.
I read it, but I think the biggest game changer for me was
(22:44):
when Profit First Mike, Mike actually partnered with a
financial banking institution toimplement the strategy.
So instead of just having it on an Excel sheet, now I actually
had a banking system that I could set my business up at,
have all my different multiple accounts, one for operations,
one for profit, one for owners compensation 1, you know, and
(23:08):
really see that money dispersed percentage wise through the
accounts. And knowing that every dollar
had a place to go percentage wise, right, was a huge.
So I told everybody that's listening, that CFO, you might
not think you're ready for it 'cause you're not making enough
money. But here's the thing.
If you're making like 100 bucks a month, you need us.
(23:30):
You need to just start like educating yourself on the
business side of money because it's vastly different than the
employee and budget mentality that they teach you.
Yeah. Yeah, yeah.
So yeah, I am so glad you brought that up because it's
true. Like I have seen companies
overspend, I've consulted with companies that have given
(23:51):
extraordinary beautiful bonuses.But it it the question is, is it
sustainable? Well, and that, yes, and that's,
that's just it. And, and I was doing this all
just out of generosity and because to me, it just feels
like, Oh my gosh, I'm taking this percent really.
But I, I'm not thinking about all the things that go into it
(24:16):
and all the taxes, You know, I mean, I just wrote a check for
$22,000 for taxes. You know, it's just like, so
thinking about, you know, thinking about it in those
terms. Yeah.
And it's an education, it's a it's a learning experience.
And I will just say this, the more that we build businesses,
understanding the implications and understanding tax strategies
(24:38):
and what you can do as a business has been an eye opening
experience even for me, Marcy. Like I didn't know you could
apply, you could actually do a 0tax strategy as a business
owner. There's actually ways to do
that. There's ways to turn our profits
in our business into wealth building strategies because I
always look at it like we talkedabout the, the funnel, right in
marketing, because talk about the front and the top end,
(25:00):
right, your lead magnet, what's bringing you in?
And I think we get so stuck in the world of business in terms
of like what we're generating for leads, what we're generating
for revenue that we don't apply that same methodology to our
wealth building. So as soon as that money comes
in and you have money in that profit account, where is that
money going in that energy cycleback into a wealth building
strategy or tax advantage strategy?
(25:22):
So yeah, I'm glad you brought that up because it is it is a
conversation we're not having enough to be honest.
But I love what you said. Structuring is different, you
know, rewarding the people that you work with, understanding how
that reward system looks so thatyou can continue to stay in
business. There's nothing worse than being
(25:43):
able to pay people and and making sure they're paid well,
but then not being able to sustain that because it happened
to me. Yeah.
I basically paid my employees out of my almost to a point
where I was out of my own pocketor to a point where I was, have
you close the business because it was unsustainable.
Yeah, I, I feel like any business owner in at least at
(26:06):
some point has paid someone morethan they paid themselves that
month. But that's just part of it.
Like sometimes that's just part of it, yeah.
Yeah, I agree. All right, So wrapping this all
up, this is a podcast, especially around bold
statements like did she really say that?
And you've actually said some pretty cool things around
(26:27):
designing and developing your business.
But has there ever been a momentwhen you've taken on a client or
or looked for, done a training or speaking engagement and they
just looked at you after you said something like, did she
just really say that? I, I, I did have a moment and I
(26:49):
can't say who the client is, butthey were talking about their
Wellness program. And I, I, I'm not proud of this
moment, but because I would havedone it differently, but I just
looked right at him and I said, yeah, that didn't work.
And, and they were really private and they were like,
what? And I said, yeah, it doesn't
(27:10):
really work. And because the expectation for
they have these Wellness days and which they were very proud
of, but what I had learned through interviewing their
employees was that people didn'ttake them because just like with
(27:30):
vacation, their work was still piling up.
And they said, I feel, I feel more stressed when I come back
from my Wellness day, you know? And so so then the conversation
was started as like, what do employees actually want?
What is it that they actually want?
And so we just started like talking around, you know,
(27:53):
talking about some things. And like one person said, you
know, I'd actually like to have my kid like paper, like one of
those bouncy gym things. She's like, I'd like just for
somebody to give me a gift certificate for a full day to
send my kid there. Then I wouldn't have to all, you
know, like it was just stuff like that.
(28:13):
But but yeah, I just in my moment of.
I can only imagine the look on the face.
Here, thinking it in my head andit coming out my mouth, I was
like, yeah, that didn't really work.
But she really said that. And you know what?
I think a lot of times this woman, when we have those
moments and we can cause that shift, we cause another creative
level of thinking. Just like your book, Reclaim
(28:34):
Your Work Day, right? It causes another level of
thinking it it forces you to to really look at, OK, what am I
putting time and attention to? What's wasting my time?
Where am I taking care of myself?
What am I doing? And I love this book because,
like I was sharing earlier, it breaks down both something you
can do as an entrepreneur at home.
(28:55):
You know, if you're doing remotework or you're bringing in a
team, what are the expectations?What are the expectations around
your e-mail? What are your expectations
around your, you know, video conferencing team meetings out
the door? What are your management
priorities? And the reason I'm talking about
this is because actually Marcy'sgot a little bit of a giveaway
for you. So the Reclaim Your Work Day
(29:18):
book is built in levels of individual, so there's different
chapters for meetings, task management, e-mail and chat,
vacation time off. So every every chat.
Wellness, all of it. All of it, yes.
Every chapter has levels for individual contributor, manager
and C-Suite business owner. And there is a free video series
(29:41):
that you'll have access to if you check the show notes and it
will have 4 videos and they're less than 4 minutes long.
But from each of those chapters.But it's not just like promos of
the book. It's like a chapter on meetings.
Like here's some tactical thingsyou can do, tactical ways to
prioritize, tactical ways to foryour e-mail and chat.
(30:03):
And that is, that is my giveaway.
I love it and thank you for the giveaway because I think
everyone of us, I promise you, if you're as from that audience,
if you take something away from it, you're going to take
something from the I love the tame the emails and I love the
fact that inside the book you said like Slack is not like a.
(30:24):
Project management. Product management system like
everyone use and I, I, I was like, I had to like go into
myself. I'm like, oh crap, I've got
crazy. Yeah, yeah, like I was like, ah,
crap. Like I had an ah, crap moment
over here. So like, thanks for pointing
that back out to me because yeah, that was definitely like
did that again because it's a stupid thing like you.
(30:45):
It's a. It is.
It's not a project manager, yeah.
Yeah, it is definitely not that at all, but I love all the
everything that you've shared. So what's next for you Marcie?
What is the next steps? What is 20/26/27?
What does the future look like for you?
Continuing. So most of our work is on
corporate contracts. So continuing with that and I
(31:05):
like the size that we are. I like this number of coaches.
So I'm I'm good with the size. I will have a fifth book coming
out in 2026 and renovating my kitchen, which I'm doing right
now. I told I'm just going to tell,
I'm just going to tell your audience if, because if they are
(31:26):
mostly women, you will be, You will feel some empathy for me
that we have no mirrors in our house right now.
They are all packed away or covered in blankets and I have
to turn on the Zoom every day and do my makeup in, see in my
hair and everything because everything is packed away or
covered. And if you could see around me,
(31:48):
it's nothing but boxes. So.
Yes, but you've Marcy, you've set it up very beautifully
around you. It's dark enough we see you.
You're you're the center of attention.
So honestly, this has been a phenomenal episode on did she
really say that? And for the you, the listeners
in my audience, definitely grab her freebie, get her book.
It is well worth it. I am one up on you because I did
(32:09):
get a signed copy. So but I, I am so I mean,
honestly, the transparency, the way you're building your
business, what you've created. Thank you for just being open
and transparent around that and give really giving permission
for women to say, OK, I can reach out to Marcy and maybe ask
a few questions, follow her on social media.
(32:33):
And for all my corporate people out there, definitely you want
to hire her and work with her because she is absolutely
amazing. So thank you again.
And as my audience already knows, thank you for time for
joining in listening in to Did she really say that?
And we'll see you on the next episode.
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