Path for Growth: The Origin Story

Starting any new business takes courage, but if you embrace the process wholeheartedly, you’ll learn some powerful lessons along the way. In this episode, Alex talks with Ben about his decision to leave a great job and start Path for Growth, even though he wrestled with choosing between two good options. He also shares some of the biggest lessons he’s learned while scaling this business, from ensuring quality while you grow, to embracing freedom and responsibility, to coming to terms with people leaving the business. 

Information isn’t the gap between failure and success—action is. Path for Growth’s 1-on-1 coaching helps you create a plan and execute on what matters most for your business. Apply today at pathforgrowth.com/coaching.

Episode Recap:

• This week we’re unpacking the Path for Growth origin story.
• What were the fears and anxieties that made it hard to start something new?
• It’s uniquely hard to choose between two good options 
• How can thinking there’s a right and a wrong decision hold people back? 
• What was your decision making process like when choosing to leave and start Path for Growth? 
• Can you tell us about those first days on your own?
• What have you learned about freedom and responsibility?
• How did you decide to bring on your first hire early? 
• How have you ensured quality while scaling?
• Why should leaders avoid having indispensable team members? 
• Where is Path for Growth headed next?

If you’re ready to move beyond just gathering information and start executing on what truly matters, Path for Growth’s 1-on-1 coaching can help. Apply now at pathforgrowth.com/coaching.

Resources:

Follow the podcast on Apple or Spotify

Schedule a call to learn more about Path for Growth Coaching and Community

Download the Free Reading Guide

Join us for our 2025 Experience – Long Game Leadership 

“Decision Making and the Will of God” by Garry Friesen 

Connect with our Founder Alex Judd on LinkedIn and Instagram

Episode Transcript

Alex Judd (00:02):
So it didn't look exactly like this on an org
chart, but if we're just tosimplify things, this woman is
like my boss's boss's boss'sboss. Right? And thankfully, in
this season of making a lot ofdecisions, she had kind of
played the role of partiallymentor, partially guide, but
also just someone that I reallytrusted to tell me the truth in

(00:24):
so many ways. And she's someonethat carried a lot of influence
in the organization that I wasat, which was Ramsey Solutions,
Dave Ramsey's company. And I'llnever forget there was this one
particular meeting where thething that was most at the
forefront of my mind at the timewas, man, I love this
organization.
I love where I work. I love whatI get to do. And I also love the

(00:46):
trajectory that I'm on. I mean,that place is just amazing.
Right?
And there were so manyopportunities there. And at the
same time, I was like, man, I'mfeeling this hankering, this
hungering, this urge of like, Ithink if I don't actually step
out to start my own thing and ifI don't become an entrepreneur,
I could spend my entire lifewondering what if? What if I

(01:08):
would have done that? And thatwas this weird catch 22 because
I could also drop the scenariowhere I did leave and I was
like, I could spend my entirelife saying, what if I would
have stayed? Right?
What what could have happened ifI would have stayed? So that in
itself was a source of tensionand I kind of brought that to
this meeting. But then in theprocess of bringing that to the

(01:30):
meeting, she did a really goodjob of listening and I actually
did a really good job of ventingand she asked some really,
really good questions and thatkind of exposed two other things
is like, I don't know where Iwant to live. The place that I
currently live doesn't feel likehome, but I don't know what does
feel like home. And I know thatI do want home, but I don't know

(01:50):
what home actually is.
Is essentially the equivalent ofwhat I babbled through. And then
add to that number three is I'mnot married and I don't know if
I want to be married. And so Idon't know what to pursue in
that arena, which istheoretically the most important
relationship of your life.Right? And so I'm kind of just
working through all three ofthese things.

(02:11):
And to her credit, she kept hercomposure and she listened all
the way up in to the point whereI ran out of steam. And, man, I
I really think the Holy Spiritworked in her in this moment
because she didn't overtalk. Sheheld her composure. And more
than anything, she just told thetruth because she looked me dead
in the eye. And she all she saidin response to all of that was,

(02:36):
wow.
You've got a lot to figure out.And and, Ben, I'm not kidding.
Like, I I vividly remember inthat moment, like, tears welling
up in my eyes, And she just Imean, it was like someone took,
like, a pin and hit the nerve,like, right on. And it was all
the stress, the overwhelm, theanxiety that I had been

(02:59):
experiencing. She named it.

Ben Loy (03:00):
Mhmm.

Alex Judd (03:01):
And I took on this identity as like, man, I'm
someone that has a lot to figureout. Now we we could do
honestly, and hopefully we will,in this new format, do episodes.
I'm talking about, like, thegreat leadership that was
displayed in that moment by herbecause she didn't try to be my
superhero. She just named whatwas going on. But in many ways,

(03:23):
it was that tumultuous seasonthat ultimately I look back to
and I say, like, eventually ledto the business that we now get
to be a part of.

Ben Loy (03:32):
Cool. So what were some of those, like, fears and
anxieties that you had? Well, wenamed one,

Alex Judd (03:38):
right, the the what ifs. What if I leave and it
doesn't work out and I spend myentire life wondering what if I
would have stayed at thisamazing organization called
Ramsey? Or what if I stay andthen I spend my entire life
working in this career in thisjob and saying, what if I would
have had the guts and thecourage to start my own thing?
That was number one. And thennumber two would be, what is

(04:02):
home?
I I don't know what home feelslike anymore. I don't know where
home is. Is it possible forsomeone like me to have a home?
Which now I look back and Isaid, that's such a ridiculously
absurd question. As we sit inyour home.
Yeah. And praise God. Right?That very much feels like home,
but that's the growth that'soccurred. Right?
But but it felt weird to evenbring that up as a topic. And

(04:25):
then it honestly, I would havesaid then, like, the primary
overarching question was, do Iwant to get married? And
certainly that was in there, butit was more like, is it possible
for someone like me to getmarried? Like, that was, like,
the question that I was reallywrestling with. And I, you know,
let's just go deep, like, rightoff the bat.

(04:47):
Like, my overarching coreemotion that I dive into
hardcore is shame. Right? Andand so in the story that I was
telling myself is that someonelike me can't lead a business,
someone like me can't have ahome, and someone like me can't
be married and have kids. And Imean, all three of these things
were colliding in this singlelike six month span that I mean,

(05:10):
it it was it was a very, very,very turbulent season for me.

Ben Loy (05:14):
In reality, I mean, you were choosing between two pretty
great what ifs regardless of thedirection that you choose to go.
Like, it's almost easier tochoose between the lesser of two
evils than it is to choosebetween two, like, possibly
really great paths.

Alex Judd (05:30):
Yeah. So my previous role at Ramsey, I would
facilitate masterminds forsometimes, you know, six to 12
CEOs would be on a call. And alot of these people were wildly
successful. Right? And sometimesthe problems that people would
bring to the call would bethings like, I don't know if I

(05:50):
should stay CEO of my$20,000,000 company or if I
should appoint this highlyqualified leader to be CEO in
the next year.
Or I don't know if I should buymy second home in Jackson Hole
or if I should buy it on thebeach. Right? Or I don't know,
you know, like there were justalways like, we don't know if we
wanna have this beautiful familyof three kids or if we wanna

(06:13):
have four kids. Right? And andas a single guy, right, that was
just like learning how to makemoney and how to manage my
hassle, I would look at thesepeople, I'd be like, oh, boo
hoo.
Like, that must be really rough.But what I now have more empathy
for is it is really hard todistinguish what the wise thing

(06:35):
to do is whenever you're facedwith two good options. Yeah. I
mean, it's one thing if it'slike, should I work at Ramsay
and follow the career path here,or do I wanna take up robbing
Walmart for a living? Right?
It's like that I wasn't evenasking those questions because
that's good versus bad. And manypeople, not everyone. Right? But

(06:55):
many people, in some ways, getto a spot where they are faced
with less decisions that aregood versus bad, and they are
required to make more decisionsthat are good versus best. And
it's in the good versus bestthat we become incredibly
indecisive.
And what's wild is indecisiveactually ends up being a form of

(07:15):
bad, I think.

Ben Loy (07:17):
So how, like, how did you come to the decision? Like,
how did you decide between twogood things? Was there a
framework or something that youlearned? Something you followed?

Alex Judd (07:27):
Yeah. It didn't feel like a framework at the time.
And that's, you know, we we livein the age of the framework.
Right. Yeah.
And and I'm like, it's gotten tothe point where I'm skeptical
anyone anytime anyone tells methey've got a framework Right.
For that because I'm like, okay.Like, my experience is it never
feels like a framework whenyou're in it. But then you look

(07:47):
back on it and you say, oh,there was stuff going on at that
time. So I would say there werea bunch of variables that
collided that helped me make theinitial decision that then
cascaded into a multitude ofdecisions, which now I look at
the sum of the decisions that Imade in that season and I say,
oh my gosh, that's now my life.

(08:08):
Right? But I if we were to pointat maybe a primary variable,
I'll never forget. I had been afacilitator of an onstage
session at an event we hostedfor Entree Leadership. This was
at Ramsey with Brian and ShannonMiles, which it's you wanna know
about full circle. Like, we arehaving Brian and Shannon who

(08:30):
have been some of my greatestmentors in business and
leadership and life for thatmatter.
We're having them at ourexperience coming up in Austin
in October, which is just man,it's such a joy when people that
you love and have learned fromso much when you, like, get to
introduce them to other peoplethat you love so much. Like, I
am just so excited about that.But Brian and Shannon, wildly

(08:53):
successful 10 times over, butthey're also like, the thing
that I think I respect aboutthem the most is they're, like,
the most wildly successful.Like, some of the most wildly
successful people I've ever met,and they're, like, some of the
most down to earth nonchalant,like, just, I mean, just so
humble and kind and gracious,and you would never know it. And

(09:13):
I honestly didn't know it.
So we did this onstage sessionfor the business that they owned
at the time. They've since soldtheir shares in the business,
Belay. Right? And I think it'spublic knowledge. They they sold
a percentage of their company inten years for, a hundred and
twenty six million dollars.
Wow. Like, holy cow.Entrepreneurial, just geniuses
in so many ways. I didn't knowthis at the time. So I did the

(09:36):
session with them.
We really connected. And it wasafter that session that I sent
an email to Brian, and I said,hey, Brian. I really enjoyed
getting to meet y'all, and I'mwrestling with a lot of
questions about entrepreneurshipor or about staying here at
Ramsey and following the careerpath here. And this is a little
bit of a weird request, butcould I drive down to Atlanta

(09:59):
and just buy you lunch or a cupof coffee and just ask you a
bunch of questions for an hour.And I'm thinking, like, I don't
know if this guy's gonna thinkthis is weird.
I don't know if he's even gonnareply to me. I don't know what's
gonna happen out of this. And heemailed back, like, within the
hour, and he said, Alex, that'sridiculous. You're not gonna

(10:20):
come down for a coffee. Whydon't you come stay at our house
for the weekend and you canspend time with our family and
we can make sure we carve outtime to talk to.
Wow. Dude. And that's the peoplethat they are. Right? Now, don't
everyone go email Brian andShannon right now.
Right? That was just, you know,it's a testament to their desire
to pour into just people ingeneral, but especially young

(10:41):
people. And there was so muchthat I got out of that weekend.
But there was one particularnight that I was kinda talking
to them through the decisionsand all of the great things
associated with staying atRamsey and all of the potential
benefits of going and being anentrepreneur and why I might
wanna do that. And I'll neverforget.

(11:02):
He he said, like, Alex, do youthink that there's anything
inherently right or wrong withone of these paths? And I said,
no. And he said, okay. Well,that's helpful to know because
you've been using a lot of themental framework of, like, one
of these is right and one ofthese is wrong. He said, it's

(11:23):
actually probably helpful toknow, like, there are probably
moral ways to do both of thesethings, or there's immoral ways
to do both of these things.
But the language of one rightpath that God is calling you to
and one wrong path that God iscalling you to is probably not
actually in your best interestbecause it's probably not
actually true. And then he said,like, could there be wisdom in

(11:43):
both of these ways? And we spentsome time talking about wisdom
and why each way could be wiseand stuff like that. And it
became clear that there could bewisdom in both ways. Like, there
it wasn't necessarily clearthat, like, one way was unwise
and one way was wise.
And then he said, okay, Alex.I've got one final question for
you. And he said, what do youwant to do? And then he said the

(12:08):
phrase that has haunted me eversince in the best possible way.
He said, you need to get itthrough your head that God
delights when you do things thatbring you pleasure that result
in other people getting served.
And I did not leave that weekendwith a decision made, but I did
leave that weekend with thatphrase. And and I think up until

(12:31):
that point, that was thesticking point. I I felt wrong
answering the question, what doI want to do up until that
point.

Ben Loy (12:41):
Mhmm. People have a multitude of reasons as to why

(14:25):
they would struggle to start abusiness or or make a decision.
Do you think that's somethingthat people often fall into then
is, like, thinking there is aright or wrong decision when
really you're just decidingbetween two best options? Yeah.

Alex Judd (14:38):
Yes. For sure. And the reason why I know that is
because we've now shared some ofthis content and, like, you
know, I I could probably make alist of the top 10 things that
have resonated most with peoplein, like, a visceral trajectory
changing kind of way. And whatwe're talking about right now is
for sure one of them. Right?
And we should give credit whereit's due. But the this concept

(14:58):
was not original to Brian. Brianwas referencing a a book called
decision making in the will ofGod that was written by Gary
Friesen. And the good thingabout doctor Gary Friesen is he
references a book called thebible whenever he is writing
decision making the will of god.So we need to remember there's
nothing new under the sun, butthat book particularly on

(15:20):
decision making is so empoweringbecause it gives people agency.
I think a lot of times we livein this world right now where we
use the word calling veryliberally, and we don't actually
understand what we're talkingabout in some ways. And I think
a lot of times, like, peoplewill face a a big decision.

(15:41):
Right? Like, where am I calledto live? We have options now
that we didn't have before.
This was me. Right? And it'slike, am I called to live in in
Dallas, or am I called to livein Phoenix, or am I called to
live in Alaska? And what's crazyis if you're a positive person
like I am, like, you can govisit Dallas, Phoenix, and
Alaska and make a list ofreasons of why it would be great

(16:04):
to live there. Right?
There you know? So you can,like, list positive things about
anywhere. So then you're asking,well, where am I called to be?
And we get this idea in our headthat man, God's will is for me
to be in one of those places.And if I don't choose right,
then I'm gonna deviate God'swill.
And to which I have now learned,dude, you are on the ride of

(16:27):
pride. Like, calm down. It'sokay. You are not gonna deviate
God's will for the universe andcertainly God's will for your
life by just deciding where tolive. And I think the thing that
I often have to recognize andremember is it's oftentimes not
the way that you go, it's theway that you go.

(16:48):
Mhmm. And we often use moralterms, right, wrong, good, bad,
to describe immoral decisions.And I think what my eyes were
opened up to and what that bookreally shared is a framework and
an idea for, hey. There aresituations where moral terms do

(17:11):
apply, and and God hasspecifically commanded us to
live with a particular morality.Within that, there's wisdom, and
we should pay attention to God'swisdom.
So there you know, it's notgonna say that you should live
in Dallas in the bible, but itmight have things to say about

(17:33):
your relationships and yourfinances and your commitments
that if Dallas was to deviatethose things, you probably
shouldn't do it. But that withinthat, what Gary Friesen
highlights is you've got aninsane amount of freedom and
responsibility to makedecisions. Some

Ben Loy (17:51):
people from Texas might think that it is in the bible
that

Alex Judd (17:54):
you should be Texas. I keep you know, I mean, you
know I'm from Texas. I keeplooking in the index for the
word Texas, and I can't find it.

Ben Loy (18:02):
Yeah. Not in there.

Alex Judd (18:03):
I just think the index Maybe it could organized.
That's gotta be what it is. Thathas to be what it is. That's
pretty good.

Ben Loy (18:09):
So how did you, like, how did you make the decision to
leave Ramsay and and start yourown business then? What was that
process like?

Alex Judd (18:17):
Praise God for them. Like, they did not put me in a
position where I had to makethat decision in isolation. I
was able to share, it withleaders like the one I shared
about at the beginning of thisconversation, Suzanne was her
name, but also shared it withDave himself along with some
leaders that I worked reallyclosely with at the time that I
was wrestling with it. And man,it's one of the things that I

(18:40):
both benefited from, but now Ireal feel really compelled to
extend to others is I wasblessed by them being willing to
sit in the tension with me tohelp me make a decision that I
felt integrity in. Because theydid not put their hand on the
scale too much either way.
Right? They just said, like, wewanna help you make a decision

(19:03):
that you can be fully behind andthat you can be excited about
and that you can feel as wisefor you and your future and, for
the way that you feel called toserve people. And so we had a
bunch of intense conversationsat Ramsey, but then beyond that,
had a lot of prayer anddiscussion, had a lot of
conversations with mentors. I'llnever forget there was one

(19:25):
particular conversation that Ihad with a mentor of mine, Mike
Valatin, and I kinda he kindaran me through the ringer of
wisdom, I would say. Like, he hegot past the morality thing
pretty quickly and was like,yeah.
Like, both of these could bemoral. Like, there's nothing
inherently wrong withentrepreneur or working at
Ramsey. And so we got over thatpretty quick. And then he ran
through wisdom. Like, what wouldyour plan be?

(19:47):
What would your business modelbe? You know? Like, what are
your desires for your future,and can you accomplish that
being an entrepreneur? Right?What would you be giving up, and
would you be willing to livewith that?
And then he asked me just a,unbelievable question. He said,
this thing that you want toaccomplish if you do step out to
be an entrepreneur. Because hecould see I was leaning in that
way. He said, if if you want toaccomplish it, he said, would

(20:11):
you be willing for it to taketwice as long as what you think
it's going to take and for youto make half as much as what you
think you're going to make? Andit was helpful in that moment
that I said, yes.
Absolutely. Like and I didn'teven blink. And he said, okay.
He said, you have my blessing. II think I think you should do
it.
And so there were manyconversations and a lot of

(20:33):
prayer to define what I reallywanted. But ultimately, I really
did realize, like, I had thisheartbeat and this calling for
this mission that became Pathfor Growth. That's what we
eventually called it. Thatwasn't gonna go away. And any
time that I spent beyond where Iwas not doing this thing, I
actually think it would havegotten to a point where it would

(20:54):
have been a disservice to theplace where I currently was.
That's what's interesting islike, it might not be inherently
a moral, immoral decision, butthere is an immoral way to make
a moral decision. So I mean, youknow, and I can say this. There
have been people that have donethis where they say, I know I'm

(21:14):
going to leave, but I'm gonnabuild my brand under this
umbrella for two years, use theresources and money in this
place, half heartedly be here,build this secretly on the side,
and then when it benefits me,I'm gonna leave. And I just made
the decision like I'm not gonnado that and praise God, like,
think that's one of the reasonswhy things have gone so well.

(21:35):
What

Ben Loy (22:39):
were those first days like, like stepping out on your
own? I mean, yeah, describe theprocess to me.

Alex Judd (22:45):
Oh gosh. I I mean, let let's start with something
super practical. It's likedeciding a name. Right? Like,
what is this company going tobe?
One of the great pieces ofadvice that Brian Miles kind of
dripped into my brain early onwas like, you gotta decide. Are
you gonna build a job or are yougonna build a business? Because
it's two radically differentstrategies. And if you're

(23:05):
building a business, that'sgonna be an asset that you own,
and it's not good to build anasset called Alex Judd Coaching
Company. Right?
And so I knew, like, I don'twant this thing to be built
around my face. Both from abusiness perspective, but then
one of the things he told me,he's just such a pragmatist.
That's what I love about Brian.And he said, gosh, him and
Shannon actually both sharedthis quote. They said, ego is

(23:29):
dilutive to net worth, which isbasically like the idea that,
like, you wanna see your networth shrink, inflate your ego.
You wanna see your net worthgrow, Slim down your ego because
your ego absolutely gets in theway. And so that was another
compelling reason not to call itAlex Judd and make it all about
me. And praise God, like, we'vecontinued to go along that path.

(23:49):
Like, there's people that are,like, are actively engaging with
our company that, quite frankly,I think they don't know who I
am. And I see that and I'm like,praise God for that.
That is such a good thing foreveryone. Right? So then you
come to the, what are we gonnaname this thing? That can
actually be a little bit of ahard decision. I didn't wanna
spend too much time on it, butit was I had already submitted

(24:12):
my two week notice at Ramsey.
Or I can't remember how long Istayed on for it. Might have
been a little bit longer forthat, but I had submitted my
notice. We were in an exit planand all of that. This was also
another caveat to this is smackdab in the middle of red hot
COVID season. So this is, May2020.
So we are in the middle ofthings. Right? And so I'd

(24:34):
submitted my notice and it wasat the time that I submitted my
notice that I felt, okay, I feellike I can be operating in
integrity that in my free timenow, whenever I'm not at work, I
can start building this thing,right? Not reaching out to
customers or anything like that,but I can start building this
thing. And so I had some prettyintense late night whiteboard
sessions on my own in mybasement apartment at that time.

(24:56):
But it was in that time that Iwas kinda kicking the tires on
names and things like that, andI ended up buying the LLC Path
for Growth. I saw that it wasopen. I saw that the domain was
open, and I claimed it. Iwasn't, like, hyper passionate
about that right off the bat. Iwasn't like, oh my gosh.
That's it. Right? Which I alwayskind of envision, like, when you

(25:16):
get it, you're gonna get it.That wasn't my experience.
Right?
I was like, that could be anoption. It's cool that the
domain's open,pathforgrowth.com, and I'll just
buy that right now. And we mayuse it, we may not. I own a lot
of domains that I never end upusing.

Ben Loy (25:32):
That happens.

Alex Judd (25:32):
Yeah. I own a salsa company domain that I still am
committed to using one day, but,yeah, there's a lot that I
haven't used. So this, Ithought, could be in that pile.
Right? Meanwhile, one of thethings that I'm doing at Ramsey
is during COVID, we launchedthese like basically virtual
consulting sessions that I wasleading that basically I would

(25:54):
sit down for the business ownersfor with the business owners for
a full day or with theirleadership team for a full day.
And it was one of those that Iwas on. This was like a very
spur of the moment, like COVIDtype thing that we spun up and
it was one of the first onesthat I was on that I had kinda
created the template of how Iwanted to operate. And I really
went into that saying like, hey,this is my final weeks here. We
hadn't let the customers knowyet that I was leaving. And so I

(26:17):
just said like, I'm gonna applymyself to this with excellence.
I'm gonna do my best. We'regonna crush this. And so I went
into that session with thisgroup of customers. I'll never
forget. The husband and wifewere both named Cody.
It's pretty awesome. Right? Theyboth shared the same name. And
they, I mean, they were just,incredibly passionate leaders. I
think they had another leader onthe Zoom call with them.

(26:40):
And we, like, started by justclarifying objectives. And I
just kind of said, what wouldwinning look like by the end of
this day? We were gonna spendsix hours together. What would
winning look like by the end ofthis day? And they kind of said,
well, like we we need to figureout where we're actually going.
Like we we have no idea wherewe're taking this thing. We've
seen success, but we don't knowwhere we're going. I said, okay.

(27:01):
Got the damn vision for wherewe're going. They said, we also
like, there's actually a lot ofdisagreement about like where
we're at right now and how we'reactually doing.
We have a lot of lack offinancial clarity. We have
dissension and disagreementwithin the team about like how
we should be using our resourcesand what we should be
prioritizing. And I said, okay.So, like, where we're at today,

(27:23):
where we're going, where we'reat today is kind of the headings
that I put it under. And then Isaid, okay.
What else? And they said, weneed to leave here with, like,
clear actions, clear next steps.I said, we can do that. So where
we're going, where we're attoday, clear actions. We do the
whole session.
I think it goes really well.They seem to be really enthused.
It was a lot of hard work, butwalked them through a process of

(27:44):
doing those things. And so it'sat that time that at the end of
the six hours, I kind of say,okay, now I want to talk to all
of you honestly. This is one ofthe first of these sessions
we've done.
Let's look back at ourobjectives from the beginning.
Did we accomplish this? And didyou get what you needed? And
I'll never forget, it was it wasthe woman, Cody, that I kinda
went over the objectives withher, and I said, how do you

(28:07):
feel? Do you think we hit them?
And, and do you feel like yougot what you came to get out of
this consulting session? And shesaid, you know, if we were to
sum up she's like, if we were tosum up what we basically just
did here, like, we definitelydid all that, but what we really
needed was just a path forgrowth. And I like I mean, I was
like, it's gonna be weird if Istart crying right now, but I

(28:27):
wanna start crying right now.

Ben Loy (28:29):
Because you'd you'd already bought

Alex Judd (28:30):
the domain? I had already bought the domain.
That's incredible. I haven'ttold you this story. No.
Yeah. And so I was like, oh, itjust felt like a little bit like
God winking at me. Someaffirmation. Yeah. Woman named
Cody is saying like, you're onthe right track.
And so that's that's where wesealed the deal on the name.
Wow. I'm not leaving it now. I'mI'm sticking with it. So I don't
even remember what your questionwas, but

Ben Loy (28:52):
I was just yeah. I was just asking about, like, those
first few days, months, like,what what was that like? What
was that step like? When did youyeah. What were you thinking
before you made the decision?
And then what was it likeactually taking your first
action to start the company?

Alex Judd (29:06):
Yeah. I mean, thrilling. Right? Like, just
confirmation is what I wouldsay. Like, it just felt like,
oh, this is what I've been,like, so hungering for.
And, like, I had theories aboutmy answer to that question, what
do you want to do? But this isnow confirmation of, like, this
is what I wanted to do. And andpart of that was, I mean, had a

(29:27):
really incredible exit few weekswith Ramsey. Like, they were
abundance minded enough tocelebrate me on my way out.
Like, I still remain friendswith those people, and that is
not a given.
And so I just, man, I am sograteful to them. I will never
stop being grateful to thembecause I felt like I left on a
wave of momentum, not this likehuge weight that I now had to

(29:48):
overcome feeling guilty formaking a decision about my
career. Yeah. If that makessense. But, you know, and then
beyond that, I mean, I rememberhaving conversations with Olivia
who's now on our team.
She wasn't at the time, but alsoher husband Will. I was having
dinner at their house everyWednesday night and just kind of
thinking through like, I'm gonnalaunch this thing and I don't

(30:08):
know how it's gonna go becauseI'm not gonna talk to customers
beforehand because that doesn'tfeel right. And I I can't
guarantee any customers. So Icould always pick up a job at a
coffee shop or something likethat while I'm building this
thing if I need to and kind ofwas operating like that. It was
also operating as though someonetold me like, you're probably
not going to go on vacation fortwo to three years.

(30:29):
So that's like my mindset goinginto this. And then I put out an
Instagram post saying thewebsite will be live in a week
and a half, but if you wouldlike to just hear more about
what we're doing, one of thethings that we're going to be
offering is one on one coaching,and you can submit an
application. And I just put alink to a Google Doc. And I

(30:49):
think we got 50 requests for oneon one coaching like that that I
mean, that first post.

Ben Loy (30:55):
Wow.

Alex Judd (30:56):
And it's like, well, there goes the coffee shop idea,
right? Like, I was full. I Iwould and and I filled up my one
on one coaching roster withinthe first week of the business.

Ben Loy (31:05):
That's incredible.

Alex Judd (31:05):
I mean, praise God. Right? Like, so grateful. And
there were so many things. Thereare actually a bunch of things
that looking back now, I mightactually do differently in those
early weeks.
But also praise God, there wasenough grace that, like, we we
came, we said we were gonna do athing, we did a thing. One more
story about that that was just,like, thrilling. First two
weeks, I get a call from afriend of mine named Robert.

(31:28):
He's still very connected to ourcommunity. Business owner up in
Alaska.
And he said, man, I I heardyou're starting your own
business. This is awesome. Tellme about it. And I was like,
yeah. Path for growth.
Shared with him like, our realgoal is to help people get
clarity of vision, define wherethey are, take consistent
action. Our mission is to helpimpact driven leaders step into

(31:48):
who they were created to be sothat others benefit and God is
glorified. One of the benefitsthat I had that at that time is
like, if anyone said, tell meabout what you're building, it
was just like, you just opened afire hose of passion. Right?
Yep.
And so I was just so excited. Iwas just bubbling over. And so I
just kind of literally, I didn'teven think about it. Stream of
consciousness said, hey, man.Like, I know we've talked about

(32:10):
like me coming up to Alaskasometime.
That's always been on my bucketlist. Like, it's been a dream of
mine. Maybe one day I could comeup and do a team training for
you and we could also exploreAlaska some. Maybe like over the
course of the next couple ofyears we could do that. And he
was like, well, about nextmonth?
And I was like, is this whatit's like to own a business? And
sure enough, I went to Alaskaand I stayed in Alaska for like,

(32:32):
I mean, the first year was tendays in Alaska. The second year,
I figured things out and I wasthere for like twenty days or
something like I'm dinner teamtraining and then stayed in
their guest room. And so it washonestly one of the things that
I had to learn early is like,oh, there's no rules. Like I
kept looking for people to tellme I couldn't do things like you
can't stay in someone's guestroom if you're also delivering a

(32:54):
team train.
And then I'd do it and be like,oh my gosh, not only did no one
get mad at me, that was actuallyawesome and we should do more of
that. So that was one of thethings I learned early.

Ben Loy (33:03):
Well, and I mean, one of the things we talk about and
it's one of our core values,right? Freedom and
responsibility. That's youlearning that firsthand at the
very beginning probably set usup for success there.

Alex Judd (33:13):
Yeah. And and, you know, I I am still learning
that. I actually think it's oneof the things that's really hard
is there's a difference betweenhaving freedom and experiencing
freedom. And the amount offreedom that we experience, what
I've learned, is directlycorrelated to the amount of
responsibility that we're we'rewilling to take. And so, I mean,

(33:34):
let's just use the example wealready gave.
It's like, you're gonna go toAlaska for fourteen days. You're
gonna stay in their guest room.Right? Are you willing to be
responsible for the costs andthe benefits? Not just talking
financial.
In fact, not really talkingfinancial at all. The cost and
the benefits of that decision.And one of the things that I

(33:56):
realized is, like, yeah, I'mwilling to take responsibility
for that. And if you look at itthrough that lens of, like, man,
I'm willing to takeresponsibility for the upside
and the consequences of gooddecisions and bad decisions, the
amount of freedom that you feelis so cool. Yeah.
I think people often have noclue, and I think this really
applies to business owners, allthe things that you can

(34:18):
absolutely do today if you wantto. Right? And and that God
would even delight in it, butwe're all scared about what will
people think or what are peopleexpecting me or what are the
quote unquote rules. It's crazyhow much freedom you have if
you're willing to takeresponsibility for it.

Ben Loy (34:34):
So you made the decision to leave. You started
the business. Like, sound soundslike pretty quickly, it became
successful. Right? Like, youweren't working two jobs.
You brought Olivia, our coachingmanager, on pretty early. Right?
When was that? Like, what wasthat decision like? Walk me
through that.

Alex Judd (34:52):
So two crucial hires happened in the first two weeks,
which did not expect that atall. Right? I mean, literally, I
had written in notebooks,there's a high likelihood that I
might be doing this by myselffor two to three years. And here
we are two weeks in. Honestly,it's one of the pieces of advice
that I give entrepreneursnowadays is, like, we spend so

(35:15):
much time planning and mappingout worst case scenario, which I
think might be wise, especiallyin the case of starting a
business.
But do you spend any timemapping out best case scenario?
And I I was actually radicallyunprepared for how well and how
fast it was going to go. I hadshored up the downside real
well, and I wasn't prepared foreverything that happened in

(35:37):
under two weeks in some ways,and so had to learn on the job.
So made it the decision to hirean assistant through a company
called Belay, which Brian andShannon were part owners of at
that time. And her name wasLane, and she was my first
assistant, and that was afractional capacity.
And then two weeks in, we're atthis I I'm gosh. I'm in

(36:00):
Galveston with my family. Myparents had gotten a beach house
down there and they had plannedthis like a year before. And so
I'm on the beach with my familyand I'm just like having a ball
working while we're there on thebeach and just thinking that's
the coolest thing and like justlike literally posting on
Instagram every single day thatI'm thrilled to not be in a
cubicle today, all of thisstuff. Right?

(36:20):
And kind of like on a walk withmy mom, I'm like kind of saying
like, man, it's awesome thatthings in the one on one
capacity have gone so well. Butone of the things that I was
really excited about doing withthis new business was this thing
called growth groups, and I justdon't think I'm gonna have time.
And she kinda helps me arrive atthe conclusion of like, well,
Alex, like, when you start abusiness, like, and things are

(36:43):
going well, so you have morethan you could handle, isn't
that the time when you'resupposed to, like, hire someone
maybe? I'm like, oh gosh, I'msupposed to be this guy. Why am
I getting this advice from mymom right now?
But that's how fast it moved,right? Like, I think honestly at
that time, I would have beenable to give that advice to
someone else, but I I wasn'table to see my situation through

(37:03):
that lens. And again, wasagency. It was like, oh my gosh,
I can do this. And so I calledBrian again, Brian Miles, and,
like, talked him through wherewe were at and, like, what I was
thinking about doing.
And he gave me advice on hirethem as a contractor and make
sure you clearly documentexpectations and all of that.
And and then I was just thinkingabout it. It's like, well, if I
was to hire someone, this is areally important thing in our

(37:25):
company, growth groups. And andthe way we do coaching really
matters to me personally becausealthough my name is not on the
business, the way we advisepeople feels like an extension
of my beliefs and values in someways. And and thankfully, the
types of conversations we havewith people, we get to collide
with people in their highesthighs and their lowest lows.

(37:48):
And especially in those lowestof lows conversations, I wanted
to make sure if anyone's gonnabe advising people on my behalf
or our behalf, I wanna make surethat someone that I really
trust. And so truly, if youwould have asked me at that
time, who's who's the one personthat you could see and trust
doing that? It would be Olivia.And she's someone that I worked

(38:10):
with at Ramsey previously. Sheleft before I did to start her
own business, ran a floralevents company.
They would do flowers forweddings and things like that.
And you can imagine what thatwas like during COVID. Right?
Oh, gosh. She ran an eventsbusiness.
Yeah. So that I mean, we shouldhave that conversation with her
because she just her and herhusband both displayed some

(38:33):
amazing leadership in that time.But I just really trusted her.
And whenever we worked at Ramseytogether, we just both kinda had
this, like, I could I didn'thave to say a word. I could look
across the room at her in themiddle of a meeting and just be
like, no, we're on the samewavelength.
Right? We just, like, had thatkind of vibe. And I called her

(38:56):
and I I said, I mean, honestly,it's not dissimilar from the
conversation I had with you,Ben, just a handful of months
ago now. I said, Olivia, this islike a level two out of 10
conversation, which apparentlythat's how I start a lot of
conversations these days. And II said, like, this might be a
crazy idea, but here's what I'mthinking.
I wanna do this thing calledgrowth groups. I think you would
crush running it. I think youcould really serve leaders, and

(39:18):
this is the format that I'mthinking about, and here's all
the reasons why I think you'd begreat at it. It wasn't exactly
her interviewing for the job. Itwas more me being, like, selling
her on the job in some ways, andhere's what I think we could
structure like and all of that.
And, and I'm like, I wanna giveyou plenty of time to think
about it. Take all the time youneed. And she's like, well, my
initial answer is yes. And I waslike, okay. And she's like, but

(39:41):
I've learned in conversationswith you and I talking about
ideas, it's always good for meto talk to Will first.
Said, okay. You take time, talkto Will. Will was all aboard.
And so, Olivia became our firstactive coach on the team and she
led growth groups for for years,honestly, and then eventually
became our coaching manager.

Ben Loy (40:00):
Wow. So you talk about coaching being kind of an
extension of your your corebeliefs, your values, and and
how you approach that. What doesit look like to repeat that or
pass that on to someone else ina way that ensures, like, a
quality of standard and repeatedexcellence?

Alex Judd (40:18):
Yeah. Well, that I mean, that's a that is the
question that took us probably ayear and a half to two years to
figure out. Right? We're on yearfive now. But Olivia and I I
mean, so the benefit that Oliviaand I had is, like I already
shared with you, we could lookacross the room and just be

(40:38):
thinking the same thing, and andwe're similarly wired enough to
where there were so many thingsthat I didn't have to train her
on.
Right? There there was so muchshared experience, shared
background, sharedunderstanding, shared beliefs,
shared values that it was such ablessing just to have someone
that just got it. Right? Butthen there were other things

(40:59):
that were my particular way ofdoing coaching that she hadn't
done before that my method atthe time was literally like, I
would watch a recording of hers,and then I would come to her and
say, I've got 57 pieces offeedback that we're gonna walk
through together. And I thoughtthat was me being a quote
unquote good leader.
Right? And what we learned overtime is that that's not leading,

(41:23):
that's reacting. And I mean, wecould talk about it. The way we
learned this is through bumpsand bruises. But what we
eventually got to is we're goingto have a coaching playbook that
runs everyone through thesimplified fundamental beliefs,
values, techniques, strategyassociated with Path for Growth

(41:45):
coaching.
And regardless of how much wecan see eye to eye across a
room, everyone that becomes acoach at Path for Growth,
including myself, is going toendure that training, get put
through that training so that wehave consistency of outcome on
the back end. And that's wherewe're at now. And now, I mean, I
just look at it and I mean,honestly, I can tell you this.

(42:07):
It's their full time job. Iactually think our coaches in so
many ways are better at the oneon one gig than I am.
And it's because they are sorelentlessly focused on that
playbook and maximizing it inservice of their customers is
just so cool to see.

Ben Loy (42:22):
What were some of the unexpected challenges as the
business began to scale and youbrought on other coaches and
employees? Like, was thereanything you didn't anticipate?
Were there things that maybe youdidn't anticipate, but were more
challenging than you expected?Walk me through that.

Alex Judd (42:38):
If we're gonna continue on the point that we're
already talking about, like, Ididn't realize just how many
expectations I had in my headand how difficult those
expectations would be for goodpeople if I didn't take time to
specify what they were anddocument them. So it's now one

(42:58):
of the things. It's alwayscapable of becoming a weakness.
I actually think it's a strengthfor our team now, though. And
it's the reason why we'vedeveloped tools like success
statements, which everyone inour program is familiarized
with, trained on.
Someone recently told me themost single valuable thing Path
for Growth has done for theirbusiness is we taught them how
to leverage success statementsto bring intentionality and

(43:22):
clarity to their team. Mhmm.Which it's like, wow. That's
praise God for that. Right?
That tool came out of a needthat we had as a business to be
really clear about what we wereexpecting. So I I didn't know
how hard that was going to be. Ididn't realize how bad at that I
was going to be and learned thatby stubbing my toe in so

Ben Loy (43:40):
many ways. What do you mean by stubbing your toe?

Alex Judd (43:45):
You should ask Kelly Krieger that question is what I
would say, which I don't know ifyou know the name Kelly Krieger.
Thankfully, Kelly's her friend.Like and Kelly's a leader that I
deeply respect. And Kelly is notstubbing her toe. Kelly and and
I don't think we did it allwrong.
We told Kelly whenever we hiredher as our first one on one
coach, like, I explained to her,like, you are kind of our guinea

(44:06):
pig doing this. And, like, ifyou're down and excited about
being a guinea pig, I thinkyou'll crush this. Right? And,
like but you gotta recognize,like, anyone that runs to the
front line of the battle isgonna have the most thing shot
at them. Right?
And Kelly, to her credit, she'sa brilliant leader. She's
incredibly creative. She takesextreme initiative. She's got a

(44:28):
great ownership mentality. Andwe needed all of those things.
And basically my trainingplaybook was just watch
recordings of me doing coachingcalls and knock yourself out.
We'll give you clients. She hadowned a business before, built a
business, all of that. And Ijust figured, oh, all of these
things that I've learned aboutcoaching and working with
leaders over the past six toseven years now at this point,

(44:51):
like, people will just be ableto absorb through osmosis. And
that was the extent of hertraining.
And, I mean, within thirty dayseven, we had her on calls and
taking one on one clients andall of that. And it's actually
not the reason why she left. Imean, you know, the reason why
she left is one of her one ofour clients with her actually
offered her a job, which islike, holy cow. I mean, in some

(45:14):
ways that's a that's acompliment. Yeah.
I'm thrilled for her that shewanted to In do other ways,
like, wow. Didn't think aboutthat one. Right? So that's a
stubbed toe in some ways. But,like, I'm thrilled for her, and
she's crushing it now.
But I would say the biggestthing, like, stubbing the toe
is, like, there were so manythings that I could have said
proactively. Right? There are somany things that I could have
trained ahead of time that wenow do that, like, it was

(45:37):
basically just feedback andreaction. And feedback, in some
ways, is evidence ofnonproactive leadership. Right?
I don't think that feedback isbad, and you will always have to
give feedback. But way betterfor all of us to take ten
minutes ahead of time to say,what am I expecting, and what do
I actually want? Let me put thaton paper so that I'm at least

(46:01):
showing these people whatwinning looks like to me before
they even try it, if that makessense. Mhmm. We didn't do that,
and that's what I mean bystubbed toe.

Ben Loy (46:09):
Mhmm. Was, like, the biggest challenge over the last
maybe just couple years, nowthat the company's been going
for five or so years, that youhad to navigate?

Alex Judd (46:20):
Yeah. I mean, I I would say I'll never forget
watching Dave at it was a summitconversation or something like
that. And someone just asked himthe question. This is Dave
Ramsey. Right?
Someone asked him the question.He's got a thousand team members
at this time, right? Like wildlysuccessful in so many ways,
$250,000,000 company, all ofthat. And someone asked him the

(46:41):
question like, over the journey,over the process, like, what has
surprised you the most? And hesaid, you know, I think I had
this idea in my head that thepeople I started with would be
the people that I ended with.
And you just heard this tone inhis voice that it was, like,
actually still gut wrenching.And I, like, I can honestly say,

(47:03):
like, running my business overthe course of the past five
years, I think for a period oftime, I was like, that must have
been really hard for Dave. Thatwas the reality of running a
business that applied to Dave.And gosh, I mean, now, like,
through a wide variety ofcircumstances, there were people
that, like, when you hirepeople, it's not like you're I

(47:24):
never hire people expecting thatperson's gonna be gone in a
year. Right?
I never do that. Right? And wenever do that. Right? I I kind
of expect like they're gonna bein it for the long haul and
we're in it with them and younever expect that someone's
gonna get another job offer andleave or, you know, like Zach on
our team.
He's he was my right hand manfor a really long time and he's
still just a dear friend. He'ssomeone that I respect so much,

(47:46):
look up to so much. I've learnedso much from him. He was our COO
for a large period of time, andhe went to start his own
business. And gosh, I mean,that's that that was hard.
That was really hard for me. Ihad tears in my eyes in more
meetings than I ever would liketo. Right? But now, I mean, I

(48:07):
can look look back at that nowand say, like, I'm I'm honestly
genuinely thrilled for him. He'scrushing it right now with lean
dirt and everything that he'sdoing there.
And I can honestly also say,like, our team is doing so well
right now. We're thriving andflourishing. And so the standard
that I've learned to hold myselfto is to remember, like, no one

(48:29):
is indispensable, and thatapplies to me. Ego is dilutive
to net worth. So, right, I Ibetter keep my ego down and
never think that I'mindispensable to this business
because that will crush anysemblance of freedom that you
have running a business.
But then also, man, I I havejust learned that I so diminish
God's capabilities if I deem oneperson or one role on our team

(48:54):
indispensable. Mhmm. And even ifI never say it, if I treat
anyone on our team asindispensable, that will crush
them. That is not good for themto be indispensable. Yeah.
And so but it's it's gutwrenching when you realize the
people you start with are notthe people that you're going to
end with. Yeah.

Ben Loy (49:12):
You you mentioned your exit from Dave Ramsey and I feel
like it'd be it'd be a coolconversation just diving into
like what does it look like toexit well, both from a
leadership perspective and fromlike if you are the one exiting,
what does that look like?

Alex Judd (49:28):
Yeah. I mean, you wanna do this now or you wanna
take it out back? We don't havetime. We don't have time for
that. I I I do.
I mean, and let's talk aboutexpectations. Yeah. Like, just
for a moment, like, we all haveexpectations about how people
will leave when they inevitablyleave.

Ben Loy (49:44):
Yeah.

Alex Judd (49:44):
Right? But so often that's the one thing we never
talk about because it's almostlike maybe they're not thinking
about it, but if I mention it,they might and then think about
it. It's like, dude, likeeveryone all the time is
operating in a free job market.Like and everyone all the time
has the opportunity to leave.And if you've got expectations
in your head about what it wouldlook like to leave well, you

(50:06):
should share those.
But then the associated partwith that is, like, you are then
held accountable to those. And,man, I have worked for
organizations that you couldhave done everything. You could
have moved heaven and earth totry and leave well, and you
left. So they were gonna bebitter, resentful, and, I mean,
nasty, nasty towards you. Andthat's just not the leader that

(50:30):
anyone, including the leaders ofthat organization wants to be.
It's really easy to drift intothat, though.

Ben Loy (50:36):
So you mentioned the team right now. Like, it feels
like we're at a really healthyspace both as a company, as a
team. In the last coupleminutes, just talk about where
we're headed. I mean, thispodcast, hopefully, if it airs
on video, we I did my job rightand all the cameras were running
and and we have things going. Ifnot, you know, working in

(50:56):
public.
So we'll do the next one. But,yeah, just share maybe a little
insight on where you see thingsgoing, maybe some of the things
you're placing some emphasis onor or, new new endeavors you're
embracing?

Alex Judd (51:11):
Yeah. Don't say you're embracing. Say we're

Ben Loy (51:13):
embracing. Right. Sorry.

Alex Judd (51:14):
You got this. It's okay. We're still 90 in. You're
good. That's hilarious.
I mean, I'm I'm so excited.Like, in I think I was sharing
this with you the other day.It's like, there are parts of
what we're doing right now thatfeel like day one again. And
they feel like day one becauseof it feels like the scrappiness
and hunger and adventure andpassion and new and fresh. It's

(51:38):
all come surging back in so manyways.
But with that, also thechallenge, the decisions. And
now, like, we've built thisthing. Praise God. It's running
so well. We've got multiple teammembers, but it's like, there
are like commas in the decisionsthat we're making now.
It's like, there's I mean, youknow, we're not talking about,
oh, should I spend $50 on thissoftware or not? We're spending,

(52:00):
like, thousands of dollars oninvestment into the future. And
what's so cool is God, I think,has given me and us vision for,
like, a future that we deemworth investing in. Like, that
we I do not think this is wherethe story of Path for Growth
ends. I actually think year fiveis where the story of Path for

(52:20):
Growth in terms of the nextiteration starts.
Like, we are like, we have theteam right now to just do things
that I couldn't have dreamed offive years ago. And so, I mean,
if I was to write the story ofthe first five years, it was in
our vision charter. We wereoperationalizing. We were
getting good at our corecompetencies. And in some ways,
we were learning who we were.

(52:42):
And one of the things that wetell people is that, man, when
you do what you have to do, youget to do what you wanna do. And
so now what we're focused on iswe've got a way of measuring
impact on leaders that we'resaying we wanna impact a
thousand leaders by January2028. And and we're deeming
impact as like not just like,oh, they flipped a page in a

(53:03):
workbook somewhere. It's like,no. There's legitimately, they
engaged with us in a way thatthey opted in for and spent
meaningful time with us where wehad the opportunity to collide
with their life and change theirtrajectory.
That's how we're thinking aboutimpact. We want to do that for a
thousand people. Right now we'reahead of schedule. Praise God.
Like that's awesome.
And and then what does that giveus the ability to do? Creative

(53:23):
adventure. Like we're saying,what would it look like for us
to engage with this mission ofhelping impact driven leaders
step into who they were createdto be so that others benefit and
God is glorified in a mannerthat looks like play. Like, want
people to look at what we'redoing and say, oh my gosh,
they're just having so much fun,like, serving people and working

(53:43):
together, helping businessowners grow their business and
grow themselves in a healthyway. Like, one of the
foundational verses of thisbusiness for me personally, has
been Matthew five sixteen, whichis in the same way, let your
light shine before men that theymay see your good deeds.
And that when they see your gooddeeds, when they see your
personal growth, when theylisten to your podcast, when

(54:03):
they see your leadership, whenthey see the way your team and
your business is growing, likethey don't say they certainly
don't say, yay, Alex. They don'tsay, yay, you. They don't say,
yay, path for growth. Like, thatwhen they see all of those good
deeds, they can't help but looktowards heaven and say, yay,
God. Mhmm.
Right? That people may see yourgood deeds and glorify the
father in heaven. Like, ugh.Like, we need a standing podcast

(54:25):
because I can't sit down forthis. Like, it's just, you know
and then I get passionate aboutthat.
It's one thing for a a a founderto be foaming at the mouth
passionate. Right? Like,hopefully, that's a given. I
would say that should be agiven. What's so cool is, I
mean, we just got to spend aweek on the lake in Tennessee

(54:45):
with our team members and theirspouses.
And I just I mean, the teamright now is as good as it's
ever been. Like, they it justfeels like we've locked arms. It
feels like values are, I mean,just locked and aligned. Feels
like beliefs. Feels likepassions up there.
And I I mean, it's such a giftthat we can go to any single one

(55:08):
of our team members, Bert,Olivia, Matt, Kyle, Michelle,
Ben, myself. Right? We can go toany single one of them and ask,
how are you growing right now?And they have an answer like
that. Right?
That is the type of team that Idreamed about having in service
of other people. And man, we'vegot it right now. And so, yeah,
now we just gotta keep themomentum going is what I feel

(55:29):
like. Yeah.

Ben Loy (55:31):
Well, yeah, I'm stoked just to be a part of it. And,
yeah, it's just been cool to bewith Path for Growth with you
over the last couple months.And, yeah, I'm excited about
where things are gonna go.

Alex Judd (55:42):
And I and I mean, we should cast vision for what
we're doing right now too. It'slike one of those strategic
investments that we're making isthe the podcast has been so good
for us. Right? Like, it's beenthe audio podcast in particular
has been such an awesomeplatform for us to be able to
connect with leaders. And youhave come in in the past ninety

(56:02):
days and just pushed, like, yourcontent is too good for poor
production value, which in manyways is both a compliment and an
insult at the same time.
Right? Which is a gift of yours,Ben. And and beyond that, like,
man, the way the world is going,people are connecting on YouTube

(56:22):
and connecting with video inways that they're not in the
audio platform. And so, like,I'm just so excited about the
investments that we've made intothis space, the way we've prayed
over this space, and also theplans both in terms of content,
but also interviews that we havethat we're gonna record from
this space to serve people.

Ben Loy (56:40):
This is great. Thanks, Alex. Thanks, Ben.

Alex Judd (56:43):
Well, there you have it. Thanks so much for joining
us for this episode. If you wantany of the information or
resources that we mentioned,that's all in the show notes.
Hey, before you go, could I askyou for one quick favor? Could
you subscribe, rate, and reviewthis podcast episode?
Your feedback is what helps ourteam engage in a sequence of

(57:03):
never ending improvement. Wewanna amplify what's valuable to
you and obviously reduce or evenremove the things that aren't.
Also, you leaving a positivereview is what helps us connect
with, build trust with, andserve other leaders around the
country. So thanks in advancefor helping us out on that
front. Are you a leader thatwants to grow your business in a

(57:24):
healthy way, serve peopleexceptionally well, and glorify
God in the process?
Go to pathforgrowth.com to getmore information about our
community of impact drivenleaders and schedule a call with
our team. Hey, thank you so muchto the Path for Growth team,
Kyle Cummings and the crew atPodCircle, and the remarkable

(57:44):
leaders that are activelyengaged in the Path for Growth
community. Y'all are the peoplethat make this podcast possible.
Y'all know this. We're rootingfor you.
We're praying for you. We wannasee you win. Remember, my
strength is not for me. Yourstrength is not for you. Our
strength is for service.
Let's go. Let's go. Let's go.