Vision, Delegation, Scale, and Growth with Bryan and Shannon Miles - Part 1 - Path for Growth with Alex Judd

Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Shannon Miles (00:00):
You're at the top. You're expected to not have
all the answers, but at least beable to have enough figured out
that you're exuding confidencewith this team that you're
leading, but you don't alwaysfeel confident. Cast vision and
you're like, I think this is theright thing. I mean, I know

(00:20):
what's not working, you know,and it's like but you can't show
up that way and expect your teamto rally behind you. I mean,
there's a certain level ofvulnerability, I think, that you
can express with your leadershipteam.
And but at the same time, you'rethe only one that carries all of
the pressure of that role ofownership. You're the only one
that if this doesn't go down,you might lose your home.

(00:42):
Everybody else can go getanother job. And yes, you have
your family and they love youand they're probably cheering
you on, but they don'tunderstand the pressures and
even, you know, theopportunities that come with
business ownership. It's justdifferent.

Alex Judd (01:00):
Hey there. If you have not yet met, my name is
Alex Judd. I'm the founder ofPath for Growth, and this is the
Path for Growth podcast. Now asa business, we exist to help
impact driven leaders like youstep into who they were created
to be so that others benefit andGod is glorified. Hey, before we
jump into today's episode, Iwant you to know about a wildly
valuable resource that our teamcreated for you and the people

(01:21):
you lead.
One of the most common pieces offeedback we get on the podcast
is that you want to be able totake notes so that you can
reference the episode later orshare it with people you are
responsible for developing. Butthere's one big problem. You're
often listening to the podcaston a run while driving, or I've
even to talk to people that arelistening to us in the shower.
So that's why we startedcreating the growth guide. This

(01:44):
resource will distill all of thekey principles, quotes, and
action items from every singleepisode into a downloadable PDF
that you can share with yourteam.
Additionally, we're gonnainclude application questions
and additional resources foranyone that wants to go further
on the topic of the week. We areall about helping you and your
business grow in a healthy way,and we know that healthy growth

(02:08):
always involves intentionalaction. This guide exists to
help you take intentional actionon what you and your team learn
each week from the podcast. Getthe growth guide by clicking the
link that's in the show notes.Let's go.
Well, this one's going to bepowerful. I'm so excited to
share with you a conversationthat I had with Brian and
Shannon Miles. We're gonna splitthis conversation into two

(02:30):
parts, so make sure you'resubscribed to the podcast. But,
man, if you were to ask me, whoare the leaders that have had
the greatest impact on the waythat you think about business
and about leadership? For sure,without a shadow of a doubt,
Brian and Shannon would be onthat list.
I'm so excited for you to hearthese two episodes because Brian

(02:50):
and Shannon really have a commonsense, value based perspective
that has been tested. It's notjust theoretical through
experience. And in those tests,it has been proven to be wildly
successful. And of course, I'mtalking about success in terms
of growth and profit, but alsosuccessful through the lens of
impact and legacy. So give you alittle bit of their background.

(03:12):
They were the co founders ofBELAY in 2010. That was a
virtual staffing company. I'msure you've heard us talk about
that company before on thispodcast. My first assistant was
through BELAY. If you think backto 2010, that was a pretty
cutting edge idea at that time.
And when they launched it, it itjust went bonkers. It grew to
over 2,000 people in under tenyears, and and has spent over

(03:34):
ten years on the Inc. Fivethousand list of the fastest
growing private companies in thecountry. In June of twenty
twenty one, Brian and Shannonsuccessfully exited majority
ownership of And here's what'sso cool is they're still
minority stakeholders and Belayjust continues to thrive. It
continues to make an impact.
In 2019, they established NoFoBrewing, which is an

(03:56):
unbelievable craft beer company.Y'all know this. There are a lot
of breweries that have good beerbut do terrible business. This
organization now has threelocations. They have good beer,
and they do unbelievablebusiness.
It's such a cool case study inbranding and scale and
duplicating experience acrossmultiple locations. They are now
also part owners of a soccerclub out of The UK, and they're

(04:19):
deeply invested in the growth ofcompanies around the country and
real estate around the countrythrough their holding company,
Miles AG. It feels a little bitcheesy to say, but wait. There's
more. And it's one of thereasons why I wanted to share
this podcast with you today.
They are smack dab in the middleof launching a nonprofit that is
entirely dedicated to impactingbusiness owners. This is so, so,

(04:43):
so cool. It's called owner, oapostrophe n r. We're gonna talk
more about that at the end ofthis episode because there's
particularly an opportunityright now that you can get on
the wait list to hear everythingabout what they're about to
release. There's just a bunch ofpowerful free value that they're
gonna be giving away to businessowners.
So we're gonna talk about thatat the end of this episode. And

(05:04):
also, I've got a really awesomeannouncement to share with you
at the end of this episode. Andthen we'll also be doubling down
on all this stuff in the secondepisode in this series. So make
sure you're subscribed to thepodcast. But with that, let's
get into it.
On this episode, we're gonnajump into just an introduction
of how they think about businessand particularly business
ownership. And then I reallywanted to highlight on the

(05:25):
things that I have noticed theydo exceptionally well, which is
vision and delegation. We'llcover those in this one. And
then in part two of this series,we're gonna get into scale and
personal growth in the life of abusiness owner. Okay.
There you have it. Here's partone of our two part series with
Brian and Shannon Piles. Brianand Shannon, I'm so stoked about

Bryan Miles (05:52):
this.

Alex Judd (05:52):
This is gonna be a really powerful conversation, I
think. And particularly becauseas long as I've known y'all,
you've been passionate about avery specific and particular
group of people and that'sbusiness owners. And that's
everything that we're gonna betalking about today. And it's
really everything that y'all arefocused on for this next season,
and chapter of your life thatI'm excited for us to share more

(06:14):
with people about. But the firstthing that I'd like to start
with is I was thinking aboutlike this topic of business
ownership and thinking reallyabout the picture that we often
see online is this picture oflike this dream state.
It's almost like theentrepreneur is the new rock
star in so many ways. And, like,I think that that dream is

(06:34):
actually possible and itactually is reality for a lot of
business owners, but it's notthe total picture of what a lot
of business owners experiencebecause for a lot of people, it
it feels a lot more like anightmare whenever they're in
it. Yeah. And so that's whereI'd like to start is like, what
is the picture of businessownership as nightmare, both in

(06:55):
what y'all have experienced iny'all's journey doing this for,
I mean, decades now, but alsoobserving and mentoring people.
But then also I'd love for youto cast a a vision for us of
what does it look like to be abusiness owner in that dream
state?
Like, what's possible forpeople? So we start with the bad
news and start with thenightmare. And I'd love just for
you both to share yourperspective on this.

Well, first of all, it's been an honor to see
you start your journey as abusiness owner to go from an
individual contributor with anamazing organization and role to
branching out on your own. And,and I know it hasn't been easy
for you, but the decision tobecome a business owner that you

(07:36):
made a long time ago, you wereso convinced of it that you had
the energy and the passion andthe commitment that during those
nightmarish times, you've beenable to push through. So it's
just kind of full circle nowthat we're sitting on this
podcast with you, having watchedyour journey, into business
ownership. So thank you, firstof all, for having us on.

Alex Judd (07:55):
We should make a rule that you're not allowed to make
me blush as we get started,Shane. That is I and, you know,
and

I mean, I assume this

Alex Judd (08:03):
in the yeah. That's right. We shared this at the
beginning of the episode, butit's like y'all I mean, y'all
were so critical in thatjuncture of making the decision
and in every step along the wayfor the past almost five years
now. And so that's why I'm soexcited to share y'all's
perspective with our audiencetoday too. So thanks for saying
that, Shannon.

You're welcome. So to answer the actual
question, the times wherebusiness ownership has felt the
most nightmarish for me and fora lot of the other business
owners that we talk to is inseasons of isolation and
loneliness because your journeyin some ways is completely
unique to you, but not in everyway and not in as many ways as

(08:45):
we kind of tell ourselvessometimes. So I think in those
seasons where I feel thecrushing weight of
responsibility of businessownership and everything that
comes with that And if you'redoing it right and I know that
people listening to your podcastare trying to do that, you care
about the people that areworking for you. And when you
have to make tough decisionsabout personnel or hiring and

(09:07):
firing, like, those are reallydifficult seasons in business
ownership. And when you do italone, it just compounds that
difficulty.

I would say, well, I echo what Shannon said earlier
too. Like, we're just insanelyproud of you. But I but I also
know that you have a similarheart to us and that you really
love pouring into businessowners. And it's really cool to
see that evidence on what you dothrough your organization and
the impact you're having. It'sreally awesome.
So virtual fist bump

Alex Judd (09:36):
to you. Thank you. Thank you. Fist bumping you
back.

Yes. So I think that the nightmarish thing that
I witnessed is probably justit's it's a combination of
things that kind of start todomino. It's it generally starts
with a person that startedsomething and maybe they're in a
cash flow crunch or they're upagainst a payroll deadline and
they don't have the money. Andthen then something else happens

(10:00):
that breaks in their personallife at the same time. Maybe
they have a fight with theirspouse.
And all of a sudden, the the thetwo worlds of you as a
professional and then as abusiness owner collide with your
personal life, and the nightmareensues, and you have zero place
to go. So Shannon, you know,touched on it, but loneliness
and isolation, that is, like,the deepest, darkest part of the

(10:24):
soul. And when we when we get inin a room and we talk to
business owners, ultimately, weget there. We they find a place
where they're like, I can'tshare this with anybody. And
that is that in and of itself isa giant nightmare.
That's something that we hope tohopefully address, you know,
through what we're doing.

Alex Judd (10:42):
Yeah. It's interesting. I think this can be
true for everyone. I found itparticularly true for men, and
and that's probably because it'sthe experience that I can relate
most to. But it's like almostsometimes we hear, the words
loneliness and isolation used alot around this topic of
business ownership.
And it almost feels it can feelunrelatable sometimes because

(11:03):
it's like, I'm I'm surrounded bypeople. I've got a great team.
Right? Like, and and I've got agreat family. Like, I'm not
quote unquote lonely or it canbecome almost like overly
therapeutic in the way peoplecome at it.
And it's like, becomes, at leastto me, it can feel like a little
bit like, okay, what are weactually doing? Like, are we
just sitting around and talkingabout how lonely we are? But I

(11:25):
guess, is there anything elsey'all would add on just like,
what is it that actually makespeople isolated? Like, what is
the lie that they tellthemselves or the thing that,
you know, we can start tobelieve from a business
ownership perspective thatstarts to cause us to cut off
from relationships and frompeople?

I think it's really difficult when you set
out with a vision and you'releading an organization in a
certain direction. And forwhatever reason, that has to
change. Like, maybe what youthought you were going to market
with isn't working or anapproach that you took and led
everybody toward needs to changebecause it wasn't working. That,

(12:03):
to me, can be the mostembarrassing, I think, part of
business ownership. It's likeyou're at the top.
You're expected to not have allthe answers, but at least be
able to have enough figured outthat you're exuding confidence
with this team that you'releading, but you don't always
feel confident. You know, whenyou might go into these meetings

(12:25):
where you're having a castvision and you're like, I think
this is the right thing. I mean,I know what's not working, you
know? And it's like, but youcan't show up that way and
expect your team to rally behindyou. I mean, there's a certain
level of vulnerability, I think,that you can express with your
leadership team.
And, you know, if you are abusiness owner that has that,

(12:46):
you know, trusted group withinyour organization, I think it is
important to let them in to acertain level of vulnerability.
But at the same time, you're theonly one that carries all of the
pressure of that role ofownership. You're the only one
that if this doesn't go down,you might lose your home.
Everybody else can go getanother job. And yes, you have

(13:08):
your family and they love youand they're probably cheering
you on, but they don'tunderstand the pressures.
And even, you know, theopportunities that come with
business ownership is justdifferent. And they can be
supportive, but to really beknown and understood at a level
that somebody who's taken all ofthe risk to become an owner and

(13:30):
put themselves out there. Andmaybe you are one of those
gurus, you know, who's talkingabout, like, the amazing, you
know, benefits that businessownership can bring. That is all
still very true, but it's hardto relate that to people who
love you and support you but arehave not taken that same risk
that you have. Does that makesense?

Alex Judd (13:47):
It it does make sense. And maybe one other thing
I've recently experienced as itrelates to family is it's like
you can have that confidant in aspouse. And I think that's a
really, really good thing. Itwas such a blessing whenever I
married Aspen and she was thatperson, but it's like, I mean,
y'all know this, six months ago,we had this other little person
enter our house and it turns outthat like, I don't get to talk

(14:08):
to Aspen about all my businessideas anymore because she's,
like, a little bit busy. Andit's like you you realize,
number one, you need people andyou can't just be one person.
You have to diversify whereyou're getting guidance and wise
counsel and perspective and evenjust emotional support. Brian,
anything else you'd add on thattopic before we look at the
dream?

Yeah. I I will never forget. My dad told me to
take a while to have kidsbecause he said, your your wife
becomes the mother of yourchildren. And, you know, the
dynamic in your house justchanges, and it does. It it
should.
You know? But it it is. You youyou have to, you know, kind of
restructure, you know, when ithappens. But I I'd say one of

(14:50):
the things I found that canisolate business owners is the I
mean, Shannon kinda touched on,like, the hardships and how,
like, how hard it is to relate.But something that we've
experienced in our own lives iswe've had a measure success.
And success success also willisolate or the perception of
success. Right? So I know plentyof business owners that, you

(15:13):
know, they're knocking out ofthe park on LinkedIn, and
they're knocking out of the parkon Instagram, but their business
results aren't the greatest. Butpeople have this perception of
success, and that can isolate aswell. So there's this, I guess,
it's incumbent on us as businessowners to be in a place where we
can be really real with otherbusiness owners and learn from

(15:34):
them, but also, like, identifyand relate with them so that
they can feel seen and that wecan feel feel seen.

Alex Judd (15:40):
So good. Okay. Let's shift from the nightmare now to
a little bit of the dream. Andand one of the things I really
appreciate about y'all is Ithink y'all in some ways have
provided for me a broadenedvision of success. Like whenever
I first entered into owning myown business, I thought success
was having a wildly profitablebusiness, right?

(16:01):
This is beyond myself. And it'slike, that is a portion of
success, but I'll never forgetwhen I was having a conversation
with y'all at at some point andyou just shared with me that
like, man, our vision for whatwe want for the future is we're
on a beach with our grown kidsand they are like there because
they choose to be there with us.And like, like, that's such such

(16:21):
an uncommon thing, but also thething that we often don't label
as our vision of success. And socan you speak to, like, what's
the dream part of businessownership? What's what's
possible for people that theymay not even have vision for
yet, but that you want to letthem in on?

Yeah. I'd say that owner's intent is what drives
the behavior behind that. Andbecause everybody as an owner
might have a different form ofintent, meaning their outcome
may look different, you know,than what our outcome was or
someone else's outcome. Andtheir goals that they're aiming
at may look different. I have agood friend that he had a very

(16:58):
successful business.
And after, you know, twenty plusyears, after making plenty of
money, their best option was tojust go ahead and and close down
the business and sell off theassets. And that was a
meaningful outcome for them.That's exactly what they were
aiming at, and that was success.You know? Whereas, you know, in
our situation, we grew acompany, and then we're able to

(17:19):
sell it for a a fairly largemultiple.
So there's and then there'sother ways of defining success.
Some people wanna dream to taketheir company public. Right? So
owner's intent, I think, drivesthe behavior behind what they
perceive as success. Andoftentimes, business owners
don't even know what they'reaiming at.

And to that point, we have, you know,
another example of a businessowner who kinda went into it
with the same mentality you did.Like, it's it's growing and
scaling and, you know, growingyour top line and protecting
your net and all that. And andhe realized that through all of
what he thought he was supposedto do, what he thought business
ownership was supposed to looklike was not satisfying to him.

(18:03):
Mhmm. His, you know, he waseffectively running a for profit
business with not a lot ofprofit because the cost to scale
was eating away at his margins.
And he realized that in pairingback and letting people go and
doing getting back more into thebusiness, like, he's happier.

(18:26):
He's taking on the clients thathe wants to take on. He's
enjoying his work. He's he'she's growing at a pace that is
right for him. So I think that'sthe scary part about speaking
out in the business ownershipspace.
It's like what's worked for usand our path for us is for us,
and it might be for some people,but it's definitely not all. And
that doesn't mean that they'renot being successful in their

(18:48):
approach to business ownership.I mean, now he has time to spend
with his kids that he didn'thave before. And now he can go
on vacation and not have toworry about all of these
projects falling apart becausehe's he's can't trust his team
to oversee them. So that'ssuccess for him, which is
different than what it lookslike for us.

Just to add to that business success and the
outcomes you're aiming for inyour business, you touched on
earlier, it also has to bemarried up and coupled with what
your, you know, your personal Iideal, you know, aim is or your
goals that you're looking at.You know, you mentioned our come
our couple's vision for she andI earlier, and that is what
we're aiming at as a couple longterm. And that's, you know, you

(19:32):
call, I guess, couple's intent,you know, because it's what
we're aiming at long term in thesame way we have business intent
with the things that we start.So those two things must marry
up. They cannot live firewall.
They can't have a separationbetween them. They're very, very
integrated.

Alex Judd (19:48):
Mhmm. When y'all started the first business that
you ended up selling a largeportion of, I think in, like,
ten years. Right? Like, it tookyou a decade that you could
Eleven. Yep.
Right? Yep. Mhmm. Yeah. I was atyour house for the ten year
anniversary.
I remember that. That was, thatwas such a treat. I think we
went to a cheap Mexicanrestaurant together and set up
right there. It was so good.

As we should.

Alex Judd (20:10):
Elhard. That's right. That's the best possible way to
celebrate. So, like, did you Imean, that was y'all's first go
at it. Did y'all know day one,like, man, our goal is eleven
years from now, Like, our goalis to sell this.
Or what was your intent when youstarted? And then when did your
intent start to crystallize? Andhow did the process of building

(20:31):
Business One affect now all ofthe other initiatives that
you're now involved in?

You know, when we started BELAY in 2010, I'll be
honest, I did not have thevision for what it ended up
becoming. I knew that we wantedto give it a go. I knew that we
wanted to become businessowners. I knew that we had a
really good idea that the marketseemed to be interested in and
and rewarding. But I wasthinking very small at that

(20:59):
point.
I was thinking, I just wantfreedom, and I just want the
hours that I'm working towardssomething to be building an
asset for my family and not forthe employer that I had worked
for for the last ten years,which I loved and I was grateful
for, but it was time to startbuilding something for
ourselves. And as time went onand we got some opportunities

(21:20):
and some early success in thebusiness and some counsel about
the idea of owning your businessand not running it, I think
that's when our our largerintent of like, okay. It's not
just freedom. It's not justgetting away from this lifestyle
that you know isn't working foryou anymore. It's now you have
this thing, this entity withpeople that you have

(21:41):
responsibility for, and it'syour job to sort it.
So what is your intent now? AndI think when we solidified that
we wanted to build the companyso that we could sell it if and
when we wanted to, that informeda ton of decisions that we made.
And that kind of happened earlyon, like, in 2011, I think.

That's right. Yeah. It was nine months in. Yeah.

Alex Judd (22:02):
Yeah. Okay. I think we coincide with a lot of people
that are in the stage where theyknow they want to be a business
owner for many of the reasonsyou mentioned, Shannon, but they
haven't yet gotten acrystallized intent of here's
how I would like to build thisthing and and here's even exit
strategy or things like that.They just know, I wanna I wanna

(22:22):
provide a good service. I wannahave freedom.
I I wanna be able to to workwith team members that I hire
and get to engage with all ofthat. What are the things that
y'all look back and maybeintentionally, maybe
unintentionally, you look backand you say, in those first nine
months, these are the thingsthat we did right. So that when
that intent did crystallize, wewere able to actually act on it

(22:42):
and pursue it.

Yeah. That's a great question. Much like
Shannon, you know, the thereason why I really wanted to
start this with her was forfreedom's sake. Like, I just
wanted freedom. And I didn't Ididn't have a single idea what
the dollar value would beconnected to the business.
I didn't I just felt like we hada good idea that and we were
timing it right, it felt like,at the time. But I crave freedom

(23:07):
for us and for our family to todo things and to you know? So
and and, frankly, I limited whatI thought God could do in the
business as well, to be honestwith you. Like, just from a pure
relationship with Godstandpoint, I would pray
prayers, and those all camethrough pretty quick. You know?
And I've so I was like, well,I'm gonna stop limiting what I
think God wants to do with us inthis business now.

Alex Judd (23:29):
Pray bigger.

I'm gonna take the lid off a little bit. And I was
constantly surprised because themarket did take hold fairly
quick. But I I would just saythat, you know, in the early
days of our business, cravingthat freedom, the market was
telling us certain things. Themarket was saying, do this,
don't do that. And so we trieddifferent types of virtual
services that we would offer,and some would take and, like,

(23:51):
it made sense.
And some are it's like it waslike trying to shove a square
peg in a round hole.

Alex Judd (23:55):
Mhmm.

So we we constantly paid close attention to what the
market was telling us in termsof, like, the prospects that
said no to us, the clients thatcame on board with us. We were
listening really, really closebecause what what really, you
know, ended up being the thingthat started to really
crystallize our business came,like Shannon said, about nine
months in. But it was throughworking through plan a and that

(24:16):
didn't work, and working throughplan b and that didn't work, and
working through plan c. And thenfinally plan d is like, I think
this is it. This is what themarket's saying that they're
gonna reward us with.
So it's it's intentionalityaround paying close attention to
what the market is telling you.And then there's this time in
your business, and this wasseveral years later. It was,
like, after we started, like,kinda catch radars, like, on

(24:39):
like, being one thirty one onthe Inc five hundred list and,
you know, starting to get somenotoriety for our business and
winning a really big award withEntrepreneur Magazine. And
things started to shift fromwhat I would call from from,
like, really strong headwindsto, like, a really nice
tailwind.

Alex Judd (24:54):
Mhmm.

And our business started to kinda fly a bit more
efficiently. And it was that tome is like, oh, there's
something happening here that'sbeyond just making sales and
building market share. There'ssomething here happening in this
business that's really we'regoing deeper in the market, and
we're we're becoming a biggername. That's for me is when I
felt it crystalized.

Alex Judd (25:15):
Shannon, anything you'd add to that?

Yeah. I mean, those first nine months, I
think, like, a lot of businessowners, we had to decide, when
do we hire? What do we delegate?Can the business afford to bring
on resources that it feels likeit's too soon, but also you have
to hire ahead of the curve ifyou're going to be able to
support the growth that you'reanticipating? Those were some of

(25:37):
the early decisions in thatfirst nine months that I think
we realized we had to startbuilding a team.
We had to figure out delegationand what it looked like to
replace ourselves in differentaspects of the business because
there was no way we were gonnabe able to scale or take a
vacation or ultimately have abusiness that was valuable for

(25:59):
for sale if we didn't build itaround people that we could
trust. And I think that is adifficult thing for a lot of
business owners, especially ifyou're, somebody who likes to
control things

Mhmm.

Which is a great feature but can also be a
massive, limit to your abilityto grow.

Alex Judd (26:19):
Yeah. And y'all are kinda setting us up for the five
core areas that I really wannawalk into, but because you kind
of already hit on it, at thestart of either BELAY or any of
the other things that you'veinitiated, it sounds like part
of your posture towards themarketplace is, hey, we're gonna
go with something that ourintuition says is valuable, but
then we're gonna listen reallyclosely to the marketplace and

(26:41):
we will shift, pivot, adjust asneeded pretty rapidly, it sounds
like. I mean, the fact thaty'all pursued so many different
plans in nine months toeventually land where you did is
pretty remarkable. How do youget good people on board for a
vision that you're like, thiscould look different tomorrow
than what what we're pursuingtoday? Like, how do you get good

(27:01):
people bought into somethingthat might change and shift and
mold as much as it needs to tobe really successful?

I think that your vision has to be big enough that
they're attracted to it. Youknow? And, frankly, the people
that are attracted to what asmall business looks like,
oftentimes, are the ones thatare attracted to what the
organization must turn into togrow in value. And so there's
the these re up moments alongthe way. We call them chasms

(27:28):
when we educate business owners,but we call them chasms that
they have to jump at certainstages in their business.
And those are natural re upmoments. But in the early days,
it's casting vision, and andwe've said it a lot. But, like,
in the early days, you have tosay it until you see it. And
then you have to say it so bigand create such a north star
that it people like, I get it. Isee what we're doing.
I wanna be part of this. Andit's gotta make sense to them,

(27:51):
and they gotta see evidence andhappy customers, and they've
gotta see and they have to seeevidence that this thing is
actually working and life changeis occurring or whatever the
product may be that you'reselling. It's gotta, like,
really make something better. SoI I think a lot of it in the
early days is just attractingpeople tied to how big your
vision is for it.

I think we listened a lot too. You know, we
never came into it pretending tohave all the answers. Like, we
knew a lot of what we were doingwas experimentation. And so we
just created an environmentwhere people could challenge
assumptions and ask a lot ofquestions. And we did a ton of,
like, lessons learned anddebriefs and calibration between

(28:32):
our sales team and our customerservice team so that we we could
all work together to figure outthe best solution.
And we would often use theanalogy, like, if we're if we're
approaching an issue in ourbusiness, it can't be around a
person. Right. It's gotta bearound the issue. So we would
take this figurative issue, putit on one side of the table and

(28:52):
all of us would line up on theother side of the table and say,
how do we attack this issueversus, oh, this department's
just not functioning properly orit's this leader's problem. Like
we would always default to,Let's all work on the issue and
the resolution together.
And then at the end of the day,if it's a personnel problem,
that's a whole different path.But that was sort of the

(29:13):
approach that I think kept a lotof people in those early days
too where, you know, roles andresponsibilities were kind of
shifting a lot and that can beexhausting for some people. And
so monitoring that and, youknow, engaging them in the
process really helped a lot. Andthen to Brian's point, you know,
sometimes people just have toget off the roller coaster. It's
exhausting.

(29:34):
And you're not, you know, noteverybody has the energy for it
forever as you scale. And thathas to be okay too.

You know, I want to touch on something that is kind
of adjacent to this, but it'sit's part of the answer to your
question. You know, how westarted Belay was one way, but
how we because our owner'sintent is to sell businesses one
day, is to create something tosell. Now when we start a
business, we start with thisidea of, like, okay, let's go

(30:01):
talk to the people that sellthis type of business. Let's go
talk to the investment banker orthe broker that is spiking the
football when they sell forsomeone and asking them the
question, when you spike thefootball and you sell this
business, what what are thosethings? And then that becomes
your recipe.
That becomes your playbook forhow you sell your business. So

(30:22):
now we we because that's ourowner's intent. Like, we're not
creating this to hand off to ourkids. We want them to go do
their own thing. You know, forus, we we're we're gonna create
a meaningful asset and then gosell it.
And so who do you who's the bestpeople to talk to? It's the one
that sell it for a greatpremium. Right? So they really
give you the marching orders forhow you can create a successful
business in that space. Andthat's how we that's how we

(30:45):
approach it today, which is wehad no clue when we we got
started in 02/2010.

Alex Judd (30:50):
Yeah. Man, that's so good because I what that
clarifies for me is, like, yourthe clarity of your intent
really drives who and whatyou're asking for in terms of
advice.

That's right.

Alex Judd (31:00):
I I think there's a lot of content right now on,
like, have wise counsel, seekgood advice, and it's like but
there's not as much on who areyou talking to for advice. And I
think a lot of people end upwith a smattering of things that
are somewhat or not at allrelated to their actual intent
of what they want to build.Yeah. So it sounds like y'all
get clear on, like, what are wetrying to accomplish here? And

(31:20):
then that's your filter foreverything you do.
Yes.

It has to be. Because otherwise that's where
we've seen business owners getin trouble. It's like if you
don't identify what your intentis with your business, it makes
decision making really, reallydifficult.

Alex Judd (31:34):
Yeah.

But if you know, okay. My intent is to have a
lifestyle business, and I don'twant it to get too big, then you
know which hires you need to tomake or what you need to
outsource or you know? Like,otherwise, it just becomes very
confusing, and and you can lookat other people and their path
and think, I I should apply thatbecause that's what success

(31:56):
looks like. But mentors, you'reright. They have to look
different based on what theintention is for your business.
And we're trying to build ownerin such a way that all paths are
welcome. You know? Because ourour heart behind this isn't an
outcome for a sales number. Likeand that's, you know, been one
of my fears of, like, goingpublic, so to speak, with our

(32:17):
story is I never want it to be,like, the template. I never want
it to be that, oh, follow thesefive steps, and you too will
become written.
That's not it. It's businessownership is hard, and it can be
lonely. And if you want to havea whole and full life, there are
personal and professionalprinciples that you can learn
that will get you there. Andit's in your path is going to be

(32:39):
your own. And so we're trying tocreate a wide enough space for
people to enter into owner andand be safe to kind of go on
that journey.

Alex Judd (32:47):
Mhmm. Man, I love that you alluded to owner, and
this seems like a a proper spotto just kind of share with
everyone what y'all arebuilding. So instead of me
sharing about it, I feel likey'all should share about this
vision that you're pursuing. Andthen from there, I'd love for us
to get into the topic of visionand also some of the other big
topics associated with businessownership. But give us the
snapshot of, like, what is ownerand why at this stage in y'all's

(33:09):
lives is this the thing thatyou're you're pursuing next in
service of others?

You know, Shannon and I have had the opportunity
over fifteen years to, you know,build some meaningful
businesses, and some of the forprofits that we're part of acted
more like a nonprofit. So wethought, let's create an actual
nonprofit this time. You know,so I'm I'm joking about that.
What I'm really excited aboutwith owner is we're going to

(33:38):
create a meaningful communityfor business owners that can be
real, that can feel safe, andthey can get a lot of great
educational content. And I thinkthat there's plenty of
organizations out there thatprovide great content.
What we wanna do is share ourour story and a lot of other

(33:58):
stories so that business ownerscan feel like they can relate.

Alex Judd (34:01):
Mhmm.

Versus here's the thing, here's the six steps,
here's the whatever. That's allimportant stuff and very, very,
very important in how to scaleyour business and everything
else. We just want to create acommunity where they can feel
like they can relate. And theycan start to work on themselves
as a whole person connected totheir business and connected to
their life. So that's reallywhat owner in its essence looks

(34:24):
like.
And then, you know, we're we'restill in our infancy. You know,
we're we're working on a lot ofgreat meaningful content right
now that I think will be veryhelpful, but we're very much in
our infancy right now.

Yeah. You know, we tried something back in late
twenty nineteen, early '20 '20that was kind of some of the
same principles for owner, butit was a for profit business.
And then when the pandemichappened, it became clear that
it wasn't the right time and itwasn't the right message. But it
was our way of trying to takesome of the principles that we
had learned and mentored peoplein over the years and make it

(35:00):
more scalable. So when wedecided not to pursue that and
Brian had the idea of takingsome of that, the heart behind
what we were trying toaccomplish with that and turning
it into a nonprofit, it just allclicked and it made sense.
And, you know, we're I'm in mylate forties. Brian's about to
turn 50. We're in that sort ofsecond half of life, you know,
season. And, gosh, I don'treally wanna start any more

(35:24):
businesses. Like, I don't Idon't think I can chase that
anymore.
It's it's exhausting, and I loveit. And I I wanna support
business owners, but, gosh, Idon't have the energy for it
anymore. But I do have theenergy and passion for building
a legacy around something that Ifeel like God has uniquely
gifted us to speak into. I knowthat our situation is rare. I

(35:49):
know that our story is rare andeven more so because we're
husband and wife, and we didthis thing together.

Alex Judd (35:54):
Mhmm.

But my hope is that with the story that God has
written in our lives and whatwe're building with owner, that
this can be a legacy that livesbeyond us and and creates a
movement, I think, of businessownership and what that can look
like in our current day and age.

I'm super excited to share not only our story just
because we get asked about it alot, and we thought this would
be a really beautiful way totell that story. I'm more
excited to share the stories ofother business owners.

Alex Judd (36:23):
Mhmm.

You

know? Because there's so many great stories
out there that they're they'rethey're not gonna get the pots
and pans and the whiz bang andall the great clapping for them,
and they need to. Becausethey're doing hard work, and
they're they're a very holisticleader and a holistic business
owner, and their stories need tobe told. And they have struggle
and triumph just as much as wemight have, but in different
ways. And I feel like thosestories need to be told more.

Alex Judd (36:45):
Mhmm. The two themes of what y'all just said that
just had me so excited is, like,stories and relationships. And,
like, in in a personal growth,leadership growth, business
growth world right now that Ithink is, like, honestly
inundated with tactics and tipsand hacks. Like, I the things
that have transformed my lifeand my leadership are stories

(37:08):
and relationships. And so itjust so, so, so cool that that's
y'all's focus.
And it's like, you know, I thinky'all are setting y'all's selves
apart, and it's why I'm excitedto to, I mean, be a part of this
in some ways and be connected toy'all in this. You're setting
yourselves apart in some waysand that you're kind of saying,
if you're looking for the hacks,we're not your people. Like,
we're not gonna be your hackpeople. Like, we're investing in

(37:31):
stories and relationships. So socool.
Okay. So with that, let's getinto some of the, like, big
areas that I think businessowners often have ambiguity
around, and that ambiguity oftenresults in the isolation you
were talking about at thebeginning. We we've already hit
on this some, but let's startwith the topic of vision. If
someone were to ask me like,hey, based on what you know

(37:52):
about Brian and Shannon, why arethey as successful at what they
do as they are? One of thethings that would stand out to
me is like, when y'all go in,you go like all in.
Like, it's like, you're notlike, you're all chips to the
center of the table. It's like,no holds barred. And it's like,
if we're gonna do a brewery,we're gonna do a freaking
brewery, right? Like we're nothappy with this thing. And so

(38:15):
that is just such a gutsy thingthough, to like know, man, if
we're gonna go in, we're gonnago all in.
So I guess my first question onvision is how do you choose what
to pursue? You you've launchedmultiple businesses now. Is
there anything you can sharewith us on the journey from
ideation all the way tocommitment and execution that
y'all have learned?

Such a loaded question, Alex.

Alex Judd (38:39):
I think that was the best thing. That was a deep
breath, Brian.

I like that question.

I think, as Shannon kind of alluded to, we're we're
entering a different stage oflife at this point where we
have, played the game ofbusiness and we found some
success, and now we wannaconvert to where our legacy more
looks like. You know, what whatcan I do when I'm 85? Well, what
I can do is I can sit down andtalk about principles in
business with business ownersand let them to, you know, share

(39:07):
their stories and vice versa.And and I I think Brian at 35
looks a lot different than Brianat almost 50. And so my answer
to that question is, I think youhave to when you're looking at
starting a business, you have tolook at what the market will
reward you with coupled withyour passion, coupled with your
grit, and coupled with knowingthe true resources that are

(39:31):
available to you to start it.

Alex Judd (39:32):
Mhmm.

You know? I I see people, they'll they'll have a
false start because they didn'thave the financing, or they'll
have a far false start becausethey they realized really
quickly that there was already acompetitor out there doing that,
and they were gonna eat theirlunch. You know? It's doing the
due diligence in advance that Ithat I see a lot of people don't
take the time to do. And that'sone thing that Shannon and I,

(39:53):
even when we started BELAY andwe didn't know what we were
doing with it, we took four orfive months of due diligence
from about May to October 2010,and we said, is this a thing?
Is this viable? Is this worththe risk? And I just see a lot
of people, like, you know, theythey they they love the the
romanticize about the napkinscratch. You know? And, like,

(40:14):
oh, this is a great idea.
Let's let's do it. You know? I'mputting my job tomorrow. And I
and I don't think that's youknow, while it might work in
Hollywood, I don't see thatbeing very successful in real
life. So doing due diligenceahead of time, really thinking
through, will the market rewardthis business?
Is there something to thisbusiness? You know? And and
making sure that, you know,you're entering a space where

(40:36):
you're at least could be numberone or number two when you do
the hard work to get there.

I think that's super helpful, like, at the
business level. And, certainly,the filter that we run-in, you
know, investment opportunitiesthrough or net new things that
we're starting, like the eventbusiness that we're starting
right now inadvertently, it'sgonna be amazing. But we have a
vision that is not businessrelated, that is ultimately what

(41:03):
we have to run everythingthrough. And you mentioned it
earlier, and it's the visionthat we have as husband and wife
that will be elderly walkingdown the beach with our kids and
their kids. And that means forus a lot of different things.
That means he and I are good,that we still love each other,
that we enjoy being together. Itmeans we have the financial

(41:26):
resources to createopportunities like that for our
family. It means that our kidsget along and that they still
wanna be with us and that wehave the ability to travel.
Like, those are things that wevalue very much. And so when we
have opportunities that arepresented to us, whether it's
ideas that we have or externalopportunities that we need to

(41:46):
vet, the first question is, doesthis help get us to our vision
or not?
And if it does, then we go tothe next step and then we figure
out if it's something that wewant to invest financial
resources in, how much time isit going to take from us? That's
our biggest, challenge right nowis, you know, just our time and

(42:07):
how limited and, you know,that's not unique to us. I know
a lot of people that arelistening to this have that same
constraint, but we even have ashorter term vision, which is
our three year focus to freedom.You know, over the years after
we sold BELAY, we foundourselves busier than we
intended to be. And it's allstuff that we've come up with.

(42:30):
It's things that we'vepurchased. Like this event
business is literally in ourbackyard. And instead of just
like sitting on it for a while,we're doing an entire build out
and creating a wholeorganization around it. And like
we have inadvertently gobbled upthe freedom that we intended to
have way back in the beginning,and even that we should be able

(42:50):
to have post sale for BELAY. Soit was kinda crazy this fall.
Brian and I were just feelingsuper pinched and pressured and,
like, we're like, hold on asecond. This is our journey.
Like, we have the opportunity tothis is all self imposed.

Alex Judd (43:09):
Yeah.

So we just hit a time out and and really had a
hard conversation, just the twoof I two of us. And and we
arrived at our three year focusto freedom, which means and that
was three years at the time. Youknow, August of twenty seven, we
wanna be able to hit the roadand nobody needs anything from
us.

Alex Judd (43:26):
Mhmm.

We are very much not in that space right now. A
lot of decisions have to runthrough us. A lot of
responsibilities with our familythat we need to shore up. So
we're working toward that. Andthat's the vision, Alex, that
we've cast into our team.
Like, they know what we'reaiming for. And so the next two
and a half years, we rallied ourteam behind this vision that we

(43:49):
have. And everybody knows theirpart. We have a a a timeline for
how we're gonna slowly andmethodically turn things over.
And and and so my point inbringing all of that up is can't
the vision can't just be for aparticular business.
It's what do you want thebusiness to do for your life?
That's what really matters.

Alex Judd (44:10):
Yeah. That's that's so good. It's wild too how, at
least my experience is, I canhave a day to day where I'm
working too much in the businessor I'm spending my time doing
things that I don't enjoy, andthat can even continue in some
ways. The only thing thatchanges is I contextualize all
that stuff in terms of atimeline and a purpose. Like,

(44:31):
it's exactly what y'all said,where it's like, I take all this
working in the business work,and I don't just act like I'm
Sisyphus pushing this rock upthe hill forever until the end
of time.
But it's like, no. I'm doingthis for a particular purpose
until a particular time. Andit's like that changed my
experience is that changeseverything about the work. I
guess in terms of, like, whaty'all are pursuing, both in

(44:52):
terms of deadlines, but alsoideas, most of the things I know
in terms of y'all's businessinvolvement, y'all do together.
Mhmm.
How how do y'all start togetherand stay together? Like, how do
y'all maintain alignment interms of what you do?

I think it goes back to our couple's vision. You
know? Like, we're in thistogether. You know? And so, it's
it's important that we're inalignment, you know, and that
when we're elderly and we're onthe beach together, we still not
only love each other, we alsolike each other.
Yeah. Right? Two differentthings. It's a no idea. Yeah.
And so a lot of that of how wework together is, you know,

(45:29):
working to be in alignment.We're two very different people.
We really are. She's an entirelydifferent leader than I am, and
she's incredible at what shedoes in terms of leading. And so
I love to default to her in thelanes of our business, but I
also know what I'm really goodat as well.
And she does a really good jobto default to me as well. And so
we've we've found that we canactually be stronger if we

(45:50):
default to each other and ourstrengths.

Alex Judd (45:53):
What does defaulting to each other look like
practically? Like, what doesthat mean? Not not y'all did a
good job of looking at it. Youdefaulted to each other.

That's what it means.

Alex Judd (46:05):
Look at the other person. Who's the answer?

Because we're tapping each other under the
table. You take this one.

Alex Judd (46:10):
Okay. Actually, I wanna I wanna add a qualifier to
the question. How do youproperly default to someone
without getting into this weird,I think, unhealthy relational
dynamic where it's like, I'masking your permission almost.
Right? Like, it can almost belike, I'm asking your permission
to be a little bit of who I'mcreated to be.
That's not healthy.

That's a different question.

Alex Judd (46:30):
Yeah. Yeah. Okay. Okay. So let's address both of
them then.
Let's first start withdefaulting.

There are certain decisions that need to be made
that we don't agree on. Youmight find that hard to believe,
Alex, but

Alex Judd (46:43):
we don't agree on good things. Uh-huh. It's a
time. I feel like I'm seeingsome of these happen in real
time, actually.

There may have been one this week, let's just
say. But what we've learned todo is, like, there's always one
person who's more passionateabout it than the other, just
inevitably. And when thatbecomes obvious, then even this
week, I had something that I wasincredibly passionate about that

(47:11):
I brought up to Brian. Hecategorically disagreed with it
but said, I support you. Like, Idon't agree.
I don't think this is the rightthing, but I trust you, and
let's do it. That's what itlooks like. Now, it wasn't
without a lot of discussion and,you know, then you throw in
relational dynamics and thingslike that. But, you know, that

(47:32):
has worked for us. You know,like we it's not a rolling over,
it's not a, screw it.
I don't care. Like, do whateveryou want to do. Like, it's your
thing. I don't care. It's notthat.
It is these are importantdecisions that we need to make,
and even we can make them andmove forward to them and commit
to them. I mean, leadershipteams do it all the time.

Alex Judd (47:53):
That's right.

Right? You disagree and you commit, and you
move forward and you implement.Like, that's we do it, and and
it just so happens that we'remarried.

Like, like, even in the example that she gave this
week, you know, there was nevera moment in that conversation
where I thought, like, this isjust to kinda win an argument. I
knew her I knew it was right itwas the right thing. She was she
was pleading for what she feltwas the right thing for the
business as much as I was. Youknow? And and, you know, I did,
and her passion did win thatargument because she did really

(48:25):
care about it.
And I I'm while I disagree withit, I support her, and we move
forward. And there's plenty oftimes that she's done the same
for me too. So it's that is athat is an example of
defaulting. And then just apractical sense, it's knowing
the the strengths that you have.You know, I'm more of the
vision, sales, marketing person,the rubber meets the sky, and
Shannon's more the execution,you know, project management,

(48:49):
leadership of team, kind of therubber meets the road.
And so, you know, it makes sensethat she should have a bit
bigger, louder voice into thosethings because she's really
awesome at it. And, you know,I'm less passionate about those
things and vice versa. You know,it takes a visionary to see
something before anybody elsecan see it. And it takes a

(49:11):
visionary to articulate what itis that's possible. Mhmm.
And that's not easy. And I havethat ability. So I think, you
know, that we just trust eachother and we default to our
strengths.

Alex Judd (49:22):
Can you speak to the role that your faith plays in
terms of both deciding on whatto pursue and then just the day
to day of pursuing it?

We haven't talked about this principle yet, but
it's been a guiding principleeven before I think we could
articulate it, but it's theprinciple of expansion. And the
idea is, you know, that asindividuals, we expand, right?
We're a path for growth, right?We're growing. We're expanding
as individuals, as businessowners, as leaders, as parents,

(49:58):
as spouses.
And with that expansion, we gainpower. We're gaining power in
those areas that we've grown inand expanded in. And that can
look like influence. It can looklike community involvement. It
can look like

Alex Judd (50:14):
Money.

Money. It can look like political power. It
can look like a lot of differentthings, but you've gained power
through your expansion. Right?And for me, when we sold BELAY
in 2021, and I'm getting to thefaith question and this is all
gonna come to the ground, Ipromise you, I was kind of lost
in some ways because I I tookthat opportunity to completely
exit the business.

(50:36):
Brian stayed on as, as a memberof the board. And I so much of
who I was was around being theowner of that business. And I
took so much pride in what wehad created and just the amazing
entity that it had become. Sohere we are, we've expanded and
I've gained this power. I wasterrified.

(50:57):
I didn't know what to do withit. And so I sort of like went
into a hole and became a littlebit of a hermit. And I really
went on a spiritual journeyduring that time. And I realized
that what gaining power lookedlike for me, the monetary thing
was settled. The new power thatI needed to find was my identity
in Christ and what it lookedlike to engage the holy spirit

(51:22):
in my day to day and be led inthat way, because I can, I can
charge forward and I can getthings done?
But I felt this season of, youjust have to settle into this
power and tap into a new sourceof power. And my faith grew
significantly over that periodof time, so that now, fast

(51:44):
forward several years later, I'mstill definitely on this journey
and doing a lot of, you know,internal family systems and a
lot of work on myself, andthat's where I'm finding a lot
of the gaining the power. Butnow I'm ready to move on to this
next stage of the principle ofexpansion, which is give it away
for the sake of others. Andthat's why I feel like I

(52:06):
personally am ready to embark onowner because I feel like I've
been able to alchemize all ofthis, the story, all of these
blessings, all of these changesin my life through this season.
And now I am prepared to, in ahealthy way, give it away for
the sake of others and reallyown my story and what my faith
has developed in me over theyears.

(52:31):
And so then the final step ofthe principle is to repeat that
because with every time we kindof give it away and deplete
ourselves in a sense of thispower that we've gained, we have
the opportunity to expand again,gain the power, give it away for
others and repeat. And that'ssort of the mantra that we live

(52:51):
our lives by, we run ourbusinesses by, but it's very
much a spiritual journey for metoo.

Alex Judd (52:58):
Brian has asked me so many times, have I shared with
you the principle of expansion?And I feel like I always say no
just so we'll share it again.Right? Because I'm like, I need
to hear this again. I need tohear this again.
But and the diagram y'all drawwith it, it's probably the
single thing that is that youhave shared with me that has
made the greatest practicalimpact on my life. Like, in you

(53:18):
know, we lived in a two bedroomcondo, and Aspen and I were
pretty deliberate about, like,that second bedroom is to invite
people into and to, like,provide hospitality because
we've been blessed with a twobedroom condo. And now it's
like, we've got a four bedroomhouse and we've got a back
porch. And it's like that backporch is to have people over for
barbecues and those extrabedrooms. One of them is for a

(53:40):
kiddo and the others are to havepeople.
And it's like and, like, even myrunning, right? It's like, I
look at my running differentlybecause it's like, that's power,
that's strength. And now like,why have I been given that to
invite other people in, to getthem passionate about being
physically active? And so it'slike, I can point to so many
areas of my life where you'reblessed to be a blessing. And in
some ways, and Brian, I'd loveto get your thoughts on this and

(54:02):
also on the faith question, butlike, I think my self
improvement is not a good enoughreason for me to keep going in
some ways.
It's like the the thing thatmakes it so meaningful,
engaging, and adventurous islike, oh, the reason why we're
doing this is for other people.So, Brian, anything you'd add on
that principle or that you wannaspeak into the faith question?

Well, the faith the the the question around decision
making, we've talked about inanother episode. You can give
that away in your show notes.You know? But I I I this this
the answer is the same for me asit relates to the principle of
expansion. Because of what Iknow that Jesus did on the
cross, he he gave himself awayfor the sake of others.

(54:44):
That is the model that we shouldoperate from. Right? And so when
you when you and and mygoodness. Talk about someone
that had the ability to expandand had power and then chose to
do that. Right?
I mean, if if he if he did that,then that's that's our template.
That's our model. So in ourmodern day, when we expand,

(55:08):
whether that's in our body or inour relationships or in our
business or whatever, thatcreates the power that you have
generated because you've chosento expand. And then you take
that ex that power and you giveit away for the sake of others
and repeat. And from a faithstandpoint, what I've witnessed,
and I know Shannon would say thesame thing, is that little tiny

(55:28):
circle starts to get a littlebit bigger because you've
exercised that muscle again.
And the next time, the circlegets a little bit bigger. And
your power and your influenceand whatever else gets bigger.
And that means you get to giveaway more to more people, and
that circle gets bigger andbigger and bigger. And now we're
entering into a season where I'mconvinced that God's going to
use owner in a really cool way,and we're not quite sure what

(55:50):
it's gonna be. But I think it'sbecause our circles continue to
get bigger because we'reexercising the muscle of
expansion.
It's creating power, and we'regonna give it away for the sake
of others. Literally, it's anonprofit. I mean, we're we've
put quite a bit of money andtime and resources into this.
We're literally giving it awayfor the sake of others. So I'm
I'm really excited to see theoutcome of that because I think

(56:11):
that with that is gonna beanother bigger opportunity.

Alex Judd (56:14):
It's amazing. I mean, just in witnessing y'all start
the nonprofit, how much work itis to give stuff away. Like it's
an insane amount of work andresponsibility though, which,
yeah, it's really cool to seey'all be so invested. And I told
you that I was gonna have somereally cool announcements at the

(56:36):
end of this episode. So I wannamake sure you hear all these
things.
Number one is part two of thisconversation is gonna be focused
on scaling a company, somethingthat they are, I mean,
obviously, uniquely adept atbecause they've got experience
in it. And then also personalgrowth in the life of a business
owner. So make sure you'resubscribed to the podcast. And
then also, you can join ouremail list to make sure you get

(56:58):
all the supplemental resourcesthat go along with these
episodes. We send out a growthguide with every episode.
You can click the link withinthe show notes to get that
guide. Number two, we alluded toit in this episode. We'll dive
deeper into it in the next one.Brian and Shannon are smack dab
in the middle of launching anonprofit called Owner. It's
entirely focused on impactingbusiness owners.

(57:21):
And one of the things that'sreally cool is they are now in,
like, overflow mode where theyare just focused on giving away
value. And this nonprofit isgoing to launch with the release
of a feature length documentarythat tells the story both of
their business ownershipjourney, but also of business
ownership journeys around thecountry. The production quality

(57:43):
on this, the value that'sembedded in these stories, it's
so, so, so powerful. I'm soexcited for you to see this. And
this was crazy, is they're justgiving it away.
And so here's what's reallycool. We've got access to the
wait list for that. It's gonnabe releasing in, like, a week,
and I wanna make sure you get onthe wait list. So, the link to
join the wait list is in theshow notes of this episode. Make

(58:04):
sure you click that, sign upbecause they're also gonna be
releasing seasons of powerfulcontent directed particularly
and specifically at businessowners.
It's gonna be so good. So Iwanna make sure you're one of
the first to get that. And thenthird, this is such a cool
announcement to make, and this,I think, is the first time I'm
making it publicly. Brian andShannon are going to be joining

(58:26):
us for our in person experiencein Austin, Texas at the October.
As you already know, the themeof that experience this year is
gonna be a long game leadership.
We're gonna be looking at whatdoes it look like to not just
think about superficial success,which we talked some about in
this episode. Like, how do youget beyond that? How do you
think bigger and grander thanthat? That's one of the things

(58:47):
that Brian and Shannon have donefor me is they've challenged me
to think broader about whatsuccess can be. And and that's
what we're gonna spend some timeon in their session in Austin.
I'm so prompt they're gonna bethere. I'm also just stoked
about the whole crew of leadersthat's gonna be there. We've got
it 70% sold out right now, andwe're, like, months away from
this thing. So if you wanna joinus in Austin, all the

(59:09):
information for that is in theshow notes of this episode. Make
sure you click that.
And, seriously, if you wannajoin us, now's the time, to make
sure that you reserve your spot.Make sure you're subscribed so
that you get episode two of thisseries. Other than that, you
know this. We're rooting foryou. We're praying for you.
We wanna see you win. Remembermy strength is not for me. Your
strength is not for you. Ourstrength is for service.

Let's go. Let's go. Let's go.

All Episodes

Vision, Delegation, Scale, and Growth with Bryan and Shannon Miles - Part 1

Episode Transcript

Popular Podcasts

Stuff You Should Know

Dateline NBC

24/7 News: The Latest

.css-15opob5{left:0;position:absolute;top:0.8rem;} All Episodes

.css-14f5ked{margin:0;word-break:break-word;display:-webkit-box;-webkit-box-orient:vertical;box-orient:vertical;-webkit-line-clamp:2;overflow:hidden;}Vision, Delegation, Scale, and Growth with Bryan and Shannon Miles - Part 1