Jim Burns

And so, uh,

Um, I, I created a company, uh, that I, it's called C LLC.

It was strategy and execution excellence.

And, um, I still have the company and I'm, I'm working with Harkness development and I'm the chief operating officer for Harkness, but, um, C is still an entity.

And the reason that I started that was because it's strategy, C LLC, S E E strategy and execution excellence.

Hmm.

And what I saw out there through my career was that some people were really good at strategy and really good at visioning, but they didn't execute.

They didn't get into the details.

They weren't the type of person that wants to be collaborative, which on any big project you have to do.

So they set the vision, they set strategy, and they might be fantastic at that.

Mm-hmm.

But when you bring that together, because you can't just be good at strategy or it's just a plan on the shelf.

You can't just be good at execution because then you execute things that you that don't matter.

And so and I think that's part of that's that's one of my why is it's like be able to see the bigger picture, to envision what's not there and what it can become and then bring that to fruition.

I think as I'm one of the things in personal growth, right, you've got to be self-aware.

You've got to know as a leader what you're good at, what your gifts are, right?

Listen, I think if you don't know your strengths and your weaknesses, then you're going to create problems.

Yeah.

So you can be great.

You can be a great manager of people and have great people skills, but you're not going to have you don't have the financial acumen.