Robert Glazer

And I looked at it, I was like,

I don't really want to be the CEO at the next doubling.

It's not the stuff that I love to do.

I like the creating and the ideas.

I did.

And this is about managing a lot of people and the day-to-day operations.

I stepped down almost four years ago now.

So I had started my, you know, I like to say my lifeboat with a lot of the personal brand and the speaking and writing and something I felt like I knew I could go into.

And I also had a transition period.

We worked on it for about a year or two.

And I went from five days a week with a business down to three the next year and down to one.

That's a great question.

Even with that, there were some struggles.

And I have been with so many entrepreneurs that have struggled through this.

Even though my brain was like, I want this, my body didn't adjust.

And I feel like I tried to learn from

from all of them beforehand, but it was still not easy.

It had been running 100 miles an hour for 10 years.

And it was like, all right, where's the juice?

We brought on a growth partner for our business.