Robert Glazer

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

I like the creating and the ideas.

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

So I had started my, 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.

Yeah, he was my number two.

He was the president of the company and we had worked together for 10 years.

So I knew him and he knew the culture and he was doing a lot of this job anyway.

And I also had a transition period.

We worked on it for about a year or two.

That's the thing, as the job kept growing, I was like, I don't want more people.

And I went from

Five days a week with a business, down to three the next year, and down to one.

They'll report to you, right?

And at some point I had to look around and be like,

Even with that, there were some struggles.

Look, not having a team and working on all the new stuff is not really CEO of a 300-person company.

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

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

That's the stuff that he was good at and the stuff that he liked to do.

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