Ryan Hanley

But he went from being the boss to being, you know, an executive, but not the boss, the boss.

So now he's in kind of a tough spot and this

He had originally said, hey, I'd love to get your client in, but now he's getting friction.

So now we're in this place where he kind of said he'd get us in, but now he kind of can't.

And we're in this weird negotiation because he's a buddy, but there's business involved.

And so we're kind of in this spot where there's a little bit of friction right now in terms of making this deal happen.

Take a minute and then give me a list of what you think his interests are.

to make this integration when he owned the company outright.

Now that he doesn't, it's not a priority.

And he's stuck in this place where he feels some obligation to me, but his priority is not this thing.

And he's not really sure what to do.

So he kind of keeps kicking the can and, you know, he's in that, that would be my best guess in a short answer.

He wants to come in and in these early days look like a rock star if possible so that he feels validate.

He feels that the acquisition of his company was validated, that they made the right decision, that he.

He's what they thought he was and that he's going to have – he's going to be the high performer that they purchased when they purchased his company.

I think that –

He would prefer to work with people he knows.

I think that he wants to establish himself, like I said, in the company.

I think that's a big one.

I think he wants to be successful.