Coach Kathryn Brooks of She’s Her Own CEO®

Intro: Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for High Velocity Radio.

Stone Payton: Welcome to the High Velocity Radio show, where we celebrate top performers producing better results in less time. Stone Payton here with you this afternoon. This is going to be a good one, folks. Please join me in welcoming to the broadcast Executive and Business coach and CEO of She’s Her Own CEO, Kathryn Brooks. How are you?

Kathryn Brooks: Doing well. Stone, thank you for having me in studio today.

Stone Payton: Oh, it is such a pleasure to have you in studio.

Stone Payton: You know, a lot of these interviews for this series have been from people all over the country, which I enjoy, but it’s just not the same. So thanks for coming down.

Kathryn Brooks: Thanks for having me. Beautiful. Woodstock, Georgia.

Stone Payton: So I got a ton of questions, but let’s start, if we could, with just sort of an overview for me and my listeners. Mission. Purpose. What are you really out there trying to do for folks? Kathryn.

Kathryn Brooks: Thanks for that. Stone. Yeah. Um, I’m an executive and business coach. I enjoy and feel very passionate about helping business people, helping entrepreneurs, helping C-suite executives achieve their highest potential. And you mentioned my business is called she’s her own CEO. And we are all CEOs. We first have to lead ourselves before we can lead others. And truly, that’s what I try to help reveal through coaching.

Stone Payton: So tell us a little bit about the journey. How did you get here? You didn’t start out coaching when you got out of school, right? Well, and you’re not out of school, which we’ll talk about more later.

Kathryn Brooks: Great. Great point. Um, and as you’ve probably encountered by now or have realized, most coaches have had some sort of prior career. They have some sort of field of expertise and maybe encounter coaching as a second career, maybe, you know, down the road. So I started as a corporate finance manager. I worked at Coca-Cola company here. Oh, I’ve heard of that. Yeah. You heard of them big Red? Um, gained lots of experience. Got my MBA pretty quickly out of my undergraduate. Um, so Rose rose up through the corporate experience in that way. Very grateful for that opportunity. Um, and along the way, just really realized I loved managing people. I loved seeing people grow and develop and prosper, no matter what level he or she was at at the time and even currently today. So, um, that became a passion for me. And then along the way on the side, I had developed an e-commerce business trademarked. She’s her own CEO and she’s her own CEO. Kind of took on a life of its own. And so meshing the coaching aspect, the professional development aspect with this trademark, I had, you know, trademarked along the way through my e-commerce platform just made the perfect segue. And here we are today.

Stone Payton: So let’s dive into the work a little bit. I’m operating under the impression that you work primarily with females. Yes.

Kathryn Brooks: That’s a great point, but not exactly true.

Stone Payton: Oh, okay.

Kathryn Brooks: Not exactly true. Most of my clientele is male.

Stone Payton: Oh, really?

Kathryn Brooks: Yes.

Stone Payton: Interesting. Okay.

Kathryn Brooks: Um, was never an intention for it to be, you know, a female, primarily female clientele based business. And again, most of my clients are male. I always, um, started with the proposition that, you know, the women in our lives, whether they’re our mothers, our grandmothers, or, you know, for for men, you know, their wives or sisters? Mhm. Um, they are the hub of the wheel. They’re the foundation of the family generally.

Stone Payton: Yeah.

Kathryn Brooks: And that’s kind of my mother and my grandmother were very, are very, very important to me and served as a firm foundation for who I am today. And so she’s her own CEO not only applies to my female clients. Um, but I think also males look at it as, you know, the women in my life are her own CEO, too, so.

Stone Payton: Yeah, well, certainly the case for me. You know, my mother is a very strong woman and has an incredible impact on all those around her. My wife as well. She she recently hung up her cleats, but she was, you know, just had a stellar career, uh, with much of it with IBM, another name some people have heard probably before. And. Yeah. So I’ve had a lot of strong women in my life as well. So talk about the work that you’re doing with men and women. What does that look like? Is it one on one coaching? Is it groups? What’s the mechanism?

Kathryn Brooks: So? So it’s both. It’s both. I primarily engage with my clients on a one on one basis. I do lead something called mastermind groups, which are basically curated groups that, you know, engage together. We learn from each other as a coach, any any coach that promises great and grand results. Um, to sell you a life of peaches and cream. Harmony. Um, may or may not be the best coach for you. Coaching is intended so. So we can go on that point a little bit. Um, certified coaches through the International Coaching Federation are held to very high standards. And one of those standards is, of course, ethically based, um, discussion and support of clients. Um, the client is always the best expert. It’s the coach’s job to help reveal, explore, discover, brainstorm creatively. Um, co-create results with the client.

Stone Payton: So what was that like? Because you you did invest the time and the energy, the resources to participate in that credentialing process. And I’m operating under the impression that it wasn’t necessarily just easy. It wasn’t all rainbows and butterflies. It was a lot of work, wasn’t it?

Kathryn Brooks: It is. It’s a lot of work really, really is. And coaches that are accredited through the International Coaching Federation, which is considered to be the gold standard of credentialing for coaches around the world. There’s about 55,000 of us across the globe, which not very many. Well, in relative terms. Right? Right. Global population. Um, but the standards, the rigor, um, the the the practical application that the the written test that’s required. Um, the the knowledge base of the core competencies, the ethics. Um, it’s it’s time consuming, but it’s it’s a very rewarding investment.

Stone Payton: All right. So let’s talk more about what it’s like. And we can use me as a potential use case. Or maybe, you know you can pick a use case. Of course I don’t want to mention any names. That probably falls under that ethics thing. You got it. But let’s just not good mojo. But yeah, give us an idea of what to expect in a coaching arrangement, or at least in one with you.

Kathryn Brooks: Wonderful, wonderful. So, so corporate executive. Um, you know, it’s often thought that, wow, getting to the C-suite, that person has has it all has got everything put together home life, work life. You know, that person’s achieved the highest in corporate success. Not often. Always the case. Um, personally, you know, alignment of values and and work life balance. Um, a lot of executives come to coaching, you know, finding that their motivation is there, but something’s missing. Um, maybe maybe they’ve lost their values along the way or. Or maybe they’ve gone through a merger and acquisition and the new culture of the new team that’s being blended and, um, conferred upon them. And, and, you know, that CEO or that C-suite executive is suddenly tasked with not only delivering operational results, but driving culture, you know, creating harmony among a team, um, taking, taking maybe two subsidiaries that have very, very different work styles and cultures and bringing them together, um, to produce a, a new high performing team. So just just some examples.

Stone Payton: Yeah.

Kathryn Brooks: Sky’s the limit.

Stone Payton: Well, it sounds like marvelous work. It also sounds like it could it would feel to me a little bit intimidating because you’re trying to help someone who has achieved a great deal. But then I guess it occurs to me you don’t necessarily have to have you personally don’t have to have all the answers. You just got to help that person get to the answers, right?

Kathryn Brooks: That is so true. Okay, Stone’s such a great point. Um, and that is one of the tenets of, of, uh, ICF credentialing, is that. Yeah. The coach doesn’t have all the answers. It’s not a it’s not another modality such as therapy where we’re looking to the past or that therapist is looking to the past. It’s not a medical modality. It’s not necessarily consulting. Um, sometimes in corporate America, the term coaching gets thrown around and it becomes a catchall, like in everything but the kitchen sink. You’ll hear sometimes middle managers being told, oh, gosh, you got to go coach your employee. Well, what that what they’re really being told is, well, that employee may need some performance management. That employee may need some mentorship or some sponsorship or some, um, you know, delegation realignment something, but it’s not coaching. So what we’re talking about with regard to coaching, uh, coach is really there to collaborate with the client. And to your point, um, not necessarily half has to have the the specific resume based experience in direct alignment with that executive. But I will say that most clients hire a coach is a total person.

Stone Payton: Yeah. So so I’m thinking if I’m in a high profile position, I’m responsible to and for a lot of lives in what I’m doing, the level of trust that I would have to you must have to endure in me. I have to trust you incredibly. And I guess maybe you’ll help me. But you got to help me trust myself to do the really do the work and not keep keep everything in the box, right?

Kathryn Brooks: So true. And so we were we were chatting a little bit before the show today, the rapport and the level of skill that you have in building rapport with your guests and your clients. Uh, maybe somewhat similar to coaching. You want that client to feel not only tell them the standards of confidentiality that you’re going to maintain. Yeah, but I also want to just a personal level. You want that client to trust you to, to know that he or she can share and be open and to bring, you know, their hopes and their dreams and their problems and everything to the table.

Stone Payton: So when you made the transition because you were a high achiever in, in a, you know, very successful operation, making that transition to the, the, the business of being a coach, was that a little bit daunting? What was that like?

Kathryn Brooks: For me, it wasn’t that big of a decision. It was the right next step for me. Um, and I believe in credentialing. I’m a firm believer, believer in education, much like the background. You come from stone. Yeah, yeah. So it was the right thing. Um, I do see on social media, uh, a lot of people purporting to be coaches.

Kathryn Brooks: And, um, you know, oftentimes they’re From making big promises, big dreams, big, big results for for a high price tag. And there can be some, you know, people that become susceptible to that because it looks fun. It looks sexy, it looks like results oriented, which isn’t that what we all want? We want results.

Stone Payton: Absolutely. And would love to just write a check for it. Right?

Speaker5: Got it. It’s not that easy.

Kathryn Brooks: It’s not that easy. As any entrepreneur knows, it takes ten years to be an overnight success.

Stone Payton: Absolutely. At least. That is the truth.

Stone Payton: So, uh, early on, was it like, was it difficult getting clients or just running the business side of, of the business that you’re now in?

Kathryn Brooks: You know, um, for me, you know, coming coming from the business kind of corporate background, uh, you know, I was blessed with a with a strong network.

Stone Payton: Yeah.

Kathryn Brooks: And, you know, a lot of a lot of strong connections and, you know, a resume, so to speak.

Stone Payton: Right. Right.

Kathryn Brooks: Of topics. So having a finance background, having marketing operations background. You know, clients would seek that out. So so for any other coach that’s out there that has a specialty or maybe has a certain life experience, I mean, there are coaches from every specialty, you know, some specialize in family affairs or children’s upbringing. I’ve seen some pursuing kind of that neurodiversity topic lately. Um, you know, so so I would say, you know, make sure that you have as a coach, a firm foundation, a firm background, a firm resume. People can’t just go to coaching school and then call themselves a coach and expect to be hired. Clients ultimately want, you know, again, this is not a consulting relationship, but clients ultimately want to be heard. Isn’t that what we all want?

Stone Payton: Yes.

Kathryn Brooks: We want to be heard. We want to be understood. We want to know that we’re speaking the same language literally and figuratively.

Stone Payton: Right. So how would you characterize or articulate some of the key benefits someone can and should expect from engaging a coach?

Kathryn Brooks: Yeah, that’s a great one. Um, and there’s a lot of documented research in this area and more to come. Uh, but there’s a there’s a generally published statistic that, uh, the coaching relationship, whether it’s at the executive level or any kind of, you know, within a business of any size. Um, it can generate ROI of over 600%.

Stone Payton: Oh, my.

Kathryn Brooks: And this has been documented and proven over and over again. It’s in the literature. It’s in the academic literature. Um, more to come on this. I think there’s a lot of, um, runway ahead for, for this type of research and really understanding because, you know, with any kind of human based or organizational based modality, um, it’s hard to quantify results sometimes, you know, unless it’s something like, well, you know, I’m, I’m hiring this coach for my employee such that he can better manage his team and drive operational results of fill in the blank. Those things are easier to quantify. It’s like, okay, you went through the coaching. Did this happen? But for things that are more intangible, like building a team culture or, um, employee engagement or, um, learning to hire the right people, you know, how do you how do you measure that? It’s a little more difficult. It can be done. It can be done academically. But there’s a lot of runway ahead in this in this academic area.

Stone Payton: So at this point, what are you finding the most rewarding? What’s the most fun about it these days for you?

Kathryn Brooks: Yeah, I like results. I’m going to be honest. Um, I having clients that are they come to the relationship, the coaching situation. The coaching relationship. As excited as I am. Um, you know, they’re willing to share. You know, we’re there to learn from the client as well. It’s a given. It’s a take.

Stone Payton: Right.

Kathryn Brooks: And you know we creatively co collaborate and just drive big results. So so yeah I mean obviously there’s a lot going on in the in the business conversation right now from you know efficiency conversations and realignments of workforces and mergers and acquisitions and, you know, international affairs and various things like that. So I mean, all of those topics come up in coaching. And so I think as a coach, it’s it’s really exciting to know and to and to to think about getting up in the morning and know that your day is never going to look the same day to day. You’re going to have different topics, different areas to explore. It’s exciting. It’s never a dull moment.

Stone Payton: Well, I’m learning that coaches, as a rule, are seem to be life learners. But but you’ve taken this to the nth degree. Uh, you’re already so well credentialed and educated, but you’re pursuing your doctorate. Speak to that a little bit.

Kathryn Brooks: I am, thank you. I really appreciate this topic. This is this has been on my bucket list for a while, and, uh, year or two ago, I just decided to do it, and I had I had a push from my coach, I’ll say a push, but, um, you know, I coached myself in a lot of ways through this to, to join this, um, I’m studying my doctor of business administration.

Stone Payton: Oh, my.

Kathryn Brooks: Strategic management. So it’s an applied doctoral degree. I’ve got about a year and a half left on it, so I’ve got I got some runway ahead of me, but, um.

Stone Payton: Will you write a dissertation as part of that? And do we, do you already know what that is or you know, you haven’t.

Kathryn Brooks: I have some areas of focus. Um, I very much enjoy the topic of mergers and acquisitions and that that’s where I’m leaning again, too early to commit. There’s a whole process, you know.

Stone Payton: Well, I do know. And for the listeners out there, look, I, you know, I went to school for 13 years and three summers. That’s not quite true. I really did go to college. However, I’m not anywhere near having a doctorate, but my folks both have terminal degrees, and so that’s where I. That’s how I know the word dissertation. And that’s where the knowledge begins and and ends. But but you’ll choose and with some help and get it approved with your. Yeah. That is cool. So, uh, I’m going to ask why, although I think I already know part of the why, but tell us more about why you’re doing that. Man, it’s a lot of work.

Kathryn Brooks: It’s, you know, a lot of it’s self-fulfillment, you know, just the need. Like you said, uh, coaches, we have a thirst for knowledge. We’re lifelong learners, and that’s that’s expected. You know, that that’s part of the job description in a lot of ways. Um, but, you know, doesn’t mean you have to do that, you know? But for me, I it’s always been on my list of things to do and time to do it. Um, but I also feel like, um, you know, it helps me bring a different dimension, a more expansive dimension to my coaching, uh, work And specifically with strategic management and my clientele that that I serve. Um, you know, again, looking for results. They’re looking for a strategic mindset that involves goal setting, planning, measurement, um, monitoring strategy, you know, kind of thinking about, um, things from the, the generally accepted business disciplines such as, you know, operations, R&D. But how do those things fit together? How can we build greater synergies? Um, how do they overlap? Um, you know, where are the gaps? Where are the voids? A gap is something you can fill in and grow into and explore and develop. A void is something maybe that’s that’s a no go, you know, no go situation.

Stone Payton: So so you dropped a phrase a few moments ago, kind of you hit it and you went on, uh, but but it caught my eye. I wrote it down. You said my coach. So you have your coach and you have a code.

Kathryn Brooks: Love that yeah, that’s a great point. So? So, um, International Coaching Federation certified or accredited coaches are required as part of their credentialing process to go through a mentoring process one on one with a more senior coach. So there are three accreditations. So there’s the ACC, the PCC and the MCC. So you would have to engage with a coach, um, at a level above you. Um, and that’s that’s part of the credentialing process. So uh, and then on an ongoing basis, coaches should be coached by other coaches. It allows for reflection.

Kathryn Brooks: Um, you can absolutely observe other skill sets in, in their powerful questioning and active listening kind of watch them, how they do their work with you.

Stone Payton: Right, right. The layers of value in that are just it really is multiple, isn’t it?

Kathryn Brooks: It sure is. It sure is. I mean, you can derive so much, but but it is it is a requirement for that initial credentialing. But beyond that, coaches should engage with a coach. Yes.

Stone Payton: Well, and I’m sure you will if maybe you already are. But we’ll get tremendous value from you being in that role of mentoring other coaches at some point.

Kathryn Brooks: Maybe. We’ll see. We’ll see. Not my primary business right now, but yeah, you never know.

Stone Payton: So that is your primary business. And you very much believe in the whole person, uh, passions outside of the work. What do you do when you’re not coaching?

Kathryn Brooks: Oh, gosh.

Stone Payton: That you really enjoy.

Kathryn Brooks: Writing papers. Um, I’m doing a lot of reading.

Stone Payton: You don’t have a lot of free time. Do you?

Kathryn Brooks: No, I don’t.

Stone Payton: Not now.

Kathryn Brooks: Not too much. Not right now. Um. I love the beach. I love, you know, anytime I can get to the beach, I’m there. Um, yeah. Not not too much free time right now. I’m really engaged with my work and studying pretty much right now.

Stone Payton: That is fantastic. So I’m going to switch gears on you, uh, here just a little bit, and I’d love to. Before we wrap, if we could, to leave our listeners with a pro tip or two. And I want to work. I really don’t want to reduce your work to a cosmopolitan article, but I still wonder if there aren’t just a couple little nuggets that we could share with them for, uh, for producing better results in less time. And maybe it is related to being a better coach in the environment they find themselves if they find themselves ever wearing that hat at all internally. Or maybe it’s, uh, you know, around engaging a coach, but let’s and look guys, the the the best tip I can give you if any of this is striking a chord for you, reach out and have a conversation with Kathryn. But, uh, but between now and then, let’s let’s give them a little something to noodle on.

Kathryn Brooks: I love this question, Stone. Thank you. And it’s really a partnership. It truly, truly is. Um, so so pro tip probably put some some bullet points in the pro tip. First of all, don’t be nervous going into a coaching session. I know that’s hard to say, especially for for people that are high performers. Those of us that like to have pre meetings before we have the actual meeting.

Kathryn Brooks: Those of us that almost shy away from having a meeting if we feel like we’re not prepared. I would discourage that. Um, your coach is inherently trained to listen to, to really engage with you, to be there for you to really immerse him or herself in, in you and the topics you want to bring to the table. I, I always say the client’s in the driver’s seat and the coach is in the passenger seat holding the map. Um, so so don’t be nervous. First of all. Um, you know, put some thought into it. Obviously. Think about what you want to get your coach. Um, opening question first. 5 or 10 minutes. He or she is probably going to ask, you know, what’s top of mind for you today? What’s on your mind? What brings you here today? What brings you to coaching? Why did you enjoy or why did you decide to engage with a coach? Um, maybe thinking through that, you know, taking some time. Um, there’s no right or wrong answer. Bring it to the table. And then third, I’d say, um, you know, be open. Be open with your coach. Um, the coach is not there to ask questions in kind of a ping pong or I’ll say, pickleball match these days.

Kathryn Brooks: Um, the coach is asking questions from a genuine, a genuine sense of curiosity, but it’s not from a sense of, um, nosiness or, um, trying to, you know, just get information out of you. It’s for the, the, the underpinning of the conversation. So, so, Stone, if I were to ask you, you know, what? What does that really mean to you? What what is this studio mean to you? Yeah, I’m curious, but I’m but I’m curious in the way that it supports our conversation. I’m curious in the way that I’m learning something. As your coach, I’m learning about your value system. I’m learning about how you want to serve the business community and that that supports the conversation and it moves the coaching forward. So being open with your coach, bring your values, bring your hopes, your dreams. If you had a bad meeting with someone that day, bring that to the table too.

Kathryn Brooks: Because those examples, those, you know, if you’re someone that likes to to workshop ideas, you know, sometimes you have a high level thought like, this thing has really been bothering me, you know? But if you delve into like, well, for example, you know, I had this meeting with this person today and this is how the interaction took place. You can really dig into that with your coach to to workshop it and to to break it down and to look at motivations and drivers and traits and maybe work styles and maybe how you can make it better.

Stone Payton: Yeah, man.

Stone Payton: Such great counsel. All of it. I like the mental imagery of me holding the map.

Kathryn Brooks: I’m in the driver’s. I mean, I’m in the passenger seat.

Stone Payton: That’s kind of cool. I like that. But one thing that really struck me, and it strikes me as a good skill discipline to have in any productive communication. Your words were, uh, were formed as a question, like asking what’s top of mind? But it suggests to me, you got to meet people where they are. And if you’re trying to have a productive conversation with them about expanding the community partner program or stuff I’ve got going on, the first thing you ought to do is find out what’s going on with them, because they could have something so close to them, they can’t even see past that. To even begin to have a real fruitful conversation about another topic. Right?

Kathryn Brooks: This is true. Oh gosh, that’s the beauty of coaching too, is, you know, we all know that we have certain things worked out in our head. We know what we have to do. Today. You were sharing stone your events of the afternoon coming up. You know what you have to do. You know who you need to talk to, and you know who you need to align with to accomplish what you want to accomplish today, but sometimes saying it out loud to your coach, you may find, wow, I left out a step. Or really, is that really what that person meant when they called me this morning and they were asking to postpone the meeting, you know, so so just saying things out loud.

Kathryn Brooks: Sometimes can bring a whole different awareness.

Stone Payton: So I wonder if the answer to this question, the first three words are going to be after my dissertation. But I’m going to ask you about what’s next. Is it is there a book in you beyond the dissertation? Is there continuing to scale different pieces of your business? What’s on the horizon?

Kathryn Brooks: There’s definitely a book.

Kathryn Brooks: There’s definitely a book in there. Um, I had a not anywhere near a successful I had a small interview series I ran a few years ago. I’d love to get that started back up again. Um, you know, possibly teaching. I’m not. I’m not sure I want to. I’m not sure I want to be a professor. I don’t know, I probably will do some of that, but I think scaling the coaching practice.

Stone Payton: Right.

Kathryn Brooks: Um, I enjoy very much doing the mastermind and the group coaching. Um, so much. I mean, you talk about efficiency and producing better results in less time. Join a group coaching platform. You know, um, there are so many. And, um, you know, you’re one on one coach can probably help with that as well. But, you know, not only getting that experience of working with a coach, but being in that environment of being in a group of your peers and whether it’s a curated group or not, you know, it doesn’t really matter. You’re going to learn something, you’re going to expand your network. Um, you’re going to hear from people from different industries.

Stone Payton: No, that’s great advice. And I suspect you learn a ton from other people, even if they’re, you know, like, I’m the number two man in a pretty successful media company. But to speak to the number five man in a surfboard company, I could probably learn a ton if that person is in the mastermind because, you know, they’re looking at things through different lenses, but yet there’s there’s some, uh, common aspects, you know, that we’re all dealing with some of the same things. I bet that would be incredibly powerful.

Stone Payton: Absolutely.

Kathryn Brooks: And that’s how the ICF defines group coaching. It’s really about, um, you know, different people from different backgrounds with a shared goal. And that shared goal could be success. You know, it could be. It could be just the word success. And success means something different to each of us. You know, um, sometimes we’ll see people that are teetering on retirement or what we would call creative retirement.

Kathryn Brooks: You know, could kind of stay in the workforce, the 9 to 5 arena, but also could go full time retirement. You know, the boat, the the volunteer work, the grandkids, the whole thing.

Stone Payton: Right.

Kathryn Brooks: Having someone like that in a group coaching environment is so powerful because that person brings, you know, not only the corporate experience or the business experience, but kind of the life experience. And maybe that person doesn’t feel as pressured to get that next job. So they’re in a more comfortable space to be able to give feedback.

Stone Payton: Yeah.

Stone Payton: All right. What’s the best way for our listeners to tap into your work? Stay connected and continue learning. Maybe have that conversation with you. Whatever’s appropriate website, LinkedIn, whatever you want.

Kathryn Brooks: Yeah, definitely. On LinkedIn, I’m Kathryn Brooks, MBA. On LinkedIn, my website. She’s her own ceo.com, just like it sounds. Don’t try to put the apostrophe in there. She’s her own CEO. Com. Um, my booking calendar is is a calendly link.

Stone Payton: Oh, nice.

Kathryn Brooks: Calendly.com forward slash. She’s her own CEO.

Stone Payton: Fantastic. It has been so much fun. So informative. Your enthusiasm, your perspective. And when I ask a simple question about a little bit of advice, we get just I mean, just pearls of wisdom coming from you. It’s such an information packed and, uh, thought packed exchange with you, and you do it with such energy and enthusiasm. Thank you so much for coming to join us today.

Kathryn Brooks: Thanks for having me, Stone. It’s been a pleasure and so wonderful that you’re taking this coaching topic under your wing and really showcasing to your audience how to produce better results in less time.

Stone Payton: Well, the pleasure is all mine. All right, until next time. This is Stone Payton for our guest today, Kathryn Brooks of. She’s her own CEO and everyone here at the Business RadioX family saying, we’ll see you in the fast lane.