26: Brian Gottlieb Live Interview

In this episode of The Huge Transformations Podcast, Sid Graef sits down with keynote speaker and industry icon Brian Gottlieb, the founder of Tundraland Remodeling and author of Beyond the Hammer. Recorded live at The Huge Convention, this conversation pulls back the curtain on how Brian scaled a $3,000 startup into a $150M powerhouse in just 12 years.

Brian shares how execution—not ideas—is what drives success, the importance of building aligned teams, and how inspiration became the rocket fuel behind his leadership style. He digs into pivotal moments, like launching his own home show to outmaneuver competitors, turning old windows into community art projects, and creating marketing campaigns that made customers co-producers in the brand.

Listeners will walk away with practical wisdom on execution, leadership, and scaling—along with powerful reminders that culture matters, discipline drives profit, and belief is transferable. Whether you’re a home service entrepreneur or a marketer hungry for growth insights, this episode delivers high-level strategies grounded in real-world experience.

Guest:

• Brian Gottlieb – Founder of Tundraland Remodeling, author of Beyond the Hammer

  • LinkedIn

   

Resources

• Beyond the Hammer by Brian Gottlieb

• Renewal by Andersen

• The Huge Insider newsletter

• The Huge Insider podcast downloadable action guide

• The Huge Mastermind info page

• The Huge Convention Facebook Community

 

Transcript:

Sid Graef: Hello everyone. Welcome to the Huge Transformations podcast. I’m Sid Graef outta Montana.

 

Gabe Torres: I’m Gabe Torres here in Nashville, Tennessee.

 

Sheila Smeltzer: And I’m Sheila Smeltzer from North Carolina. We are your hosts and guides through the landscape of growing a successful home service business. We do this by interviewing the best home service business builders in the industry—folks that have already built seven- and eight-figure businesses—and they want to help you succeed.

 

Gabe Torres: Yep. No fake gurus on this show. Just real-life owners that have been in the trenches and can help show you the way to grow profitably. We get insights and truths from successful business builders, and every episode is 100% experience, 0% theory. We are going to dig deep and reveal the good, the bad, and the ugly.

 

Sheila Smeltzer: Our guests will share with you the pitfalls to avoid and the keys to winning. In short, our guest will show you how to transform your home service business into a masterpiece. Thanks for joining us on the wild journey of entrepreneurship. Let’s dive in.

 

Sid Graef: Hey, my friends, this is Sid with the Huge Transformations podcast, and this is a really exciting episode for two main reasons. One, we’re recording it live, in person, at The Huge Convention—and generally, you know, we do these on Zoom or something. But today I had Brian Gottlieb, and he was one of our keynote speakers. I got to sit down with him for 45 minutes and really go deep on the questions. I think you’re gonna love it. If you wanna see it on video, it’s on our YouTube channel, so you can check it out there.

 

Brian is the guy that started Tundraland Remodeling. They started as a bathroom remodeling company—started with a folding card table, $3,000, and a borrowed space in the back of a buddy’s warehouse. And in 12 short years, he built that to a $150 million-a-year juggernaut. And when he spoke on stage, it was mind-bending how authentic he was—for a guy that has a private jet and has done incredibly well—but he was down-to-earth, authentic, and is incredibly principle-driven. And that’s what you’re gonna hear during this podcast interview on the Transformation Show. I really hope you enjoy it. Give me some feedback. Without further ado, meet Brian Gottlieb.

 

Sid Graef: It’s Brian Gottlieb at the Huge Transformations podcast. All right—did that feel official? Do you feel like—

 

Brian Gottlieb: It felt great. I loved it.

 

Sid Graef: The old snap the thing.

 

Brian Gottlieb: I loved everything about it.

 

Sid Graef: Yeah. So this is the Huge Transformation podcast—it’s part of The Huge Convention—and the idea of the show is to find people who have, wherever they started, built a level of success. And we wanna hear the story about the journey because everyone can relate to the story, and they’ll find themselves in it. So I’m very thankful for your time. I’m with—for camera world—I’m with Brian Gottlieb, and Brian is the author of Beyond the Hammer—which, and I don’t say this lightly, is an excellent book, and I’ll tell you why in a minute. He also built Tundraland Home Improvements from scratch to a significant nine-figure business before making an exit. And it was very gracious of you to be here and to speak at our conference.

 

Brian Gottlieb: Thank you. Yeah. Great conference too, by the way. If people haven’t been to this, it’s fantastic. The energy’s incredible. Your team does such a great job, and the venue is like perfect.

 

Sid Graef: Yeah. Did you have a chance to, like, chat with some of the attendees?

 

Brian Gottlieb: Oh yeah. I chatted with a lot of people. It’s just so good. You know, it’s so cool because you’ll meet somebody that just got into business or has been doing it for a while, but what they all share is they share this learning mindset. They’re very curious individuals and—and like a lot of blue-collar industries— they share with each other too. It’s not like, “Oh, you’re my competitor; we don’t talk about that stuff.” People are very open as to where they’re at, to create industry.

 

Sid Graef: That’s so good. Yeah, and it’s cool—back home we generally don’t talk to our competitors or have a mastermind with our direct competitors, but when you put a thousand miles of distance between the guy you’re talking to, they’re like, “I’ll tell you everything you want.”

 

Brian Gottlieb: Well, and it’s interesting, because the truth is—it’s all about execution anyway. So you can talk about anything, but ultimately you gotta go back and you gotta execute on it.

 

Sid Graef: Yeah. And that’s the hard part—but talk about that a little bit. I heard somebody say million-dollar ideas are garbage; they’re worthless. You need million-dollar execution. So—are you naturally hardwired to execute? Did you have to train yourself? How do you get it going if you’re not naturally wired that way?

 

Brian Gottlieb: Look, I’m personally a rather driven human being. When I was younger, I certainly ran a lot faster than I do right now. But I also understood early on where my weaknesses were—the gaps I needed to fill in my business in order to execute—and I surrounded myself with really good executors. In all fairness, I didn’t build the business. It was the team that built the business, and I was just along for the ride. Yeah, it was a great ride. It was three different businesses: a business in Arizona, my Tundraland business, and I had a couple of Renewal by Andersen window companies. So it was—but they all flourished. Great team, and a fun ride.

 

Sid Graef: Curiosity question with Renewal by Andersen—when they started doing, you know, we started seeing their marketing in our area several years ago, and it was like the marketing was so pervasive. Did you learn something from Renewal by Andersen that you applied to Tundraland and your other companies?

 

Brian Gottlieb: Yeah—well, that’s a great question. We were a rather mature business by the time we took on Renewal by Andersen. We already had, I probably already had 300-ish, 400 employees. But I enjoyed the way they looked at forecasting the business and some of the metrics they looked at. I thought, “Well, that’s a good idea; I need to replicate some of that.” What they’re really good at, though, as a manufacturer, is they don’t just sell products; they’re in the product and service business. So if you’re a new Renewal by Andersen location—yeah, they’ll sell you windows—but if you need to use their call center, or you need to use their financing team… They figured out where the gaps are in the industry and what holds people back, and they backfill it until you can get it up and going on your own.

 

Sid Graef: Wow. That’s really interesting. So let’s back up and pick up some of the story. The sound bites that we hear about you—this is like, yeah, started from scratch (this is 15 years ago, by the way). Age 50—roughly correct, right?

 

Brian Gottlieb: Yeah, yeah.

 

Sid Graef: A folding card table in the back of a buddy’s warehouse and three grand—and like, “I’m gonna do this bathroom remodeling thing.”

 

Brian Gottlieb: That’s right.

 

Sid Graef: And then when I look at the result 12 years later, I go—there had to be somebody with the pedal to the floor the whole way—gas, no brake. Like that. So give me a couple of context points: why did you start? You were doing something before that—you were at age 50. Was this a second career?

 

Brian Gottlieb: I was doing something before that. I started off, you know, just carrying the bag at the kitchen table and selling stuff since I was a kid. But when I turned about 40, I started my own consulting business where I was doing sales training. And I’ll tell you a story that I don’t usually share with people. The name of the company back then was Silverstone Training—sales training. I worked with companies across the country.

 

What I would do is survey every single sales rep that ever went through one of my training classes. I’d ask questions like: “What’s one word that describes Brian? What’s one thing you learned?” To this day I have this book of surveys, and it’s literally this thick. What I expected to read when I was reviewing the surveys were, “Wow, I learned how to be a good closer; I really learned how to win.” But I kept seeing the words “inspirational” and “motivational.” And I’m looking at this like—all these people calling me inspirational and motivational? I never saw that as part of me. I never identified myself that way.

 

In that moment—which was, by the way, a pivot point in my life—I thought, “Huh. If everybody else is saying that, what if I just do more of that? Then what could my life turn into?” And it was one of the motivating factors when I started the business. I thought, I’m going to build a business that’s an inspirational place to work. I want to inspire my team; I want to inspire the customer; I want to inspire the community. That was really the rocket fuel that allowed everything else to grow. If it wasn’t for those surveys, I’d never have even known it.

 

Sid Graef: That’s really interesting. There’s—gosh, I did the exercise once and it was probably Michael Hyatt or somebody. Email five of your closest friends and say, “What do you think I’m really great at?” And the feedback you get—“Huh, I didn’t realize… I know I do that, but I didn’t think I was any good at it.” The old Scottish saying: Oh, wad some Power the giftie gie us, to see oursels as ithers see us—because we see a filtered version of ourselves through our own eyes.

 

Brian Gottlieb: Right. And how people really see us is powerful—how many people actually pay attention to that?

 

Sid Graef: That’s really cool. Okay—so you started with the idea of leaning into Inspirational Brian, and building a company. Did you start by, like, “I’m an architect; this is what the business is gonna look like and here are the components,” or did you go, “Lights are on; let’s run—we’ll build as we go”?

 

Brian Gottlieb: That was it—I’m building the car as it’s running down the highway. I didn’t have a grand master plan to build a $150 million home-improvement company. What I wanted to do was—at the time (2009–2010)—if you were a $10 million company, you were a whale. Now there are a lot of really big companies; technology has fast-forwarded all that. So my grand vision was: if we can build a $10 million company, we would be one of the largest in the nation. How do we just do that? That was the first stretch goal.

 

Sid Graef: And what was so interesting is once you hit that—

 

Brian Gottlieb: —then we realized we had success with marketing and selling, and what became our wildest dreams for a target started to feel more like our destiny. It was really interesting. Like I spoke at your conference today: once a business gets really good at forecasting targets and then hitting targets with a high level of certainty—and you get your whole team focused on that daily—what makes blue-collar so cool is everybody can have a daily target. If they get really good at hitting their daily targets, and the business gets good at hitting its targets, it gets really fun to build something. Now you just throw cash at it and people at it and you just go, go, go.

 

Sid Graef: When you started building like that—did you share with everyone like, “This is the big vision,” or did you focus on, “These are your daily targets”?

 

Brian Gottlieb: Both. I was very transparent with my financials, because if I need the business to perform, people have to understand their piece—their role in achieving it—both from a KPI standpoint and a financial standpoint. The business has to be healthy, and people were compensated around their numbers. So they had to know the big vision, the team’s vision statement, and everyone’s individual role in achieving it—and why each individual is necessary. There’s not one person more important; we’re going to win or lose together. To get an aligned team that performs at a high level and with consistency—in my opinion—can win in any market with any product, regardless of the competition.

 

Sid Graef: I couldn’t agree more. Who were your first two hires?

 

Brian Gottlieb: My first hire was someone to take on production—because I’ve gotta go out and sell stuff. I’ve gotta make leads, I’ve gotta sell stuff. And I had to come up with very creative compensation structures. I started the business with $3,000; there wasn’t a lot of money to put in. I never put another penny in after that. So I had to create comp structures so I could bring somebody on board and grow with them. First a production person, then another salesperson. I felt I had to hire to my weakness, and then replicate my strength as quickly as possible—because that’s really going to scale the business.

 

Sid Graef: What were the first five years like?

 

Brian Gottlieb: Chaos. And look—chaos can produce revenue, but discipline produces profit. We were figuring out who we were as an organization; how to win. When you have 7, 8, 9, 10 people, the leader can be very connected to everything going on. True for the first couple of years. But once you get to 20, 30, 40, 50 people, now I’m a little disconnected. It’s so important to figure out ways to ensure we’re delivering a great customer journey, we’re hiring the right way, and we’re not terminating people and having them be surprised. All those little things significantly affect culture—and culture matters.

 

Sid Graef: When you were running on that path and learning those things—like, “when somebody gets fired, it shouldn’t be a surprise”—were you figuring that out, or did you assign a leader to go build that lane?

 

Brian Gottlieb: I made the horrible error of having to let somebody go, and they looked at me like, “Why didn’t you tell me I wasn’t working out?” I felt terrible. It was my mistake, and it’s a mistake I promised myself I’d never make again. Nobody should ever wonder where they’re at. This is why performance reviews and one-on-ones are so important. I had to make that part of the DNA of the business, because I didn’t want anybody else to make the same mistake. We’ve never done this before—we don’t know how to lead a business—so we figure some things out as we go.

 

Sid Graef: Was it difficult for you personally—going from a dozen employees where you’re connected one-to-one, to 50 employees you might not even know all of them?

 

Brian Gottlieb: It was difficult. Also difficult was releasing control. There was a time when, sadly, I was the bottleneck of the business. People were waiting in line to ask me a question so they could go do their job—which is ridiculous. I had to learn how to build an aligned team, how to empower them without me being the bottleneck, how to give people authority and autonomy to run their department. That all comes from transparency. If I spend time doing a 10-minute huddle with my team in the morning—even over the phone—that solves the need for a lot of other meetings. It creates alignment. If we’re very clear on what we’re trying to accomplish and everybody knows their role, arriving at the destination is a whole lot easier.

 

Sid Graef: Wow. As the growth trajectory continued—did it hockey-stick or was it steady?

 

Brian Gottlieb: It was a run.

 

Sid Graef: Did you have to re-introduce yourself to your wife after a few years—“Hey, it’s me”?

 

Brian Gottlieb: Exactly—“Hey, it’s me; I haven’t seen you in a while.” She would walk in and look at all these crazy, energetic people running around like, “I don’t know what you guys are doing, but keep doing it.” The year was 2014 when the business really exploded. We were probably doing $8–10 million a year, and I had maybe 10 sales reps, plus or minus. We were getting ready to go into home show season. There were a million companies doing baths and sunrooms, and I’m like—“We’re going to compete with all these people; we’re gonna get our butt kicked.”

 

So I said, how do we win without fighting? What if, instead of waiting for home show season, a month before that we put on our own home show? And I mean—we go crazy. I bought a building that ended up being our warehouse and converted it to our very own home show. I set up every product like its own store. I brought in a couple of other non-competing companies to fill it up, and I promoted “The Tundraland 50% Off Home Show—going on now.” Big, big campaign; I spent a lot promoting it. People came. We wrote like $650,000 in business off that three-day show.

 

In that moment I realized—holy smokes—we can market our way into this business. If I get aggressive on marketing, and if we have a good process to manage leads, close sales, and install properly, we can keep cranking that marketing valve—and there’s no stopping us. That taught me we had a good business.

 

Sid Graef: That’s outside-the-box—how about a different box: “Let’s make our own home show.” Phenomenal. Was it around that time you came up with Sing in the Shower?

 

Brian Gottlieb: Shortly after. Instead of setting up shower displays with soap and towels, we put musical instruments, microphones, and speakers—and got people to sing in our shower—and send a kid to music school. We always looked for ways… In 2008–2009 it was very difficult for a lot of people—great people lost their jobs. I remember sitting at kitchen tables and people saying, “I don’t know if I’m gonna have a job tomorrow.”

 

We wanted to not have that type of company. We wanted to build a brand woven into the fabric of the communities we serve. A company that could do well and do good—to make a decent profit, but do so decently. So we looked for cool ways to impact the communities and the individuals in them. It became our point of differentiation—and it made the customer a co-producer in our business.

 

Sid Graef: Where you largely the creative driver—“Have people sing in the shower”—or did the team spawn crazy ideas too?

 

Brian Gottlieb: We ran no-bad-idea brainstorms. Things like Windows for a Cause—instead of throwing old window sashes in the trash, give them to local artists and community members, ask them to turn them into art pieces, then once a year display them and do a public auction. All the money raised goes to help someone in our community. It started as: if I donate to a nonprofit, you write a check and it goes over a river—you never see the result. We believed if you can make a positive impact in the life of one individual, that’s how we can take part in changing the world. And how can I get everybody in the business to participate—versus just writing a check? Get every single person to feel like, “We’re building something cool here.”

 

Sid Graef: Did everybody end up taking part?

 

Brian Gottlieb: We got the whole team involved. They’re proud of it. People want more than a job; they want a career path and to feel like they’re having an impact. Families are proud that their spouse/parent is working at a great organization that does well and good.

 

Sid Graef: Did the level of success—revenue and all—surprise you?

 

Brian Gottlieb: 100%. The business was constant growth; we never had a down year. Challenging years? Yes. Years we didn’t make any money? Yes. But never a down revenue year. We learned to be excellent at not just selling, but making money at it—chaos produces revenue; discipline produces profits. As the business grew to 200, 300, 400, 500, 600 people, lots of locations—I had great managers with P&L responsibility. But as I got older, I started to become more risk-averse.

 

Sid Graef: Were you surprised by that change in yourself?

 

Brian Gottlieb: I was—and that’s when I knew it’s time for me to do something else. A business needs a driven entrepreneur who’s going to push the limits. That was one of the motivating factors for why I sold my businesses. Also—if I get hit by a bus, do I want my wife to run a massive home-improvement company across multiple states? No. And I had a great team with strong legs—give them a chance to go run.

 

People ask, “Why did you open all these locations or take on products?” I’m a big believer you build a business by building people. When you focus on building talent and bench strength, you’ve got two choices: give them opportunities or you’re going to lose them. I’d open another location or add a product if one of two things happened: (1) the team was itching for something to do, or (2) the cost to generate a lead in an existing product became saturated in a market—time to open another one.

 

Sid Graef: Did you ever feel, “Is my dream big enough to accommodate the growth of this team?”

 

Brian Gottlieb: I felt the team would rise to the occasion of any dream we had. Nothing was too big or too bold.

 

Sid Graef: Were there times your key leaders said, “Are you out of your mind?”

 

Brian Gottlieb: Funny story—Windows for a Cause. I had a crazy idea: we set up 100 windows… I wonder what the world record is—let’s set a Guinness World Record. I cold-called Guinness. They didn’t have a category but loved the story. They said if you display 1,500 painted windows, that would set the record. We set up 100; not 1,500. That’s two tractor-trailers of windows. I rented a giant exhibition center, filled it with plastic folding tables as far as you could see, paint, and window sashes. Two tractor-trailers came in. My wife—God bless her—was one of the painters; she must have painted 80 windows. We invited the entire community; the news media covered it. A weekend of window painting—people brought kids and grandkids. We set the Guinness World Record. Some ideas were “Really? Are you sure?”—but we did it.

 

Sid Graef: No way you could have thought at the start, “We’re going to set a Guinness record for window painting.” Amazing. Now—since you’ve exited, you’re teaching more, you published a great book. It’s been very beneficial to a couple people I know—me being one of ’em—with the key concept “belief is transferable.” I was waiting for my team to believe on their own instead of me giving them the juice.

 

Your maxims—like “chaos produces revenue; discipline produces profit,” and your five core principles (belief is transferable, etc.)—were those pre-installed, or how did you develop them? Do you naturally speak in sticky, repeatable phrases?

 

Brian Gottlieb: I wanted to understand—not just have success, but why we were successful. As we grew, we had to form core beliefs. If we’re going to bring on people who’ve never done this, then we must grow them. For that reason, belief is transferable—it’s our responsibility to teach, train, and believe in them. When people can associate what they’re supposed to do with a phrase, it’s stickier. The book has been great.

 

Now that I’ve sold my businesses—I’m grateful every day that I can make a positive impact. I believe the best way I can do that is through the blue-collar entrepreneur. That’s my path to impact—because when they do well, the ripple effect is tremendous.

 

Sid Graef: And now, with AI—everybody thought robots would take over toilet cleaning first, but it’s white-collar creatives getting rocked (ad copy, etc.). Mike Rowe said we’re 500,000 electricians short. The blue-collar mission for The Huge Convention is to help our blue-collar brothers and sisters build a better business.

 

Brian Gottlieb: It’s great that 17-, 18-, 19-, 20-year-olds can start a business with a little chutzpah, a pair of knuckles, and the willingness to knock doors. It’s the next generation. It’s enjoyable to watch that energy. It’s promising they’re doing the right type of business the right way.

 

Sid Graef: A contribution like yours—with a book and your teaching—gives people a how. Not a single blueprint works for everyone, but you highlight the significant things. Our friend Dan Gibbons said, “Have you heard of this book?” I read it on a flight. It starts with a story—a business parable—so I got sucked right in.

 

Would you share a story—someone impacted by you/your company/your teaching—who came back around?

 

Brian Gottlieb: Yes—all the time. Of all the business stats—net profit, revenue, lead gen—my favorite is this: close to 40 people who used to work for me now have their own business. I love that. And they’re doing it the right way—and mentoring others. That’s legacy.

 

Sid Graef: Look into the future—you’re not going to just golf. What’s next?

 

Brian Gottlieb: I’m working on another book. This one’s been wildly successful; I’m heading to London in September because it’s up for an international book award. It’s been a great ride. Here’s a little insight: People love fiction series (e.g., Jack Reacher). It’s never been done in nonfiction as a business parable series. I’m writing a Marty Gold series—the mentor from Beyond the Hammer. Marty meets another person who needs mentoring (next book is sales). My plan is to continue writing these business-parable series.

 

Sid Graef: Brilliant. Have you publicized that?

 

Brian Gottlieb: I’m just starting to talk about it now. Trying to shake it up—if everyone is going this way, how about we go that way?

 

Sid Graef: For our listeners who want to build a better business—what’s your parting message?

 

Brian Gottlieb: It starts with building a better you. If we’re going to build a better business, we have to become a different kind of leader—and that leader is inside you. It comes from igniting the passion of the people on your team, because you can’t build a great business by yourself. The lid of the business is connected to the lid of the people on the team. Commit to building people, helping them develop, getting them to believe in themselves, getting them involved in a vision, helping them set targets, achieving targets together, learning when you miss targets.

 

People say “work on the business, not in the business.” Look—you’ve gotta be in the weeds in the beginning. But really, you want to be in the hearts of the people on your team. Help them and join them on the journey of figuring things out. Don’t let life get in the way—upset customers, a bad hire… We all make those mistakes. You can have a bad hire; it doesn’t mean you should stop hiring. You can promote someone and it doesn’t work; it doesn’t mean you should stop promoting. Believe in your team; give them something to believe in—and believe in them back. Your wildest dreams will start to feel more like your destiny.

 

Sid Graef: Wow. Landed that one. We’re good. Thank you—thanks for your time again.

 

Brian Gottlieb: Thank you. Congrats on a great show. What a great conference you put on—fantastic. Great people, great energy. You make such a positive impact in this community, and I thank you for what you do.

 

Sid Graef: You’re welcome. Thank you so much.

 

Sid Graef: Hello my friend, this is Sid. Thank you again so much for taking your time to listen to today’s episode. I hope you got some value from it. And listen—anything that was covered, any of the resources, any of the books, any of the tools—anything like that—is in the show notes so it’s easy for you to find and check out.

 

Also, I want to let you know: the mission for The Huge Convention and for this podcast is to help our blue-collar business owners—like you and I—to gain financial and time freedom through running a better business. And we do that in four ways.

 

Number one is our free weekly newsletter. It’s called The Huge Insider. I hope you subscribe. It is the most valuable newsletter for the home service industry—period—paid or otherwise—and this one’s free.

 

Next is the Huge Foundations education platform. We’ve got over 120 hours of industry-specific education and resources for you, and every month we do a topical webinar and we do Q&A with seven- and eight-figure business owners—and it’s available to you for a $1 trial for seven days.

 

Next, of course, is The Huge Convention. If you haven’t been, you gotta check it out. It’s every August—this year it’s in Nashville, Tennessee—that’s August 20th through 22nd, 2025—and it is the largest and number-one-rated trade show and convention for home service business builders. We’ve got the biggest trade show so you can check out all the coolest tools and meet the vendors and check out the software to run your business. We’ve got world-class education and educators and speakers that will teach you how to run a better business. And it’s the best networking opportunity that you can have within the home service business.

 

And then lastly, if you want to pour jet fuel on your business, check out the Huge Mastermind. Now, it’s not for everyone—you gotta be at over $750,000 of revenue, and you’re building toward a million, 5 million, 10 million in the next five years. It’s a network, a mentorship, and a mastermind of your peers, and we help you understand and implement the Freedom Operating System. We can go into more detail, but you can get all the information on all four of these programs—and how we’ll help you advance your business quickly—just by going to thehugeconvention.com and scrolling down—click on the Freedom Path. Or, of course, you can find the links here in the show notes.

 

Sorry—I feel like I’m getting a little bit wordy, but I just want to let you know of the resources that are available to you to help you accelerate and advance your beautiful small business. So keep on growing, keep on learning, keep advancing. And if you liked the show, go ahead—if you would—take 90 seconds and give us a review on iTunes, then subscribe and share it. It would really mean the world to us. It would help other people as we continue our mission to help people just like you and me. So thanks again for listening. We’ll see you in the next episode.