Welcome And Guest Background

SPEAKER_00 0:01

Welcome to the Leadership Insights podcast sponsored by Co-Fanancial Group. I'm your host, Chad Coe. Success in leadership isn't just about the decisions we make today, it's about the legacy we build for tomorrow. On this show, we talk to the legendaries leaders from around the country who are open to sharing their wisdom, their insights to help us be better. Today we have Ted Wolfe, who I'm extremely impressed with. He's built a 650-person IT staffing business starting with just $1,000 and two people acquired by Iron Mountain. Ted is currently the co-founder and CEO of GuideWise, and we're going to learn a lot about that today, a forward-thinking AI transformation and management consulting firm that bridges the gap between strategic vision and real-world execution. With over 40 years of experience launching, scaling, and successfully exiting multimillion dollar businesses and co-founding Guide-Wise to tackle pilot purgatory, the common pitfall where enterprise AI initiatives stall due to poor adoption. He's also, under his leadership, the firm leverages its proprietary change works framework and SkyTop platform to deliver data-driven, human-centered insights that align team cultures and technological innovations. He's also the host of a popular implementers podcast, and he's a passionate advocate for implementing science and continuously sharing the actionable strategies to help private equity firms, portfolio companies, and enterprise leaders successfully navigate change management in the era of agentic AI. He's also written a book. We're going to talk about that in a little bit. And I just want to welcome to the show and get started, Ted Wolf. Thank you for being here today.

SPEAKER_01 1:53

Well, thank you, Chad. I'm really looking forward to our conversation, and it will be a good one. Thank you.

SPEAKER_00 1:59

And you know what? When it's a good one, you have so many things you've done over the 40 years of your work-life experience.

From 1,000 Dollars To 650 Staff

SPEAKER_00 2:06

I want to go back maybe about 20 or 25 years ago or more, where you took this $1,000 and you built a 650-person IT firm. What fascinates me about that is people have struggles just hiring one employee, two employees, five employees. Share with me, if you will, what is it like to go from one employee to 650?

SPEAKER_01 2:29

Well, when we started out with two employees, it was my brother and I. We left IBM. We started a technical consulting and staffing company. And we didn't really know how to interview or manage people. We didn't know how to grow a business. So everything was learning by trial and error. But the difference, I could not have imagined it that first year of business, what it would have been like, what it was going to be like at the 18th year when we were acquired by Iron Mountain. So there was an awful lot of learning. And what I found was you got to have strong people skills, you got to have emotional intelligence, emotional maturity, and you got to make yourself almost impersonal because you're going to get a lot of attacks and feedback that you don't want to hear that's hard to hear and listen to, but you need to do it because each person that you bring into the organization, you have to create good work for them so they can expand their capabilities and they feel they have a future. And as you do that, the value of your business increases. Then the challenge actually becomes as you hire more individuals. How do I develop systems so I'm not people dependent? And at some point, I can exit the business and get the money out of the business because that's where the real value in money lies. And if I can get that money out, I got a totally different future. If I hire the wrong people, I can't do that. So my money is locked into the business in perpetuity. And that doesn't do me or other or the employees who could share in those rewards a lot of good.

SPEAKER_00 3:58

So in order to have that many employees, you also have to have sales, you have to have income, you have to have repeatable processes. Dude, a line of credit, like like what what's going on inside of you and your brother's minds about the level of risk you're willing to take as entrepreneurs? And how did you get there? Because we started, you said, with two employees, you and your brother.

SPEAKER_01 4:19

Yeah.

Replacing Hierarchy With Rotating Teams

SPEAKER_01 4:20

We started with two employees, my brother and I. We started hiring people, and then we set up the typical hierarchy type of way of managing a business and directing a business. You've got your managers or your senior leaders, then the middle management and your frontline workers. And we found for ourselves that really wasn't the way to organize to create wealth and be able to generate careers that everybody wanted to have that came and joined us. So one of the learning experiences we had was how do we be build a team environment instead of the old hierarchy? The old hierarchy meant that we were liable for other managers to hire the best people they could. And Chad, I'm sure you're familiar. Very often somebody doesn't want to hire anybody that's better than them. So you've already limited the organization's ability to grow. But if you build a team, what we did, and then we created in these teams, and it may have consisted of 10 people, and they didn't have to work on the same projects, all of a sudden we're building our capabilities and our skill sets of good managers within the organization. Because what we did in each team, we rotated the team leadership position. In fact, everybody that was in a team voted on who the next team leader would be for six months. That did away with politics. It did away with all kinds of complications you have in managing people. And before you know it, we started identifying our future leaders because they were good with people skills and they were good at constructive or critical thinking, I'll say. They could understand from a problem from a lot of different viewpoints and perspectives. And that combined with people knowledge, people skills, it really opened the door for a fast growth. And we did have a lot of high years of fast growth, but we hit the recessions, just like everybody else. A recession will devastate your company. So we learned how to time recessions and look for cycles of when we invest before the turnaround comes and how to tamper everything down before the downturn comes. We didn't become, I'm gonna say, world-class experts in it, but we learned an awful lot because our people were really ingrained with the clients. We knew what was coming down the pike, and we had good people who were who were not, I'm gonna say, they didn't have hidden agendas, which a lot of employees have. So in that way, we were able to scale the business significantly and build a management infrastructure that was unique but attracted high-performing individuals. And I can tell you a lot of stories that got us there, both where we lost money and where we made an awful lot of money, and the lessons we learned from that.

SPEAKER_00 7:09

So who came up with the idea? Because it's the first time I've heard this, where you're rotating the senior leaders based upon a vote every six months. I want to hear how you came up with that because I find that to be maybe perfect. Artwork.

SPEAKER_01 7:25

We had, okay, this is a very interesting story in full disclosure here. We had the business, and at that time we had about, oh, I'm gonna say 50 employees. And one of our technical managers, we had the typical hierarchy, decided he wanted his own business. So he starts his own business with several of our accounts and some of our good employees. We had non-competes, we could have prosecuted the individual, but we sat back and we said, we have to own we made some mistakes. And those mistakes were we delegated relationships to our senior managers with our key accounts, and my brother and I did not follow through on the relationships. We didn't develop our own relationships. So we were told one story from the client and another story from our key employees, our managers, or a manager, that particular person. And we were running real fast, and we didn't listen to everybody that was talking to us. So politics took over, hidden agendas took over, and we said, we have to figure out how to end this. And the way we ended it was we said, we're forming, we're doing away with hierarchies, we did away with private offices, we did away with titles. Everybody had one title and it was partner, and it wasn't necessarily a legal partnership, but they shared in the profits of the organization, and they were able, when we eventually did, when we were acquired, every single person got stock options, and it worked out for everybody's benefit. But in doing away with the politics, we said we have to come up with small teams, and those teams are gonna have we're gonna communicate through the team leaders, but we're gonna rotate it because we found out, we thought, and we found out sometimes a team manager or a manager doesn't treat people the best. And here's what I mean by that, Chad. Let's say I, as an individual, never learn how to deal with conflict internally in myself. So I avoid it. So when I have to have tough conversations with employees, what do I do about that conflict in a review or you know, performance review or something like that? I ignore the conflict areas. So I'm not a real good manager. So we found teams would say, if that person's gonna manage me, I better treat them like human beings because next month I may be report, or next cycle, I may be reporting to them. And we found out that was a tremendous way to level the playing field and get rid of politics almost literally overnight. Because a team leader today he was managing people, maybe an individual that you know he's being now reporting to someone else on the team, and everybody becomes more human. And there's an old saying that when there's a fire in the forest, the animals stop fighting. That's what directly directly applied to that situation.

Exiting To Iron Mountain Without Chaos

SPEAKER_00 10:29

So you were able to sell out to Iron Mountain. I'm sure it was a tough decision. You have a lot of employees, a lot of families you're responsible for. It's kind of cool that you gave them stock options. And did did Iron Mountain then allow all the employees to stay on if they wanted to?

SPEAKER_01 10:44

Oh, absolutely. Yeah.

SPEAKER_00 10:46

Absolutely. Just A plus. So kudos on that and kudos on the exit. That's that's great.

Why GuideWise Exists And Who It Helps

SPEAKER_00 10:53

Now you fast forward, and behind your head, you have GuideWise, and you have a whole nother level of work and operations that you're doing. So let's just talk about. You could have retired, I'm guessing, after guide-wise. Not after guide-wise, after your last ITS.

SPEAKER_01 11:09

After the acquisition, yes. Yeah.

SPEAKER_00 11:11

But you're at home, you're like, you know what, I've had enough. I don't have a lot of great hobbies, and and there's another idea that's being proposed. So share with us the the what ignited guide-wise, and then we'll talk about that.

SPEAKER_01 11:23

Okay, so I worked for private equity for two years. And after we were acquired by Iron Mountain, I had young children. I wanted to get to know them as my children, and I wanted them to know me as their dad, who was at home, not in an airplane three, four weeks out of the month, traveling through different offices nationwide. So basically, started doing a consulting business. And I could bring in consulting and coaching, I could bring the senior leadership to new ideas, but they couldn't bring the rest of the company or people with them. So I started developing and understanding more about people adoption. How do they adopt change? How do they process change? So built out a whole training program on helping people at the middle management level and the frontline worker level. How do we adjust to change and how do we communicate change if we're senior leadership to the rest of our organization? Well, all of a sudden, COVID came and we learned one new word overnight, and that was called Zoom. Nobody had to go into the office anymore, and we had a new technology. I looked at that. My son at the time was working for Deloitte Consulting, and we said, let's kind of like join forces here. And then all of a sudden in 2022, 2023, the world changed again with the word chat GPT, and AI came into vogue. So we sat back and said, wait a minute, AI is going to really create an awful lot of change in the market and in businesses and in people's lives. Let's join that technology with the people adoption end of what happens. Because when AI comes in, it creates a lot of uncertainty, a lot of good benefits from it if people learn how to work with it. So we combine those two things together. But ultimately, I wanted to sit back and say there's a huge market out there of individuals who are in their 50s and 60s who own businesses and they don't know how to get their money out of the business. It's all locked into the business. If they could get that money out, they have a different financial way of investing, they have a different way of building portfolios and they have free time. So that's why we put guide-wise together, guiding individuals in how to grow and scale a business. Number one. Number two, how do I apply technology that's going to help me scale the business? And number three, how do I get my people to use the technology who will scale the business? So I can get my money as owners out of the business instead of leaving it locked in there. And today, only 30% of businesses that are up for acquisition actually get sold. That means 70% don't.

SPEAKER_00 14:04

Let me ask you this question Is it guidewise.io is the website, or is it guidewise.ai?ai.

SPEAKER_01 14:11

Beautiful.

SPEAKER_00 14:12

So I'm going to go ahead and change that so we don't confuse the listener.

SPEAKER_01 14:15

Sorry. Okay.

SPEAKER_00 14:16

No, that's all right. So we have that covered. So if we want to find you, it's guidewise.ai and TED at guidewise.ai. Now, leading into this, it's actually, I think it's pretty genius because at the end of the day, entrepreneurs need to get their money out. I'm dealing with a family business right now where with the siblings and the dad, they're all equal partners, and there's so many of them that they'll never be able to sell because the next generation is starting to come into it. Everybody needs to exit, or you need to be able to put away enough money to be able to retire and stay comfortably retired. And a lot of people don't know what that is or how to get there.

Three Strategy Questions For Exiting

SPEAKER_00 14:54

So let's talk about the three questions a strategy must have in order to win and to be able to exit a company.

SPEAKER_01 15:01

Okay, number one, you have to know where you're going to go. What market are you in? How are you going to strategize scaling the business? Because there's a technique to learning how to scale a strategy for growing. Then, number two, you got to make sure you're sitting back and saying, do we have the people and the technology in order to do that? If I can get the people and the technology working and scale the business to get to the point where I have the inherent income or wealth, how do I then get everybody to work in the same unison? So towards the same goal. So what you had said, Chad, was very interesting. You've got three owners, maybe five owners in the business. They have to understand the real wealth of the business is either I keep it in continuity and compound it using AI to build an intelligent business today, which is different than the analog type of business we all grew up in and started running. With AI, I create more intelligence. So then what I can do with that, I can basically then build more wealth. If I can transfer the ownership of the business, I really get it. Then all five people can be taken care of. It's generational wealth you can generate. So the key is being able to, number one, build the business plan appropriately so that you know you can transfer ownership to a private equity firm or someone else. Number two, do I have the systems, the technology in place that I need? And that means the workflow process control. Number three, then I lay AI over top of it. So there are the three tools you really need to do: the business plan, the technology, but you get your workflow, your processes, and everything put in place. And then you actually know how do I transfer this to someone else? I wrote a book, The Intelligent Business Equation, that explains in five steps what is it you need to do so you can transfer ownership, get your money out of the business for generational wealth, and then leave an ongoing legacy with the business for those who are remaining there.

SPEAKER_00 17:12

So you've been there, you've done it, you've seen it. So now I'm in business. I have 100 employees, I'm an entrepreneur, I'm running it myself, I have self-talk, I have monkey mind, and I'm and I don't know who to talk to. So this is your company's role in both taking a company and now implementing who do you serve, what you offer, and the winning proposition to be able to exit and be one of the 33 or 35% of the companies that not only exit but successfully exit.

SPEAKER_01 17:45

Yes, exactly. That's right. So who do we serve? You got to know your market. Number two, what do we offer? You got to have a good value proposition and you know the problem that you're solving, but you can do it in a repetitive manner, not customized offerings to every person. And then number three, you got to know here's the priorities we need to put in place. Do I have number one, all my accounting so that me, epitata number and the multiple are high? And then I got to go through the quality of earnings, and we know that's the big separator because most people fail on their quality of earnings. Yeah. And number two, what I got to be able to do is I got to make sure that I got my business processes locked down. I have my accounting locked down. Now I got process control. That takes me to number three. And that number three priority for success is now I implement AI in it and I start building an intelligent business that can outrun any analog-based business doing things the old way. Number four, I build the context. I communicate effectively for everybody in the business so they know where we're going, why we're going there, what it means to them, and the benefit that they'll get out of it. And number five, then, I said I create all the leadership mechanisms and processes in place so people then can identify themselves. Here's the leadership role I want in the business and the career that I'm going to build. If you can put those five things in place, you are definitely going to win.

SPEAKER_00 19:14

And what I love about this is you've been there, you've done it, you've made it happen. And now, as a consultant, you're passionate about helping other people be able to succeed. And because you've been there done that, you're willing to take their call, interact with them, and see how you could help them because at this point, that's what we want to do.

SPEAKER_01 19:32

Absolutely. And we're working very closely with people like you, Chad, in the financial group. We're working very closely to work association meetings and stuff between us and referrals and things that tailor a program just for your clients and your people. Because this is all tailorable and at the personal level, personality level of the organization, the culture, how we can get in there and help them do that.

SPEAKER_00 19:59

So in people adoption is where every implementation actually wins or loses.

People Adoption And Change Training

SPEAKER_00 20:04

And then we're building a company together, and they have to succeed before we succeed. I I love this together because I find people adoption is really hard. And those people that don't adopt, I don't even know that they know that they're not adopting. They they they they just there's an attitude shift about protecting themselves and their jobs, but yet as an owner, it was always my job to help them make more and be more inside the company. Maybe you could talk a little bit about this implementation part.

SPEAKER_01 20:40

Sure. Let's go back. The classic one that everybody uses is you know, when automobiles became very popular, we made buggy whips for carriages. So all of a sudden, my whole life is invested in making the best buggy whip. All of a sudden, cars come along, they don't need buggy whips anymore. I better learn a new trade. I better learn how to get into this automobile transportation industry now. Same thing's true with happening with AI. I built my entire life about around being a good accountant. But all of a sudden, AI comes in, it can do half your job. Well, what are you going to do? I need to think differently. I need to emotionally react differently. And that's what our training comes in and does for people. It teaches them how to critically think, evaluate the change. Where do they go to take advantage of the change? So the change becomes their friend, not their enemy, and they get adapted to a new career, if you will. But it takes a lot of emotional intelligence because AI, just like quality, lean Six Sigma, lean processes and everything, it makes your company better. AI is going to make your company better. It's going to make your career better, but you're going to learn to think differently. And that's where a lot of people fail. They don't have confidence that they can learn to think differently about their career, but they can. And we can give many, many references on that.

SPEAKER_00 22:02

And I and I love that. And I think that people need to reach out and start having conversations with other people and know that they're going to be okay. I used to be part of an accounting practice where I implemented computerized sales taxes, which took you one to two minutes to complete the entire sales tax. And before that, you had to type in the numbers manually. The tape would be about three feet long, and it would take days, an entire week actually, to do all of them. We got it down to a half a day. But the jobs were still there. The people still made money and they all got raises, but they came into it being extremely upset, just like we talked about. And the world changes and shifts. Let's encourage everyone to change and shift with it. Because what about the fact that maybe you work a little less, but we work smarter? And because we're successful, you actually make more. Like that's what about the positives.

SPEAKER_01 22:53

So let me give you a little example. Before spreadsheets came along, we had calculators and abacus machines and things like that that we used. So all of a sudden, spreadsheets and Excel comes out. So everybody learns how to build an Excel spreadsheet, but they don't learn to think of what that spreadsheet tells them. It's like I get financial statements, but I don't know how to read the financial statement. Doesn't do me any good. With AI, it's going to come in, it's going to build your spreadsheet for you. Now you need to think, what does this spreadsheet really mean? What am I being told about my project management? Why is it always so erratic? It will literally guide you. We build guides in project management for people that will guide them through these different projects they're doing in the business. So they're using AI to become better. The human becomes better, the agent learns and becomes better. Now all of a sudden you're building an intelligent business. Now your career has a trajectory going forward.

SPEAKER_00 23:53

I just absolutely love that. And I love your stories. You're great at the stories because you've lived it, you've breathed it, and now you're here to share it. So thank you for that.

SPEAKER_01 24:02

Thank you.

SPEAKER_00 24:03

I love this one real-world hands-on experience of why AI fails, how AI should be implemented, and what good work looks like in the future. And I want everyone to remember that this isn't just a gentleman who's showing up here today and just talking to talk. He built a 650-person IT staffing firm with $1,000 and was able to have a successful exit. This is no accident. He knows what he's doing. So let's go ahead. Share with us, if you will, about

Why AI Initiatives Fail At Work

SPEAKER_00 24:34

this.

SPEAKER_01 24:34

Okay, so why does AI fail? Number one, AI, if you bring in a Claude or a Chat GPT or a Gemini, whatever it is, and you tell people, just start using it. Maybe a co-pilot from Microsoft. Just start using it and we'll figure out how to do things. So all of a sudden, I am doing better emails, but that doesn't hit the bottom line. I need to embed my AI strategy in use cases that hit the bottom line, and I can see there's a business financial ROI, return on the investment, for each agent that I'm putting in. So I need to make the business prepared. Why also doesn't it fail does it fail? You don't have documented processes. The processes are tribal knowledge or people dependent. They change depending on the situation all the time. So if I build systems and I build processes that are documented, that the same thing, the same steps get repeated over and over, now all of a sudden I also have control of my data and my metrics. So I need to have process control, I need to have control of the data so that AI can get to it. And I lay AI in the third realm, if you will, over top of the data. Now I can get AI working and picking the data. And now all of a sudden I got it grounded in a business context. Now I can show people here's what this change is going to mean to your job. Here's how you do it differently. I'm going to show you. You build A, you build Excel spreadsheets, but now I'm going to teach you how to think about that spreadsheet. And everybody can do this if they apply their own self because people are smart, people are good, people want to do a good job, they want to build a career. Everybody wants that certainty. So that's how you implement AI. And the basis and foundation of that is what I call good work. Good work's got a couple of components. Number one, trust, psychological safety. Number two, clarity. It's very clear. With clarity, I know what I'm doing. Once the processes are documented and I got a whole foundation of good data put in place, I got a lot of clarity I can talk about now and I can justify decisions better. Number three, I got to be able to make sure I'm owning it. I know what I own because it's clear, it's got clarity, and I trust what's going on. Leads me to the fourth area. I grow. I grow internally. I develop a growth mindset. So I'm constantly learning new things, and that's what keeps me young, quote unquote. Young in what I'm doing because I'm always thinking of new things. And the more experience I have, the better my whole growth mindset works because I'm critically thinking through problems that I never had time to do before because I got so many fires I'm putting out every day. With AI, we can eliminate the fires. We give you free time to think about your job, not just execute through rote memory. Now I'm building an intelligent business.

SPEAKER_00 27:38

And you're taking the time to do it, right? So a lot of people I interview, they take the time for meditation, they have morning routines, they actually think about the business and how the future will look. They don't just do the business. So using AI to help us be able to do the business better for future growth, I think is right on the money.

The Intelligent Business Flywheel

SPEAKER_00 27:58

Right. What is the five disciplines that demonstrate if a business is really intelligent? And what do you mean by the human agentic data flywheel of learning?

SPEAKER_01 28:08

Okay. Number one, five disciplines that tell me I'm really intelligent. Number one, I have all my finances in place. I know my EPITAL number. I can plan around it, although EPITAL has limitations if that's the only number you use. But I have all my numbers rely on themselves, meaning I can count on the numbers every month without long explanations by an individual who's doing the reconciliation. So I only have one or two people that understand the financial mechanisms or systems in the business. Number one, I got good business accounting and financial systems. That leads me to number, and I have contracts in place because the numbers have to stand on their own, which means I got all my contracts. They're not written on napkins, agreements aren't inside negotiations and through scheduling and production and things like that. It's all in there. And number two, I have a system that drives business decisions. Meaning, if I'm a manufacturer and I get a contract, I put it into my schedule and it tells me what my scope is. I don't let the scope change as the product is being manufactured. So I have good contracts and good accounting, number one. Number two, I have good systems put in place that can make my decisions for me or guide me in that. Number three, I put my technology in, my AI, and I do it in a way that's going to make everybody more intelligent. Number four, I focus on the context of the business. Many business owners never talk about the real problems facing the business. The change is because of tariffs, the change is because of technology, the change is because of working at home. It creates a different culture, and I don't know how to manage that. That's all context that we talk about, the culture of the business. And number four, how do I build my leadership team so that I constantly have people who can manage my growth? A lot of people want to grow their business, but they don't want to invest in their people because then they have nobody to manage the new growth that's coming in, so they can't grow. So it's a flywheel that doesn't work. What I want to do is be able to bring in, help guide people in the transferability of their business by saying, here's the human part you got to get right, which I described, the cultural part. Then here's how I lay in my agents. The human programs the agent, if you will. It gives it its working orders, just like a job description you would do with a human being. The agent then learns the data and it sees the patterns and the irregularities. It tells the human about that. So now all of a sudden, the human builds the intelligence in the agent. The agent does its work and comes back and makes the human more intelligent. Now all of a sudden, I have a never-ending flywheel. I can do that with one person. Or if I have a company of a hundred people, I can do it with a hundred people. And all of a sudden, the technology is making everybody smarter. They're asking more intelligent questions because they have better data. And that's what intelligence is. I can ask better questions and I can implement the changes that I need to do so my company scales. That's the flywheel of learning.

SPEAKER_00 31:27

So what's awesome is the first time we heard about agents, many people have not, and how they could really change someone's life once you understand how agents work in this whole AI space and world, which is where I would encourage people to speak to you.

Book Release And Final Invitations

SPEAKER_00 31:43

One last thing, I'm so happy for you that you were able to put out this book, The Intelligent Business Equation. But I absolutely love this sentence here that I want to read. This is an elegant parable which reveals a fundamental truth about how companies create lasting value. Scale does not belong to the companies with the most brilliant people. Brilliant people leave, and what they knew leaves with them. It belongs to the companies that we put the knowing into the system where no one can carry it out the door. I have a parable as well, The Auctioner's Apprentice. And I just have a fondness for how it feels and how the book read. It was just fantastic.

SPEAKER_01 32:29

Thank you, Chad. Thank you very much. I'm excited about the book. I'm excited about working with people like you so that we can all benefit. We all win in the long run if we work together. And that's what I'm looking to do. And I very much invite people to ask any question, contact me. I'm happy to help gear and guide anybody through the changes that are coming in developing an intelligent business.

SPEAKER_00 32:54

So, where do we get that book? Is it on Amazon?

SPEAKER_01 32:57

So on Amazon, right now it's just uh on Amazon Kindle. It's the first version of what we're doing is we're getting feedback, making changes. Then we're going to bring out another version and then do the print copy and the the audio version itself.

SPEAKER_00 33:10

Well, yeah, Kindle and Amazon have made it so easy for everybody to write a book. I've now published four, and it's just been great and also very well received. So for those that want my book, Your Financial Dream House, they could actually just go to my website and download it on the front on the home page and be able to read that and learn what it's like. Uh kind of like as a metaphor to being able to see out into their future. Yes. What their dream life looks like. It's it's not even about having money, it's about living your best life, which takes me to my last question for you, which is what hobbies do you have when you're not working? Because at this point, I have a feeling you're working a lot, a lot more, maybe even than you had your former companies.

SPEAKER_01 33:51

I'm working a lot, but I know how to work through systems now versus just being dependent on my own resources. So in working through systems, it gives me more free time. So, what do I do as a hobby in my more in free time? I'm actually synthesizing and integrating a lot more ideas for my next book that comes out. And my whole idea is how do I compliment someone such as you, Chad, who have written a book? And how does my book compliment that? You're talking about what it looks like in the future and what you can do. I'm talking about how you do it. So I complement your books and your philosophy and what I'm doing. So in my spare time, I'm trying to figure out how do I help more people get to that dream that you're talking about using the mechanisms that I can give them.

SPEAKER_00 34:36

Well, we're gonna get you there. So as we wrap up the show, we all know that you could go to cofinancial.com, you could find Ted Wolf at guidewise.ai. This was just a great show. So much insights. Thank you so much for being here today, and I look forward to chatting with you more down the road.

SPEAKER_01 34:54

Thanks, Chad. Really enjoyed the conversation.

SPEAKER_00 34:57

Beautiful. Thank you.