Blue Collar Culture

Business Results the Old Fashioned Way

Laura Posey | One-Page Business Success Plan

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In the popular imagination entrepreneurs fly by the seat of their pants… make bold decisions on a whim. Inspiration and a “go-for-it” attitude are certainly part of breakthrough businesses.

But, says Laura Posey, you mustn’t forget to plan. Without a plan you won’t have a clear path to success, know what you need to do to get there, or even recognize what success looks like. 

Laura says planning shouldn’t take long – just a few hours for an entire year. And your plan shouldn’t take up more than a page. Those limitations, she explains, force you to focus on “the stuff you deeply care about.”

We talk about what must be in a plan, what you can leave out, how to communicate your vision to your team and get their buy-in, and much more.

Tune in to find out…

  • The two biggest – and most dangerous – myths about planning
  • How to maintain your passion for your business and stay motivated
  • The first step to make your business plan (and it has nothing to do with your business)
  • Why the more time you spend on your plan… the worse it gets
  • And more

Listen now…

Mentioned in this episode:

Transcript

Ryan Englin: I want to welcome you back to another episode of the Blue Collar Culture Podcast. I'm your co-host Ryan, Englin and I am here with Jeremy Macliver.

Jeremy Macliver: Welcome back, everybody.

Ryan: All right. So I'm really excited about today's guest. Planning is something that we talk about a lot when working with our clients. And it's been said that if you fail to plan, plan to fail, and our guest today is an expert at creating a plan on one sheet of paper. In fact, she's worked with over 2500 companies from startups to Fortune 100. And one of the things we're going to dig into right away are some of the myths around planning. And I'm gonna let her just jump right into that. So welcome to the show, Laura Posey.

Laura Posey: Thanks for having me guys. Great to be here.

Ryan: So I've got here that you've got a couple of myths around planning. And one of them is that planning takes a long time. And that plans are often, and the other one is that plans are often inflexible. So can we dig into that real quick?

Effective Planning Doesn’t Have to Soak Up All Your Time and Attention

Laura: Yeah, for sure. So, you know, the whole thing with plans taking a long time to develop, I bought into this myself for years and years, and it's the reason I didn't plan for a long time. But after I did my first plan, I like seriously did it in, you know, probably two or three hours because I had just hit the wall and I knew I needed to do something differently. And so I have a bit of bright shiny object syndrome and I don't want to sit down and work through something for eight hours at a time. Like, I get distracted too easily.

So I created a planning process that really takes the first time you go through it, because you're learning how to do everything, takes maybe three hours total for the year. And then every year after that takes about an hour at the beginning of the year in about 15 minutes quarter. So if that's too much time for you, okay, like, you're just not gonna plan. But it really doesn't have to take forever. And one of the things I found is that the more time that people spend, like picking at every little thing trying to get it perfect, the worse the plan ends up being.

Ryan: So perfectionism can be a problem when we're planning. Is that what I just heard you say?

Laura: Oh, yeah, absolutely. It'll kill a plan faster than anything. You know, the whole thing is like, you know, trust your gut. You know a lot of what it is that you need to do. You know, where you want to be. You know, all of our plans start with understanding what your life vision is. Like, what kind of life do you want to lead? And then backing into what kind of business do I have to build to create that life? And I think a lot of us know, like, you know what you want. Like if I sat down and said, You know, like, how much money do you want to be bringing in? And how much do you want to be working?

And how many people you want to have working for you? And, you know, what does life look like? You know, where do you live? Do you have a vacation house? Like you could answer those questions, right? And then once you know what that looks like, then you can build a business that fits what it is that you want to have. I mean, it's like, we always use the analogy it's like building a house, right?

And so if you're gonna build a house, you start with a picture in your mind of where you want to build, right? You think about how many bedrooms and bathrooms and style and all that kind of cool stuff. And then once you're done with that, then you work with an architect and they draw a picture of it and they make it beautiful. They put your ideas on paper. And then once you look at it, go, yeah, that's what I want, then you build it.

You work with the architect to create a blueprint, which is just like how am I going to build this thing, right? It's the details. And that's really what the strategic plan is, is those details. And then once you've got that, then you've got a punch list of who's going to do what when to build this thing. And then you get up on building it, or you hire people to help you build it. And it's just that simple. And so if you can think about this as I just have to do a blueprint for my business, makes it a lot easier.

Jeremy: So Laura, you know, I love that analogy of the building the house and, you know, we use it a lot of times, in our planning too where we talk about everybody wants a custom home, you know, and they want it like, Oh, it's gonna be completely different. But really, it's just the bedrooms over here and the bathrooms over here. And you might want it flipped, or whatever that is. And so I tell my teams, you're unique, exactly like everybody else.

Laura: Exactly. Yeah.

Jeremy: And that allows us to build consistently. We still got to put the footers and we still got to put the foundation, the walls then the roof. We get that mixed up, we're gonna have a lot of problems.

Laura: Exactly.

Jeremy: So I know that you have been fanatical about getting this down to one page. And most blueprint plans I've ever seen about a house are pages and pages and pages. So tell us how you're able to simplify it down to one page.

Laura: So for me, the reason the one-page works is because the plan should be something that you're using all the time, right? That you're referring to constantly. And if it's a million pages, you're not going to do that. The other thing is, is that when you put it down to one page, right, there's certain things that have to go in a plan. And when you force yourself to put it all on one page, you're forced to make really intense, difficult, but incredibly powerful decisions around your priorities, right? You have to choose what you really care about and what's just sort of nice to have, right?

And so, you know, on our plans, we only let people have four goals per year. And people like but I have seven. Like, great, which four are the most important to you? Well, I can't decide, okay, well, we'll work your process to decide. But what we find is that when people have too many goals, they don't get any of them done. And so putting those constraints on things and forcing them into one page, and that doesn't mean that's in a smaller font, because we actually don't let you do that either, right? We need when you're forced to decide, right?

The word decide, the origin of the word means to cut out, right? And so you got to cut out all the stuff that you really don't care about that just sounds like a good idea or might be somebody else's idea of what you should be doing. And what you're left with is the stuff that you really deeply care about.

Jeremy: That's great. And what I've seen is from that stuff that you deeply care about now, we're more passionate, we're more committed, we actually achieve it. Is that what you see?

Laura: Oh, absolutely. We put, the reason we start with the vision is because the vision piece is the why. It's like, why am I building this? Why do I care about this? What's important to me about building this business? It's not just a job where I'm the owner, right? It's something I care about. It's another child. And so when we get that why in there and then the rest of the plan is the how, it really helps you get excited about it every day.

And even when you're doing the difficult things, you're like, it's okay. It's hard, but I care about this, right? You know, it's like using the kid analogy. It's like, you know, raising kids is hard. It's really hard. You get a lot of stuff you didn't sign up for, but you care about them so much that you're willing to do whatever it is to build beautiful children, if you will. And so it's the same thing with your business. Man, when you have that why, motivation is easy.

Jeremy: You know, I see so many business owners And I've been guilty of it myself, of starting a business, getting it going. There was a passion, there was some excitement at the very beginning. But the what starts wearing you out and you get out there a little way and you're like, wow, this is hard. So how do you condense down a person's why, their business why, onto a page? And is it the, is their individual and the business on the same page or no?

Understand What You’re Building

Laura: We don't put the individual on the page. Most of the time because we want people to be sharing this plan with the people that are working with them, right? You folks have to know where they're going. There's a great story, a great parable that I heard is this guy's walking down the dirty old road, this dusty old road, he comes across two guys sit on either side of the road and both guys are sitting there in front of these huge stones and they're just pounding, chiseling away at these stones.

He goes over to the first guy on the left and says, Hey, man, what are you doing? He's like, isn't it clear? I'm a stonemason. I'm trying to turn this boulder into a building block. And he's like, Okay, great. Have a good time with that. Goes over to the guy across the way and he says, Hey, man, what are you doing? He's like, isn't it obvious? I'm a stonemason/ I'm building a cathedral, right?

And it's just that simple understanding what you're building gets people lit up. And so I think people should understand the vision of the company, right? How big is it going to be? How many people are going to be working in it? Who are you going to be serving? Where are you going to be located, right? It's exciting for you too, to look at that every day and to see what am I building, right? It's that picture of that cathedral and looking at that every day and go, man, this is what I'm doing. And so yeah, it fits in a little box because there's other stuff that has to go on that page.

We put core values on there. We put three-year targets which are sort of like goals, but they're way out there. We do one-year goals. We do weekly activities. You know, what are those things that you have to do every single week that are going to help you achieve your goals? So, you know, a lot of times it's the prospecting and the sales and the getting new customers stuff. And then below that, there's the projects that you have to do this year.

And the projects or the change that has to occur in your business that, in addition to your weekly activities, is going to help you hit your goals, right? So if your goals are bigger than last year, you got to do something different. And the projects are the what's different. And it's interesting when you get to projects, right? Like people get excited about those as well. They're like, Oh, I'm gonna do this thing, right? I'm gonna start this thing, I'm gonna do it, I'm going to finish it and it's going to move me closer, right? So that clarity provides even more motivation.

Ryan: One of the things that I coach a lot of clients on when we're building teams and we're recruiting and we're looking for the people that are going to help drive the business forward, it's getting the people that are aligned to that vision. Just like Jim Collins talks about the bus and like, if everybody's aligned with the destination of the bus, they're not going to hop off when we have to take a detour or we have a flat tire or we run out of gas.

Laura: Right. Exactly.

Ryan: Things are going to get tough. But if we're excited about where we're going, if we're excited about building that Cathedral, it's a lot easier to draw people to us and keep up with us. So I love that, and I love the idea too, of having it so that the owner or the whoever is the leader of the business is excited about that vision as well and where we're going.

Laura: Yeah, yeah, cuz I mean, ultimately, you know, the vision, the business vision is aligned with the owner, the leader's life vision, right? This business is a tool to have the life that they want to have, right? To provide all of the things, and one of the things we do that is sort of cool is after you do the life vision, we have a life vision calculator. Because it's like okay, I want all these things. I'm like great.

How much is that going to cost? Because there's no saying, you know, I want like five Lamborghinis in the driveway and then building a $500,000 business because it ain't gonna get you there, right? Like and so it's doing the math and understanding like okay, these are the things they want. How much is it really going to cost? How big a business Do I really need to get me all those things that I want? So sometimes that's scary and sometimes it's exciting.

Jeremy: Yeah, I love the short when you can, the short why are the short vision because, you know, I always think about the bus, what Jim Collins says that's so famous, so everybody using it, but I always think about what I'm, like a touristy place and they got all these buses that go to different places. They've got the sign on the side, if I want to go over to this destination, I get on that bus.

If I want this destination to get on that bus. And that, you know, that's one of the things that we've worked a lot on is helping communicate that externally so that we get to people that say, oh, you're going there? I want to get on your bus versus that bus. So what I would like to dig into a little bit here, is I'd like to hear maybe a story or two of somebody that really tapped into their why, they really got refreshed and recharged with it. And you were able to help them get realigned to it. And what happened with them after that, after they were able to connect?

Work Less and Earn More

Laura: Yeah, so you know, I think a great example of that is my absolute very first client. The first person I tested this out on, my uber guinea pig. He had been in business for about 10 years and he was doing what on the outside looked great. He had about a million-dollar business. Everybody's like man, that's awesome. And, but the problem was he was just in horrible debt. He maxed out all these credit lines and, he was just trying everything that he could think of to grow this business and get out of debt.

He was three years behind on these taxes. I mean, like he was hurting. But he still, like he still had that entrepreneurial thing. He's like, I don't want to go work for anybody. I want to figure this out. And he said, you know, mostly I want to get back to having a life. He said, I'm just exhausted, tired of worrying about all this stuff. He said, I want to be back at that place where my wife and I are going on cruises and I'm able to, he's a volunteer firefighter. He's like, I really want to be chief of my local department. He's like, I can't commit to that. I don't have any time. And he loves racing, he calls them stock cars. They look like junk piles to me, man.

These things are ragged. And he forever recommends them and putting them back together. But that's what he loves. Like the other thing he does, he's got all these cool things he does. He trains search and rescue dogs. And so he had just forgotten that that's why he went into business was to do all that stuff. And the business was just eating him alive. And so when we sat down and we worked through, like, what do you really want? We got him passionate about his life again.

And then we got, we looked at what does the business have to look like to create this, and it had to look very different. And then we put the plan in place. And I literally just turned him loose. I mean, I didn't know I was supposed to like, help him through the year. I was just like go Garrett. Do these things, man. And so at the end of the first year, he emailed me in Houston, he sent me this like three page email. He's like, you won't believe my life now. He was like, we grew the business 65% in one year, paid off. So that's 650 grand in one year, they grew.

Jeremy: That's impressive.

Laura: He paid off all of his debt, paid off his taxes. But the cool thing is he's like my team is running things now and I've got time to go start doing my life again. He took his wife on a cruise, it was the first thing that they'd spent time and money on was something that they could do together. Took him three years, but he got to be chief of his fire department. He's doing the search and rescue dogs. He's racing slash crashing cars all the time. So he did 65% in the first year. In three years he'd grown 400%.

Team totally running the business, opened a second location. He's doing the stuff that he loves to do. He's not disconnected from the business. He still comes in and does the stuff that he enjoys doing. But it's just a well-oiled machine. And it's because he knows exactly what he wants and he got a taste of it again. And also he, you know, part of the motivation is having that how, right? Being able to look at that sheet of paper and go oh, I know how I'm gonna hit my goals this year. And it's not work harder. I sort of leaned to the other side of how can you work less and earn more.

Jeremy: That brings me to a story. It's an old book. It's actually what got the Saturday Evening Post to become a famous magazine. But it was a book of, yeah, it's a compilation of articles that were written, but it's all compiled into a story called The Letters of a Self-Made Merchant. It's a great book. But this merchant talks about his lazy son and super frustrated with the guy at first. And then he started noticing that the guy would always figure out this fastest, easiest way to do it because he was so stinking lazy.

And, you know, they had, there was a butcher shop in Chicago, and this is in the early 1900s, and he got pens, he got all these like rose all the hogs could only go one direction then and then when they all came in, they all just instead of herding them and whipping them and chasing them, he was too lazy to do that. And so when you say that, yeah, I always think of that guy. He would figure out how to get a drawstring and just let that meat slide across the thing.

Laura: Exactly.

Ryan: Yeah, it's interesting. hearing what you were talking about there and just getting that owner focused back on his why. And, you know, you said that business should be a tool, it shouldn't be an anchor. And for a lot of business owners, an anchor is a tool. So often it feels like business owners we have that anchor tied around our neck and we just, we're stuck. And one of the things that I've heard and I love to share with clients is Don't let your reason why be your reason why not.

Laura: Oh, yeah, I love that. That's great.

Ryan: It is. I got into this because I wanted to train the search and rescue dogs. I got into it because I wanted to race stunt cars. I got into it because I wanted to give a lifestyle to my spouse and be able to go on cruises. And I did all of these things. So now I need to work really hard, way too many hours making way too little so that I can go do those things. And if I just work harder and I do more and I just focus on it, eventually, I will have those things.

Laura: Right, exactly.

Ryan: And then we wake up 10 years later and go What did I do?

Laura: Yeah, that's exactly why I built a plan because I had done the exact same thing. And I was exhausted, and I thought, oh my goodness, what am I doing here? Like I have just built a job. And I'm the boss and I'm making all the wrong decisions and I'm having to do all the work. And I'm taking all the risk and I'm making less money than I made working for somebody else. Like, none of this makes sense. And I really, like, I ran away to Sedona, Arizona one year because I mean, I literally left thinking that I was going to go figure out how to close the company and get a job.

Like that was my intent when I left, it was so bad. And I had a business partner that I wanted to kill every single day and he felt the same way about me. So, you know, I don't feel bad about saying that. And yeah, and I really, I literally went away and came back and, you know, I thought I just needed to get a job. And while I was out there, I was hiking in the desert, and I got lost. And I realized after I'd gotten in a really dangerous position. And after I got out I realized, you know what, I had approached that hike the same way I'd approached my business, which was, I'm smart.

I've done this before. Let me just go for a hike, right? And I didn't have a map, I didn't have any water, I didn't have anything. And I just was like, I'm gonna go for a hike in a desert I've never been in. And yeah, and so when I got back I thought this is exactly how I've been running my business, right? It's like, Oh, well, I know how to do this. I did it before in my old job, so, of course, I can do it here, right? I'm gonna be better at it.

Ryan: Yeah, it's so easy to just lose focus on those things and just think, you know, what, if I just do more of what I'm doing now, it'll get better.

Laura: Exactly.

Ryan: Almost was never the case. Like, that's the definition of insanity, you know, doing the same thing I'm doing now and hoping it'll change.

Have Faith In Yourself, But Do So With a Plan

Laura: Yeah, and it's one of the things that I stumped all my clients about is when they're doing their plan updates each year and, you know, they're like updating their activities are something they're like, Oh, yeah, I'm gonna just do more of this. And I'm like so you're gonna just work harder? Like, that's your strategy, really? Work harder? And they're like, Oh, I didn't think about it like that and like, Well, yeah, if you say you're going to, you know, serve twice as many clients, then somebody's got to work harder. Like, where's the planning piece? You know, where's the hiring piece in your plan? And they're like, oh yeah, you know?

Ryan: Yeah. And that's one of the biggest challenges I see with especially new entrepreneurs, is we start working at this and we're like, you know what, if I just put in more time. Like, there's nobody that says, I have to stop. I don't have to clock out anymore. I can just put in more time, I can put in more effort, I can do more.

And then you wake up a couple years later, you're like, and I had a buddy of mine a few, you know, a couple years into business. I was in the business, he's like I'm thinking about starting my own business because I want to work less hours. He's like working 45, 50 hours a week right now and I just, I know I can work less if I go start my business. And I was like 45 hours a week? You're so cute. I remember when I had a part-time job. His is under 45. Like, we blow by that on Tuesday.

Laura: Right, exactly. And that's the thing. Like, it doesn't have to be that way. I mean, when you're first getting started, there's just a lot of stuff that has to be done. Like, let's face it. You know, you're not going to come out of the gate and work 20 hours a week and make a million dollars. Like it's just, it's possible, I'm sure, but I don't know how to do it. But man, if you're still beating yourself over the head and working yourself to death at year three, you need better plan, Right? You need to be thinking harder about your business instead of working harder in your business.

Jeremy: Before I really dove into strategic planning and understanding how to control my business first, let it control me. This whole scenario had happened where I had prior to starting my first business, I had my first son. We went on like several vacations that year, Hawaii, the Caribbean, weeks off. Several just around the states. I think we had all in total, it was like five or six vacations. You know, I started my business at one body shop, had another kid. We went on one vacation that year, greatly downsized.

A year or two passes by I have another kid and I started another body shop and we go for a weekend getaway that year. I told my wife we're going in the wrong direction. This is not working. Every kid that comes along and every business venture that comes along, we get less time away. We got to figure this out. And that's when I dove into the strategic planning and how do I master this? How do I change this? Because I have to get control of it. There's no way. I'm gonna die trying to do it this way.

Laura: Absolutely. And so many people do. And, you know, the sad part to me is, you know, the families, they get neglected because somebody, they're trying to provide for the family and they're trying to make their family life better but they blow 10 years, right? Yeah, and it's like, their intent is so good and their execution is so bad. It's just heartbreaking.

Jeremy: It is extremely sad. And unfortunately, I mean, my family's dealt with it. I see a lot of entrepreneurs that that's the norm and, you know, you got to invest now, that's the mantra, you got to invest now. But there has to be some boundaries with your time investments and strategically, me and my wife had come to some, you know, during that time, we came to some agreements that hey, if I'm gonna put these extra hours in, we had to know what is this going to mean for us? What is that result?

And it starts focusing you to become extremely clear that if I am going to put 80 hours in this week, or in over the next month, why am I doing that? What am I trying to get out of it, so that I don't do that in the next month, you know? And so when we were launching a new body shop, or we were going to take on a new process that was going to simplify the business or help it to scale and we knew what that was, and then I went to working the 80 hours for a few weeks, we all could understand that.

But there had to be a commitment that we were coming off of that and a clear result of what we were getting. And I found that that gave us more balance as we're trying to grow. Because like you said, when you first start out, you do have to do everything. There's not everybody out there that you can send everything to and delegate it all and all that great fun stuff.

Being There For Yourself… And Those Who Depend On You

Laura: Right Yeah, you don't even know what needs to be done half the time, you know? So trying to delegate it would be like, Hey, buddy, here's my credit card, go down to Lowe's and buy some stuff because we're building a house, right? You know, I mean, it's that level of insanity. You do have to do it yourself. And I think, you know, one of the things with the family piece, and I love that you guys made those agreements, because, you know, when you really start thinking about it's not just your absence from the family that's taking a toll on it, it's all the things that you would be doing that now your family has to pick up the slack on, right?

You know, it's all your, if you were there, you'd be doing things. You'd be helping out. There's so much stuff that you would be engaged in. And now you're asking your family to bear that entire burden. And I think sometimes when you think about it that way, you know, you start thinking about, oh man, I'm asking way too much of my spouse.

Like I'm asking them to be two parents and run a household and like, what the heck? That's so unfair of me. You know, and, you know, you're asking your kids to do a lot of things on their own. You know, you're asking them, you're not there to help them with the homework and to figure stuff out. So you're asking them to do all that stuff on their own and grow up by themselves. Like, who wants that?

Jeremy: And sometimes you're doing it even when you're there because of the pressure.

Laura: Right, exactly. Yeah, you're only half there. And that's one of the things that I think is super powerful is when you have a plan in, you know, like, I always use the house thing, right? You've got the punch list, and the punch list gets down to who's doing what today, right? It's not like we're going to show up at the site and we're just going to get as much done as we can, right? Like, we know what we're installing today. We know what our goal is for today. And when it's done, we go home.

And so we use a tool for that. It's called a Daily Success Checklist. And that becomes that daily punch list, right? It's like, What do I have to do today? And when I'm done, I can go home and I can go home with a clear mind because I know what's coming tomorrow, right? I don't have to think about it. I don't have to worry about it. It's all planned out. I just have to show up and execute. And it takes that pressure away. So when you're home with your family, you're fully engaged with them.

Ryan: I think it's remarkable how you work with business leaders on planning, strategic planning, where are they going with the company, but then you pull it back and say, Okay, you got to have a plan for your life. You got to have a plan for your family. Like, this doesn't just stop when you clock in and clock out, especially as an entrepreneur. I've heard people talk about this work-life balance and whether or not it's a myth and I'm of the mindset that my work and life is balanced because it's intertwined.

Laura: Right, exactly. Exactly.

Ryan: You know, work and life, I have to figure out how to work them together. So, if at 10 o'clock, I want to go see my daughter at a play at school, you know, in the morning, then I'm going to go do that. And just know that work might be a little later that night, but I'm gonna make time for blending all that in together.

I've really enjoyed our conversation today. And I know that there are people right now listening, going, Hey, I want to know more about this one-page plan. This couple of hours I need to invest to plan for the entire year. Like almost sounds too good to be true, but I'm willing to check it out. So how do people find you? How do they get more information? And I think you even got something free for our listeners, right?

Laura: I do. Yeah. So if you get, one page on our site that's super helpful, it's our site is simplesuccessplans.com. And if you go to forward slash strategic, the entire plan, the how do you do the one-page plan is there. We have an online course version of it that's 97 bucks, so, and it takes three hours to complete. Like, I don't believe in 80-hour courses.

Ain't nobody got time for that. So that's a place to learn about the whole plan and how to get it done super easy. And then the thing that I want to give you is I want to give you that Daily Success Checklist because it has been the single most powerful tool I've ever used in my life. It's what do I need to do at the beginning of the day to set myself up for success? What are the things that need to happen today so that I can go home with a clear conscience? And then at the, there's a column at the end where you reflect on the day.

It takes about two to three minutes to do the reflection piece. And it's really cool because that's the piece that lets you really step back and look at, you know, what did I do? How did I do things today? Is there anything I'm going to change? Things that I'm grateful for. And it sort of closes out the workday for you. And so when that piece of paper is checked off during the, throughout the day and the last check mark's done, you can go home and know that everything's in place. You're done. You can relax, you can let your mind go and be fully with your family when you get home.

And so, if you go to simplesuccessplans.com/daily, you can get a copy of the checklist. There's a printable version, there's an online version, there's a tutorial video to show you how to fill in each. There's some samples and examples. If you're business owners, when you sign up, we're going to ask you are you a business owner or not. Make sure you check the business owner box so that you get the business owner version of the plan.

Ryan: That's great. So, I mean, such a small investment for such a great return. And we're always looking for return on investment in our business. And a couple of hours and just a little bit of strategic thinking and you can have a plan that will take your business through the rest of the year. It just helps you find that success and get you back to the things that are most important.

Laura: Yeah, we always say you can have it done by dinnertime.

Ryan: I love it. Thank you so much, Laura. I've really enjoyed the time today. I look forward to connecting again in the future.

Laura: Thanks, man. Thanks for having me.

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