Hiring a Virtual Assistant, Social Media Manager, etc.: How do you know when you're ready and what to consider

Hello, my friend. Welcome back to The Modern Hairstylist podcast. Today will be my second episode of my two-part series about how do you know if you're ready to hire, what to expect and consider. In last week's episode, I talked all about hiring a personal salon assistant, and in this week's episode, I'll be talking about the things to consider and questions you should ask yourself when it comes to hiring a virtual assistant, or a social media manager, or anybody who's gonna be helping you with the background tasks of your business.

If you're in a space where you're spending a lot of time on the admin tasks or any other task besides the actual doing of the hair, and you're feeling the itch to take some of that off of your plate, then this is the episode for you. Now, myself, I have the experience of hiring, training, managing up to seven people within my own business, making tons of mistakes, and learning a lot of lessons along the way. And I've invested a lot of time and effort in education and conversations with my peers who are running large businesses with multiple employees to learn how to be the best leader possible. So get ready, because I'm spilling all the tea that you need to know whether or not you're ready to hire a VA, and the different things that you, you should consider before pulling the trigger.

So, if you're ready to get into it, let's go. What's the tea, friend? My name's Hunter Donia, industry business educator for hairstylists, but my friends just call me Hunty. Whether it be growing your clientele, making more money, or automating and streamlining your systems, in the next 20 minutes or so, you'll be hearing realistic, actionable strategies to create a beautiful career for yourself behind the chair.

So if you're ready to get into it, welcome to The Modern Hairstylist podcast. Okay. So first, I wanna define what this actually is a little bit deeper just to make sure you and I are on the same page. So, a virtual assistant is somebody who's going to be a remote worker.

And, you know, I mean, all of the things that I'm gonna say here may apply to somebody who may be working locally with you who would be doing more admin work. I mean, even a receptionist, right? But normally, a virtual assistant is going to be, like, a remote person from a different state, different city, whatever it may be, who is doing work for your business on the backend. I think that the biggest thing that...

the biggest roles for something like this that we are familiar with as an industry are maybe a receptionist, a social media manager, or just a general virtual assistant. I mean, virtual assistant can literally mean anything. Like, somebody can be a virtual assistant in so many different categories and departments of the business. Normally, if you're hiring a virtual assistant for the first time, a lot of the times people will look for a jack of all trades.

They'll look for somebody who wants to take on all of the roles and all of the different things. I know that that's how I started out in my business. I had a virtual assistant who just did absolutely everything, and now she is very specialized within my business, just doing one part of my department, right? And it's interesting how that has evolved since then.

But normally when you're at the beginning, you have so many different tasks that you're juggling as a solopreneur, it's a little bit difficult to figure out, like, what should I be delegating and what should I not be delegating? And we'll definitely be talking about th- that today. Before we get into that, I would like to talk to you just as a general overall perspective or point, I guess I should say, how do you know if you're ready for hiring anybody to help you in your business? Number one is you should already have a business that's producing revenue, right?

So, you should be making a g- a good profit margin on your business. You should already be bringing in money. Your business should already be producing a fair bit of money that sustains you and the business. And the reason why is because if you're not making money, it's most likely because you don't have the knowledge or experience that you need to make money, right?

So therefore, you need to spend more time learning and executing and putting in your reps to set you up to be a great CEO so you can start making money so you can start delegating tasks, right? Because the thing is, is like, yes, maybe you could hire somebody out who's gonna do it better than you, and that's also what I'm gonna talk about later. You could hire somebody out who's gonna do it better than you who may help you get to start to make money, right? But the problem with that is, is that you lose out on the e- the absolutely s- so insanely valuable experience, and knowledge, and expertise, and training that it takes to be able to at least understand that task on a base level.

And you understanding those things is so absolutely essential and important for your success in the long term, right? So if you just build a business by just passing everything on, uh, off to everybody else, you're not gonna know what success looks like in the role. If you have emergencies that come up, you're not gonna be able to come... uh, you're not gonna be able to throw your hands into the game and fix things yourself if you need to.

And you also are not going to be able to have pro- productive decisions. You're not gonna be able to make great hiring choices. You're not even gonna really know what you're looking for when it comes to hiring within that role. Also, training somebody or passing along the responsibility to somebody is gonna be a lot harder for you.

Plus, you just can't afford it. I mean, like, you literally cannot afford to do this, right? Like, you'd be putting yourself in a hole, es- especially if this is your first time hiring somebody and you don't know what success looks like in the role, then you are going... It's, it's very unlikely that a person is going to get you out of the hole that you're dug into of not making money right now, because you don't even have the experience of doing it yourself, right?

So, you have to o- first off make sure that you have a business that is producing good revenue and that you have a healthy, productive profit margin in order to afford whoever you're hiring. So, that kind of leads into my next point, which is, have you already tried to learn it and do it yourself? Again, learning that part of your, your business, that department within your business, is so freaking powerful. Like, it's so badass to me personally.

Like, it's very c- a, a very big confidence builder for me, that I know if worse comes to worse, if my entire team quit on me, or let's say that my business was, like, freaking just s- like, falling through the sky and it was not doing well whatsoever and I had to just do everything by myself at the end of the day, then I know I could pick up my entire business and I know how to do every single role within it. Like, every single role, at least at a base level. And that is a powerful thing for you to have as a CEO, right? So, have you already tried to learn and do it yourself before you consider hiring somebody who's better than you at that skill?

And have you really put in the reps? Have you really tried and found a great mentor, great education? Have you really been resourceful and done the googling to be able to make sure that you've actually put in your biggest, greatest, baddest effort in figuring out if you could just do this yourself? Because it's really awesome if you can just do this yourself, at least for a little bit in the beginning, to a pretty good degree.

Now, let's say that this is a role in which you have already done it yourself, you already do it pretty well, but it's just something that is taking up a lot of your time and you're just, like, over it and you just wanna hire it out. My next question to you is, have you already tried to delegate it to technology or systematize it as much as you can? So let me talk about these two things. So number one is technology.

We live in a day and age where technology can completely increase your efficiency as a business owner and as a business e- in general, as a company in general. The reason why you are seeing these massive layoffs from these tech companies is because they have the technology and understanding that technology can do a lot of the jobs that these people were doing before in a much faster and much cheaper and much more reliable way. That's the thing about technology. And we think that technology's gonna mess up on us and a human would do it better than technology.

It is not the case. Robots will 100% always beat humans when it comes to efficiency and when it comes to reliability and doing a task over and over and over and over and over again in the exact same way with the exact same energy and production. So, have you tried to look into modern technology, like the o- like the stuff that we teach within Previsit Pathway within my programs to see if it can take some of those responsibilities off of your plate for you? It's a lot cheaper and a lot more reliable and less of a headache for you to first lean into technology to carry things out for you than it is for you to hire a human.

Trust and freaking believe. Humans are unpredictable. They get sick. It's really hard to train them.

They can be really scary to delegate your trust to. They are very, very, very, very, very expensive, if I didn't already say that a thousand times. So if you can save money and achieve a similar result of delegating a task off of your plate by leaning into technology, that is absolutely what you should be doing first. A lot of people will be like, "Oh, I wanna hire, like, a receptionist or somebody to deal with my emails, my phone calls and my texts so they can schedule my clients."

That is absolutely wild. When you have technology that you can use correctly, right? Because that's the thing, is people, people d- give up on technology to take things off of their plate because they don't understand that there are ways to make it work for them, like the ways that we teach in Previsit Pathway, such as online booking and streamlining communication with digital assets, client-only app, a business phone number, et cetera, et cetera, and using the correct verbiage for all of those things, right? You can literally have a business where the communication is so streamlined that it feels easy and it doesn't feel like you have to show up 24/7 and you always have to be texting your clients back and you're always in this hamster wheel of rescheduling and scheduling and doing DM consultations, et cetera, et cetera.

You should have already freaking delegated that entire thing to technology first. If you are wasting money on a virtual assistant to respond to your emails and all of your shit right now, let's talk about how we can delegate that to technology and/or let's talk about how we can take your tasks and systematize them as much as possible to make it so it's more easy for you. So this also, this doesn't just go for client communication. This also goes for all the other tasks within your business.

To increase your productivity, which is something that you should absolutely be focusing on, if you're in a space in your business where you're like, "I need to get back time," before we hire out, let's look at our own business first and, and our own task and the way that we're showing up first, and we should look at the ways that we're going about things. How are we actually spending our time? And are there things that we're spending time on that we can do in a much more efficient way and a much more systematized way? For example, with social media, how can you make it so you have a consistent process that you follow that is reliable and gets shit done as quickly as possible and batches you out as far as, in advance as possible, right?

Like, there are so many ways that you can do that. I teach those in Chief Marketing Hairstylist. So again, like, have you already tried to learn it and do it yourself at a base level? Have you already tried to utilize a much cheaper, more healthy profit margin option that will do it more reliably, right?

And the exact way that you set it up, the way that tr- in exactly the way that you want it to be done, right? Without human error And have you at least, e- even if it is something that you have to do and you can't delegate the technology completely, have you tried to systematize it and streamline it as much as you can? Those are the questions I want you to ask yourself first. My next question that I want you to ask yourself is, do you know what success looks like within the role?

And I talked about this a little bit when I was talking about it's really powerful for you to understand th- the role, understand the job. Because if you don't know what success looks like in the role, you won't be able to measure if you are getting an ROI on this investment or not, right? So you getting money or time back from delegating these tasks and hiring this person is the ma- is the only reason you should be hiring somebody out, right? You should be getting back money or time from hiring somebody out.

And if you don't understand what success looks like in a role, which normally comes from you already having experience doing the role yourself, then it's gonna be really difficult for you to understand whether or not the money that you're spending for this role is worth it for you or not. And that's gonna be really hard when you're trying to figure out how much you should budget and what is a, a reasonable amount of money to spend on this when you're first hiring something out. So, do you understand what success looks like in this role? And what I would recommend that you do is is before you go out to hire, I would do a really diligent job of writing down exactly what you're looking for out of the role.

What is the outcome and the long-term outcome for you to get back from that role when it's done properly and successfully? The best way to do this is by finding the measurables within it, because numbers and facts and things that are c- are, are quantifiable, they don't lie, right? They are absolutely facts and there's no feelings or questions around it So the more measurables that you can figure out when it comes to what success looks like in this role with the ROI that you're looking for, the better. So take some time and sit down and be like, okay, if I hired out for this role and it did really well for me and, like, it got exactly what I wanted, what would that look like?

And what numbers would that do for me in whatever different categories and whatever different KPIs that you wanna measure it by, that you possibly can measure it by? There are some roles where it's really difficult to measure the ROI because it's a very much, uh, time-based role. So like for example, like if you have an executive assistant, this is somebody who's going to be answering your emails and they're gonna be somebody who is, uh, doing your texts and helping you with your schedule, et cetera, et cetera. So it's where somebody who's giving you time back, rightAnd so therefore, it's a little bit harder with them because money, right, is a lot more of a quantifiable and understandable number.

It makes more sense to us as human beings and business owners. But you have to understand that the value of your time is absolutely mind-blowingly important. And so therefore, hiring out to be able to take some things off of your plate for your time, although it's not quantifiable, it can be. I just recommend that you try your best.

Some different ways that you can measure out if somebody is going to be, um, a good ROI for getting you back time is, how did I feel this week? How productive was I this week? How many things was I able to get done that actually grew the business? How many days was I able to take off for my administrative stuff because it was already taken care of?

How much more was I able to get done? Those are some of the type of ways that you can measure those KPIs. My next question that I want you to ask yourself is, are you hiring for a high-level task or low-level task? And my suggestion, from experience and from learning from tons of CEOs and ent- entrepreneurs and reading books about this, et cetera, et cetera, is that hiring out for low-level tasks and going from the bottom up is super important.

Because normally, the high-level tasks, which are the things that actually grow the business, the things that actually make you the most money in the short-term and the long run, are the things that are going to be most contingent on you showing up in them, right? They're going to be the things that are pushed for the most in the quickest way if you're the one doing them, right? Because nobody cares about your business as much as you do. Nobody has much experience and passion abo- uh, about your business as much as you do.

So therefore, if you're spending time in high-level tasks, you're going to be able to grow the business much faster. If you're always spending time in low-level tasks just maintaining the business, right, just chugging along, then you're never going to have enough time to spend on the high-level tasks. So imagine if you didn't have to spend any time always returning clients' messages and scheduling and rescheduling, answering the same questions over and over again, even bringing it up a, a step further, which is like scheduling social media posts, coming up with the captions, and doing basic like story and engagement for, um, your audience, right? Those things, even though social media is a little bit of a higher-level task, and I want you to wait to hire that out until you have your low-level tasks completely taken care of, those are the types of things that will really hold you back from focusing on the big, bad, important things.

And that does not mean that if you hire a social media manager or somebody to help you with your social media that you're going to be completely removed, right? You're going to be able to just focus on the biggest things that make the biggest impact, which is not actually the literal posting and the scheduling and the putting the things together. It's going to be coming up with the ideas for the content. It's going to be getting the actual content, recording it, and making sure that you're staying on top of it and staying on top of trends, et cetera, et cetera, right?

So do you see the difference? Like, there are things that you can do in, let's, for example, marketing, the marketing department. There are things that you can do that are so much more high level that somebody can take a lot of the low-level tasks within the marketing department off of your plate, but you're still showing up in the ways that will make you the most money, right? So normally, the low-level tasks are where you want to start out with.

The lowest level tasks can normally be delegated to technology or systematized with technology in a really beautiful way. Again, we teach that within my programs, and I think it's very important to first focus there because it's the cheapest way to get them off of your plate. I think bookkeeping and taxes are 100% down in the low-level task, uh, realm, so I think that you should absolutely be paying for somebody to help you with that if you're at a level that will allow you to do so. If you're not, then at least use a proper bookkeeping software and have help, or have help with technology to be able to help you file your taxes, et cetera, et cetera, and stay on top of your finances.

And then once that stuff is either systematized or delegated to technology, then you can maybe start to hire out a little bit of help with it. But normally, you'll want to hire out help for the next level up, and that's going to make sure that you're using the most out of your money. You're getting the biggest profit margin for the biggest return, right? And that's really powerful.

So understanding what are the lowest level tasks, the things that are just maintaining the business instead of actually growing it, and, uh, and making sure that you've tried to delegate it to technology, systematize them, then hire them out if you have to, 'cause sometimes you don't even have to. And then what is the next task up that could make me a little bit more money, but I could be spending other things doing within that department or in above departments, right, or in more important departments that actually grow the business, and how can I hire those things out to the lower level tasks? Hopefully that makes sense. Now, another thing that you want to take in consideration is, are you hiring for somebody who will do it better than you, or are you hiring somebody who can take it off of your plate and do it the same way as you, right?

Those are two very different hires, and I think that a lot of the times as entrepreneurs, particularly within this industry because we have to learn so effing much and we have to do so freaking much, the labor of our jobs by itself, like actually understanding the hair by itself, is a full-time job. So then on top of that, we have to learn the marketing. We have to learn to be great salespeople. We have to learn how to be great administrative people.

We have to create client experiences. We have to get education, et cetera, et cetera. It's a lot, right? And so I think that sometimes when we don't feel really naturally inclined with maybe, let's say, numbers, or let's say marketing or sales, et cetera, et cetera, we really want to just get...

Or tech, right? Technology's a big one that I obviously see because it's what I specialize in, it's what I teach. Then we all too often just want to say screw it and hire it out, and that's like the very first thing we want to do because we want to avoid the discomfort, okay? We want to avoid the discomfort.

Let me tell you, honey, I have had to learn Facebook ads, Meta ads, the past couple months, like at a deep, a much deeper level than I ever have before. And can I tell you, it is dreadful to me. Like I was so...... annoyed and scared to actually have to deal with it, particularly at this point of my business where I have learned so much, and I am very experienced in a lot of different departments in my business.

But this was something that I had to actually learn a whole new skill for the very first time in a whi- in a while. And I was so resistant to it and I recognize I was so resistant to it because every time I started, I got very overwhelmed and I got very down on myself and I got very uncomfortable because it was something that I was brand new to. But now I've put in the reps and I showed up every single day and I learned and I looked for mentors who could, who could guide me along instead of just hiring out to somebody else. And now I have this beautiful skill that I can freaking run an ad and make money whenever I want to.

That is really freaking powerful. And I don't have to rely on or hire somebody out or pay money for somebody else to do it for maybe m- me to be able to make that happen. So for people who say, like, "I'm not techy," or the- the word copywriting isn't, isn't something that I'm great at, or whatever it may be, you could be great at it if you put in the reps, if you're willing to get the right education, have a great mentor, and actually try, right? You have to be able to fail and, and deal with the discomfort and, um, and learning a new skill to be able to actually master it.

I know for me, I sucked. I really sucked at hair when I first started. Like, I was bad, bad, bad, bad at hair. Like, really, really, really bad, particularly because I didn't really have much experience with my own, with my own hair, because it was never long like a, like a, like a traditional woman's hair was, right?

And so I would look around at all my peers in beauty school and they'd just be, like, killing it with their blow dries and they knew how to style and braid, et cetera, et cetera. I was so behind, so discouraging, but that wasn't something that I could just hire somebody else out to do. This was what I wanted to do. It's what I wanted to make happen.

And look where it got me to where I am today. And it was through discipline and showing up through the discomfort, being willing to fail and try that got me to where I am today, and now I'm a fricking color educator and I can fricking kick ass with whatever color is, is handed to me and I do good hair now, right? It's the same thing for tech, it's the same thing for marketing, it's the same thing for copywriting. You have to be willing to show up and be uncomfortable and put in the reps to learn a new skill sometimes.

Again, that is what I'd rather you do first Anyways, sorry, I just got off on, on a tangent and rant that's besides the point, kind of. My question goes back to, are you hiring for somebody who would do it better than you or hiring somebody who can take it off of your plate and do it the same as you? Let me talk about the difference. So, if you're hiring somebody who's better than you, if that's what you're considering doing, then you're in a space where this part of your business is a constraint to your growth.

So you have al- uh, so your business is doing well. Like, your business should be doing very well if you're going to be hiring somebody who's better than you already. And there should be already other departments that are doing well, your business is growing. However, you know that if this part of your business that you wanna hire out somebody who's better than you to do, you knew if there was somebody else who was better than you who could take it over, you know that it would skyrocket the business, but you have no idea how to do it yourself and it's worth it for you to spend money on it.

Now, here are the things that come with hiring somebody who's better than you. Number one, it's always going to be a higher price point. You're always going to be spending a fair bit of money for somebody who is really experienced in a specific department or role or f- part of business, right? Um, it's going to be more risky because now you are relying on the growth within that department and all of the tasks that are carried out within this department on that person, right?

So if you lose that person, you're losing somebody who is a key factor to your growth and success and sustainability as a business owner, and that's a little bit scary Hence why, again, like I said, you should have some sort of base knowledge for every department within your business. A great pro is, is it grows the business really quickly because you have somebody who knows what the hell they're doing and they're super experienced. It requires a lot less training and onboarding, so a lot less time off of your plate, right? You can just be like, "Here's the, all the money that you need, here's the budget.

We agree on this, uh, what your strategy is going to be. Here you go, have fun." And you can set expectations for the role with facts, with quantifiable measurements, where you can put the responsibility of the growth of that department completely on that person. So now you are paying this person a fair bit of money and you're saying, "I'm expecting you to get me 10 new client requests a month.

You figure out how to do that," right? Which is really freeing for you as a CEO. That is, like, true freedom. That's how these freaking huge, crazy successful tycoons of business owners are on the beach and, and doing whatever the hell they want to do while their business is running for them and growing at massive scale is because they're hiring people who are better at them in all these different departments and they're saying, "You figure it out."

So, that is really freaking powerful. And be i- and again, you're go- you're going to be able to measure your ROI and you're going to be able to be assured that the money that you're spending on this person is actually completely worth it for you because you're going to be able to hold them accountable to different numbers and p- and carrying out different tasks and taking things off of your plate Now, on the flip side of this, if you're hiring somebody who's just going to take something off of your plate, now I like to call this kind of like a TaskRabbit kind of task. This should be a task that you are already confident in doing. It's just taking up a lot of your time where you could be spending time doing something better that's either making you more money or simply just giving you time back for your personal life so you don't have to work as much, which is completely fine as well.

Normally, if you're hiring a TaskRabbit, this is going to be something that you're just passing off to somebody to do the same at, uh, at the same quality as you or a little bit less. Normally, I know we're all so scared of delegating tasks, right? Normally, what you should be looking for is for somebody who can do it at least 80% as good as you, at least 80% as good as you, ch- up to 100. And normally these people, like, I've seen this within my own company, I've trained a lot of the people within my own business to get to a point where I've trained them, I've been the one kind of carrying them along, I've been the one handing them the tasks and telling them what to do, what to do, but now they have so much experience in that role and now they're learning things themselves and now they're taking the initiative to take responsibility over these things themselves, and now they're coming to me with the ideas, they're coming to me with the strategy They're doing things without me having to tell them what to do, and now I completely trust them to just pop off and make that shit happen.

That's really freaking cool. And that started with..TaskRabbit tasks, right? That started with somebody who could just do it 80% as good as me, right?

So sometimes hiring for somebody who can just do it as good as you is okay, and it s- should be where you're really starting, because a lot of the times that is your low-level task. But eventually, maybe that could grow into a role where, uh, you really trust them and they can just do th- do it even almost better than you, and that should be the long-term goal anyway. But what comes with hiring things off for a TaskRabbit or somebody who's going to do sa- something that's low level or just something that you already feel like you can do pretty well, but you're just gonna pass off to somebody else, is normally this is gonna be a lower price point. This is somebody who doesn't maybe have a crazy amount of experience, somebody who's not gonna come to the s- with a strategy.

They just are like, "Tell me exactly what to do and I'll do it." Right? Um, there's no risk to this, because if you lose this person, then the business isn't riding on them for your success. It requires a lot of time with training, right?

So you're gonna have to really spend a lot of time making sure that this person is onboarded correctly and doing things and executing things the way that you want them to be done, right? And, of course, you can't expect results from this person. You can't expect for them to take this, this part of your business and completely grow it massively and hold them accountable to getting you growth, because it's somebody who you're hiring for a low-level task that is just maintaining the business the majority of the time. So this is going to be something like, um, ad- administrative assistant, where they're just taking your emails and, and your phone calls and your texts.

Um, this is gonna be somebody who's literally just posting on social media for you or organizing your calendar, et cetera, et cetera. My last question for you is going to be, can you afford it? Now, here's the thing. Price range for virtual assistants and administrative work completely, I mean, is all over the place.

I mean, you can expect... I, I've, I've, I've hired somebody for $500 for 60 hours a month, uh, all the way up to, like, $3,000 for 60 hours a month. Like, seriously, like, it completely ranges on the role that you're hiring, how much experience that person has, and also what that person just decided they wanted their price to be, right? So make sure that you're doing price shopping, particularly in the virtual assistant market, because a lot of these people are really just making up their prices as they go along.

And th- you'll find a fair bit of variance, and there's a lot of roles that could be hired out for a lot cheaper if you really looked for it, but could do the same quality of work. Um, but I can't really give you much of, like, a perfect ex- exactly how much money you should budget for this, because it ranges so much. And depending on the role, that all ranges m- uh, a lot as well. My question for you is going to be, how many hours would you get back from this, and what would you be doing with those hours?

And is what you would be doing with those hours worth it for you to pay that much money for, right? So is it worth it for you to spend $30 an hour to be able to spend more time doing things that are growing your business that'll make you $60 an hour, right? Like, if you were spending time on higher-level tasks that were making you $60 an hour, then it's absolutely worth it for you to spend $30 an hour to get lower-level tasks off your plate to spend more time doing the $60-an-hour tasks, if that makes sense, right? So how many hours would you get back, and is that worth it for you?

And that also goes for if you're spending money and on, on hiring to get more time back just for your personal life. Is it worth it for you to lose money in order for you to have more free time in your personal life, to work less, right? And that is absolutely completely valid, and you should be thinking about that for the long-term health and wellness of your business and your life as well too, because we need to take care of ourselves at the end of the day. So, my friends, I jam packed a lot of info into this, and honestly I could go for another 30 minutes if I really wanted to.

This is a, this is something I've been studying and I'm super passionate about and I have to deal with every single freaking day, and I absolutely love it. Like, I truly love being a leader. It's taken me a long time and a lot of failure and frustration to get to a point where I actually enjoy this part of the business. Trust and believe, it's going to suck at first.

You're going to make mistakes, you're gonna waste a lot of money and time on the wrong people. But once you get to a place where you have a fair bit of experience and you've systematized everything yourself so well that you can pass it off to somebody else and you understand what success looks like in the role and it's easy for you to train that person, things can get really freaking beautiful. So I hope that you are ready to hire somebody out. If you're not, don't worry.

That's really exciting, because that means that you just need to get some more knowledge and reps in so you can make more money to be able to get to a place where you can then hire something out, and that's really cool that you have these opportunities to learn more and set yourself up for bigger success in the future. So I hope this episode was helpful for you, my friend. So much love. If you enjoyed today's episode, make sure to hit the subscribe button wherever you're listening to this so that way you don't miss any of them, because I have some juicy ones coming up for you, my friend.

So much love. Peace out, girl scout. Bye-bye.

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