Carol Cox: You probably have a story only you can tell
because you are the messenger.
Your audience is waiting for.
Hear how my client, Wendy Romeu,
decided to share hers on this episode of the
Speaking Your Brand podcast.
Hi, and welcome to the Speaking Your Brand
podcast. I'm your host,
Carol Cox. Today my guest is Wendy Romeu,
who we have worked together since 2017.
I can't believe it's been over nine years.
And this is the first time Wendy has been on
the podcast. So this is a long time coming.
Wendy is the founder and president of a
project management firm,
but it does a lot more than project
management, cyber security,
engineering, all kinds of stuff called
Alluvionic, which she founded in 2013,
and it has grown to having over 100 team
members today. It's based over on this base
in the space coast of Florida,
here in Brevard County,
in the Melbourne area.
And Wendy is such an amazing leader and
manager and CEO of her business.
She has been recognized as an SBA woman owned
Small Business Person of the year for the
South Florida District in the state of
Florida. She's also been acknowledged as a
rising women entrepreneur in Florida.
She's been recognized as a business leader of
the year for herself and the incredible
culture and team that she has built.
And so Wendy and I have worked together one
on one. She also attended a three day
speaking Your brand in-person retreat that we
held back in the beginning of 2024.
So it was great to have her there with us and
the other group of women.
But then something happened just a couple of
weeks after that retreat that obviously
surprised everyone.
And so I want Wendy to come to talk to us a
little bit about what happened,
but the lessons that she learned from it,
but the lessons that also prepared her for
what happened prepared her business for what
happened. So no matter if you're a
solopreneur, it's just you.
Maybe you have some assistance or some
contractors, or if you're growing a team,
we all need to have a resilient business and
really a just a resilient life in general
because we never know what's going to happen.
So Wendy, welcome to the podcast.
Wendy Romeu: Thank you for having me here.
Carol Cox: All right. So let's go ahead and dive in and
tell us a little bit about what happened in
two years ago in March of 2024.
So I'm going to have Wendy kind of just share
the story because Wendy sharing the story is
going to then help to lead us into the rest
of the conversation we're going to have today
about how do you know when it's time to tell
a story about a situation that happened to
you? How do you take that story and
universalize the lessons for your audience
and how to sharing a story like this change
you both personally and professionally.
So we're going to get into that conversation.
But first, Wendy, please tell us a little bit
about what happened.
Wendy Romeu: Absolutely. So early 20,
24, I had done a major reorg to the
organization and basically separated the
organization into three different business
units and hired or promoted five brand new
leaders. I was about to have a offsite
retreat, but first decided to go on a family
vacation with a five of our six adult
children. And while we were in Puerto Rico
while we were there, my husband saw some
paramotors and he was doing Paramotoring in
Brevard County in Florida, where it's flat,
and decided that he would try it in Puerto
Rico. Um, he, he rented the equipment.
We went out, he went up and things weren't
going well. The winds were bad.
The equipment wasn't his equipment.
Uh, it just wasn't it wasn't a good
situation. So when he came down,
unfortunately, he had a pretty bad landing.
He, uh, he landed, he bounced off the ground,
broke his femur and landed face down into a
ditch where the paramotor broke his back.
The instructor that was there, Abel,
was able to flip him over and so he didn't
drown. So that was great.
And we spent about a week in Puerto Rico,
um, where things just got from worse or from
that bad to worse.
And, uh, ultimately had to take him out of
Puerto Rico on an emergency flight to Miami.
Um, we, he was, uh, we did find out that he
was paralyzed and he is now still paralyzed
from the waist down. He's paraplegic.
Um, in Puerto Rico.
We spent a week there,
uh, had to let my team know and then also
have them basically take over the reins.
Even though I was checking in periodically,
they had to quickly, uh,
rally around each other and rally around this
brand new team to keep iluvien running.
And even today, a lot of our customers don't
know everything that happened.
We went to Miami, found out that Miami was a
spinal cord injury of excellence,
one of 12 in the United States.
So we ended up staying in Miami for seven
months so that he could get,
you know, recover and get the the,
the full medical benefits of being in a place
like that. During that time,
you know, I would check in with the office I
was, we had systems in place already that
allowed the employees to know what they
needed to do when they needed to do it.
Um, and I would say that we,
uh, fortified the organization before we
needed to, to do that.
Um, by focusing on processes that needed to
be improved throughout, throughout the life
of the organization and,
um, continuously making forward progress.
When the accident happened and before the
accident happened, and even after, so because
we had our culture in place,
we were able to continue with the
organization. And that first year,
we actually grew 28%.
So not only did the company survive,
it thrived while I left.
And really the big deal is we had everything
in place. So when something happened,
it could just keep going.
I didn't have time to prepare.
You know, I didn't know this was going to
happen. Oh, I have a week or two or a month
to prepare so that when I'm gone,
I mean, I was gone in an instant.
So, um, but now we're back and things are
better. He's doing great. He's back.
He he helps run the technology side of the
company. He's back running that and,
and the company is doing very well.
Carol Cox: Well, Wendy, thank you for sharing that.
And it is amazing to me that again,
as the CEO and you have this leadership team,
like you mentioned, many of them were just
coming on board initially,
so you hadn't even met some of them yet,
much less getting them all plugged in and
that they were able to,
just like you said, take the reins and then
have the business actually grow in revenue.
That year is really a testament to the
culture and the systems that you had built.
And I know we worked on your talk that you
recently delivered. And one of the things
that really, I think what surprised me and
surprises people in your audience is how you
thought about culture and HR from the very
beginning. So can you share a little bit
about that?
Wendy Romeu: Absolutely. So, you know,
people are surprised that when I only had six
employees, I hired my first full time HR
person because I knew that culture had to be
built from the ground up.
It's very difficult to change culture or fix
culture when you have a lot of people. And
the vision was always to have a lot of people
in in many different states.
We're in 17 different states right now.
And, um, culture has always been part of our
strategy and it's always been a focus every
single year as part of our strategic plans
and in our strategic projects throughout the
year. So by doing that,
I do think that, uh, and it's hard to,
it's not tangible, right?
It's not, it's not necessarily something that
you can see or feel.
It's what you feel, but it's not something
you can see or touch.
And when I left, that could have really
broken the company and people could have been
infighting, who's who's,
who has power, who's doing what.
But because we had the culture in place,
really everybody rallied around everybody.
And it was really amazing to watch from afar.
And even coming back in,
there's still that culture is still there.
And that couldn't have happened when I left.
It had to be built all those years before.
Carol Cox: Right, exactly.
And, and same with the systems that you had
in place in the, the different frameworks
that you use and, and the systems that run
the business, not just the systems,
you know, software systems and things like
that, but how people make decisions.
Because as a CEO, I'm sure that everyone
likes the leader to make the decision because
then they don't have to be responsible for
it. But how did you manage over the years to
remove yourself from having to make.
Having to be the one to.
To make all the decisions.
Wendy Romeu: Great question. So we implemented iOS,
which is just a framework. There's a lot of
frameworks out there. That's the one I
resonated with many years ago,
and it has an escalation process.
It has decision making framework around it
all. We also made sure that we let people
know they can make decisions based on our
core values, and they can't make a bad
decision as long as they made it based on
those core values, I can fix anything as long
as it was based on those core values.
So we had all of that in place and really
nothing changed when I left.
The only thing that really changed is
everything filtered through my CFO who had
just hired, you know, half a year before
that. And him and I would talk daily.
And those questions that he couldn't deal
with are needed just to inform me of.
He would tell me and we would we would talk
about that. But those were.
And the very beginning, that wasn't even like
a regular scheduled time. It's just whenever
I can reach out to you, I will.
Type of thing. So nothing changed.
Everything just kept running.
And they would keep me informed or wait and
ask me questions when I needed,
when they needed to. But nothing stopped.
Everything just kept going.
Just like. Like I was there.
Carol Cox: And I think that for so many of us who have
businesses and I have a very, very small
business, especially even compared to yours,
Wendy, is that we that,
you know, the CEO or the leader,
we are the bottleneck because either everyone
wants to come to us to get that sense of
approval and validation or to make sure that
whatever decision that they want to make is
the, is the right one, quote unquote, right
one. So we are the bottleneck because of
that, or we are the bottleneck because we
like making the decisions.
We don't want to let go.
We like, you know, being in being,
oh, I'll speak for myself knowing what's
going on, right? Like, what is everyone
doing? Okay, sure.
I can help with this. Okay.
Sure. I can see what's going on with this. I
want to know what's going on on this side.
How? As you were building your company,
how did you manage to let go?
Or was it easy for you to do that?
Wendy Romeu: That is the hardest part for sure.
So building the company to where I wasn't
involved in every single decision was key.
So I first realized I had to hire the right
people. You know, you have to make sure
you're hiring competent people so that you
feel comfortable letting go, delegating,
making sure that people understand what they
are responsible for and what they're allowed
to make decisions on is really, really
important. And working on myself to let go
has been a work in progress, and I'm still
doing that today. And even my leaders
struggle with that as well because they need
to delegate down, you know,
to their people. I would say that's the
hardest part in building a resilient
business, because it takes time to build your
own confidence that they're going to do
what's right. And that you don't just come in
and fix everything. You know,
try to try to try to answer everything.
Because if you continue to answer them or
give the answers, they're going to always
come back to you. So sometimes there is a
problem where I do have to dive in,
and I will dive in deep and stay with the
team until it's, it's either resolved or
we've decided how to resolve it. But the big
important thing is for me to get out.
If I don't get out, you won't get out.
You will stay in there forever because they
will continuously ask you the questions
because you're standing there. So get in,
help fix things and get out.
But the key is getting out and that's with
the day to day. That's with when there was a
problem. You have to get in. And if you don't
keep reminding yourself of that, you get
stuck into the well, I can just answer,
it's faster if I just do it.
And you have to train yourself and
continuously remind yourself to get out.
Otherwise it won't.
It won't happen.
Carol Cox: So talk to us a little bit about how how did
you feel when you knew?
Well, I guess, you know, for the first week
when the accident happened, obviously, you're
spending so much time just focused on your
husband and making sure that he's getting the
care that he needed and figuring out what
that care would look like, and then getting
him to Miami. So you're, you're focused so
much on that. Did you did you just assume
that your team had it like they had the
business handled and you didn't have to worry
about it? Was there a part of you where
you're just like, okay, I feel like I should
be checking in more with my team to make sure
that everything's taken care of. Like, how
did you balance that?
Wendy Romeu: That was very difficult in the very
beginning. I didn't have time or the energy
to. I just had to trust that they had it.
I didn't have the ability to to.
I checked in as much as I could and I,
I didn't have the ability to do anymore,
so I had to give myself grace there.
When we got to Miami and especially after he
was out of ICU and, and and out of inpatient
Where I was actually living in the hospital
with him for those four weeks.
And we moved to the apartment, and then he
was an outpatient for all those months.
That's really when that transition happened
of when I started feeling super guilty about
not being there more.
And I was able to engage more during that
time, but I still had to watch my energy and
watch that I wasn't I wasn't doing too much
so that that balance was hard for the entire.
We were in Miami. And even now it's just
something that founders and CEOs do.
We want to be involved, like you said, in
everything. So even now that I'm back,
I have to restrain myself to say,
nope, they've they've got it.
And, uh, it's it's hard even now,
even though they were doing it all for a long
time, I still find myself saying,
they've got it, they've got it. So,
um, that that's a internal,
uh, message that you have to let yourself
know that they do have it.
And if they don't, you've got to let them
fail occasionally, right?
And they're going to learn and usually they
won't do the same thing twice,
the same mistake twice.
So just giving them the,
the leeway to take, you know,
take the reins and to,
to succeed or to fail and to learn,
just like we did when we were going up in the
ranks and knowing that it's going to be okay.
Carol Cox: Yeah. Having that trust,
the trust in them.
Yes. So Wendy, I know that I,
we exchanged text messages as this was going
on. You know, I tried to check in with you
periodically, just, you know, to see how you
were doing. And I think it was some point,
maybe about a year after the accident.
And I, you know, I get your company
newsletter and I think you had written a blog
post about what had happened.
Obviously, you've been sharing the story with
your friends and loved ones and people on
your team. So you'd been talking about it
quite a bit then, but then I saw that you had
written the blog post about it and I replied
back to it. I'm like, Hi Wendy,
you think it's ready for you to do a talk,
you know, around this so that you can because
because your team, you know,
was able to basically not even step in like
they were there, right? They were able to, to
take the business, like just continue on
without missing a beat.
Grow the business.
I think that was an incredible testament to
the entire team and to your leadership. So I
felt that there was a story, like a message
in there that more audiences could benefit
from. So I remember I wrote back,
I wrote back to you like, are you ready?
You know, to create a talk around this? And
how did you how did you feel about that?
How did you feel about sharing this?
The story in a more public way and feel like,
okay, now is the time for me to start doing
this?
Wendy Romeu: Well, your email came at the same time that
someone asked me if I wanted to speak.
I'm like, okay, well, it must be a sign.
It's time. Um, I do feel like there's a big
message here because I think people think
that something's going to happen and they're
going to have time to tidy everything up and
what we did.
Couldn't. That couldn't have happened.
I was gone. Like I was here.
We were supposed to have our executive
retreat the week I got back from vacation to,
you know, bring these two teams, the legacy
team and the new team together.
And I was gonna explain the history and the
vision, and it was going to be this amazing,
amazing meeting that we were going to have,
and that didn't happen.
And if I wouldn't have built the culture and
the processes and the systems beforehand,
I think the company would have crumbled. I've
watched CEOs leave and companies crumble,
and the team was just amazing.
They just really, again,
rallied around each other.
And you can't build that overnight or in a
couple of days. And I literally had no time.
And I feel like it's really important that
people understand that it can happen.
You something horrific can happen.
And if you if you care about the people that
you're leading, you've got to put the systems
in place. You have to take care of culture.
You have, you have to make sure that they're
going to be taken care of when you are gone
for a week or a month,
a year. And you know, the CEO's that can't
take vacations.
I truly take a vacation.
Then if something happens to you, your
company is at great risk.
So I feel like this message is important
because there are so many founder CEO's that
are in that position, and they're really
putting their company at risk. They're
putting the employees that they lead at risk
because they're not doing the things that
they need to do to get them out of every
single decision.
And until they do that, the company is not
resilient. And I felt like that it was time
to tell people and let people know that,
because I don't think there's enough stories
out there. We hear it,
but to know someone that went,
went through it and successfully came out the
other side even stronger. Our company is so
much stronger than it even was before the
accident because they rallied together and
there's, there's such a bond there.
I just I just was ready for people to hear
that. And I think that needs to be out in the
world.
Carol Cox: Well, and to your point,
we hear about this in the abstract all the
time. Yes. Yes, always.
You know, make sure that your business can
run if you have to step away or have a
contingency plan or have all your stuff in
one place so people know where to act. Like
we hear these things and it's always like,
sure, sure, I'll do that later, right? Like,
I'll set those systems up and I'll have those
backup plans and I'll do that later because
there's always more urgent or we think
important things to do before doing that.
But like to your point, sometimes we have a
little bit of time to prepare and sometimes
we literally have none.
So did you have any reluctance to share
Ricardo's story? Like,
you know, your experience?
Did you just feel like,
okay, let me just tell them like this
accident happened, tell the audience this
accident happened and I had to wasn't there
for my business. But then, you know, I had to
spend seven months away and all that and just
kind of like, say it in three sentences.
Or did you feel like you wanted to share more
of the details of it.
Wendy Romeu: I felt comfortable sharing the details.
Part of it is, I don't know if people want to
know the details, and that's where we're
working with you was super helpful because I
don't think I would have shared as many
details even, even today,
I didn't share as many details, right?
Because we don't have as much time,
but I don't think I would have shared as many
details of all the things that went through.
But I think it does help when people
understand that this really happened.
And it was horrific and I couldn't get back
to the company. Right. And again,
it puts it into perspective.
And I think without the details,
people don't make that connection.
So I would have thought you would have
absolutely just, you know,
this is what happened.
Make your company more resilient. It'll be
fine.
Carol Cox: Yes. And, and I think that's a and that is
what I call. It's not really even just an
anecdote, but it's more just like a reason
for the message is when you just share a few
sentences about it versus sharing the
details. The details is what makes it a
story. And the reason I think that's so
important is because as the listener,
the person in the audience,
as you're sharing the details of the story.
So, you know, we were in the port of the
hospital in Puerto Rico for a week.
And then the doctor said this like sharing
the dialogue. The doctor said this to me, and
I felt this way and that I had that I
realized I had to make this decision and then
this would happen. If I'm like going through
those details and going through what happened
day by day is that I'm sitting there in the
audience thinking, what would I have done if
I were in that situation?
What would my team have done?
What would my business have done?
And as you're sharing the story, you know, it
takes about ten minutes or so,
I think about 10 or 12 minutes in your talk
that when you deliver it, and that's what
obviously I'm feeling for you and empathizing
with you and Ricardo.
But I'm also thinking I'm putting myself in
that situation.
And I think that's where the lesson gets
applied in a way that it doesn't.
When you just say, we had this accident,
I couldn't be a part of my business for seven
months, but now I'm here.
Wendy Romeu: Yes, that's exactly right.
And, and you have to be in a frame of mind to
give that to give that talk,
right? Because it is emotional and you're
almost putting yourself back into that state
and that, uh, just that state of mind and
then where you were with it and then getting
through it. And then I also think about the
audience because now I've just brought them
through this like journey of,
of trauma with me.
And then, oh, by the way,
here are the lessons.
So helping again, you helping me understand
that that was an important step so that the
audience really connects with that was super
helpful.
Carol Cox: Yes. And I think you did a good job of
keeping the, the, the,
like the tenor of the talk,
very positive in the sense of,
you know, this was the outcome.
And you two can, can like you want the
audience to have a resilient business. You
want them to be able to,
to grow their business,
regardless of, of anything ever happens.
And hopefully it doesn't.
But if it were to happen.
So you mentioned about having to prepare to
tell the story because it is obviously a very
emotional story.
And it only happened at this point two years
ago. So what did you do leading up to this
speaking engagement to help you prepare?
Wendy Romeu: Oh, so many things.
So first, uh, well, we had our VIP day,
which was super important.
It helped me strategize how the story would
be structured, where it fit in,
what I should include,
what I should include, and even the structure
of, uh, of the messaging,
you know, the steps, the steps that you're
going to take, you know,
talking about culture,
talking about systems, talking about self,
right? And then how so that was the what we
were doing then how are we going to do it
with the fortify focus and having forward
progress? So just having that structure in
place not only helped me tell the story,
but but hopefully structured in a way that
people would remember the story. Right?
So that was super helpful.
And then even, um, you know,
public speaking isn't necessarily my favorite
thing in the world.
So just having the support around getting
over some of those public speaking blocks of,
of why do I get nervous standing in front of
an audience? And so I had the structure,
I was able to get through some of those
nerves. And then, um, before the
presentation, you know,
I was there the night before.
So I went down and looked at the room.
I met people before I was able to talk about
some of the other presentations during my
presentation. So all those things were super
helpful to help build my confidence and,
and deliver the message that I think a lot of
people needed to hear.
Carol Cox: And I know that you did practice it ahead of
time. You sent me some practice videos and
you did it. You did a good and I remember you
were initially practicing from your notes,
and then we put together some slides,
you know, so that you would have some cues,
you know, to go along.
But then I, you videoed it on your phone
because I said, please at least get it on
your phone so I can watch it.
And I watched it and you did a great job.
You knew the entire, the,
all the content, you know,
that came that came with it.
It flowed really well.
And it was it the story was the heart of it.
But really there was there were very,
very tangible, real world takeaways for the
audience. And based on the questions they
asked afterwards that I heard they got the
value from that.
Wendy Romeu: Yeah, absolutely. And I even had a note,
a little one single sheet of paper,
which was great with, you know,
just the bullet points, just in case I need
to get lost. But I forgot to wear my glasses
while I was standing there, so it didn't do
me any good anyway. So,
so, you know, I used the slides,
but I had practiced so many times that I
don't feel like it was memorized.
It was it was just the talking points and how
the flow went. And it just kept me on track.
And yeah, it wasn't.
And even the slides were not.
There weren't a lot of words on the slides.
It was mostly pictures or a word.
So it was, I think, the perfect mix of giving
a visual and yet telling the story and,
and keeping me on track.
So it worked. I think it worked out really
well.
Carol Cox: It did. And here's why I always say like you,
you meaning you, Wendy,
but you listening like you know your content.
It's just that once you figure out,
okay, I'm going to say it in kind of this
order, like this is the,
you know, the, the, um,
the culture, right?
The systems and the self and then the,
the s the fortify the,
uh, no forward progress is at the end.
Focus, focus and then.
Right.
Wendy Romeu: Yes.
Carol Cox: Yeah. So as long as you put them in threes
and you're going to remember it. Yes.
Wendy Romeu: So it was great.
It was fantastic.
Carol Cox: Okay, so then Wendy, How has how has doing
this talk. I know this is only you've only
done this once. Speaking engagement,
and I know that you're going to be asked to
do more talks, more speaking engagements on
this topic going forward.
Do you feel like it has changed anything for
you personally or in your leadership?
Wendy Romeu: Well, personally, I do believe that I need to
I need to speak more and get this message out
because I don't think there's enough,
uh, enough of these kinds of stories out
there with real people that,
you know, that it's not just a slide up
there. This really happened. This is, this
is, this is a horrible thing that happened,
but these are all the amazing things that
that came out of it or that were put in place
before so that we have this amazing life,
um, coming out of that accident that the
company can still support all of my employees
and everything. So for personally,
it's given me the confidence that I need to
and the drive that I need to get the story
out. For my team, it really did give me a
time, you know, to reflect on how amazing
they are. It just really what they did,
you know, their, their leader was,
was plucked out of their company,
literally just taken away and they just
rallied together. And I just get so proud of
them. And I think it's important for people
to stop and reflect on things like that,
but we don't do it.
So this speech actually let me reflect,
and every time I think about it, it just
makes me very proud of of the team and what
they've done and what they continue to do
every single day for our customers,
for each other. It's just,
it's really just inspirational to me.
Carol Cox: Oh, I love hearing that.
It's almost like you like,
took all these things that, you know, like
you know them, but you kind of like literally
put it on paper.
Wendy Romeu: Yes. And I'm telling the world about it.
Carol Cox: Yes. Yes. So for listeners who may feel
reluctant about speaking,
you know, with a, you know,
a personal story that they have or something
where they, you know, maybe the,
the self-talk that they have is,
oh, no one's going to want to hear this or
it's not relevant to anyone or it's not
relevant to, you know, my business or kind of
the business message that I want to share.
What would you tell them?
Wendy Romeu: Yeah, you have a voice and you have a message
and you have a story to tell and people need
to hear it. And just I would,
I would say just go and do it.
It just takes the first time to go and do it.
And then each time you do it, you'll get
better and better and build that confidence.
You need to understand that.
They have a story to tell and they need to go
tell the story. Mhm.
And people want to hear it.
People want want to hear what has happened.
And they they want to know that what the
lessons were that you learned.
And some people, somebody in that audience is
going to take that message and do something.
You are going to change someone's life
because you presented your story.
And it might just be one person, but it was
one person. Likely it's more.
But yes, I mean, it's about changing lives
and we have to we have to tell these stories.
Carol Cox: Yes. As I say, you are the messenger your
audience is waiting for.
And yes, and your audiences are waiting for
you. Wendy. And I know that also out of this,
you are starting a non-profit.
Can you tell us a little bit about that?
Wendy Romeu: Yeah. So that is one of our visions is to
start a non-profit that will help people that
are in the situation like,
like we're in. So people in wheelchairs.
It's about education.
It's about giving them a place to recover.
There's not a physically and mentally.
Also helping people learn the lessons that we
learned the hard way.
There's not a lot of places like Miami.
Again, there's only 12 in the US.
And you know, we live in Brevard County and
there's the resources are not here.
So starting here with with helping Brevard
County build some of the resources that we
know were in Miami will be a big push of it.
And then educating those either new to the
situation about what we learned because,
you know, we got a lot of education because
we were in Miami. And I feel really strongly
that we need to continue pushing that forward
so that people are able to,
uh, really acclimate to the new situation
when there's a parallelization situation that
happens to their family.
We have a lot of tools and techniques that we
use. And of course, Ricardo's an engineer.
Uh, he's already designing new chairs and,
and new ways to make people in our position
just make their lives a little bit easier.
And we want to bring that out to the world.
So this nonprofit has a lot of goodness that
it wants, that I want it to do.
So we're just kind of in the,
the forming stage of, you know,
what's the mission? And then how will it,
how will we roll it out?
And you know, what will we do first? We can't
do it all at once.
So that should be hopefully coming in the
next year or so.
Carol Cox: All right. Great. And I know you have a big
goal for your company.
Wendy Romeu: Yes. So of course, of course.
How can we not? So yes,
our company, you know,
we did grow. We've grown every single year.
Uh, two years ago, it was 28% where our goal
is to be a $1 million or $100 million company
by 2034. And we have a roadmap to get there.
It's not it's not super aggressive.
So we're excited about achieving that
accomplishment.
Carol Cox: That's incredible. Wendy. I can't even
imagine $100 million.
So yeah, that's congratulations on that.
Wendy Romeu: Very early.
Carol Cox: I well, yes, yes.
No, but I but I'm not surprised that and I
know you can do it.
Well, Wendy, thank you so much for coming on
the podcast for sharing your story,
the lessons that you learned with all of us.
And I, you know, I, of course,
I will, uh, keep track of you and what you're
doing and keep encouraging you to get out
there and to talk to more people.
Wendy Romeu: Well, thank you so much for having me. And
I'm confident that you will keep track of me.
Carol Cox: Yes I will.
All right. For those of you listening, make
sure to connect with Wendy on LinkedIn.
I put her the link to her LinkedIn profile in
the show notes as well as her company
website. All right.
Thank you again, Wendy.
And until next time, thanks for listening.