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Welcome to "Visionary Voices" the podcast where we dive into the minds of business owners, founders, executives, and everyone in between.
Each episode brings you face-to-face with the leading lights of industry and innovation.
Join us as we uncover the stories behind the success and the lessons learned along the way.
Whether you're climbing the corporate ladder or just starting your business journey, these are the conversations you need to hear - packed with visionary voices and insights.
Let's begin.
So Chris, welcome to the show.
Thank you so much for taking the time today.
Could you give us a top level overview of what it is that you're currently working on and
your journey so far?
Certainly, thank you very much for the opportunity.
I'm so excited for our conversation today.
Yeah, for me, know, really I'm on a mission to really support clients here in the US and
around the world.
leveraging remote team members.
And so I have a business called Virtual Teammate.
And our focus is really how to enhance the experience of clients working with remote team
members around the world.
But at the same time, how to enhance that experience of virtual teammates working for us
and for our clients.
And then building on top of that, or really underpinning that as technology for
frictionless growth.
And so I formed Virtual Teammate because our teams over the last 10 years have really
morphed.
10 years ago, 5 % of the workforce was remote, 95 %
of our workforce was around us in our office.
Now it's well over 50%.
Of course, we had a bump through COVID, but it's really transitioned and the teams now
have become here near and far, here physically in your office, which is a smaller
percentage, near maybe working regionally within the same country, and then far leveraging
teams like I have in the Philippines and Latin America around the world.
And so that's really my focus on how I can add value not only to clients, but also to the
teammates to provide an opportunity.
to earn a living wage and for clients and entrepreneurs to really grow their business and
focus on the highest and best value use of their time.
And so that's really the mission I'm on right now.
This is my fifth business that I've grown and you know, I've exited prior for and funny
story about my background.
I came to be in the United States.
originally from Australia.
Came here as an expat with IBM.
I told my mom I'd be gone for three years.
Now I'm married, four kids, three grandkids.
So think I'm here in the States.
I'm talking to you here from Phoenix, Arizona.
So I think I'm here to stay.
And that's the disappointment of my mom.
But I came here as an expat.
I really saw the amazing opportunities in the U.S.
to really grow.
I joined a dot com.
We went IPO in the public and then ultimately sold that.
And then I started my own consulting company.
Really focused initially in the asset intensive industry.
And then pivoted that to really focus in healthcare.
And we did some great staff work.
some amazing clients.
I was able to roll it up into a bigger company and then exit that and sell that one and
then got into kind of deep into the healthcare space revenue cycle management.
um
and did some work from a financial improvement perspective and built a business and sold
that one.
And then most recently, prior to my current endeavor, had a virtual assistant company that
we grew to north of 2,500 virtual assistants supporting over 600 clients purely in the
healthcare space.
And I exited that business back in March of 2024.
And so I'm on a mission now with Virtual Teammate to really help clients form teams, not
just in the healthcare space, but in the
business as well because I truly believe that the highest and best value use of our
clients and entrepreneurs is to focus on working on the business, not in the business.
And we take care of a lot of the heavy lifting of hiring and really attracting and
retaining strong folks for our clients.
I mean, quite a journey, right?
You've done a lot of things.
And what was striking to me is, you've gone through and you've exited multiple businesses,
not just one, not just two, but multiple.
And so I'd love to learn, firstly, from a business point of view, why were you, I guess,
through building up the business and selling it?
What was the thinking behind that instead of maybe scaling it past the point?
And the reason why I asked that is because some of my friends right now, they're really
toying with, do they exit their company or do they stay and push and see how big they can
make it?
What was your thought process there and what was the reasoning for going through that exit
phase with each of those companies?
Well, actually, mean, at any time, I always build a business that at any point in time,
it's equivalent to stay or to sell, right?
I mean, I have, you know, I believe that the best work I can be doing is to be building
continually adding value.
And when I say value, value, I really see in three main buckets.
It's material value, which is financial, which is obviously really important, but also
emotional value creation, which is about building a culture.
about really a purpose within the organization and then spiritual value creation, which is
about building a community and doing stuff for a bigger entity.
And so for me, whenever I have a business, I'm really focused on how do I build that
business at any point in time.
It's the equivalent of selling or buying, sorry, selling or keeping.
And so just for me, there were some opportunities that arose where I had a consulting
company that a larger consulting company wanted to buy.
They wanted to absorb us in.
and it made the right opportunity for me and for my team.
And so I'm very opportunistic and I really look at it and go, okay, at any point in time,
I'd love to keep the business going, right?
And on the prior business, I wanted to expand it outside of just...
Healthcare they want to stay just in healthcare and so I said, know We kind of part of his
friends and they're doing their thing and I'm you know after my thing and you're very
supportive very collaborative and we even you know kind of do work together so So that's
really my focus at curl is you know I think any entrepreneur should be focused on at any
given point in time doesn't make sense to keep it or or sell the business and no
no focus, mean, I will tell you though, what I've really always focused on is what is the
target outcome I want in a business?
And it's never, wanna sell it, it's I wanna get to this level, I wanna generate 100
million in revenue.
Okay, great.
If you get there, what does that look like and does it make sense to sell it or make sure
it's to keep going?
And so that's always my focus and I've since becoming a grandparent, I'm really focused on
how do I leave a legacy?
And so moving from success to significance.
this next one I will retain and pass it down to my kids.
We'll see.
Definitely, definitely.
No, no, amazing.
mean, through this experience going through, you know, these exits and selling the
business, I guess what some of the key lessons that you've taken away from that process?
Because as someone who in the future, hopefully, hopefully I can get a few exits under my
belt as well.
It'd be good to know from you, from someone who's gone through it, you know, what are some
of the things to look out for and what's some of your advice that you would give to
someone who wants to, wants to reach that point?
as we were kind of talking before we got on to the podcast, right?
I mean, think your momentary struggle better, right?
And so...
you an entrepreneur, there's always going to be struggles.
think going from that zero to one can be a struggle.
But I think if you really push through that, there's a lot of opportunities.
The other advice I would kind of put to folks is, you know, do less more, do better, do
less more, do less better, right?
Because too often, think entrepreneurs get chasing after the shiny object.
Really focus down on what you do good.
Do that really well, and then move to the next one, right?
Try not to diversify yourself too much.
And then really make sure you have a
strong enough why to get through some of those struggles.
And what is the value that you're truly adding, not just material value, because as I
mentioned, those three buckets, you could make huge material value, but be taking value
out of the world from a cultural perspective or from a community perspective.
so making sure you kind of balance those three things would be my advice.
And really be intentional on ensuring that your culture is about value creation, not about
just your making money.
Yeah, yeah, no, I agree.
And it's quite interesting when I, when I first thought into the business world and start
the business, of course it was for money, right?
That was my main motivator to start.
But as you could start going through that journey, it's quite interesting how that starts
to shift.
So shift over time where then you start seeing the impact you make on businesses and then
the people that you're hiring as well.
Um, and you know, I have an outsource team and it's, it's quite interesting how grateful
they are when it comes down to the work that they do and they pull that all into the work.
And then obviously you provide them with, um, with the salary and everything and that
they're very grateful.
they're really happy and this makes such a huge impact to them.
And then starting to see that it's like, Oh, that's the, that's kind of the why now, you
know, is to go and have more, people like that and be able to help more people that way.
And so it's interesting how that shifts, you know, I think over time from maybe just
financial first to get started.
And then you start seeing the bigger picture, but I completely agree.
think that why is very, very important to figure out how far you want to take, take the
business because, you know, to your point, as soon as things get rough, will you stick
with it or not?
That's, that's the question.
And obviously with you, you've managed to stick through and over the last few years built
some amazing businesses.
I guess with the business you're working on right now, so how big is the business?
What does that look like from the size point of view?
uh And how big are you gonna take it, do you think?
What's your thought process when it comes down to the scaling plan of it?
You know, for me, I think the sky's the limit, right?
When it comes to the business, like I said, know, the prior business, we grew to a little
over 2000 folks.
And we did, I did that in 22 months.
And so that was a really aggressive growth.
We, you know, I think it was post pandemic and it was in the healthcare space.
was really a lot of growth.
And I think it's more capable.
I mean, there's nothing to say you couldn't get to, you know, five, 10,000 folks.
If you think about having access to a global workforce and
aligning it to kind of global client opportunities.
I think it's, there's untapped potential there, particularly with the leverage of AI to
really help improve productivity.
And so you're being able to do more, you know, with less, right?
And really focus on that.
And so for me, for the business, I'm really intentional on growing it to the right levels
we talked about that makes sense to continue, right?
And I'd love to get to the point at any point in time that I grow the business and instead
of being a hundred percent of my time, I, you know, I bring a
team in place and then they run the business and I go off and do something else because
you know for me I kind of look this there's three people I think types of people in the
world and I kind of relate it to fire and so my analogy is you know there's this fire
starters which have a really good idea they get an idea and they get it going
there are fire protectors that you know there's a fire going and they kind of take care of
and they're really good operators and then there are fire igniters right they learn like
there's a little fire let me throw some gas on it and see what happens
And so for me, I'm a little bit of a throw the gas on it, right?
And see what happens.
I get bored when it's a fire protector, right?
Because I'm like, I want to think with it.
I want to mess with it and I could mess it up.
So for me, it's really about really taking this great idea, taking it to the next level
and growing.
so, you know, over the last year and a bit since we've been with virtual teammate, you
know, we've grown exponentially as well.
And we're well on a path of, you know, kind of heading down that path, heading down that
direction, supporting both health care clients and business.
business clients.
mean, we just last month we added 35 new clients.
And so, you know, we're on a really quick trajectory because if you think about it, you
know, what we've been able to do is our team is 47 % more productive than having somebody
on site.
On top of that, there's a cost savings anywhere from 65 to 70%.
So now you're able to get more done.
know, essentially 47 % more done at a third of the cost.
Well, that's a great value proposition for our clients.
And now, you know, we're starting to get some really good momentum as we're tapping into
this trusted referral network, you know.
We do a great job for one client, enhance that client experience and we, you know, are
able to migrate into the next one.
Yeah, yeah, absolutely.
our deals last month, we had, I think it was like 70 % with new clients and 30 % with
existing clients, right?
Where existing clients are adding to their team.
And we have some clients that are in the double digits in the number of virtual teammates.
In my prior business, we had clients that had 100 virtual teammates.
So for me, it's really about how do I continually and intentionally enrich and improve and
add value to my clients at the same time, doing the same thing with our virtual teammates
that working for us in the Philippines, particularly in light of what's happened and how
close you are with some super typhoons going on in the Philippines and so, and we can do
to support them as is key.
Yeah, yeah, absolutely.
mean, from an operations point of view, know, onboarding that many new clients is
incredible, right?
And so how are you managing that from just an internal ops point of view and how are you
maintaining that high quality of service?
Because, you we've noticed in the past, you know, when we've had like a surge of clients
come through is we need to figure out, how do we maintain the level of service that we
have?
But, you know, essentially make it scalable with these new clients that we have coming on
board.
So what's your thought process there and what have you managed to do to tackle that?
Yeah, so it's a great question.
One of the things I did before we got the business started, before we really brought on
clients is I was very intentional to build a technology platform for frictionless growth
and automation.
And so we leverage and really surround ourselves with key technology, as well as I have a
really strong team in the Philippines of client success managers that really work and are
dedicated to enhance that experience with our clients.
We have repeatable practices in place and we have technology in place to do that.
So at any point in time, I can, you know, I can look into the business and say, OK, how
productive is this person at this client?
What's the value they're delivering?
And there's a communication
channel on any issues or opportunities.
So there's a clear escalation that goes on there.
And then we're very intentional on our coaching and supporting and training organization
to support our virtual teammates with any questions.
And then we have a portal for our clients and for our VT, virtual teammates to really
interact.
And so that's where we've put in place a lot of automation, you know, in the contracting
process, in the onboarding process of our clients.
We've got client playbooks on how to best leverage a virtual teammate.
We've got client, we've got playbooks on how to best, know, virtual teammate to really
communicate, interview.
and interact in all of the service offerings we have from a sales, marketing, business
intelligence data on the healthcare for insurance verification, billing, patient
scheduling and communication.
Wow, amazing.
I mean, I love the concept of having that platform there.
And it's interesting, we've taken a similar approach as well with the way we've created
our business where it's essentially, you know, we do marketing, we're an agency, but at
same time it's fueled by this uh software that we have, right?
Which speeds up the whole process of pretty much everything.
And I think that is the way forward with these service-based businesses is you can layer
on these tools, these automations, these systems and services to really speed everything
up.
And so you can handle that volume, that scale.
which makes a lot of sense.
And I think it's a good segue into AI, right?
And how that's shifting and changing industry.
So how do you uh think AI is gonna be changing your industry specifically?
And how has it changed it already, do you think, you started the business over the last
kind of year and a half?
Yeah, I the AI really has the ability to increase productivity.
And so, you know, we leverage AI not from how productive we are with our clients, but also
how we manage and evaluate productivity of our team members.
So we can analyze the core logs that they do and provide opportunities for improvement.
We can analyze the work that they do and be able to provide areas of opportunity real
time.
And so they could be having a call with a client or prospective client.
And so we can get real time
feedback on how we can improve those conversations on the sales side or marketing side,
but also if they're delivering for our clients doing the same thing.
And so we really look at AI as a tool to enable um productivity.
And so I actually recently wrote an article about that, you know, kind of AI generated
human performance, particularly in the healthcare space, because in healthcare, a lot of
the data is unstructured.
So AI is the prevalent and it will eventually get down the business side.
I think there's a lot of opportunities in that space.
to really enhance the way we interact from a customer service perspective.
You mentioned from marketing on the sales side, but then also on the administrative side,
right?
If you think about connecting your applications to AI for responses and communication is
key.
Yeah, yeah, no, absolutely.
And I think it's, it's a very interesting period that we are in right now where it's
figuring out how much do we lean or, know, how far do we lean into AI itself and how much
of our process to be replaced with it, because we made the mistake initially when, you
know, AI and these APIs came out where we just integrated everything to it.
So our service side of it, it was pretty much all run by AI.
But what we found pretty quickly was actually we need to have these human touch points
throughout this whole process.
you know, because we can't have it all on AI itself.
And so I think the question that we're really facing right now in a lot of businesses is
how far do we lean into AI?
But I completely agree.
think if we can use it, we should use it, especially when it's clearly going to speed up
efficiencies and uh all these different processes that we have as well.
So yeah, completely agree with you on that side.
particularly on the marketing side, in my pro business, I would say 60 to 70 % of my leads
came through digital marketing and 30 through kind of referred or trusted networks.
I've seen that switch where I think people are believing less what they read online or
what they see online because of AI and trusting more in somebody they know, they trust.
That is truly a trusted source and trust referral network.
I think that's the best work we can do.
so by us really
that drives that genuine nature of referral networks and I think allows us to then deliver
using AI to deliver better quality and then in turn it really drives better lead
opportunities through referrals that are trusted.
It's almost back to those days where you would go to someone and say, hey, I need a
plumber, do you know anybody?
Yes, yeah.
in our space where it's like, I'm struggling with the administrative tasks that I have, do
you know a good company?
And, you know, because everybody kind of has bad stories, I guess, of leveraging or hiring
people remotely through either an agency or directly.
You know, we really want to be that difference for those.
Yeah, yeah, absolutely.
And it's interesting you mentioned that about it's kind of flipped now where a lot of the
business comes through those referrals and that side of it, because we're also seeing the
same thing where it is pretty much how do we build trust and relationships with these
ideal clients?
And naturally from there, then they can refer us out or they can also work with us as
well.
But it's that trust component first.
I think for a few years, being in the marketing space, it's changed so much where before
you could send out cold emails and it would really, it would just work.
to be honest with you, but the last couple of years, it's now started to switch and change
where the effectiveness of it is just so, so low.
And so it is going back to those core principles, right?
Which is like relationships, finding that value.
And then naturally from there, we get the business growth that we're looking for.
Changing gives a little bit into, I guess, your personal development.
So of course you've had a very interesting career.
You've done a lot of different things.
I'd love to learn from you, you know, what were some key pivotal moments throughout your
business career where
you essentially had like a breakthrough.
I think now and then we get those little breakthrough moments when maybe on your side is
when a company sold or whatever that could be.
Or for me, it was getting my first client and figuring out, this is actually all possible
for what I want to do.
But I'd love to learn from you, what were those pivotal moments within your business
career?
Great question.
I know if I've really had that one asked.
I think for me, it's really making sure you have a strong mentor network and uh leveraging
some key mentors in the industry, but also from a mastermind perspective.
I'm big on masterminds, not necessarily big mastermind groups, but small ones where you
get together and so for like tomorrow, I have a meeting with eight CEOs from around the
country.
We get together once a month and really intentionally pour into each other and focus on
our businesses and how we can improve.
And so I think that's been a big game changer for me because as a CEO, you get to kind of
A, B test ideas and suggestions.
You know, there are folks within our organization that have billion dollar businesses.
There are folks that have million dollar businesses and it's very relatable.
Some of the struggles we go through.
think having a peer network is a key one for me.
And that's kind of being some of the successes I've had of having somebody that's ahead of
you, but also somebody you can mentor that's, you know, kind of coming up for me.
I think the other is really making sure
and we talked about this, having a clarity on the why, what is the problem you're trying
to solve?
And there was a book called Aligning the Dots, which for me was really key.
It's like, what is the problem you're trying to solve?
What is the value you bring to solve that problem?
And how do you make it seamlessly in the experience to achieve that?
So they're kind of some of the pivotal moments that I've had.
And then I think the other one for me that's really been focused is I think business is
fun.
I think winning is fun.
And too many businesses today don't know what their numbers are.
And so how do they know if they're winning or not?
And so I really focus on a methodology called the MIND methodology which stands for Most
Important Number and Decision.
What's the most important number?
And so at any point in time, there's one number that's...
above all else, it determines if you're winning in the game of business.
And so on the marketing side, a lot of people will say, oh, it's how many leads?
I'm like, no, no, no, for me, the most important number is how many leads convert to
clients, Because I can get 1,000 leads and get two clients, right?
can get 500 leads and 10 clients.
Well, then I'm more focused on that conversion rate.
And similarly on the sales side, right?
It's about client profitable growth.
It's not just about client growth.
or on the talent side from recruitment, it's not how many people apply, it's not how many
people pass recruitment, but it's how many that are recruited actually get hired in 30
days.
And so that's where I'm really constantly focused on.
in targeting and identifying what's the most important number within each function of the
business and within the flow structure, how do those all align and work together?
And that's really where I've had the biggest pivotal moment is always, you know, knowing
what the score is and winning is fun.
And so how do you keep score and be clear on those scores?
Yeah, yeah.
I love that concept and it's so interesting.
I was having this conversation, actually a few hours before this with my marketing team,
because we're seeing some amazing growth on like SEO and AISCO.
We're we're taking off on that in terms of impressions and clicks, but then we're looking
at the sales side and it's like, well, it's not really improved that much.
And so we were thinking, well, you know, what numbers do we need to be looking at?
And I think it's such a, it's very simple, but clear and clever uh concept, right?
Because it's very easy to overanalyze your numbers sometimes where you're seeing
all these metrics across the board and you're like, well, which one do I need to on?
But I think when you distill it down into that framework, it makes sense, right?
Because it's like, well, which one is gonna create the most impacts for this department
itself?
And so I think it's a very cool and clear way to think through the numbers and makes a lot
of sense.
And I think it's a really great learning for anyone listening in terms of, um yeah,
digesting that and using that within their operations, because it makes a lot of sense for
sure.
And so I guess with...
the next phase of your life now where you mentioned, you're doing this for legacy and it's
a different, I guess mindset that you have going into this business.
What do you think is gonna be one of the pivotal moments or shifts that you might see
yourself taking over the next five years on your personal development side, right?
What beliefs do you think you'll shift and change as you develop this business with this
new mission involved?
You know, I think for me, really I think what's gonna shift is more of a focus on value
creation, kind of outside the material side, and more on the emotional value creation,
because I think it's the biggest tapped superpower that we can get into to really improve,
I'm really focused on how do I drive fulfillment.
and fulfillment for not just me, but for those that I work with and who work for me.
And so for me, I really wanna grow this business to a point where at any point in time,
like you said, selling or keeping it is the same, but also that it takes about 10 to 15 %
of my time and that I've really built a leadership and systems in place that can grow this
business.
And it's an engine that really supports.
So bringing on 30 clients, 50 clients, 100 clients is not a strain on the business, but
it's a repeatable process.
We're very consistent and it's a consistent experience of leveraging and working with us.
That's probably the key focus for me.
And then on a personal development side, you know, I'm here in Phoenix, Arizona.
Love it here in Arizona, particularly this time of year, it's November, it's nice and
cool, except for summer, it's crazy.
But kind of starting to split my time a little bit, right?
So as I mentioned, I came over here single and now married and...
and my kids are all, you got their own families and growing, which is fantastic.
But I still have a family in Australia.
And so, you being able to kind of split my time between there and looking at some other
initiatives that I could get into to really make a difference.
you know, particularly for me, it's about how do you help the next generation really focus
on vague creation and talking about, you know, what can we do for kids as they grow up to
be more focused on this, right?
I think that's the best.
And then the other one is,
I really think there's an untapped market on the kind blue collar workers as we have these
baby boomers that have these really great businesses that are really important.
education is not taking kids to that plumbing, welding, machine work.
And so that's kind of another thing that I'm interested to kind of dig into as well.
Yeah.
Amazing.
Amazing.
mean, it all sounds very, very interesting.
So I'm excited to hear how things develop and how the business also grows as well.
I'll have to round off with the final question that we always ask guests on the show,
which is if you can go back to your 18 year old self and only take three lessons with you,
whether it's some philosophical knowledge, some business knowledge, some general advice,
what would those three things be and what would it be those things?
You know, of my favourite quotes is, can't be old and wise if you weren't first young and
foolish.
And so for me, know, take those chances, take those opportunities that are presented.
And I was blessed to have some good ones and be able to take it.
You know, for me, you know, I almost didn't make take that expat opportunity to with IBM
and I could have stayed in Australia and maybe my path would have gone differently and
probably would have been somewhat similar, but I was able to come here, meet the love of
my life, build a family and it's been fantastic.
So I think my 18 year old self, I would say don't.
Don't feel like you've got to it all figured out at 18.
Take some chances, A, test it.
I mean, uh I was a post-graduate in economics.
And so for me, you can make any assumption and make it work, right?
And so now I'm in a different business.
Initially, when I was 18, I wanted to be a vet.
and so kind of a bit of a shift.
So it would be one thing.
think the, yeah, big difference.
But I mean, I think the Lord has you in other places.
I think the other one is, know, trust not only in yourself, but in your faith, right?
And so I'm very focused on how do you build a legacy.
You know, I think God has plans for us and so just be felt to be led to those.
And so I would encourage those that are 18 or getting started.
And then I think the third is identify where there's a pain in the world that you feel
you're highly qualified to go test.
And you don't have to have it all figured out, but just take that first step.
And I think you make a difference and people will resonate around that as we talked about
having the why, being passionate about the why.
And then I think probably if I can add a fourth one is the best decision you'll ever make
is the part you need to decide in life.
Because that'll help you grow your business exponentially.
And so I think be intentional with that.
Yeah, what 100 % and it's interesting.
I got married early this year, right?
And so for us, we're going through this journey of early married life and 100 % is as soon
as we got married and we started growing and building this life together from a business
side of view, point of view, we've taken off as well.
It's interesting how these things really do impact each other.
So really resonate with all those lessons that you mentioned there, but especially that
last one as well.
So yeah, mean, look, thank you so much for taking the time today.
Really enjoyed this episode, some amazing value given and some good knowledge for everyone
listening at home as well.
yeah, thank you so much for taking the time today.
now really appreciate it and i guess one question for you is what's your biggest takeaway
from that conversation today what would you say is the biggest nugget you've kind of taken
away from that conversation
That's a great question.
I've never been asked this back on my podcast before.
Hmm.
I would say...
I would say it's interesting to see how your, your business objective shifts and changes
over time.
So when you were, you were talking about how, you know, initially, yeah, you've exited
multiple businesses, but now you've got this one, you know, a grandfather, and now your
mission has changed.
And now you just like a legacy thing.
It's interesting because, you know, for myself, as I mentioned that example before, where
when I first started, I was like, I just want to make a couple of grand a month.
And then it was a case of, no, I can, I can make a lot more than that.
And now it shifted into.
And the thought process I've been having recently is moving away from the money and into
the people.
Right.
And so it's interesting that you've, you've also gone through those shifts as well.
And so for me, it's, it's a case of I'm going through these shifts, uh, as well.
Right.
And so it's interesting to hear from you who've gone through it.
Um, but that is actually a normal thing where, where that objective does change and shift
over time.
Um, cause I'm going through those shifts right now, essentially.
And it's interesting trying to conceptualize it yourself as you're starting to think in
different ways and act in different ways as well.
Why is that and why is my mission changing?
And so that was the, think, yeah, very, very timely and relevant for myself.
Yeah, I think it's a great point.
You can always make money, but money is you make it to be able to do things.
But if you can make a difference in somebody's life.
whether it be locally or internationally, that's a legacy you leave behind.
Great, I really enjoyed our conversation.
Thank you very much.
So very excited, I'm glad to hear your business is going well and if there's anything we
can do at Virtual TeamMate to support that, don't hesitate to reach out and we'd love to
hear from your listeners any questions and always happy to respond.
can get in touch with me through LinkedIn or on our website at virtualteammate.com.
Fantastic, thank you very much.
Thank you very much.