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CEO, IT Consulting Firm feat. Monty Ragland (Part 2)
93 Plays1 year ago
Today’s episode will highlight Executive Leadership, such as CEOs , Presidents, and other top-level managers. Their focus is Setting the company's overall strategy and vision by setting the direction and goals of the company. They have to make tough decisions guiding the company mission, balance the demands of investors and serve as the public face of the company.
Today’s guest is Monty Ragland, President & CEO of ProTeam Solutions Inc. Monty is people-first leader with a love for the CO and those working to make it better. PSI is an IT consulting firm that offers services in areas like executive oversight, project management, business analytics, staff augmentation, and more. Monty recently assumed the helm of PSI in Mid-2022 so I’m excited to hear how these transitional months have been. I’m also excited to learn the day to day of CEOs lives because it feels like a role shrouded in mystery.
Monty Ragland LinkedIn Profile
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Transcript
Introduction & Call to Action
00:00:00
Speaker
Welcome back for part two of Take Your Homeboy to Work Day podcast. We'll pick up where we left off. But before you go, we need your help to spread our message. So please subscribe, like, and rate five stars wherever you get your podcast and on LinkedIn at Take Your Homeboy to Work Day podcast. Thank you. Enjoy.
Preparation for CEO Role
00:00:22
Speaker
So now let's move into some of the VP roles you had because you were able to rise up to VP with FOTUS and then I imagine the VP role with PSI is what gave you that initial introduction to becoming CEO. So the VP roles, how are they different than what you previously had did at Nancy Director? And then how did they prepare you for becoming a CEO and president?
00:00:48
Speaker
You know, what typically happens in, I think, or at least for me, let's talk about what happened for me, is the role didn't, the first vice presidential role, it was still in the same organization, it really came out.
00:01:03
Speaker
Roll through the ranks and your role just starts as you start to elevate You start to become more exposed to more senior level C-level C-suite level conversations decision-making Right and so that what you're doing mostly on a day-to-day basis you actually just have a little more insight as to how the company or organization got to
00:01:33
Speaker
Got to that mission statement got to that decision about you know a layoff came to that decision about some technology came to Decisions and then where they're going so you get a little more behind this
00:01:49
Speaker
see a little bit of, you know, like the Wizard of Oz, right? You pull the screen back and you realize, oh, there's just this man back there pulling levers. You just start to see a little bit more behind the scenes. Your day-to-day is not really that much different. You're just, you know, you have access to a little more of the senior level discussions, you know, and can provide some input. Coming here to, and that was a large organization, coming here,
00:02:19
Speaker
The VP title was just a title that I kind of selected, like, I don't care what my title is. As long as I'm able to do the things that I know I can do to provide some impact. But here it was to help the then president and owner, CEO, Keith Stevens,
00:02:47
Speaker
help him be less involved in the day-to-day, be less involved in the day-to-day so he could do those things that we talked about earlier on this podcast, so that he can be more involved with strategy, vision,
00:03:02
Speaker
helping the organization see around corners and what may be coming and not be dealing necessarily with what's happening on a day to day, but what may be coming and how the organization can be prepared for. Right.
Networking and Professional Relationships
00:03:17
Speaker
So, so that's, that was my role here.
00:03:20
Speaker
help elevate the person that I report to, right? So that he can do what he's, you know, what he's positioned to do. So I hope I answered the question.
Transitioning to CEO
00:03:34
Speaker
Yeah, you did. And how did you and Keith meet? The last, in between, well,
00:03:43
Speaker
He was already, we were in the same industry, right? IT, staff augmentation, and professional services. And so we would meet or run across each other at networking events and industry functions. And so that's how we initially came to
00:04:08
Speaker
be aware of one another. So I knew what he was doing from afar. He knew what I was doing from afar. And after about 15 years with the previous organization, they were starting to make some changes that really didn't fit me and my personality. So it was time to look for
00:04:32
Speaker
a new opportunity and so I wasn't really ashamed to kind of say hey it's time for me to look for another opportunity and he was one of the first people that I reached out to my LinkedIn family and network of folk and just said hey I'm open to you know looking at a new opportunity.
00:04:52
Speaker
And he was one of the first, he was like, hey, let's just talk. So we just started to develop a relationship, a real relationship at that time, over 30-minute coffees and so forth. Awesome, awesome. Okay, well, thank you for guiding us through all of these roles that helped build the foundation to you becoming a CEO.
00:05:15
Speaker
I'd love to now dive into what it's like actually helming a business, especially since you had to make that transition from focusing on the day-to-day to now big picture and thinking long term. So I guess my first question, the training to become a CEO. So when you were in the VP role, Keith is maybe possibly taking you under the wing and teaching you the leadership roles. Could you explain what is the training like?
00:05:45
Speaker
before you became the CEO.
Decision Making & Career Alignment
00:05:47
Speaker
Yeah, there's no direct path. There really isn't a direct path and I don't know that any path that you take is going to be 100% perfect or that you could call it training, but I think it's more just a journey and on the journey there's going to be some detours.
00:06:08
Speaker
Right. And then on those detours, sometimes the detour, you'll be looking one direction and all of a sudden you're down on a detour like, well, I don't think I'm supposed to be going this way. But sometimes the detour is the unexpected destination. Uh-huh, uh-huh, uh-huh, yeah. Sometimes getting lost, like getting lost is fun. You know, you know, find the better destination. Okay. Sometimes that detour takes you exactly where you were supposed to go all along. So, um,
00:06:35
Speaker
you have to kind of stay in the moment, you know, I think to get to the next level, you stay in the moment and don't try to over correct, you know, maybe what you think was a wrong turn. Don't try to over correct it because it's probably exactly where you're supposed to be, something in what you're going through, whatever that is on a day-to-day basis.
00:07:01
Speaker
at your job is something you're supposed to get something from. So what is it? You have to be able to see what is it I'm supposed to get from this? Good or bad? Especially the bad? What am I supposed to get from this? So if it happens again, I know exactly what to do and I recognize it when I see it coming.
00:07:20
Speaker
So, and it's true, the lessons learned, the major lessons learned are in failure or in bad decisions.
00:07:35
Speaker
so that you don't make them again. So most of the decisions that I see now, especially that I have to make that are, you know, I can see, you know, I can call on stuff that's happened in my past that where I made a mistake, you know, looking back, you know, I didn't think it was a mistake at the time. You make the best decision you can,
00:08:02
Speaker
at the time. All right. You see, then you live with the results. Oh, okay. I probably shouldn't have done that. I know next time. Right. So it's just be on the journey and stay in the moment. And then, you know, take, just, you know, grab some, grab a little souvenir. I call it a little souvenir for yourself. So you don't forget about what, you know, what your journey has been like.
00:08:31
Speaker
to keep you grounded and focused on a day-to-day basis in those experiences that lead to subject matter expertise. I tell my son, who's 24, that once you go to college and you finish college, you
00:08:51
Speaker
That's just preparing you for learning things, learning new things every like 13 weeks, learning a bunch of new stuff every 13 weeks and being consistent. Boom, boom, boom, boom. All right. Now when you come out of school, it doesn't matter what your degree's in. All right. Just start a career and then try different things to see what it is you kind of like.
00:09:11
Speaker
get good at something. Just take some time, take your, you know, a couple of, five, 10, you know, most of your thirties to build some sort of subject matter expertise. This is what I know and this is really what I'm good at because now I know, you know, I've made enough mistakes. I've done enough different things inside this same space.
00:09:31
Speaker
I know what I'm doing. And that's what people tend to pay for, number one. And then when you expose yourself and network, then other people, it's almost like you're in sales branding or business development. So you have to kind of put yourself out there so that others know you. You hear that statement.
00:10:00
Speaker
Oh, it's who you know. Well, that's true, but often it's who knows you. Right.
External Relationships as CEO
00:10:11
Speaker
Who knows you? If they don't, you can be this badass, but if nobody knows you because you don't ever put yourself out there,
00:10:18
Speaker
You stay in this little same little space with your same little comfortable friends. You never put yourself out there. Nobody knows you. So, I think I got off topic. So you're supposed to manage this. No, it's all good information. So we're good. You're not off topic at all. I'm still mad.
00:10:42
Speaker
Well, let me pick your brain on this, especially since you have account management experience. So you have worked for a company and then been responsible for the relationship with a third party or another company, which is similar in a way to being a CEO. I mean, you have to manage the investors or the creditors or PR people or whoever. I guess as CEO,
00:11:09
Speaker
Who has been your most external customer? Who outside of the company have you had to interact with the most so far? Outside of the company have I had to interact with outside of the company. Interesting.
00:11:40
Speaker
I don't know exactly how to answer the question based on how it's added. I could try to rephrase it up.
00:11:50
Speaker
I get, who is your biggest customer outside of the company? Who do you have to do a lot of work with the investors or the people who put money into the company and making them feel secure that the vision is going? Who externally do you have to interact with the most? Who is your biggest customer? Similar to when you were account manager.
00:12:16
Speaker
to make it more like what our organization is still, you know, which goes from a small business. So small businesses, you know, under, you know, under 500 million, under 500 million is something like that is still considered small business.
00:12:33
Speaker
And so we're a small business, right? And in terms of small business, we don't necessarily have investors and that kind of thing. We do have bankers and advisors and advisory board and that kind of stuff. So we definitely have to
00:12:52
Speaker
to engage them on a regular basis so that they're aware of the health of the business. But it's not like they take up much time, especially if you're, as long as your cash flow and working capital is fine, your banking relationship is usually pretty easy. It's just when they start to have issues, when they start to have their own issues, sometimes they can make things difficult for you.
00:13:23
Speaker
But outside of the, for me right now, it's because we're still in a transition. You mentioned there earlier, I bought this company, I bought this company with an SBA loan. So there are investors, myself and a business partner have taken on a business loan and then we leveraged everything we had, right? Everything I got.
00:13:52
Speaker
the SBA and a bank own it, right? Until we pay it off. And so, that's it from an investment standpoint. And I'm focused right now because of the timing. Dust is still settling from that purchase. And what we wanted to make sure happened was that our staff, our billable,
00:14:20
Speaker
consultant population and our clients never felt a change. That things just continue to move and they never noticed any difference really, especially if they were satisfied with what was going on and if they weren't satisfied that we've made some corrections. So who do I engage with most of the time? It's more our biggest clients, just making sure that they are
00:14:51
Speaker
that we're delivering at a level that they expect that our team is spending time where they need to and not where they want to necessarily. Right, yep. It's important for us at this time.
00:15:12
Speaker
That would be, I think that would be it. Mostly with some of our biggest clients. Gotcha, okay, okay. Thank you, thank you. You know, you are in a unique position to talk about a company from a, you have a unique viewpoint of a company. And so I just wanted to understand, you know, since you are CEO and president, you're more external facing than nearly every other employee, I just wanted to see what those experiences were like, which you did share. So I appreciate that.
00:15:41
Speaker
Um, now for your clients, um, uh, so this question I'm asking, uh, I guess for your clients and, um, you know, when they are expecting a deliverable from PSI, um, you know, how, uh, how, how do I say this? I guess I'm asking this like a physical manifestation. So if I'm one of your clients,
00:16:07
Speaker
And I hire a PSI to help me in my business. What is the physical manifestation of what you do to help your clients? The physical manifestation.
00:16:22
Speaker
Yeah, like how can, you know, is there something that they can touch or see that they know that when, you know, when you put your touch on it, when you do it, they know that, you know, it has the monsoon touch on it. What is the physical manifestation of the work that you do? How can somebody see a difference in their company based on the work that you do? Well, I think we talked about it a little bit earlier, the, if we do our job right,
00:16:48
Speaker
we do our job right, then we take some responsibilities off of their talent acquisition team or their HR team that where they might need to be focused on some talent acquisition and bring some resources in. Well, we do our job right.
00:17:10
Speaker
they don't, that's, that's time we've given them back. Yep, makes sense. They don't have, they don't have to worry about it. Like, okay, PSI is going to take care of finding these tough to find skills and these resources, and then work with us just to get them on board it and, and producing, right? Same thing for the IT department. We've helped
00:17:34
Speaker
both department, we felt that HR team, giving them some time back to do other things and gotten some of their seats filled. All right. And the same for the IT department. We brought some subject matter expertise in so that they either have some new technologists in the organization, technologies that maybe there are no other subject matter experts in the organization, or they're not enough of them.
00:18:01
Speaker
Right? So now IT can deliver at a much higher level. They can do a little knowledge transfer to people training that don't know that technology. So now they're able to compete better because everyone's resources and times are being utilized efficiently. Being utilized efficiently. So now they're delivering at a high level. They're competing at a high level. Right?
00:18:32
Speaker
And if they're competing at a high level with other organizations, because of, because of like our, our client base, they're competing at a high level and having success than dollars and cents. Dollars and cents are, uh, probably, you know, more profitable, right? They're getting better with ROI on their investments. And if that's happening,
00:18:58
Speaker
then they're able to deliver on their mission, which is always some level of philanthropic efforts, right? When companies are producing at a high level and they have some core values similar to ours, then they're blessing others. They're blessing others who may be in need.
00:19:24
Speaker
So therein, if you wanna talk about a physical manifestation, we're not talking about some products, we're talking about people are getting served that may be underserved. Well said, well said. And thank you. Now, I...
Unexpected Challenges of Being a CEO
00:19:40
Speaker
I want to ask this next question. I guess as you were preparing yourself to come into this role as a CEO and president, you probably had a perception of what it was. And now that you're actually in the role, what has been the biggest, I guess what has been the biggest, you had an expectation of what the role would be, and then you finally got into the role, what's been the biggest shock or surprise for you?
00:20:10
Speaker
being CEO? Biggest, let me make sure I answer your question. But first of all, I didn't really have an expectation. I didn't have an expectation because I knew that the previous owner had some family that maybe he and his brother would leave the business
00:20:37
Speaker
in the family, you know, keep in the family name. Like they would maintain the ownership. I knew I would be leading making this, you know, be one of the major decision makers. But I felt like that, that that's probably what would happen. Okay, once he steps down, he'll, you know, you just ownership will stay in the family. But
00:20:57
Speaker
I'll just be the decision maker. I was already the president at that time. But then I was approached like, hey, you've helped us build to a level that this company is worth something. And we're thinking about starting to step down, just do less or do more of what we want to be able to do because of just age. We're getting a little bit old.
00:21:27
Speaker
I wasn't expecting it. I was like, what? Me? And so then I had to start to think, okay, do I want that? Now, as the owner, as the owner, the risk is all yours.
00:21:48
Speaker
100% risk, right? So that's a little different than if you're, you know, you're an employee and you're making decisions or you're doing anything, you have virtually no risk other than you can lose your job. But as an owner, risk, all 100% risk of anything that happens is on you. So that's the one thing that you have to get comfortable with is what's your risk tolerance.
00:22:17
Speaker
What's your risk tolerance? And then kind of a go back to your previous conversation, previous question, the people that I work with outside of the organization are organizations that support what we do and understanding
00:22:35
Speaker
how they can better support us in our mission and decisions we wanna make, how can they make sure it happens? So I have to be more involved with understanding what information they need, how they process it, and how it comes back, how it affects our clients, how it affects the consultant population, all those things, timing, blah, blah, blah, if it's gonna cost you more money, blah, all those things.
00:23:03
Speaker
Right. So the question was biggest, biggest. You know, you had a vision of what the job was and then you get into the job and there may be things different. What was something that may have been the biggest difference? Biggest, yeah. Yeah, I think we kind of talked about it. So for me, it's just the
00:23:31
Speaker
there's a, there's generally a few, there's a few more, because we're, I think, depending on the size of your organization, if you're really large, like really large organizations,
00:23:46
Speaker
people have what I would call very siloed, very specific, it's very defined what you are responsible for and what you do. But the smaller your organization, the more you have to know just about a little bit of everything. And so there's just things for me that
00:24:09
Speaker
I just really never had to pay attention to until you know my uh my the owners who what so things that they were responsible for and now I had to pay attention to I gotta pay attention to some of that stuff now right right you know you can access all bank accounts and the chief financial officer you know
00:24:29
Speaker
So now you're looking at receivables and payables and, you know, banking statements. Well, you're not always looking at that stuff. If you're just, you know, you're just managing the day to day and making recommendations on what we should do. You're not really looking at all the like stuff that's happening in the back, you know, in the background, in the back office, per se. So just really becoming more aware of how the decisions that are made
00:24:58
Speaker
and how that can impact your back office, what the working capital, work flow, cash flow really kind of needs to be to help you kind of manage and then
00:25:14
Speaker
Again, risk is a big one. The risk for some of your decisions, you start to really start to take a look at those in every decision you make. What's our company risk? And what is our North Star? What's our North Star? What's our company risk? And then you just try to manage all your decisions with a little more risk
00:25:42
Speaker
involved in your decision-making than in my estimation. That's where I am right now. More risk is involved or analysis is involved with decision-making versus
00:25:58
Speaker
before I was the owner. Makes sense. And for this next question, I want you to think abstract. Abstract. Yes. So if you had to describe being a CEO to a painter, and then that painter was going to create a picture of it, what would you tell the painter to draw? Now, actually, this one, I looked at some of your
00:26:26
Speaker
You had some questions and I actually took a look at that question. I was like, okay, well, what would that be? It actually came to me pretty quick. So it would be something like a flow of water. It would be like a flow of water that maybe started with, you know, kind of a
00:26:48
Speaker
What do you call it? Almost like a rushing stream of water over rocky bed, over rocks that ended up in to more of a wider body of water, maybe even an ocean where the water was more calm and clear.
00:27:16
Speaker
Okay. Okay. And what, I guess, what did those images represent for you? Yeah, just the journey. Okay. And so the journey.
00:27:25
Speaker
It can be rocky and it can be going at a pace that you're not really not even noticing how how much information how many things are affecting you impacting your mental emotional physical Self and so it can be rough. It can feel like you're being squeezed and then but over time
00:27:48
Speaker
just like with age, you know, I'm not going to say getting older is, it's fun. Cause sometimes you, you know, I'm in my fifties, you're like, man, I feel, I feel old the day, but
00:28:03
Speaker
over time, when you get older, life decisions get easier for you than when I was in my, to me, than when I was in my teens and 20s and 30s. Life decisions are much easier just because you lived a lot more life and a lot more experience. You should know
00:28:25
Speaker
Right. So same here like that. So just a flow of water is a constant evolution. It's a constant evolution and the change of going from water that maybe rushes down from down at the side of a mountain over rocks and waterfalls and that kind of thing. And then basically ends up into a larger body of water that's really kind of calm.
00:28:54
Speaker
and clear that that's what that represents. Just that journey and experiences that you've accumulated helps you better manage. Well said, well said. And thank you. Sometimes that could be tough for people to try to think abstract, but I'm glad it came to you naturally and well said. That's very vivid picture. What do you, you know,
00:29:17
Speaker
Next question. You have done a great job explaining, sharing some of the lessons you've learned. For example, you've talked about how your faith has given you strength during times of uncertainty.
Authenticity & Career Advice
00:29:31
Speaker
You've talked about how having a counselor possibly has
00:29:35
Speaker
Helps you you know not retain anger or you know get your frustrations out which are two great lessons for young people make sure that you know whatever faith you choose to practice find one that you know helps you and support you through life and then also get a counselor so that you have somebody to talk through through through some of the issues you may have with co-workers or family is there and those are two great lessons and so is there any other life lesson or anything that may have happened in your career that You know if you could prepare your younger self you would share
00:30:07
Speaker
Yeah, sure, sure. Another lesson is don't chase money.
00:30:20
Speaker
And don't, don't chase it. Just don't, don't chase money, right? I mean, you can, I think it is just, it won't satisfy you necessarily. You can have a bunch of money and still be miserable. And so I've experienced that. And so I would say don't, I would tell my younger self, don't, don't chase money. It'll, it'll find you, the money will find you.
00:30:48
Speaker
If you're working where you're supposed to be, God built you for something. You're here for something. Just trust that you'll find it if you continue to look. I'm not saying jump from job to job to job because you're never satisfied. Maybe that's a whole other conversation, but I'm saying if you're
00:31:11
Speaker
if you're working hard and you're having some impact in life and you're impacting your family and folks around you on your job and your
00:31:24
Speaker
and you're someone enjoying what you do, then maybe that's where you're supposed to be. Just sit down some roots, work hard, be a good employee, which is show up on time. Do what you say you're going to do. Be accountable. Hold yourself accountable. Don't always be pointing fingers at other people.
00:31:49
Speaker
Right? Just be a good employee because being a good employee will always, and that's basic stuff. Show up on time, do hard work, be inquisitive, volunteer for other duties so that, not just so you can work yourself to death, but so you can learn some stuff. Maybe you volunteered for a department. Hey, you heard they understand. Hey, let me come help you out a little bit. I got a little extra time, but you also learned something while you're doing it.
00:32:16
Speaker
Right. So now you build some additional subject matter expertise that you didn't have. And that's what people pay for. The money will find you. The money will find you. And then when you're not, when you don't believe in, you don't believe in what you're doing. If, if you feel like you're in a role and
00:32:38
Speaker
you don't believe in what the organization is doing. Have enough confidence and belief, faith that you can move on. And you can move on to another organization that better fits who you are.
00:32:57
Speaker
who you are, but you gotta know who you are first. But most young people, most people often find themselves living a double life. By that, I mean, they're one way at home, but they're another way at work because at work they have to be somebody they're not. And so,
00:33:24
Speaker
I don't think you can really ever have true success if you're working in an industry or doing something where you have to be somebody you're not. You have to find an opportunity, a company and a culture where you
00:33:41
Speaker
are you are your true self is able to operate because you believe in what you guys are doing doesn't mean you have to be you know building houses for the poor necessarily this means you believe in how the company treats people that they listen to their employees that you know you have a voice that uh that they take care they take care of you
00:34:06
Speaker
you know, that you make an honest wage, you know, all of those things that they give back, you know, if they're making plenty of money, that all the bosses ain't just driving up and lambos. But you can be yourself, you can be who you are,
00:34:30
Speaker
while you work and if you can't, don't be afraid to walk away. That's awesome. I really love how you are bringing a different image and perception to what a CEO is.
CEO's Societal Impact
00:34:46
Speaker
In this capitalist society, we often make CEOs so pigeonholed that the only thing they have to think about is money. And I really appreciate you coming on and sharing how the job can be so much more than just money. So thank you so much for sharing so much today on the show.
00:35:00
Speaker
Yeah, hopefully, hopefully somebody hears it, you know, never gonna hear it, but you have to put it out there because if it, you know, again, like the mustard seed, you just, you gotta plant something, throw, put something out there in the atmosphere. And if it may be the person that was supposed to receive it, you know, the person that was supposed to receive it gets it because you put it out there. You just follow what you thought you were supposed to do. Well said.
Hypothetical Fun Question
00:35:30
Speaker
We are coming down to the end of the show, and I like to have a little fun with all of my guests before we go. I like to ask this question because it gives the audience a chance to learn a little bit about your personal interests, and we get to have a little fun with the hypothetical situation. Don't worry, it's all fun, but are you ready? Let's go. So imagine that you are the ANR of a record company.
00:35:59
Speaker
And you have just, yes, you're in charge of talent. So you find that, you find the artists and then you bring them onto the label and you finance them making projects or their tours through the A&R. And you've been given an unlimited budget to create your favorite song. And so you can pick any three artists
00:36:24
Speaker
and one producer and they get into a studio together and the four of them actually make a song. Which artist, which three artists and which producer are you picking to make for this song?
00:36:37
Speaker
So you're assuming that I even know names of producers. I am making a big assumption. But I can probably get in on the artist piece, but I don't know about producers. But many of them also, I think, function as producers. So for me, artistically, I'm trying to think of a couple of different genres.
00:37:13
Speaker
So, like there's like one rate, Old School, one of my favorite bands and still an artist is, you know, the Isley Brothers, really only Ron Isley is still, is still singing, but, well, no, his brother, I forgot his brother writes a lot, but Isley Brothers, who would be like number two, that's really, really tough.
00:37:30
Speaker
time periods. So.
00:37:49
Speaker
So like lately I really enjoy the diversity of songs written, I think produced and put out there by Glassberg.
00:38:08
Speaker
because he really does a lot of really good collaborations. It could be traditional jazz, if I do a little bit of hip-hop, if there's no scrap in there, it might be, you know. Did you go to the Jazz and Riff Left last year and see him? I did, of course. Awesome. Awesome, good. I was out there, too.
00:38:31
Speaker
I can't, the third one is I'm struggling with the third bam, because it's definitely, people always got eyes, knees, and they're ladling like this kind of glass burn, all this stuff. I just got two for you, that's all I need.
00:38:49
Speaker
You know, producer-wise, I don't really even know a bunch of producers. The only person that jumps out of my mind is Q, like Quincy. And outside of that, I'm like, well, I'm sure I know some other producers. They're not coming to mind.
00:39:09
Speaker
Well, Glassblowers went off, so just like you said, and Quincy won being a singer and producer also, so that those three could get in the room and that would be a powerhouse song, so you answered it, so great job. Well, I really, once again, I appreciate your time, Monte. This has been a great conversation. You have given a perspective of what the CEO is like. You're the first one I've had on the show, so to have that top-level perspective of a company was very enriching for me.
00:39:36
Speaker
Thank you for pulling the curtain back and removing some of the mystery behind this job. I appreciate it. And thank you so much for sharing so much about yourself. I know that sometimes that can be the hardest part is sharing your own personal journey, but you were very open. I appreciate your transparency. I'm sure the audience will. So thank you again so much for your time and I wish you and PSI nothing but success.
00:39:54
Speaker
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