Every business has moments that change its direction. This episode of The Breakout Moment explores the decisions and shifts that created real momentum in 2025.
Christina sits down with Stacey Holsinger to break down how AI, cohorts, and evolving service offerings created real momentum. The conversation also covers salary transparency and what it takes to move forward in that messy middle stage of business growth.
Christina May:
Stacey Holsinger:
2025. Our breakout moments to our breakout moments for our businesses. For the Breakout Moment podcast. Yeah, I love it.
So mine would be three main ones joining cohorts, getting into AI, specifically ChatGPT and utilizing it every single day in my business.
And then, salary transparency for recruiting. Oh, that's a big one. People need to learn. Yes. All three of those? Yeah. Okay. So I share one with you. So how we have leveraged AI and ChatGPT. And just to be clear, I think most people need to understand this. AI is not new. Okay. We've had AI in our lives for a really long time.
It's just. And especially both of us being in the marketing industry. With your business? My business? We've had tools that have had advanced automation, AI, etc. for a while. We just didn't have access to a tool that was that allowed us to like, talk to it. Right. Right. So yeah, I'm with you. I share that breakout moment with you.
And then our other breakout moment is actually it's a complete I call it a breakout moment. But it's also like a tipping point for us. So, our business has changed drastically. So from what? To what? You know, just like, dun dun. From what? To what? So when I started our firm, it was really focused on marketing.
So full transparency, because this is like a confessional kind of situation. I when I, like, I fell into marketing. I did not wake up and go, I want to be a marketer one day. I knew I wanted to be in like, business. I've always loved business, but I love all of it. And then when it came down to like, what part of business do you like or not like.
Oh well no business person likes taxes. Let's, let's just be real honest. Sorry, CPA is not my thing. You don't like taxes in either. Let's no tax person likes taxes. But I didn't like statistics. I mean, I like numbers. Don't get me started there. Don't I love numbers, but yeah, I got through math because my mom put dollar signs in front of equations.
And that's how it made it real for me, because I was like, why am I doing theorems? This isn't real. This is a waste of my time. See, there's the realist and it just comes out no matter what. But for me, I just knew that I wanted to be in business and I just didn't know what. So I'm also super creative.
00:05:45:35 - 00:06:03:15
Unknown
So I was like, I'm creative. So therefore a marketer. Yeah. Just how I felt. So when I started that's what I did for years before I started my company. And then I saw my company was like, oh well this is my skill. So therefore that's what we do right. And the now that is not what we do.
00:06:03:16 - 00:06:27:10
Unknown
We still do marketing. Don't get me wrong, we still do marketing. Yeah. It is a still very significant part of what we do because we've done it for, you know, 12 years. And year 13, it flipped from marketing to revenue operations as our main point of business. And can you explain that for those that don't know it for the for the people in the back.
00:06:27:17 - 00:06:52:54
Unknown
So revenue operations really focuses on, on Siloing, different departments within a company. So even if you're small business and you're all the departments. Yeah, it doesn't matter. It's, siloing that data, so that it can be leveraged across the entire company. So many people need help with that. Oh my gosh. And so we do a lot of what we do now is very technical, but it starts with marketing.
00:06:52:54 - 00:07:16:08
Unknown
Because as a marketer and as a small business owner, you're like, I know I need to market. What's the number one question you get asked? Probably more than anything else when it comes to marketing? Yeah. Okay. Okay. And then what generated my leads? Yes. Right. I spent x number of dollars. Therefore I should have x number of. It's not like that gay guys.
00:07:16:15 - 00:07:37:25
Unknown
Right. And so the when we then what ends up happening is marketers are responsible or your marketing firm or whatever small business, you're doing it yourself. You're trying to generate leads. You're trying to figure out why what works and what doesn't work. And what usually happens is slightly bigger small businesses, they get passed off to a sales team.
00:07:37:30 - 00:08:04:32
Unknown
Sales team. First thing they do is either everything's great, but as soon as everything's not, what do they do? They blame the leads. Yeah, they blame the marketing team. But there's no transparency between the two departments. Same thing when it comes to customer service sales. Hands it off. Done. Whatever. And then the service team is the one that's on the front lines that either actually execute the thing that you do right, or follow up on the warranty or whatever else.
00:08:04:32 - 00:08:28:00
Unknown
Right. And these poor folks don't know what was sold. Right. They have no source of truth as to what was said to the customer, what was promised to the customer. How long has this conversation been? When a when a person interacts with your company, it should feel like one nice long conversation, right? A nice trail that you can come back to go back to.
00:08:28:00 - 00:08:56:59
Unknown
It should be a great experience all the way through. And then you, Mr.. Mrs. Founder Owner, we can actually answer the question of what's going on with your customer. Where did they come from? Where did you lose them? But unless we un silo each one of those departments and actually, you know, you can tie that into ops, you can tie that, you know, in your operations, if you're a manufacturer, you can tie that into your ERP, whatever.
00:08:57:04 - 00:09:19:38
Unknown
We can really start to unlock some big findings in the data, and then it becomes kind of this engine that moves forward together. So suddenly instead of the people that working from you blaming each other, they're actually focusing that blame on where the problem lies. And we can use data points across the entire organization as opposed to just in departments.
00:09:19:40 - 00:09:45:42
Unknown
And you can all work together and we all work together and figure it out. And it your forecasting becomes more accurate. Your customer retention jumps. It just it's huge. It's powerful. It's a big thing. You can tell I get really excited about it. But we pitched rev ups. I pitched rev ups actually as a additional growth segment, a new top line revenue segment to what we do in 2018.
00:09:45:46 - 00:10:10:59
Unknown
We're coming up on 2026. It has taken a while and a Covid for the world to catch up. So our tipping point is actually my lesson learned. One of the big ones is from 2025 is this is the first year all of our new sales opportunities almost all of them, almost all of them have been revenue offered ups, opportunities, not marketing opportunities.
00:10:11:04 - 00:10:39:05
Unknown
So that for us, that's a breakthrough moment for us for sure. Interesting. So all right so talk to me about talk. Let's get to the bottom one first. That one I think is really intriguing towards no. Let's talk about salary. Average salary. Yeah. So, I have a channel that I start at called chat CTE, and we had a million a half views in the first year.
00:10:39:05 - 00:10:59:43
Unknown
10,000 followers on TikTok. TikTok has great organic reach, even with the ups and downs of. Is TikTok staying? Is it going? What's the legislation and what's going on? We were going to put money behind ad campaigns, but because we didn't know what was going to happen, we just were like, let's just wait and see. So it did really well with just organic.
00:10:59:48 - 00:11:23:38
Unknown
But any time we talk about salary, that's when and we're transparent about it. That's when, you know, our views go up and there's a channel called Salary transparent Street was where we got our idea, but we niched it down to the trades only. She talks about and her, her platform skyrocketed her whole entire business model and it's doing great.
00:11:23:43 - 00:11:45:19
Unknown
And everyone's talking about salary transparency now like they want to know. And I mean it's been a topic forever, but there's so many people that are still listing job descriptions as competitive pay. Like stop with that because people aren't taking you serious. They're not even going to look at you or apply. They want to know you're wasting people's time here.
00:11:45:21 - 00:12:07:56
Unknown
Like just at least give us a range so I know if my skills even match the job. Like I'm not going to, you know, this is the way things are moving in this world. Is time is very important to everybody. You know, so, like, I'm not going to waste my time setting up a call in an interview with you if if things don't even, like, match up and fit.
00:12:08:01 - 00:12:31:49
Unknown
So that's been a really hot topic. And all the states are getting, I think where we are in Maryland, YouTuber for. Yeah, 2024. You have to list. That's right. Arrange. So yeah, that was one of the breakout moments. So anytime I'm working with my clients, because finding talent is a huge problem with a lot of these B2B companies.
00:12:31:54 - 00:12:52:18
Unknown
I have to remind them, guys, we have to list the salary if you want people to click. So that would be your takeaway. There is always list of salary. Lead with it and get rid of competitive benefits. No one knows what that means. Like, spell that out. Spell it out, please. Like, do you have top of the line training?
00:12:52:18 - 00:13:14:38
Unknown
Do you have any house training or do you have a certain stipend where I can go somewhere and get professional development? Like, really? You're missing the specifics and the details. That is going to sell someone to come and work for you 100%. So you know, and don't be afraid that your competition's going to see it. You know, I think that's probably what holds a lot of small businesses back.
00:13:14:38 - 00:13:48:38
Unknown
And I think that's one of the things they didn't like about the legislation. I think it's actually the opposite that it actually is good for small business to be able to. And you can I think that's a misnomer. You can tell me what you think. You can compete with other things that larger businesses can't. Oh, definitely. I've seen people that worked at really large organizations and then scale back and say, I want the small business fail, and you can play it like there's so much benefit to working for a smaller business.
00:13:48:43 - 00:14:11:56
Unknown
It's a lot of pressure off you like the corporate type. There's benefits to both. I've been in both environments, so me too. When I was younger. I definitely like the corporate. But then as I got older, I'm like, I really like the small net type. Yeah, yeah, yeah. So now the larger corporate, obviously as a business owner entrepreneur, I ran up against that.
00:14:11:56 - 00:14:35:00
Unknown
We already defined that, you know, early on. But I think, you know, if I think there's this misconception that small business is one we can't compete on salary, but two that benefits cost money. And I think there are a lot of benefits that we can give that don't cost money at all. Like I think if I could think about that, we have at our company is flexible scheduling.
00:14:35:04 - 00:14:57:51
Unknown
That's that doesn't cost me anything, right. As a business owner, what are some of the things that you've seen? Well, just even like you have, you could say like downtown Frederick, feel like close to shops and like there's so much things like if you just look at your location, professional development, you can send somebody away for a conference.
00:14:57:51 - 00:15:23:16
Unknown
They really appreciate that. When I used to work for a mechanical contractor, I planned on working there for three years. What got me to stay was they kept investing in me. So they would say, oh, we'll send you here for this program or there. So I was constantly learning something new, and then eventually they've had paid or tuition reimbursement to get my masters, which I didn't even want to get my masters.
00:15:23:16 - 00:15:42:23
Unknown
But I'm like, well, why wouldn't I, why wouldn't I? So I think you can do a lot of things to keep people to stay longer, as long as you keep them engaged and you have a plan. So education and like it doesn't have to be, a master's degree by any means. If you're a small business, you can just do a conference here and there.
00:15:42:38 - 00:16:04:19
Unknown
So send them to some training. It's going to keep them longer because you're investing in them. And I think to going back to your break out moment with the advertising, the salary, I think the thing as an employer, we spend so much time screaming, at least I don't let I do it. I screen my candidate issues with that.
00:16:04:19 - 00:16:27:28
Unknown
Right. Oh, awful. Yeah. And if I'm putting the salary out there and you're putting in that, you want X and I advertised you know A to B. But you're not wasting my time. Right. So I think you should I think that's, that's an embrace it. Don't don't hate of it. Yeah. Don't yuck the yeah. You know I talked to me about cohorts.
00:16:27:42 - 00:16:45:59
Unknown
Oh god. So cohorts for me, I didn't even know what it was. Yeah, I was going to start there. Tell tell people what a cohort is because, like, what I think about a cohort, I only think about, like our experience in, like Goldman Sachs program or like a training thing, like I don't think a lot of people really understand what cohort means.
00:16:45:59 - 00:17:06:06
Unknown
So the way I would define it is it can be, you can pay to be in a cohort or you can be invited to join a cohort, or you can ask to join a cohort. Always ask what's the worst they're going to say, guys. Exactly. No. We get that every day. So they're popping up like crazy.
00:17:06:06 - 00:17:34:25
Unknown
And I really feel like that's the new thing that's happening. So cohorts are usually smaller groups. It could be. I think the smallest group I was in was maybe like 15, 15 to like 30 people usually. And you meet over a centralized topic. So the first cohort I joined was Harbor Fruits Leadership Lab. And what we all had in common is that we were advocates of skilled trades.
00:17:34:30 - 00:18:04:01
Unknown
So we were educators, marketers, business owners, union merit. It didn't matter. We all had the common ground of skilled trades. So we met. You meet regularly over a certain period of time, and then you usually have an alumni alumni group afterwards. So there's cohorts each year and then you just keep building upon that. So my first cohort experience was great.
00:18:04:09 - 00:18:31:35
Unknown
We all got to develop our own pilot program and then we got to pitch the pilot program, and then they decided whether to fund it or not, which was awesome. And I still am in touch with everybody, pretty much all all around the United States. The second cohort I was in was, I think, Goldman Sachs, which is what you were in huge network, free to join kind of lengthy application process.
00:18:31:39 - 00:18:49:41
Unknown
Yeah. Yeah, it's but that's but it's so worth it. It's free. You want people in the cohort that are going to actually do the work and show up and help you. So that one's for small business owners. I think the cap is you have to make at least 75,000 from here. But then how long was that for?
00:18:49:46 - 00:19:15:05
Unknown
Oh, I remember eight months. Oh, gosh, I did it in 18. And that's when that's when they did the they had different, criteria like the, the entrance limit was higher and you had to have employees and. Okay. They've, they've changed it since then. Yeah. Always look at the criteria. Yeah. It changes all the time. But yeah. This one you can apply to online at Goldman Sachs.
00:19:15:05 - 00:19:35:18
Unknown
And then they interview you to to make sure that you're the right fit because you're not just there to grow your business, you're there to help everybody else, too. And it's very transparent. I mean, you're sharing your financial numbers like all your woes of your business. Oh, it's like therapy. It is. It's there. And you have a business advisor.
00:19:35:23 - 00:19:50:23
Unknown
You have the best resources for every topic you can think of to help you run your business. And it's good for people that just started out, but people that have been in business forever, like I said before, just the network is so large.
00:19:50:27 - 00:20:07:22
Unknown
okay. So the third experience was, journey Alliance, the black Belt program. This was an online cohort free of charge. We met monthly for an hour, I believe, and they took us through, different trainings.
00:20:07:27 - 00:20:31:56
Unknown
So it was instructor led, and then we had to complete the homework. And now that moved on to an alumni group where we meet once a month. It's like masterminds of AI, and we have to share how we're actually implementing AI within our businesses. That's cool. Again, completely transparent, you know, behind the scenes stuff. But these cohorts have been such a game changer.
00:20:32:10 - 00:21:06:44
Unknown
I feel like, you know, if you have the chance to join like a networking association type thing or these cohorts, do both of them, or definitely do a cohort. I mean, I've had such great experience. I've I've always had better experiences in a learning environment than I have in a networking environment. And the reason being, there's a lot of times in the networking environment, everybody's there and it just feels like, you know, that scene in Harry Potter, I can't remember what those little ghosty things are called it like, suck your soul out of you.
00:21:06:49 - 00:21:28:17
Unknown
That's what a networking event feels like to me, you know? Are you an introvert? I'm an introverted extrovert. Yeah, I am too. And I just at the thought of working in a room. But also these individuals are not looking for the same thing that I'm looking for. And it's just not worth the time and trouble. That's a good point.
00:21:28:17 - 00:21:51:02
Unknown
It's, it's it's the difference between a shotgun and a rifle, you know, I mean, little pond, big pond. Pick your metaphor. Right. Yeah. Whereas like cohort experience. Now here's this. Interesting though I can compare and contrast with you. I had a wonderful cohort experience with the Goldman Sachs program, which we've both been a part of. I've actually not had good cohort experiences.
00:21:51:07 - 00:22:08:14
Unknown
So this past year, and it is partly the format is I think, and that's why I find it very interesting that the online one worked well for you. I was part of a cohort this year that, you know, had a mastermind component, and maybe it's just the way that it was run did not work for me at all.
00:22:08:19 - 00:22:32:37
Unknown
First off, the whole, you know, we're all dialing in online and that the awkwardness of not being really connected, you can't connect. Yeah. And they had these basically these weekly office hours. And so you were to come with a question. Well it's like I don't have any questions. So you're on and it's like an hour and you're listening to everybody else's questions.
00:22:32:37 - 00:22:52:42
Unknown
And every once in a while you pick up something from it. But more times than not I would sit there and go, I could have used this hour in a better way. So I think, when you're looking at it, also be really honest with yourself. How do I learn best. You know, how do I interact with people.
00:22:52:42 - 00:23:16:11
Unknown
I do much better in like small groups. Small groups are my jam. What was the topic? The main topic for that cohort? It was all about, they're all business owners, which is fantastic. But they were all talking about product ization. Okay. And everybody was in a different place, and there wasn't like a curriculum structure that I found that worked.
00:23:16:16 - 00:23:37:23
Unknown
Okay. And I think cohorts have to have a curriculum structure to work. Really. So so yeah. Do's and don'ts these here to to learn from. But I agree with you. I think cohorts are much more successful and better use of your time because also you're coming out of it with something that you learn, not just networking with people.
00:23:37:23 - 00:23:59:53
Unknown
Right. So what would be your tips like if someone what what would they ask about the cohort before joining? Other than I agree with you, it has to have an in-person, element, in-person element. Somehow it doesn't all have to be in person, but there has to be something. Otherwise you're never going to have, like, an honest conversation or connect with somebody so hard to connect.
00:23:59:54 - 00:24:28:53
Unknown
And you can't connect through the screen. I'm sorry we learned this during Covid. Yeah, we just don't. We're, you're too distracted by what else is going on. It doesn't work. Tips wise, I would I would find something. Where? There. If you're not going to find customers, you're going to find adjacent opportunities. And what I mean by that is people that you're going to be able to partner with in some way, shape or form, Goldman Sachs program that we talk so much about.
00:24:28:53 - 00:24:52:12
Unknown
But because we were both in it, talks has this like fantastic statistic about how many alumni do business with each other. That's really never been the case for me, but I have a lot of people I can call and ask questions on, or connections that I don't do business with, or even us, you know, doing a project together.
00:24:52:17 - 00:25:11:57
Unknown
I sit on a board with somebody who was in my cohort like, yeah, it's you have to reset your expectation for ROI. If you're if you're if you're joining a cohort or you're joining anything like this where you're giving up your time. And that would be the other thing I would say, calculate as a business owner, your time.
00:25:12:02 - 00:25:36:51
Unknown
Give it a value. Even if you're in the early stages and you're not paying yourself enough, give yourself an hourly rate because that is time that you're taking away from your business. And as time you're taking away from your family. And quite frankly, my advice is it's the time is the only thing you can't get back. Yeah. And I really quantify things that I sign up for, whether it's a board, whether it's a volunteer thing, whether it's a thing at my business, a client meeting.
00:25:36:56 - 00:25:57:14
Unknown
Yeah. By my time and making sure that other people are committed. We talked about that. Oh, because if they're not committed, forget it. Like, yeah, you just got to move on. That's a hard one for me. You're better at that. And I got to get better at that. Because I'm such a people pleaser and I've recovered. People pleaser.
00:25:57:14 - 00:26:18:50
Unknown
I used to be a horrible people pleaser, but I think that comes from what we do. Yeah. You know, we're all in the service industry. And because we're in the service industry, we have this period, you know, predisposition to really people, please, I want you to like me. And I think there's just I don't know, maybe it's because I've just hit a certain age or just like, you know what?
00:26:18:50 - 00:26:36:53
Unknown
No, no, I'm getting there too, because it's not serving you for me to just tell you what you want to hear. You know what I mean? It's just you hired me to do a certain job, and I have to do it. Whether. Yeah, and I can like it. I did the same works for cohorts, like. Yeah. If they're not committed, I'm not going to show up every month.
00:26:37:02 - 00:27:00:02
Unknown
Like, it's not not my job to motivate everybody in this group not to like participate so well. And also the the leader of the cohort isn't doing a good job of following up with the people that aren't raising their hand. Now add that with the little structure also size a cohort I think really matters. So that would be another tip.
00:27:00:06 - 00:27:20:53
Unknown
Again, know thyself know. If you work well in a large group, you're social. Butterfly. I have so jealous of you. But are you are you more like me? Where? It's just like I can turn it on when I need to. There's a mic in my face. I could do it. But, you know, on a personal level, like I always tell people I do, speaking engagements.
00:27:20:53 - 00:27:47:24
Unknown
I love the speaking engagement. The meet and greet afterwards. So difficult for me. Like, there's this little girl inside that is so awkward. Yeah. I'm with this next generation to the genesis coming up. They are not going to feel comfortable going in a room full of a sea of like 400 people at an event now, like, I still don't feel 100%.
00:27:47:24 - 00:28:05:37
Unknown
I mean, like, I can do it, we do it, but you're you just got to walk up to strangers and just talk about, like, I think people are getting over that, you know? Yeah, yeah. The last event I was at, people people seem to be coming out of it. But we're still in an awkward spot for sure.
00:28:05:39 - 00:28:30:59
Unknown
Yeah. I think it's just going to be one of those blips on the map that never really it's just going to move with time. It's not going to smooth out. Yeah. So all right. You said ChatGPT was a game changer for you. That was our shared one. ChatGPT is a game changer for me as well. And just AI in general gives some like actionable is like what have you implemented in your business in 25 specifically?
00:28:30:59 - 00:29:07:16
Unknown
You don't have to give away the prompt. But yeah, so I'm working right now on building out my digital shop to help mostly construction businesses, but I can help any B2B firm. Really. So I've noticed a lot of people don't know the difference between the chats, which are short term conversation, and that's what everyone is using. And then you have the projects area which you can set up like short projects, whether it's setting up an construction project and the submittals and the rfis and all that, or your GPT, which everyone's excited about, is kind of like your chat bot or your agent.
00:29:07:18 - 00:29:30:15
Unknown
Yep. And that's when you have a task that you do over and over and over. So in the class I taught yesterday, I was talking to two girls that do a lot of award entries year after year, and that is the perfect way to set up your GPT. So when you're talking to, say, an electrical contractor, because they only apply once a year and then they might change staff all the time.
00:29:30:28 - 00:29:52:48
Unknown
So you have to what project, what category did we apply to. Like just the questions. And it's usually the same criteria year after year. So plugging that all into your GPT and then it doesn't matter who's on board. You know someone experience has to set up the GPT. Yeah. So that's what I was kind of telling my class yesterday.
00:29:52:53 - 00:30:13:28
Unknown
Anyone technically can set up a GPT, but not everyone technically can do a lot of things and shouldn't it? Have you ever drove a road around here? A lot of people should have. I personally shouldn't have my first because I was coming from the city and then just like whipping down, up and down these hills. But that's another story, though.
00:30:13:28 - 00:30:35:15
Unknown
Yeah. No, I drive it like I stole it. So. But, yeah, the GPT is if you're going to set that up, that has to be someone that has been doing that task over and over and over for years and years and years, or at your organization for a long time or, you know, because you can't have an intern setting up a GPT.
00:30:35:19 - 00:31:05:50
Unknown
Thank you for saying, like, you can't have an admin or a receptionist or even an APM if you're in construction, setting up a GPT, maybe a project, I'll give you that. But a GPT? No, because they don't know your processes and everything like that. They're learning your process. Yes. And I think that's the biggest mistake that I see is that it's just like marketing or other things that they think are highly commoditized, specialized skills.
00:31:05:55 - 00:31:28:47
Unknown
News flash, they're highly specialized skills. It takes an incredible amount of experience to actually be able to do the higher level stuff. You can't start out as a strategist. Yeah. You know, impossible, impossible. And it's the same thing with the GPT is you actually have to understand the AI. It's always strategy before software. That's what we teach customers.
00:31:28:47 - 00:31:53:22
Unknown
That's what we preach. In my company it is we always lay out the business rules side first and then we apply the tech. You know? And if you can't explain it to me, just 1 to 1 for darn sure you're not going to be able to get the right output out of it. I'm for darn sure. So, you know, I mean, our game changer, it's very similar.
00:31:53:27 - 00:32:20:41
Unknown
I ended up getting lucky enough to have a cohort experience at the end of 24 at Johns Hopkins on AI, and it was a game changer at the time. So that was like October November timeframe. So I really started building out our own agents at the beginning of 25 and implementing them in the business. And you share any examples of like, oh yeah, I'll tell you about one.
00:32:20:45 - 00:32:46:18
Unknown
We build agents out, for things that are repeatable. So, you know, but, I think the thing that makes what we do, what we use them for more proprietary and what I explain to customers who are like, oh, geez, I, one the output that you get is reviewed by human. It's never just straight from AI to customer.
00:32:46:23 - 00:33:10:43
Unknown
It, it always has a level of human QA on it that the AI is going to get it to about 80%. But for us, it's built on our frameworks, on our strategies that were already in place of how we do our work. And so our agents are built out. We're also with specific client brand voices. So I have different agents for different clients that we work with constantly same.
00:33:10:57 - 00:33:42:08
Unknown
And that enables us to, you know, we work with some highly technical companies. I am not for example, I am not a subject matter expert on threaded inserts. I'm not subject matter expert on, like, milling doors. Right. Sorry. But to be able to take what I am an expert in and marry it with all of that technical data, it just really speeds up the process.
00:33:42:08 - 00:34:07:38
Unknown
I think the game changing agent for me, actually is the one that I built for myself. So yeah, I took so, as I mentioned, I'm a prolific writer, so I've written like over 450 pieces of content in the last 13 years. Yeah, it has multiple frameworks. Multiple. Alsop is like basically Christina Brain and I have fed it into a custom agent.
00:34:07:50 - 00:34:29:51
Unknown
Nice that I called James. And James is like mini Christina. So when I need a blueprint done and by blueprint that doesn't mean like a house blueprint like we do digital blueprinting, you know, done or I need stuff drafted up and I don't have the bandwidth to do it. So again, I'm high level the fly girl. I don't like execution land.
00:34:29:56 - 00:34:54:11
Unknown
I use my agent to help get me there faster. And you know, if it's inaccurate, I only have myself to go because it's based on on my own source. You know? But sometimes I'll tell you, it's a little scary. James knows me better sometimes than I know my. He's sassy. I know he, he he he's a good boy.
00:34:54:16 - 00:35:18:59
Unknown
All right, so we've got we've got our, our 2025 breakout moments. I it's been it's been a year. It's been a minute. And this is the type of stuff that we're looking to interview people. Because every business has different breakout moments from, like opening up a new office or they just onboard a new tech or hired a bunch of people this year or whatever it is, whatever it is.
00:35:18:59 - 00:35:39:14
Unknown
And your breakout moment could be a mistake. Yeah. Some of my best breakout moments have been failures. So so yeah that is I'm looking I'm looking forward to, to taking what 25 and and pushing that momentum into 26 and having a few new breakout moments. Yep. All right. We'll see you next time