I’ve been blessed to be healthy my entire life. Always worked out, always been in good shape. And, this year kind of turned its on its head. And I got really sick in late December of 24, I had a ulcerative colitis flare up that had I been in remission for three full years, and then all of a sudden I had a flare up and it spiral out of control very, very quickly.

I ended up losing 60 pounds in about eight weeks. I couldn’t eat, I couldn’t really function at all.

The good news of that story is I was prepared.

God’s timing was perfect. Because we had implemented these principles in the scalable business framework, our business continued to grow and scale and thrive in a very healthy manner.

This podcast is brought to you by Fast Slow Motion, a team of expert consultants that have helped thousands of growing businesses build scalable systems on the Salesforce and HubSpot platforms. To learn more, visit fastslowmotion.com.

Welcome to the Fast Slow Motion podcast, where we teach you how to build a business you love while enjoying your life. I’m your host, Sam Donaghey, and joining me for the conversation today are the coauthors of that brand new book, The Scalable Business Framework. First, we have the founder and CEO of Fast Slow Motion, John Burdett. John, it’s great to have you back.

Thanks, Sam. It’s great to be on the podcast again. Are you on the team? Do such a great job delivering impactful information to our audience. Really enjoy. Listen to the episodes every other week. Also joining us today is Fast Slow Motion’s director of growth, Michael Johnson. Michael, it’s always a pleasure. Sam, always great to be here. Great to be with you, John.

I’m just honored to be a part of this again. If you’re listening to this episode on the day it’s released, it’s July 22nd, 2025, and it’s a special day for us because it’s also the official launch day for the scalable business framework. And we’re so excited for you to get your hands on this book. We know it’s going to change your business and your life.

And if you’re listening on launch day for one day only, you can even get the Kindle version of the book for just $0.99. But no matter when you’re listening to this episode, you can go to the Scalable Business Framework icon where you’ll find the links to purchase the book. So we’ll also be sure to add this link in the show notes for this episode.

So, John Michael, this book is truly a labor of love for you guys, and it addresses a problem that so many business owners face. Michael, for those who aren’t familiar with the scalable business framework, what can you tell us about this book? Well, Sam, I’m really excited about this book because I think it’s I think it’s the book that a lot of folks need to read.

And it’s, it’s it’s who it’s written to the people that we really care about. And most importantly, it’s fun. It’s a business fable. So it’s not a dry kind of textbook business text, but it’s got a lot of that good, meaty concepts that we’ve seen help businesses scale long term. And it’s really about this protagonist, Tim Hodges.

And he is what we would call in the book, kind of a successful mess. He’s he’s seen success in his business and things are growing, but the weight of the world is on his shoulders and he’s exhausted. He feels trapped. He’s missing out on important things in his life, like baseball games with his kids and time with his family.

And he meets a mentor named Barry who guides them through this transformation, learning about the scalable business framework. And we get to watch his journey through that process and learn a lot as we go through. And really, the the main premise is how Tim, the protagonist, is going from what we would say, chaos to clarity, you know, from feeling overrun to really, truly having it all the time, looking at someone like Barry the mentor, saying, how is he doing that to maybe achieving that himself?

So we get to learn and go along the journey with him there. And it’s, he gets a successful business out of this fulfilling personal life at the same time. And honestly, we see the struggle that Tim has that he has in our own lives and our friends and our family, people running businesses, people that have done great things struggle with us and how to really create freedom in their lives.

And that’s why we wrote the book, is because we’ve seen companies do it. We’ve helped companies do it. We’ve done it ourselves. We want to pass along that knowledge to everyone else. Michael, you just painted such a vivid picture of Tim’s struggles, and I think that feeling of being caught in the daily grind is something that many of our listeners can absolutely relate to.

John, your own journey seems to echo Tim’s in many ways, and it’s clear that this framework isn’t just theory for you. So can you share a little bit about your personal path and how it led to the insights in this book? Yeah, my story is built and about Tim and Barry’s character in this book. So I’ve made so many mistakes throughout my journey trying to be a good leader, husband and father and friend.

And I finally figured out my calling and passion, which is help other people build impactful, excellent businesses. And so I started to be an intentional and proactive, which allowed me to make watch much wiser decisions. So in their early days in my career, I was unintentionally focus too much on trying to be just a successful business leader and as a result, I made so many mistakes, many of which you’ll read about that Tim made and the book.

And one of those, was, and this is embarrassing to really talk about, but I actually didn’t take my daughter home from the hospital. I went to a business meeting instead. And I know it sounds horrible, and it is, but in my mind, at that point in my career, it was like, what’s the big deal?

I’ve been at the hospital the entire time before the birth. I’d stay there the entire time. And my wife, an important meeting popped up and I was like, no big deal. I’ll just go to this, meeting. My wife can take my daughter home, and I’ll be home in a few hours. Makes a lot of sense, right? It’s obviously very stupid, but I think a lot of people can relate to, like, sacrificing a lot in their personal life to do business things, thinking that it’s going to be okay.

But what’s even more sad about that story is I don’t even remember that business meeting. That’s how important it actually was. Many years later, my wife is still hurt by this horrible decision that I made. And it’s a huge regret and something I can never make right again. And I’ve got so many of those stories in my career where I’ve put business in front of relationships and all the other important things in life.

And so I took, like I said, about ten years for me to kind of figure that out. Slow learner, I guess. But you can be excellent in business. You can be impactful in life, and you don’t have to choose between the two. We call it an and not an Or, and so much of the scalable business framework is teaching people these principles about how do you build a business that you love?

Well, not missing out on all these other important things in life. And the key is you have to be intentional. You have to be intentional about building a business you love so you can say yes to the right things and no to the wrong things. So back in 2014, when I started Fast motion, my mission was to help other business leaders build a business I love that is super successful and scalable, but not miss out on all these other important things of life.

And I want a business leaders to run their business and not have their business run them, because you can once again be a successful business leader, a great parent, a great spouse, a great friend. And the scalable business framework is really born out of all those mistakes that I made, offer solutions that worked for me. And you can do it and be intentional and disciplined.

If you follow the framework that we’ve outlined in this book. Yeah, that’s just so powerful, John. And it and it shows that it’s not all just about business, right? It’s about life. So before we get into the core components of the scalable business framework itself, you both emphasized the importance of laying a strong foundation. You know, John, you talk about the three P’s purpose, people and profit as a prerequisite for the scalable business framework.

So why are these so fundamental? Yeah. Before you could scale a business, you have to form the root, the right foundation. If you don’t have the right foundation in place, you cannot scale. It will not work. And so you want to intentionally build the business that you want to define based on the core principles that you put in place.

So you don’t get distracted and unintentionally build a business that you don’t like. Unfortunately, most people don’t build their business with intention and purpose and end up building something they get trapped in, which is not good for anybody.

if you don’t build your business on purpose, your problems will exacerbate.

As your business grows, they don’t get better, it gets worse. And so our desire is for your freedom to grow as you scale your business successfully. So that’s why we have the £0.03 framework. I came up with that when I started fast slow motion. And it’s worked so well to form the foundation of our business and allowed us to scale with freedom and intentionality.

So we believe all successful businesses are built on three core principles. And you mentioned the three of those already. The first is purpose. You have to have a mission. You have to have a Y. You have to have something bigger than yourself that you’re always

aspiring to do. Because if you don’t, you will end up quitting. It gets too cumbersome into tiring.

You’ll burn out, and this is why you get out of bed in the morning. And if you don’t up for your mission, nothing else matters in your business. This is what you’re all about. So our purpose at fast motion we call impact. And just to be a blessing to business leaders as they grow and scale their business. This is what we, call success.

This is why we do. We do. So focusing on your purpose ensures you don’t deviate from what you were designed to do as a business. You will build that business that you love, and you won’t unintentionally build something that you don’t like anymore because you you pivot away from your your core foundation. Now you have to have a purpose, but you also have to focus on people because life is of all about people.

Relationships, at the end of the day, are all that really matter. So every business must focus on people your employees, your partners, your clients to your your business is is unique and not all people will align to your purpose and core values. And that’s okay, because you want to attract and recruit the people that are aligned to your core purpose, and make sure people that don’t care about what you care about don’t get in.

There’s other better businesses out there for them. And so our core, people Prince was flexibility. So from day one, we built in flexibility into our culture and made that our core people principle. So working from home was what we did at 11 years ago and been doing it ever since, because I wanted our team to be around their family, be around their friends, have meaningful relationships outside of work because we work really hard at fast, slow motion.

It’s not that we work less. Flexibility doesn’t mean less. We work hard, but we get to do it around our own schedules and not miss out on those baseball games that Michael mentioned. Are these other important things in life because we want, once again, people have meaningful relationships outside of work and enjoy the work that they do and not miss out on all the important things, like like taking your daughter home from the hospital.

That that’s a big one. I would not recommend you missing out on that one. Profit is a final thing. We think is a good thing, not a bad thing. And it’s a verification of the validity of your business model. If you’re not profitable, something is broken and something is wrong. And so you always need to build a business that is financially stable.

So you have the financial margins in place to make wise decisions. And you don’t get caught up in and chasing just growth for growth sake or chasing shiny objects are pursuing the latest management trends. All these circumstances that pop up, we get distracted by those. So we want to make sure we build a financially sound business. So once again, we’re always in a position to make wise decisions and can stay true to our purpose, take care of our people, and be around long term to serve our clients.

And that’s really, really critical. And it seems obvious and people often forget that principle. So finally, I’ll say that all three are equally important and they must stay aligned. So one is not more important than the other. You can’t serve your clients so much that you don’t care. You burn out your people or you can’t, you know, focus on making so much money that you don’t pay your people well.

And those all three things have to stay really aligned, and they become your Northstar and the foundation of your culture and the foundation of scalability that we talk about in the book, where we put in the scalable business framework principles to build upon that firm foundation that we built. So the only way to scale your culture is to have a define these defined principles in place.

The only way to scale your business is to have these defined principles put in place that you live out each and every day as you run and grow your business. And John, one thing that I’ve loved, you know, join in slow motion. Gosh, seven years ago, almost, I got to see this lived out day to day.

You know, this to me, I understood I heard about all this stuff. You hear some stuff about business school? Well, you need to think about profit. And we got to have a mission statement, and, but really, the three piece concept, transformational for me and not just seeing it lived out in this form of, like, I would say, almost like an iron triangle.

You have to have all three in this healthy tension. And you’re right, you do sometimes see companies focus on their purpose at the expense of profit, or focus on profit at the expense of their people. And just this, this intentionality to keep all three points of that triangle aligned and active allows really good decision making. And then I’ve seen it, you know, when I first joined Fast Motion and had a, there was an inquiry that came in from a really big opportunity from a, from a customer, large customer, and the way that they wanted to do business, they wanted to just pick and choose which resources to use, and they wanted to do business a

specific way with us. That was not how we did business. It violated our flexibility, our people principle. And John said no. And that had a huge impact for me. That was like the first week at fast, slow motion. I was like, something’s different here. And I saw the benefits of sticking to those principles and keeping those three piece of mind as transferred culture.

As the business has grown in scale, it’s allowed us to scale the right way. And it really has allowed us, to to have that flexibility, you know, and for me, as a leader, as I’ve, I’ve taken on projects here sometimes not even really realizing maybe, maybe violating the profit side or the, the people side, and then just having the wherewithal and the cultural knowledge just to catch that and say, you know what?

This isn’t right. And to be able to make the changes to keep us back on track. It’s been it’s been tremendous. And the thing I love about it, too, is it shatters this conception that’s out there in the world that, you here work life balance, right? And you balance it. It’s kind of like a seesaw. It’s two opposing forces that you have to balance out work and life.

And this, this integration principle of focusing on profit, focusing on purpose and people the same time kind of shatters that misconception is that, yes, you can maximize your family life, your personal life, and you can maximize your work life. You can integrate the two because you’re the same person at home and at work. And when you want the best of every individual at home and at work.

And so living these principles out is really life enabling. You know, it’s designed to to build and grow really great businesses the right way. The it’s a framework for making really great decisions using the three P’s, building the right processes, adding on the right lines of business that align, not making mistakes that that vary you from your purpose and your mission, but really keeping you alignment.

Also also maximizing how people live and work and perform every day. And so it’s been really it’s been really a blessing to be a part of and to see and to see that that go on and pass that on to other companies as well. Yeah. I think it’s clear that the three. So let it groundwork for everything else.

So Michael, building on that strong foundation, can you give us a high level overview of the scalable business framework itself? You know, the core components and how it helps solve these widespread problems for business owners? Yeah, absolutely. And it’s like you said, Sam, there are problems that you see out there that culturally we know it’s that business owner that is struggling.

They are overwhelmed with the work. They feel like they’re the ceiling on the organization. You know, they say things like, oh, well, you know, I can’t grow because I’m the problem. They may think I’ve got I’ve got people that are preventing my growth or, they’ve, they may think I’ve got the wrong tools or, you know, it’s just there’s something there’s limitations and really there’s what we’ve noticed is there’s a, there’s a framework problem, there’s a framework that we’ve seen be successful that we were able to just put words to that we see that we saw people use in the past, that we’ve helped our clients implement, that we’ve implemented, that really shattered that

concept, that really that really built a new paradigm for companies and gave them an, way to, to create scale long term. So we didn’t invent it. We just developed a really new way to communicate it. And it’s got these three core principles process automation and visibility to really great, strong processes. Automation on top of those processes, invisibility.

And it’s in that order. And it it creates this interconnected wheel, this flywheel for success where you focus on process. We build automation. We check the results and visibility, and then we learn from that and we roll that back into our processes. And so that iteration long term is what really creates scale. So if we look at processes, what we want from our process is, you know, clarity, descriptive ness, prescriptive ness.

And what that’s going to do is produce consistency over time. It’s going to produce consistent outcomes. And that, that baseline for success, that consistent outcomes produce is what creates value for owners organization and allows us to to build upon and build scalable upon. You know, a lot of times when businesses hit these scale limitations or they hit these problems to solve, they get what we would call like MacGyver syndrome.

And we’ve all seen this. We’ve all done this. MacGyver. His whole shtick is he disarms the bomb with chewing gum and, a paperclip and moves on. And, you know, as business owners, as business leaders, we do this a lot. We there’s a problem we encounter. It’s a it’s a process problem in our organization. And we just figure out a solution.

We throw in this Excel spreadsheet here. We implement this, approval process over here. And we just go. And then five years down the road, we’ve stacked up all of these kind of improvised solutions. And now we no longer have a system that scales. And so really focusing on process and thinking in this kind of ten first two mindset, allows us to step back and build what’s something that’s going to scale long term.

And what’s the results. Right. It’s going to create a baseline for success. It creates freedom for teams. If we’re really prescriptive with our process, they know exactly what to do. And so that actually creates freedom for them to excel at what they do. And the things we focus on, we focus on building the right path and getting the right data so we can measure it later.

And most importantly, when we do this, we involve the team in the process. So we build the process with the team because we know that those that write the plan don’t fight the plan. And so we get organic by, and a probably a better process that we would come up with on our own. And that’s where we start.

So that’s the process side. Strong descriptive. Organizationally built organically, born in process. And then once we have good process, we build automation on top of it. We have to start with process because automating bad process is exponentially more bad. And so we want to automate good process. And so automation is really this kind of waste reduction effort.

What we’re looking for with automation is an increase in effectiveness. Now often we think in efficiency with automation. And that’s true. But what we’re looking to do with our team is to find the things that add value for the organization, add value for their role in maximize their ability to execute those things, the amount of time they can spend on those things, and then minimize the amount of time they spend on doing things that are maybe repeatable, mundane, and don’t add as much value.

They may be critical, but they may not add as much value. And so what we’re doing is we’re reducing the time spent on low value activity and increasing the time and production spend on high value activity. And that’s what automation really does. Everything from AI to email templates to workflows. It’s all focusing on getting letting people systematizing the the predictable and humanizing the exceptional, letting people maximize their value, maximize the value for the business, for themselves.

And so we create effectiveness, not just efficiency that increases value creation for the organization. So again, the things we automate behavior, communication data. Those are like the big three talks that we really automate. And so once we go really good automation we’ve got an effective team built on really solid process. Let’s measure the results. Let’s see how we’re doing.

Let’s really build good reporting built on what makes success of our process. Let’s look at why we’re winning and why we’re losing. Let’s, let’s let’s learn those lessons and roll that back into process adjustments. A lot of times folks think that, hey, I built this process and we’re one and done and we’re good. And then five years later, they discover that that process isn’t what they need to continue to grow.

And so I encourage folks, let’s continue to evaluate our process based on what we learned in the visibility section of the scalable business framework. So you learn those lessons, you roll it back into the process.

for this portion of it, this is why we’re so passionate about what we do with CRM. It really helps provide tremendous visibility into the business because of their data architecture, the data structure, the velocity of which data moves through the organization using the CRM.

It really, really helps. And so we build a visibility into the business. We see the process, we can update it, we can automate and build the process on the CRM. And it creates this iteration that allows companies to scale long term. And so if we take that back to the audience, what problem is that solving? Well, we know that growth creates complexity, and complexity kills growth.

And so as companies have grown, the encounter, these obstacles that are scale obstacles really. And so this iterative process of the scalable business framework allows companies to overcome those obstacles by thinking long term and not just short term. I think ten x and not just to x. And it’s a method to fight complexity. It’s a it’s a method to increase the simplicity in the organization and create scale.

And again, it is focusing on processes and not people. And so that removes that people dependency and allows us to build systems that allow the business to run better even without us. It’s fascinating how those three elements interconnect and support each other. You know, creating that iterative, iterative flywheel. You’ve both laid out the theoretical framework beautifully, but what truly resonates is how these principles have played out in real life, especially recently.

You know, John, in the afterword of the book, you share a very personal story about a significant health challenge that you faced. So can you tell us about that experience, please? Yeah, absolutely. 2025 has been a very interesting health year for me. And I say that’s unfortunate and fortunate at the same time. Ironically, it’s, probably been the best year of my life as well, even though it’s been the most difficult life from a health perspective.

I’ve been blessed to be healthy my entire life. Always worked out, always been in good shape. And, this year kind of turned its on its head. And I got really sick in late December of 24, I had a ulcerative colitis flare up that had I been in remission for three full years, and then all of a sudden I had a flare up and it spiral out of control very, very quickly.

I ended up losing 60 pounds in about eight weeks. I couldn’t eat, I couldn’t really function at all.

I ended up being hospitalized for three weeks in February and 2025. Had my entire colon removed on February 11th. So once again, things spiraled out of control pretty quickly.

The good news of that story is I was prepared.

God’s timing was perfect. Because we had implemented these principles in the scalable business framework, our business continued to grow and scale and thrive in a very healthy manner.

It didn’t, it didn’t. It wasn’t effected by me, me being out, being sick at all. And before the incident, I was in really good shape because I had been able to prioritize my health.

Because of the flexibility we built into our business. And the business didn’t need me. I could work and work out and and have all these things that we talk about in our three core principles. Because I love to work out, you know, I have plenty of margin and flexibility to do the things I love, like travel and work out.

So I was in a good position from a health perspective going into the illness. Also, my relationships were very strong because I had learned to invest in my relationships and not, forgo those as I had early in my career when I focused nothing on but the business. And that allowed me to invest in people that were close to me and have very meaningful, impactful relationships.

So much so that one of those relationships actually helped save my life. I was, about ten days into a hospital stay, and a good friend called me up out of the blue and he said, you know, hey, John, my daughter is a colorectal nurse, and she’s been working alongside the best doctor in the state for the last five years.

And guess what? He happened to move over to the hospital you’re staying at. What he didn’t know is I just found out the day before that my colon needed to be removed, and I was getting worse and not better. And my wife and I were pretty shocked by that because I didn’t even know you could live without a colon.

Which you can, but, figure that out. But we didn’t have a lot of peace about it, because that was a pretty, I call it a nuclear decision. That’s one thing you can’t undo. And, we’re pretty shocked by it all. Everything was kind of moving pretty fast. But with that call from my friend, I got a little bit of a peace, like, you know, God really has this under control.

You know, why in the world is even calling me and telling me this? Why was his daughter even wanted? She doesn’t know me. Why was she even wanting to tell me this kind of stuff? Turns out the surgeon called me on a Saturday on my cell phone, walk me through the entire process, talked to me for about an hour, and the peace of God just fell over.

My wife and I was like, this is exactly what we need to do. Also, turns out I’m actually really connected with that surgeon through a bunch of mutual friends. And there was just a tremendous amount of blessing, that went over all of that. So I end up having my colon removed. And, because of these principles that we put in place, I was able to be fully prepared for what was what was happening to me.

I had tons of friends and family and colleagues, you know, taking care of me, looking after me. And the business did not miss a beat. And one of my goals has always been that I wanted to build a business that works without me, because it means I did my job and the business. We proved that this year, along the way, and that’s been just a tremendous blessing.

So and like I said, a lot of ways, it’s been a very, very difficult year from a health perspective. But, it’s been a tremendous blessing to see how well the business is done and to see people like Michael and you, Sam, just thrive in this environment that we’ve created here at Fossil Motion. It’s an amazing story, John, and it’s and it’s also incredibly moving.

And I think it truly underscores that this framework that we’ve been talking about today is far more than just a business methodology. It’s actually a guide to living a fulfilling life. Michael, you know what final message do you have for our listeners who are feeling overwhelmed? And, you know, they’re just looking for a path forward right now?

I would say, you know, if you’re thinking about this, you’re you’re you’re looking at this and thinking, I don’t know. I mean, that sounds cool. Like this really works. And, you know, I believed in it as we were writing this book. And man, it was just so cool. And just to to witness what what John just shared in real life and just see that, yes, these principles actually do work, and they actually build a business that can grow and run without you and run on its own.

It’s about the processes and the systems that that enable people to excel and create margin in people’s life and give people like John the ability to get healthy and get well. And so it it was just a it was just like a stamp of, of like, yes, absolutely. This works and it’s meaningful. And yeah, that’s that’s why we’re so excited to pass this on.

And

my advice, if you’re sitting here thinking, okay, you know, this sounds like a lot it sounds like really it’s really hard. And you know, oftentimes it’s tough to get out of what we’re doing every day. I would just I would just ask you to lean on, you know, the best time to plant a tree is 20 years ago.

The second best time is today. Go ahead and just get started.

Don’t try to be perfect. Don’t let the perfect be the enemy of the good. Here, get started. Start iterating on the scalable business framework. It’s iterative. Iterative. You can learn a ton in the process. This book is filled with the practical practical guides. Practical implementations. Most chapters are going to have a worksheet at the end where you can see the the protagonist answers for those worksheets, and you can go online to the Scalable Business framework.com.

You can get the worksheets, fill them out yourselves. It’s designed to carry you along the process chapter by chapter. So you learn and you can see how to apply this to your business. And I promise you that once you implement this stuff, once you focus on your processes, you focus on automation, you get visibility. You’ve got the three P’s aligned, ensuring that you’re heading in the right direction.

You’re getting it. Freedom from this. Your team’s going to get freedom for those. You’re going to find that your business has this foundation. And for momentum that you didn’t have before, you need a lot of buy in. And so just again, hearing John’s story, I hope you hope you believe that. I hope you see that reading this book.

I hope you see that. Hope you get a lot of the practical wisdom from it, and that you’re able to get a ton of benefit that we’ve seen ourselves and other companies get. Yeah, Michael, there’s nothing magic in this framework. And there’s it’s definitely not about perfection. It’s it’s about hard work and discipline. Consistency compounds. One thing I’ve learned in life and as a business leader is, is I can’t control the outcomes.

All I can control is the inputs. I can control what I can control. I can’t control the circumstances. I can’t control the health issues, marital issues, the kid issues, the client issues, the employee issues, all those kinds of things. But I can put frameworks and disciplines in place to be prepared to deal with any outside circumstance, with any outside issue, with any issue that pops up, because business and life is full of opportunities and challenges, and my goal is always to be prepared for those.

And the scalable business framework allows you to be prepared to take advantage of all these great, great opportunities and, unfortunate circumstances that pop up. Because building a business is, is one of the most difficult things you’ll ever do. But you can do it in a way so that you don’t miss out in your life. You get to enjoy the journey because I’ve seen it so many times with myself and other of of business leaders that have been successful.

The journey is where it’s at. It’s not in the destination. And that’s really, you know, some of the fundamentals. We try to teach with the scalable business framework through Tim’s journey of really understanding that. And the good old days are now, and the enjoyment is in the journey now, and you can make a difference and you you can make a difference in what you’re doing.

And we just want to be maybe an impetus to help you get there and start building the business that you love today. And, because you can do it. We’re proof as we’ve mentioned before. So I hope you’ll check it out. Contact us. We’d love to hear your story. I’d love to help in any way possible. This is this is what we were created to do and what we love to do at fast.

So motion. John, as you know, we always wrap up our podcast episodes with a quote or a word of wisdom. So can you share a quote or some wisdom from the book as we close out the show? Yeah, just to build on what I was really saying a little bit earlier is when the opportunity arises, it’s too late to prepare.

John Wooden said that the famous basketball coach at UCLA and had a ton of success, that that is the fundamental principle that I learned how to build a successful business. And honestly, a successful life is just always focus on being prepared. So no matter what circumstances challenge bad news, adversity, because when they when those arise, if you’re not prepared, it’s too late.

And if you’re prepared, you’re able to deal with that situation, proactively. And, not get too emotional with it and just handle the problem and overcome whatever circumstances is happening. And honestly, you can deal with it with a lot of peace, and you can have actually joy in those difficult situations because you were prepared and ready to take on whatever pops up.

So the skill with is a framework helps you have that flexibility to make those wise decisions, no matter what situation. The circumstances arise in the future because life is full of challenges and opportunities are guaranteed. It’s never a flat line. Everything’s all all okay, all the time. It’s a bit of an up and down roller coaster, and we want you to enjoy the uphills and the downhills at the same time.

And the scalable business framework helps you proactively take advantage of those and, deal with any of the challenges that may pop up. So John and Michael, thank you both so much for sharing your insights and your incredibly powerful personal stories. It’s clear that the scalable business framework is more than just a book. It’s a testament to what’s possible when you implement the right processes and reclaim your life from the demands of your business.

Going from feeling trapped to truly having it all for our listeners, you can get your copy of the Scalable Business Framework, as well as exclusive resources and guides at Scalable Business Framework. KGW.com. Thanks for listening to the fast, slow motion Podcast. Remember to subscribe on your favorite podcast platform and you can check out past episodes at Fast Slow Motion eCommerce podcast.

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