Leading with a North Star

How do you scale an organization without losing the culture that made it successful in the first place?

It’s a question every growing organization eventually faces.

In this episode of The Executive Edge with Dr. Aman Kaur, Dr. Kaur sits down with Lorri Detrick, President and COO of Riccobene Associates, for a conversation on anchored leadership, decision-making, and leading through scale without losing sight of what matters most.

Together, Dr. Aman Kaur and Lorri explore what it takes to build organizations where people thrive, decisions remain anchored in values, and culture becomes a true competitive advantage.

Lorri shares how her journey from social work to DSO leadership shaped the way she leads today, with clarity, alignment, transparency, and a deep respect for people. From earning founder trust to navigating growth, culture, change, and personal resilience, this conversation is a powerful reminder that the best leaders do not just move organizations forward. They stay grounded while doing it.

Whether you’re leading a team of five or five thousand, this conversation offers practical insights for navigating growth without losing sight of what matters most.

In this Executive Feature, you’ll discover:

●     How Lorri’s background in social work shaped her people-first approach to executive leadership

●     Why trust is one of a leader’s most valuable forms of capital

●     How values become the foundation for confident decision-making

●     What transparency looks like during periods of rapid growth and change

●     Why culture is not created during expansion — it is revealed

●     How leaders can scale without losing the heart of the organization

●     The role of alignment in building resilient, high-performing teams

●     Why earning founder trust requires consistency, humility, and clarity

●     How personal resilience shapes the way leaders show up in complex seasons

●     The leadership habits that help organizations grow while staying grounded

About Lorri Detrick
Lorri Detrick is the President and COO of Riccobene Associates, where she helps lead one of the fastest-growing dental organizations with a focus on people, culture, operational excellence, and values-driven growth. Her leadership is shaped by a deep respect for people, a commitment to transparency, and a belief that strong organizations are built by staying anchored to what matters most.

Transcript

SPEAKER_01 0:00

This is Executive Edge. I'm Amon Korr. Today I'm sitting here with my close friend Lori Dietrich, president and CEO of Rickovini Dental. You are going to learn about anchor leadership staying true to her notes.

SPEAKER_00 0:15

My name is Lori Dietrich. I'm the President in Chief Operating Officer at Rick of Beni Associates. I'm here on the Executive Edge with Dr. Amon Kower, and I'm excited for you to hear our episode.

SPEAKER_01 0:37

Thank you so much, Lori, for being here. Thank you. Thank you for having me. I know you have just gotten here, so I appreciate you making this morning and time for us on your busy day. Yeah, of course. Um so Lori, but I with Executive Edge, we want to kind of get to learn the people behind uh the scenes, not just the COO president who leads Rico Beanie, great group, constantly growing. You have one of the most respected DSOs, so congratulations first for doing that. Thank you. And I looking from outside, taking on um DSO group, founder-led DSO, with founder's name in it, and now you are practically running it day in, day out, taking it through its major first transaction, all these things. I want to get everyone to get to know the lorry, the person behind it. So tell me about yourself at what time in your life you knew you are going to be one day leading a large group like this. Did you even know?

SPEAKER_00 1:46

Gosh, that's a great question. I don't know if I knew. Um I think that it's just evolved over time to where, you know, I I am very fortunate to be where I am now. Um I've always been a very ambitious person, so I guess it's not shocking to me that this is where I am now, but at the same time, I don't know that, you know, 20 years ago I set out to be in this place.

SPEAKER_01 2:06

Um not even 20 years ago. I mean, how old do you think I am about?

SPEAKER_00 2:12

Um, not even 20 years ago. I think um, you know, I started my career actually as a social worker. Um I have a master's degree in social work, and I never intended to even be in business administration or any kind of operations. Um, and so after, you know, I did move into operations in a um in a healthcare setting and did that for about 10 years in a different sector than dentistry. And then I had a dental dentist founder who uh really took a risk on me and made me his COO of a small group in California, Access Dental. And at the time I didn't realize what a gift that was. I just was super excited to move into a different part of healthcare and um and learn something new and be able to impact people in that setting. And and now in hindsight, knowing what I know about the industry, first of all, I was so lucky to get into the DSO space when I did, especially on the operations side and not the clinical side. Um and to learn from him, he was a great mentor. And um, and then you know, again, I didn't realize at the time that that sometimes working for founder dentists is challenging. And you know, he also had like a family-centric business, so a lot of people within his family worked for the company, and that creates its own set of challenges, and so learning all of that, and also he was really interested in not being a part of the operation anymore. So I just didn't realize how much autonomy I had, how much um you know knowledge I was granted, and just a lot of things. So it was it was really a blessing. Um, and then moving on to where I am today, you know, I worked for a couple other DSOs in the private equity space and did some consulting and then came to Rickabeni. Um, and again, everything has just built on top of each other to where I really feel that I was prepared pretty much perfectly suited for this role. Um, I think that had I not had all the experiences that I've had prior, working for someone like Dr. Ricabeni would have been really challenging just because he is a founder dentist and he's very Italian and opinionated and passionate and loud and you know, and and he's an amazing person, but um, you know, it's it it takes someone who can partner with him, truly partner with him, and sort of say, I don't agree with you, and let's look at it this way, and and do that, you know, back and forth, which I think um again all that I've learned up to now has put me in a good place to do that.

SPEAKER_01 4:42

You have shared so much. So as um, I don't know, 15, 16, and you were young, and you went to social work and now you are leading companies, private equity backed, which have to transect profitably every now and then. Um did you want to be a social worker?

SPEAKER_00 5:04

I thought I did.

SPEAKER_01 5:05

Okay.

SPEAKER_00 5:06

I think I why did you think I think I thought that um well first of all, I think as are as is true for many of us, I was much more idealist of an idealist when I was younger. Um and so, you know, I think I I kind of wanted to save the world and and I in enjoy one-on-one relationships with people and and you know, kind of digging into what's happening. And so, you know, I think that was attractive to me about that field. I think what I've learned, what I learned about myself when I was in my 20s and I moved into operations is that um number one, I could not make enough money as a social work to that would be fulfilling to me.

SPEAKER_01 5:47

Um how old were you when you thought that when you left it? Probably like 25.

SPEAKER_00 5:54

Wow. Where I just knew that it wasn't gonna be satisfying for me, but not because so much of of greed, yeah, as much as just ambition, that like I one of the ways that I like to be rewarded is with money. And and that's just not a thing in so in the world of social work. So um, and so I think part of it was that, and then part of it was just being given the opportunity to move into an operations role and finding that everything I thought about myself, especially as a girl growing up, that I'm not good at math and I can't do math, and you know, I'll never be able to do this and that and the other thing. Like those none of those things were true. And so learning that in that first operations role, that I'm actually really good at those things was impactful. And then I think you know, the last thing I would say on that is that I've really learned as a leader that I'm still a social worker because for the people who report to me and the people who report to them, and and you know, all of the people that work in the company, they need to have their basic needs met and they need to feel cared for. They need to feel like they're you know here for something bigger, like all the things that you would work on with someone as a social worker are the same things that we should work on with people as leaders and provide for people as leaders. So I I really don't think that they're that different. It's just that there's this whole other component about accountability and performance and you know, driving to metrics and all the things that are required of an operator. But um, but I love all those things.

SPEAKER_01 7:20

Uh it's hard to love these things. And uh so uh what you said is profound. Um you know what something, Lori, I love about you, and I don't think you maybe you know it. You make really good decisions and you make them uh you deliberate, but you also make them quickly. Were you always like that?

SPEAKER_00 7:44

Definitely. I've definitely slowed down on my decision making. Okay. It's it's been a challenge and something I've had to work on my whole career, just because I do tend to make quick decisions and and sometimes it's hard for people to kind of keep up and be able to execute properly because you know it's like okay, let's do this and you know, let's do that. And and I think that's true for a lot of us in leadership roles where it's like, okay, like keep up, like I want to move on, right? And so I've had to become more cognizant of the fact that you know people need time to adjust to change and they need to understand what I'm looking for, they need to understand the vision, you know, and that there needs to be some time to let that um ruminate. And so um, so I've had to work on that a lot. I and I think also, you know, 30 years ago my decisions were based on my gut. You know what I mean? I made feelings based, I mean, I made decisions based on feelings, which, you know, fortunately I think I have good intuition, but at the same time, I've also learned throughout my career that I have to balance that out with what the data says and and you know, make more thoughtful decisions, looking at more um, more pieces of information than just what feels right.

SPEAKER_01 8:55

You know, data is good when you're making business decisions, but I feel, and I'm sure you know it too, life is made up of those decisions that where there's no data. Yeah. And they end up shaping our entire trajectory of our future and who we become. Is there a decision in your life that you feel was the decision that was the best decision you made or led you to your goals or beyond your dreams? If you were to say what was that one decision that comes to mind?

SPEAKER_00 9:27

I think um the the decision to leave the part of healthcare that I had grown in as an operator and move into dentistry was the most impactful decision of my career. And part of it was opportunistic in the sense that you know I applied for something that I really wasn't qualified for and was was able to build a relationship with that gentleman, and he brought me on board. But I think that taking the initiative to say, like, I'm really not happy in this sector of healthcare. It was, you know, I worked in long-term care, it was open 24-7, it was exhausting, it was very draining, you know, just like because of the type of patients and families and staff, and you know, there's a lot of things about that industry that are really taxing. And although I loved the people in the industry, it was like not good for my family. And so I think just you know, having the insight and the wherewithal to say, like, this isn't what's gonna be long-term, right? For me at that time was definitely the most the thing that's had the biggest impact on my overall career.

SPEAKER_01 10:26

Um so um, Lori, I have seen you being very authentic, like you're very authentic as a person, and it comes through in your one-on-one uh interactions, it comes in the way you lead, and it's very hard to be authentic. Everyone says you gotta be your authentic self. And sometimes people think authentic self is put your every freaking emotion out there, but that's not who you are. So you you're very um how do I say tamed in is not the word, but you're very measured and very but still very authentic. How do you do this? It's very hard.

SPEAKER_00 11:07

Yeah, I think um, you know, one, you know, we talk about core values, and what I think one of my personal core values has always kind of been transparency and authenticity. And I think that in the last 15 years or so, one of the words that I would use to describe myself or what I really firmly believe in is alignment. And I just think it's so important for people to be able to be the same person, whether they're at home or they're at work or they're out with friends, or you know, no matter what you're doing in your life, to always just have that alignment that I'm not changing who I am based on my audience. And I think that there's certainly a different level of professionalism required depending on the audience, and that's where I think you know, I can tame that. Certainly, you know, when I'm at home with my family, I might not have the same level of professionalism that I'm gonna have at work, but at the same time, I am the same person, and I think I've I've I've become that through some hard lessons in life, and I've been very open about sharing those with other people because I believe that as a leader it's very lonely and it's very scary to um share those parts of yourself that that you feel might make you less employable or less attractive as talent or less respected or all of those things. And and I I certainly understand that fear, but at the same time, I every time I have put myself out there and been authentic, I I have seen the benefit of that because it allows other people to do the same. Yeah, and I just uh it's also just who I am, like I don't want to have to be a different person depending on the audience.

SPEAKER_01 12:56

Yeah, it's easier is easier to talk about it. But I I think you're right though. It's uh be yourself, but maybe have a different level of professionalism or mannerism and how we have to present ourselves. Um, what is that one thing that you have shared with your team that makes you the most human? And did it bring them closer to you? Did it make them respect you more or challenge you more? What comes to mind?

SPEAKER_00 13:25

Yeah, for sure. So I'll answer the second part of your question first. But um, at Christmas this year, my team of about 14 people got together and they all wrote me letters about, and they basically said, like, we want you to draw one of these in the year when you're having a hard time, like so to remind you of how much we care about you.

SPEAKER_01 13:44

Give me goosebumps.

SPEAKER_00 13:45

Yeah. And of course I didn't do that, I read them all. But then I will I will uh do that as I need to through the year. But but it was so consistent, the message around that one of the things that they so appreciate about me is my willingness to be who I am with them, and that that has really helped them to learn how to be better leaders with their own teams and and how important that is for people to know who you are. And the most impactful thing that I've shared with them is that I'm clean and sober from drugs and alcohol, and I have been for 14 years, and you know, and but I was a COO of a DSO when I got sober, and it was very scary, and it was very hard because I didn't know what would happen with my employer, I didn't know what would happen to my career, um, but I did know that I was gonna die if I didn't. Um, so I was very unhealthy and I was very unwell mentally, like there were, I mean, I I was just in the throes of addiction, which is really hard to explain if you haven't been there, but um that's you know, as an aside, one of the things that that I really love about Dr. Kessler is that he's so open about that, his own journey in in um in sobriety, and and he and I definitely have that in common. But so that that's definitely, you know, something that I think helps people to realize that I'm not gonna be afraid of who I am, I'm not ashamed of that. It's brought me to who I am today, um, it's made me a better leader, you know, all of those things. And so, but I do think it, you know, it's just something that that that's part of who I am. It's a big part of who I am spiritually and who I am, you know, from a psychological, you know, my own mental health.

SPEAKER_01 15:26

So but it is very hard to share. And you did this while you were the COO of a DSO.

SPEAKER_00 15:33

I did.

SPEAKER_01 15:34

Wow, what a journey. Was it um you know um you have your it's it's your second uh founder you're working for, right?

SPEAKER_00 15:44

This is actually the the third.

SPEAKER_01 15:45

Third, yeah, and uh I've always noticed they end up giving you so much authority, and it's very hard. I've worked with founders, been one myself. It's like giving a baby to someone and trusting them with it. So, what what do you do to get trust with other people's babies?

SPEAKER_00 16:05

Well, I will say that this the second one I did not stay very long because that person wasn't able to do that, and I think that it's hard for founders. It's so hard to hand over their baby, right? And and I think that there are a lot of founders out there who say that they're ready to do that, but they're not. And so when I met Dr. Ricky Benny, I asked him probably more questions than he asked me because I really needed to understand that he was ready. Um, because I I just know that I won't be happy if there's a tug of war. Yeah. Um, so uh so I feel like he he really was ready, and that makes a huge difference. But also, you know, and and also one of the most important things that he and I were vetting each other about was whether or not we were aligned at that core value place. And and we really are. We're very different people, we have very different personalities, very different skill sets. Um, but we really, really care about each other and what each other cares about. Um and so that that it allows, I think, for both of us to trust each other. Um there was a a year, probably at least during the time that I started with him, where my direct reports, the dentists, the office managers, like everybody in the company texted him whenever they were upset about something. Of course. And so, you know, I would hear from him, like so-and-so says this, well, you know, is this what happened? And and it took me a little while to trust him that he was gonna respond in a way that was supportive of me.

SPEAKER_01 17:43

And not undermining you.

SPEAKER_00 17:45

Right. And and and now, you know, people don't. I mean, sometimes he gets a text here and there, but you know, we've obviously over five years made lots of changes, but um, but I think that that trusting of each other is something that's built over time. You can't just walk in and expect a founder to trust you. It's it's not gonna happen. It's so earned, but it's sort of it's definitely earned, and it and you have to prove it with experience that you're thoughtful and that you're gonna consult. You know, I I probably consulted with him on every decision I made for the first six months because number one, I wanted to hear what he thought. I also wanted him to understand my thought process. And one of the things I love about Rick Benny as a whole is that we kind of have a mantra in our company that that he has been a proponent of that, you know, we don't really care if you make the wrong decision as long as you thought through it and did it for the right reasons. So, you know, he I needed him to understand why I would make the decisions that I made. And there have been many decisions that I've made that he disagrees with, but he understands why I did it. And so he still trusts me.

unknown 18:49

Yeah.

SPEAKER_00 18:49

If that makes sense.

SPEAKER_01 18:54

Being a founder myself, I I need to trust the intention. I can deal with an um undesirable outcome for a and will rectify because most situations can be fixed. But if once you start doubting someone's intentions, then it's not uh one you want to pass your baby on to. Right. Yeah, because um, you know, it takes blood, sweat, and tears to start something. Yeah. You some um yeah, I think so. Those are the things you have done to earn founders interest. It's such a good message. Thank you. Yeah, and I I know you live it. Yeah, thank you. Uh Lori, we talked a lot about uh how you have been running Riccobini. You went through one of the major big transactions Ricobini has gone through. Everyone says yes, change is constant. And uh you do change. I've seen you managing change with the least amount of turbulence. The least I've seen really. Um but you I've seen you also making very big changes, but no one feels it. There's always very less chaos around the change you are making. So tell me how do you architect those changes? What what are the things you put in place to get those done?

SPEAKER_00 20:14

Well, first of all, I don't know that everybody on my team would agree with your assessment of the fact that it's not chaotic. I think as long as some agree. Yeah, change is always chaotic. Um, I think again, like one of the things that's that's really important as a leader is to surround yourself with people that do things that you can't do. And and I won't say that I'm not good at managing change, but at the same time, like I I need people who can really dig in and understand the details of what that means. So, you know, I do have people around me that are very good at that, um, in terms of understanding what training needs to happen and what meetings need to happen, and what collaterals do we need to make, and you know, all the things that come with with change and also being really thoughtful about what to expect and educating me about what my expectations should be. So when I say, you know, we're gonna do this thing and we're gonna have it done by the end of Q1, and and I have people around me who can say, I don't think so, like maybe end of April, but it's probably not gonna be the end of Q1. Um, and so I I think that's probably the key to the success of change management for me is making sure I have the right team around me to actually manage the people in the field who have to feel it the most.

SPEAKER_01 21:34

Laurie, what do you do to keep yourself sharp? Like what do you do? Do you how do you keep yourself so bright?

SPEAKER_00 21:42

Um, well, I have a 12-year-old, so that's that's enough. That helps keep me young. Um I, you know, I spend a lot of time relaxing on the beach and you know, being in the sun, and I, you know, I really value my alone time. I'm a very introverted person, and so I need that time to recharge. I read a lot of books. I, you know, I I'm the type of person that when I am done working, I'm done working. I don't want to talk about it. I don't want to think about it. I want to completely disconnect and be able to just rest. And I that is so important. And I mean for me, I don't think everybody's wired the same way that way, but for me it's really important to be able to do that. So even if it's just one day a week that I can not open my laptop and I can, you know, really just disconnect, it's super important for me.

SPEAKER_01 22:28

Is there a book that you love or go back to? Has there been one ever?

SPEAKER_00 22:34

Um I would say there's a couple people that I that I go back to and they're very different. But one would be Peter Drucker, who's kind of a guru in, you know, management in the management world, and then the other would be Brene Brown. Oh, okay. And a lot too. Yeah, and so and she's also a social worker who talks a lot about vulnerability and authenticity and just really resonates with me.

SPEAKER_01 22:55

Okay, great. Have you gotten anything wrong that you are willing to share with us?

SPEAKER_00 23:02

Yeah, I'm sure. Many, many things.

SPEAKER_01 23:05

Um like the one you're like, dang, I wish I could go back and fix it.

SPEAKER_00 23:11

Yeah, I mean, I guess I I'm I don't I don't have a specific example that I can pull out and talk and talk to, but I will say that the ones that are the most painful are when I don't feel like I hired the right person for a position because number one, it's it's so disruptive to the organization when you have to recognize that and make another change. And number two, it's so disruptive to that person when they've you know made this huge change, and it's it's that's just I think the most painful one times that's happened to me many times is when I feel like I I just I thought I was going with the right person, but it just wasn't the right person.

SPEAKER_01 23:51

I mean you're leading thousands of people, bit large teams, so I'm sure it that's gonna continue to happen.

SPEAKER_00 23:58

Uh surely, but but I'm not hiring them all.

SPEAKER_01 24:01

Yes, yes, yes, yeah. Um so uh as we are closing this, I let's go back to Lori who went to social work. Had you known what you know now, what advice you would have given yourself? Would you have done anything different in how you led your life?

SPEAKER_00 24:22

I think I would have told my younger self just to slow down a little bit and not be so stressed about accomplishing all the things. Because I was one of those people who, you know, by the age of 30, I was gonna have my master's and be married and have my kids, and by the age of 40, I was gonna be making this much. And by the age of 50, like I just had it all mapped out. And I think that if I had given myself a little bit of permission to just slow down a little bit, I might have known myself better to know the type of career that I was that would be really fulfilling to me and to to you know make some different decisions. But all that said, I'm also a firm believer that had I made any different choices, I may not be sitting here with you. So, you know, I definitely don't have regrets from the perspective of I love where I am now. So it's all brought me to a great place, but but I was definitely very ambitious and I was very determined.

SPEAKER_01 25:17

You know, um you're very silently ambitious and very determined. I've seen you, you started with Women and DSO five years ago, you're on board now. I've seen you participating with AI very progressively. How how do you keep making good decisions? Like you're saying here, you're saying slowing down. Um, but I feel you are making more impactful decisions. How do you pack so much punch in whatever you do? You do have a lot of punch in everything you do.

SPEAKER_00 25:50

I mean, I guess it's just uh maybe age and experience. You know, like no, I have no, not I don't know what my secret is if I do. It's not it's not a secret that I'm intentionally keeping.

SPEAKER_01 26:00

I was hoping to get to that because I feel like you do have this secret sauce. You make very less mistakes.

SPEAKER_00 26:07

Hmm. I don't know. Maybe you just don't hear about them.

SPEAKER_01 26:11

I do. You're being uh too kind. I but don't you feel that way?

SPEAKER_00 26:16

Like um, I mean, I I don't know. I I feel like I do make mistakes and I feel like when you're doing so many things, you've got to make mistakes.

SPEAKER_01 26:24

There's definitely missed ups, and um, you know, I again Is there anything you think you have mastered that you would love to share with us that helps you make those good decisions?

SPEAKER_00 26:37

I mean, I guess you you have to have a level of self-confidence and and and um uh awareness of what's important and I think keeping keeping sight of sort of a North Star, whether that be the organizational goals or you know, core values or whatever that is, depending on the decision, is important. Like if you get too lost in the details, I think it's easy to kind of you know lose your way. Um, but I do also think that just you know, I've had a lot of experiences, good and bad, that have taught me things that that I do have to draw on, right? So I think it's probably a combination, but I don't I don't have a secret.

SPEAKER_01 27:21

I sorry, but no, not I I have to tell you, I'm so excited to have you on the board, and I think it's gonna be amazing five years, and you're gonna work with me to make sure we take this mission to the next level and keep us all in straight line. If uh what do you want to accomplish under Women and DSO?

SPEAKER_00 27:44

I love Women and DSO because I just love the mission so much, and I think that it's super important to take, you know, the young generations of women that are just coming into the DSO world and help shepherd them into you know the roles that you and I have, right? Like I just think it's so um impactful for people to be able to see that those career paths and that they're possible, and um and I think that it's it's so easy to to look at an organization like other industry organizations that exist and feel like those people don't look like me and to and to feel um disempowered by that. And and so I love the fact that you know we exist to show a different perspective, and the fact that you know it, you know, one of the things my mom used to say to me all the time is like Lori, you can't you can't grow up and have it all. Like I know you think that you're gonna have this great career and you're gonna get married and you're gonna have kids, but you can't have it all. And and I always did not believe that. Like I can. And you do. Yeah, and so you know, I think it's important to to have a place where people can see that, that they don't have to sacrifice, they can have it all.

SPEAKER_01 28:58

Yeah, I've please continue to help build this organization where it's uh it la outlasts all of us, all of our work. Yeah, I'm excited about what we can build together.

SPEAKER_00 29:09

Yeah, me too.

SPEAKER_01 29:10

And you've led the education committee. It's been amazing to see. I feel we have the best content in the industry. How how do you feel about what do you have in mind for education committee for next year's?

SPEAKER_00 29:23

Yeah, I think that um the education committee has still has a lot of runway in terms of impact and being able to really catalog the information and make it accessible as a library and continue to build it and um and continue to bring in thought leaders from the industry. And um, and again, like I I think that whether it be the blog committee or you know either of the com either of the subcommittees that's you know managing the online presence, it's people get so excited when they finally just make the leap and do it, yeah, because it's so rewarding and they realize they can do it, and I think just continuing to build that population of people who we can showcase is is so impactful.

SPEAKER_01 30:05

I have to tell you, I'm very grateful again and again. Now uh I know you were the leadership award winner, but you're leading leadership alum club to breakouts, and then you're leading the whole committee. Um, you do a lot more than just running your company, you do so much for the industry. Thank you. Um yeah, congratulations. I feel so good and so fortunate to be sitting next to you. Thank you, likewise. Yeah. Um, so as I want to wrap it up, let's just say everyone forgets everything we talked about. You know, it's like what do you want them to remember? Someone doing a social work, entering dental industry, feeling at the crossroads of the their career or their life. Like you turning, leaving that addiction behind and sharing that so openly and making it your strength. Tell me what what do you want people to leave with?

SPEAKER_00 30:59

I mean, that's a good, a good message, I think, to to end with is it from my perspective is you know, look at the areas of your life where you don't feel alignment and focus on those, right? Like if you don't feel like you're truly able to be who you who your best self is at work, why is that? Or if you feel like you're not able to be your best self at home, why is that? And what can you do to allow yourself to be that? Is it health? Is it you know being more competent? Is it growing more skills? I mean, what is it to allow you to really meet your own potential?

SPEAKER_01 31:33

What you're saying is so bold and so hard to do. Very hard to do, very hard to fix it. Well, thank you so much. No wonder you're doing so well because you are a bold leader. Thank you. Yeah, thank you. Appreciate your time, Mike. Please.