Today on The Last 10%, Dallas Burnett kicks off a new phase as he returns to Thrive Studios after a three-month hiatus. He discusses the acquisition and revitalization of a publishing company, detailing the challenges of reducing unnecessary complexity and costs, and improving customer service and company storytelling. Dallas shares insights into his personal health scare with Rocky Mountain Spotted Fever and teases the potential launch of a podcasting network in 2026. He also alludes to a new book in the works and highlights the importance of setting clear goals and values for his team and organization going into the new year.

Actually the last 10% will probably become part of a podcasting network in 2026.

Hey everybody.

We've got a great show lined up today.

Today kicks off essentially a new phase in the last 10%.

We're gonna be talking about where in the world we've been

and where we're going in 2026.

You don't want to miss this incredible conversation.

Welcome, welcome, welcome.

I am Dallas Burnett, sitting in my 1905 Koch Brothers barber

chair back in Thrive Studios.

Better than ever at the end of 2025, and man, is it good to be back.

I feel like I've been missing my best friend.

I'm so grateful to have opportunity to run the mic in Thrive Studios at the last 10%.

And man, it's been so.

So long I missed you guys.

I've missed all the listeners and I've, I've just missed the opportunity, to,

to host and to have guests, and it's just been, it's just great to be back.

So thank you for being patient.

We have gone through what has been one of the most unique periods

in the last 10 percents history.

We have gone dark.

We literally have gone dark for like three months.

We have never done that when the show's history.

And the reason that we have gone dark was several reasons, but the

main reason is that in July, we purchased a company an A Business.

Actually, uh, you know, after being listening to listeners to the show

that I've written three books, move, lift and Caveman Delegation, and so.

through that process, I've gotten to know different publishing companies

and other companies, and then the work that we've done, and one in

particular was being sold, needed some help, needed some revitalization.

And you know, we love tech and we love, we love.

Publishing and books and communication.

And so I was like, Hey, we need to do this.

We can help this company and we can create something really cool.

And we are so, we have gone dark because we have been taking this company and

turning it around for the last six months.

I'm not even saying what company it is today.

We'll make that announcement after the first of the year.

But we are excited because we are going to be one of the most technologically

advanced publishing companies in.

The world in the next six months.

We have a system that we've been building for the last three or

four months, and in another three or four months, we'll be ready to

really roll it out and dial it in.

And I just am so excited because it's not only gonna be good for authors

that publish with this publishing company, but we're going to serve the

industry, the entire publishing industry with some of the vision that we have.

So we're gonna be talking about that.

On the last 10%, you're gonna be hearing it here first in how we're

going to change, things in 2026.

And so what does that mean for the last 10% and think we

thrive and me and all this?

Well, it means this.

It means that we are growing.

The team has begun to grow because we've had this podcast and.

To have some people that help us edit it and do the research and produce it.

And that team has gotten substantially larger now.

So our team is growing and we're excited about that because it's going to allow

us to do more, think, move, thrive.

and the last 10%, actually the last 10% will probably become part

of a podcasting network in 2026.

So we're actually launching in 2026.

A podcasting network is a part of this, and so there's just so many new

opportunities that's right at our door.

But why we took a time off is, well, first of all, I almost died in May of 2025.

This past May.

I came and was diagnosed with Rocky Mountain Spotted Fever,

so I had been bitten by a tick.

I was actually out cleaning up debris from Helene that had come through the

fall before, was still getting tree.

There was trees down and we just had a lot of damage on

the property and so I was out.

Doing some, you know, work getting that cleaned up and did not know it, but had

a tick that, was on me for long enough to transmit Rocky Mountain Spinal Fever.

And then it, it was, not it.

I didn't, I never saw it, never found it, it, it fell off or did whatever.

'cause I was out working and never knew it was on me.

And so.

About a few weeks later, I started coming out with these really strange symptoms,

and then they would go away, and then some different strain symptoms would

come up, and then another week would go by and some different strange symptoms.

So it ultimately culminated me spending a week in the hospital a. And, um,

thankful was just very blessed.

Had great doctors and care, and it was kind of one of those deals.

It was like a TV show.

It was a race against time.

They knew something was going on, but they didn't know what, uh, we, there

was so many different things, they were trying to test and it was like,

I kept having these really, really.

High fever spikes and they were trying to figure out if it was a staph infection

or it was a heart problem, or there was just, you know, just all these

weird things they were going through.

And, thankfully we found it and they found it in time, and I'm

still here, still running the last 10% and able to have this.

But between the recovery of that and then essentially buying the company.

In July and then getting it right.

If you've read the book lift and you talk about, you know, and you see how

we talk and think about culture and shifting culture and, and go through,

all the things that's necessary to essentially create the culture that

you want on a high performing team.

You know that takes time and effort and that's exactly what has taken.

So I have been traveling quite a bit actually almost every week

and to this, location 'cause it is not in near Thrive Studios.

And so I hop on a plane on Monday and hop back on that plane and fly back on

Friday and have for the last six months.

That being said, it's gone really well.

And so we feel like now we're at a place where I can reengage in my normal

activities of hosting the last 10%.

And, I'm feeling great.

so we're excited and ready for 2026, but I really thought what this episode

would be cool if we could do also.

I think I'm coming out with another book.

I've actually, been working on some ideas for the last six months while

I've had some time, on planes and trains and automobiles and, um,

and so I'm going to probably, I don't know when it will release,

but I've really got a cool concept.

That I'm excited about, writing more about, and I've been working

out some details on it, so that'll be coming up sometime soon.

Don't know if I'll make it in 2026 or not, but, I'll let you know.

We'll keep you posted.

You always find out things on the last 10% first.

So where we've been, that's where we've been, what have we been doing?

So for the last six months, when you go and buy a company that's a turnaround

situation and you want to revitalize the company, what, how do you do that?

How do you revitalize the team?

Maybe you've been put over a team and you need to revitalize the team.

How do you do that?

Well, first of all, I would highly recommend reading the book

Lift if it's a culture problem.

If you want to build a strong company or team culture, then I would strongly

recommend reading the book Lift.

It's a business fable that, we wrote a couple years ago, and it's just,

it's got some great tools and great ideas and it's a story, so it's

easy to digest and applicable, and so I would highly recommend that.

But I'll tell you the four things.

We had four guiding principles that we, we started to focus on in this journey.

So this journey of this new company, assembled the team.

It was about 40 people.

And I said, here's the four things that we're gonna really be all about for the

next, you know, little bit at least.

And then we're gonna have our core values and our purpose and mission statements

and all of that kind of dialed in.

But in the beginning we have to move quickly.

We have to move in alignment.

And this is how we're gonna move to not only save this company, but take

it back to a place where we can thrive.

So what are the four things that you can think through and potentially use on your

team if you're leading a team and need to revitalize it, need to turn it around,

need to juice it up, need to get it going.

What are four things that you can do to help do that?

So this is not out of a book.

This is not, This is not something that, you know, it's gonna be put on Twitter.

This is literally something that I'm doing right now, literally

for the last six months.

Every day I've been thinking about one or two or three or all four of these things.

The first thing is that we needed to streamline systems and processes.

Essentially, what that means is that we needed to reduce unnecessary

complexity, reduce unnecessary complexity.

It's just natural as you get into any team or organization, especially

if you're successful and it grows, there's just layers of complexity.

There's political complexity, there's systems complexity because you

have this legacy system over here.

You got this new system over here.

You have these capabilities that you don't wanna let go, but these new

capabilities you wanna take hold of.

And there's just unbelievable networks of complexity.

But if we're gonna be successful.

And we want the team to thrive.

Our teams can get choked out just like a vine chokes out a plant or a tree.

We can choke our organization's life out if, or our team's life out, if

it's overly and unnecessary, complex.

So when you're thinking about your team, and this is not something that's

uncommon, there was a, there's a study.

Actually it was a hospital out, I think it's in Hawaii.

And, um, they actually go through this process.

I loved it called Gross.

It was an acronym called Gross Get Rid of Stupid Stuff.

So once a year, the staff all comes together.

That's the best acronym ever.

By the way, if there was an acronym, award, a gross, gross, get Rid of

Stupid Stuff would totally get my award for best acronym of 2025.

But anyway, so this, the staff comes together.

And once a year they have nominations for the gross, gross

things, things that are gross.

And these nominations, they go around and every staff member, every manager,

every person on the floor can nominate things that the company is doing

that is stupid, that doesn't make any sense, slows down or impedes progress.

And they take those in suggestions in, and they literally will.

Get rid of things that don't make any sense.

Now that sounds easy.

That sounds like, oh, it sounds good.

But you know, there's certain things that are like really sacred to certain people

and certain ideas and maybe history that, um, they do do not want to get rid of.

Even if it is stupid, they do not want to get rid of it.

And so it becomes a real challenge in some scenarios, especially when it's

a. Maybe some bureaucracy that is, has been in place for a long time.

These habits, this inertia inside your team, your company, it's been

there for a long time, but it takes real leadership to step in and

say, we're gonna have the courage.

To get rid of stupid stuff, and that essentially is reducing

unnecessary complexity.

So I've been spending a lot of time over the last six months

reducing unnecessary complexity.

What does that look like for a publishing company?

Well, this particular publishing company had 5,900 landing pages, 5,900.

Landing pages.

Why would any company much less a publishing company and not a very big

publishing company, but a publishing company need 5,900 landing pages?

There's not a lot of good reasons, but along with many other things,

they had layered in these complaints.

They had some habits of, well, we start a landing page, we run it for

a while, and once it dies, instead of recreating it or changing it or

updating it, we just make a new one.

And so if there's a spring landing page in the spring of 2017 that you're gonna have

a landing page to run an offer, you just do a landing page in the spring of 2017.

Instead of deleting that page or updating it for the spring of 2018,

you just create another landing page.

But that other one is still there.

It's still out in the ether and it's very difficult to manage.

And so, um, hundreds and hundreds and hundreds of phone numbers.

That don't go anywhere, just dead end lines.

But the employee left over the last 15, 20 years, and their phone number just stayed.

No one canceled phone numbers.

So we're spending thousands and thousands of dollars every month on phone numbers

that no one calls or is being called on.

It's just unnecessary complexity.

Unnecessary complexity.

Many, many, many more.

servers than we need in the company.

We had like a server for every two employees.

That's ridiculous complexity.

That was costing us money.

We're spending money on, upkeeping, all these different servers, and if we just

kind of pulled our resources and condensed those down, we went from over 20 servers

to like six, and we're probably gonna get down to one in the next six months

maybe, uh, if our efforts are fruitful.

When you look at all this, you're having to manage more.

So when we have this unnecessary complexity, that means we're

spending time managing and we're spending money supporting complexity

that's not driving results.

When we're talking about unnecessary complexity, we're cutting through

the things that don't matter and saying this is not producing.

Ultimate value that's good for our company or for our clients, and it's

actually impeding us doing that well.

So we're gonna have to cut this out.

we're taking it to the gross, we're, we're getting gross with it.

We're getting rid of stupid stuff.

So if you need to get gross with it.

Get gross with your team.

Your team will thank you.

your organization will thank you.

You'll perform better.

And it's never easy.

It's not, it's never easy.

there's a lot of heartache that comes with change and managing through that change.

And it's messy 'cause you're gonna change some things.

It's been in place for a long period of time.

And so just don't ex, just don't be surprised when you get some pushback.

Don't be surprised when you get some pain and you get some emotion.

It's okay.

It's all right.

Because we know where we're going and where we're going is different

than where we are, and so we're gonna do that with eliminating or

reducing unnecessary complexity.

Second thing is in the same kind of vein as that, we're going

to reduce unnecessary costs.

When we're trying to turn something around, we want to look.

At our costs.

It was really interesting.

When I was getting my MBA, I did a special study on companies that had gone bankrupt

and then were able to come back stronger than they were before, their bankruptcy.

And so I was meeting with a turnaround expert, very big, well, I

wouldn't say big, it was a boutique.

Company that specialized in turning around corporations that had gone

into bankruptcy and were struggling.

And this turnaround expert was like a really, really smart, sharp

businessman who had done it multiple times with multiple companies.

And I, I just had the privilege of sitting down with him over a coffee one morning.

he, was in between different companies and was just.

Grateful enough to give a student some time, and I asked him the question.

I said, if there was one thing that you do when you go into

a company that's struggling.

What is it that you do that has, that you almost always know is a

problem and almost always fixes something really big in the company?

Like is what is it the one thing you're looking for?

And you know, he, he told me, he said, you know Dallas, he said, I

always go into a company and you never know what you're gonna find,

especially in a turnaround situation.

But he goes, it never ceases to amaze me, never ceases to

amaze me that there's always.

A pet project.

There's always a pet project and we look really hard to find

out what that pet project is.

And I said, what does that actually mean?

How does that have to do?

What does that have to do with turnarounds and what does that

all, what does that have to do?

He said, well, I'll tell you.

He said, CEOs are just humans and sometimes they have great

ambition or dreams or something that they want to be true.

And so they may have this great idea, at least it's great in their own

mind, and they implement that idea.

They push it out to the organization, to the team, and for whatever

reason, good, bad, or ugly, it is just, it just doesn't work.

It's not a great idea like they thought it would be, but they're

not willing to give it up.

They just want it to be true more than anything.

So they keep putting money, time, and resources towards this

pet project that really doesn't add value to the bottom line.

It hasn't come to fruition and it doesn't look like it is, but

they're just not wanting to give it up because of whatever reason.

they just really like it.

And so he said, we go in and right out the gate we try to find the

pet project and then we kill it.

Right up.

Just, just kill it dead.

And the reason is because immediately you stop spending money.

The the saying of throwing good money after bad, we're not investing in

things that's not producing a return.

So I would ask that question.

If you're leading a team, if you're leading an organization, what are you

spending your money on or your time on that's throwing good money after bad.

How can you reduce unnecessary costs in your organization?

This is so important because if we're not constantly looking for ways to reduce,

whether that's, it doesn't have to be that we're just always tightening our

belts just to get, just to be cheap.

Just to be cheap.

Just to be cheap.

don't misunderstand me.

We can reduce cost by being, you know, smart, smart spending.

We can also reduce cost through innovation.

So if there's a new product out and we can use this new technology and it reduces,

the, increases our efficiency, then all of a sudden now we can do it for less.

There's just, there's a lot of different ways.

So it's not me just saying, you need to get cheap, you need to just

cut people's pay and reduce it.

No, no.

That's, I'm saying unnecessary costs.

These are things you're spending money on that are not necessary

and they're outta control.

And you can put 'em in control.

You need to bring the, where's the boundaries?

Do you have proper boundaries around your spending?

are you delaying innovation because you like the comfort of where you are?

Do you need to step out a little bit and innovate because you know

there's some technology that's gonna move you to the next level and you

can cut this wasteful spending?

Or are we just continuing to grind it out because this is what we've always done

and we're gonna spend money, throw good money after bad because there's a pet

project or there's some of this comfort thing that we've always been doing.

And so that's another thing.

I would say that's the second thing that we've been doing a great deal of in this.

In the first six months, and, the team has done a fantastic job of finding all these

things that were just, just unnecessary and reducing 'em and getting 'em out.

So that's been really, really, really good.

So I'm very, very thankful for that.

Then the next thing I would say, the third thing that we have been doing.

And focusing on is improving the customer service, experience, or it's just our

customer's experience, understanding that there are some fundamental

guidelines that we need to put in place, that we need to get in front of.

I would love proactive service.

I love proactive service, so when we're engaging with our customer base.

We wanna be proactive and transparent, and we wanna be

proactive with our transparency.

So the more information that I can give.

And so when we start evaluating with this publishing company, we were like,

Hey, one of the problems we're having is that people get to this place and they

are, they're getting mad at our company for not meeting their expectations.

But it's not really our company's fault because there's nothing we can do.

There's certain things that are just in the publishing industry that we can't

change, we can't do anything about it.

And yet when they get to this part of the publishing process, there's a lot

of tension there between the author.

The publishing company because they don't understand.

They don't know what they don't know when they start the process.

Now, if they've already gone through publishing, a book, and they've got

to the end of it, their second book, they have a better set of expectations.

But a lot of times they get into it the first time and they just don't know.

So what do we wanna do?

We want to improve our customer experience.

What does that mean for us over the last six months?

That means dialing in what?

Is missing as it relates to customer education and being proactive in the

way that we communicate that customer education to them before they even

interact with our customer service, agents or reps or book support

specialists or our alter success coaches.

Uh, any before any of that takes place.

We want to take the time, even if it's, and it could be in multiple mediums.

We now have an author handbook that we're gonna give them bef

when they start their journey.

We're gonna have, we have multiple videos that we're producing

that it is training authors.

And what we're doing is not only are we educating authors.

But we're helping authors, we're setting their expectations on this

is what the process that you're about to engage in looks like.

And so this is what we expect from you and this is what you can expect from us.

And our goal is to make sure that we have so much information available

in so many different mediums to the authors that are coming through and

publishing these books that their tension just kind of melts away.

Their experience with us is better because we're being very

transparent about their account.

Their progress, what we need from them and what they can expect from us.

And there's no secrets.

It's just open, transparent communication.

But what we're doing is communicating on the front end, the education that

they need to set correct expectations as they go through the publishing process.

So what is it when you think about your customers now, if you're a B, two B?

It, your customers may be, or you're even talking about internal.

Your customers may be another department in your organization.

If you're leading a team, you may be an accounting team and you're serving a

certain department or a certain division.

You may be a sales team and you're serving a certain department or

a certain sales product line.

what are those customers for?

Who are those customers for you, and how can you improve your customer service?

Maybe it's through.

relationship building and growing relationships.

Maybe it's through transparency, being more open and transparent, collaborative.

Maybe it's through education.

What are the ways that you can go and think through that, you or your team?

That you're leading can improve the customer experience because I feel like

that if we can do that, we're gonna keep the customers that we need to keep

and they are going to help us find the other customers that we want to have.

And I just want to be that type of a company.

I want to be a type of a company that, That people want to be a part of and be

associated with because of the experiences that they've had with the company.

I love Horse Schultz, the former COO of the Ritz Carlton.

He wrote a great book called Excellence Wins, and that's the kind

of company that we wanna create.

But a lot of that's based on the customer experience and he goes

through a lot of that in his book.

This has been an inspiration to me personally.

Okay, that's the first three.

Now the last one is a little bit different, but I think it's really

important and I think that it could be one of the most important attributes

that we've been focusing on because it's not only internal, but it's external.

And that is, we said, first of all, we're.

Eliminate or reduce unnecessary complexity.

We're gonna eliminate or reduce unnecessary cost.

We're gonna improve our customer's experience with us.

And lastly, we are going to improve how we tell our story.

How do you tell your story?

How do you tell your personal story?

What's your story?

Are you the the hero?

Are you the victor?

Are you better than everybody else?

Are you less than everybody else?

Do you have, do you have time for people?

Are you on a journey?

Do you have a mountaintop that you're aiming for?

Are you in the valley?

Are you in the dark?

What's your story?

What's your team story?

What's your team story?

Do you know your team story?

Can you tell your team story?

Are they young and full of rookies, but full of life and

you're growing in experience and you're learning as you grow.

Are they veterans and they have great experience, but we're

charging to the finish line?

Are they technical experts?

Are they relational masters?

I mean, what, what is the story of your team and what are they wanting to do?

What are they wanting to accomplish?

Where are they going?

Where are they?

Where's your team going?

If you're leading a team or organization, have you told them?

Have you told them where you're going?

Have you shared, I'm not talking about a vision statement on the

wall that says we're gonna be the best in the lead, the industry.

You know, it's like, that's fine.

That's great.

I mean, I'm not saying I, I do think you should definitely have

a very good vision statement, but your vision statement should tell.

Not some platitude about, how much money you wanna make or

what kind of products you are.

You wanna be the industry leader.

It tells the people who read the statement, especially on your team or

in your organization where they are running to where is the finish line?

Where's the finish line of the race that we are running?

What does it look like?

What does the finish line look like?

Is there a big tents and a band and a festival and lights and you know, fruit

and drinks and all this in a party?

or is the finish line just another race?

You know, where are we going?

What's the destination?

Where's it at?

Is it sunny?

Is it cold?

where are we going?

If you want to tell your team their story, you need to start

with the vision statement.

I also think it's important that.

You share it often with your team.

Where are you going and how are you gonna get there and what's

acceptable and what's not?

Who's on the team and why are they there?

What are the values?

Excuse me.

What are the values that your team espouses?

Not aspirational values, but they actually embody.

What are the values your team embodies?

Who is on the bus and what qualifies them for being on the bus?

That's part of the story.

It's part of the story.

You should be telling this story so often that people get nauseated when

they hear more things about it because we're going to drive home our identity.

Into our team and our organizations, and the only way

to do that is through repetition.

An example, we can't just speak it, it's not about just putting things on a wall.

You can put four values, core values on the wall, and nobody

will know them even though they walk past them every single day.

You can have people walk past the wall every single day, and then you can give a.

A pop quiz at your next leadership summit, and you can ask them to write

down the four core values that they've walked past on the wall every single day.

And they won't be able to do it verbatim or for Word.

So you've got to find ways to integrate that into your company

and your organization and if you wanna be successful, and that's

part of telling your story.

There's a ton of companies that people work with that do a fantastic

job of telling their story.

Online to customers, potential customers, future customers to the world, but they

don't do a good job of telling it to their own team members and reminding

them of who they are and where they're going, and how they're gonna get there,

and who they're gonna get there with.

That's so important.

So the second thing is you definitely need to tell your story out externally.

Who are you to the world and what do you do?

How do you add value to the world?

And why do they need to work with you?

And so that's what we've been doing at this new, uh, this new venture

that we've acquired in this turnaround is we've said, you know, what kind

of story were we telling before?

And not only in our words, but our actions.

And then what kind of story are we gonna tell moving forward?

Who do we wanna be moving forward?

We don't wanna be what we've been because that wasn't working too much.

It wasn't working the way it should have been.

So who do we wanna be moving forward and how do we wanna communicate that?

First of all, for us, it meant that we're just needing to have more

conversations with people in general and less salesy conversations.

We need to have more real conversations and less salesy conversations.

We don't need to spam people's emails five times a week with a sale now sale now.

Bye bye.

Bye bye.

Bye bye.

That's not necessary.

They get.

Sales emails from all over the place, from thousands of different people on any day.

What we need to do is say what's relevant and what's valuable to our audience,

to our authors, to perspective authors, and then let's create some things that

engage them so that we can have real conversations with them and we can

really help them and really add value to what they're trying to accomplish.

We can partner with them on their journey.

I know as an author, that's what I wanted.

I didn't want a deal.

I didn't want a deal.

I didn't need a deal.

I mean, I mean, don't, don't get me wrong, 25% off or 10% off, or 15% off.

There's nothing wrong with getting something on sale.

But what I was really looking for was the solution.

What I was really looking for was someone to help me, to guide me

through an expert, an OB one Kenobi.

You know, where's my OB one, right?

If you're a Star Wars fan, you know what I'm talking about.

It's like I need.

I need a guide.

I need somebody that's been there, somebody that's done that.

And I need them to tell me the story, their story, how their story fits with

my story, how our story walks together.

And that's what we've been doing.

So we've been doing things like reducing, literally reducing the number

of marketing emails that we send out every single week, and changing the

ones that we are sending out to be, not.

Like something that you would hear a used car salesman put out.

Uh, buy now, buy now, buy now, now you know, money, money, money.

But something that has more value in it and is more relational and promotes

real conversations with real people.

So it goes to a real person and, not just an email.

we also want to engage more on social media.

So instead of just putting out just, random posts every now and then, we really

want to engage in conversations on social media and doing it in a meaningful way.

So we're supporting our audience, not just again, with sales material, but

with actual content that's relevant, that's timely, that showcases some of

the expertise that we have instead of just some of the sales that are going on.

So we're trying to do a better job of telling our story internally.

What does that look like for us?

Well, we have a purpose statement.

We have a vision statement, we have a mission statement.

We're creating our values, recreating, I would say, our new values that we're

not espousing, but that we're going to live by that that we are going to

embody, and we're going through that process and have been for the last six

months and fleshing these things out.

But it's really, really cool because people can align behind that.

They can get behind that.

Fired up and they read a purpose statement and go, yes, that is why I come to work.

That is why I am here.

I that, yes, I will get out of bed and I'll put my time in for that

because that's meaningful, it's valuable and it's important and I

wanna be a part of something like that.

So how are you telling your story?

If you can be passionate about how you tell your story and you can do it well

over and over and over again, you can shape the culture of your team, you can

shape the culture of your organization and uh, and you can grow and be successful

and you, that's definitely something that you'd wanna do as you move into a

higher performing organization or team.

So.

Man, time flies.

Wow.

So you have just heard what we are working on the last 10%, the new company

and the four guiding principles that we have been using over the last.

Six months to become a high performing team.

We're doing really good.

I'm excited to say things are, right on schedule and we are moving through

our phases that we laid out and, we're excited, excited about the future.

So what's next for the last 10%?

Well, we're gonna be kicking off a new guest next week.

we're not even gonna wait two weeks before we post another episode.

'cause hey, we've been on, we've been out for.

Man, several months.

We gotta get back on the horse.

So we've got a great episode next week, coming out next Tuesday.

We're gonna get it out.

You're gonna have a great, it's gonna a great interview.

And then the following, we've got some great guests lined up for January.

The first of the year and on into 2026, and throughout next year, we're gonna

be sharing some more updates about this because this publishing company

is bigger than just what it was.

We have some really cool visions that we're gonna be rolling out, and

we're excited to share 'em because your listeners are the last 10% you

could totally benefit from this.

The podcast network and some of the cool new things that we're rolling

out, some of the technologies and marketing technologies, some of you might

actually benefit from it as well, so.

Thank you again for being a last 10% listener.

Thanks for tuning back in to the last 10% and thank you and happy New Year.

Wow.

Can you believe it into 2025, the end of 2025 and the new

year is around the corner.

Hope you're already in goal setting mode.

I know I am thinking about the New year.

Fresh start.

Let's go.

Let's get it down.

Get your go Hard goals ready to go.

And, we're gonna tackle 2026.

Together.

So thanks again and look forward to seeing you on the next episode of the last 10%.