Feeling overwhelmed, stretched thin, and stuck doing tasks that drain your energy instead of driving your mission? You might be caught in what delegation expert Beejel Parmar calls the Entrepreneurial Storm — and this episode will show you exactly how to escape it.

With 16 years of experience helping business owners delegate effectively using virtual assistants and overseas teams, Beejel unpacks the S.T.O.R.M. framework: why entrepreneurs stay Stretched, Trapped, Overwhelmed, Resistant, and Multitasking their way to burnout. He also tackles a counterintuitive truth — that leaning too heavily on AI without the right human support often increases your workload rather than reducing it.

This episode is essential listening for coaches, consultants, and impact-driven entrepreneurs who want to stop being the bottleneck in their own business. Learn how to build real capacity through smart delegation, reclaim your time for high-level work, and finally make the bigger impact you know you're capable of.

Q&A SECTION:

Q: Why do entrepreneurs feel so overwhelmed even when they're using AI tools?

A: AI increases the speed of output but doesn't reduce decision-making load on the owner. Without human support structures, the business owner absorbs more tasks, not fewer. Real capacity requires people, not just tools — AI works best when paired with a delegated team, not used as a replacement for one.

Q: What is the Entrepreneurial Storm and how do I know if I'm in it?

A: The S.T.O.R.M. framework identifies five traps: being Stretched beyond your capacity, Trapped by tedious work, Overwhelmed by information, Resisting expert advice, and Multitasking to the point of fatigue. Most entrepreneurs are in some level of storm — the question is whether it's a category one or a category five.

Q: How do I start delegating when I feel like no one else can do what I do?

A: Start by identifying the tasks that drain your energy but don't require your unique expertise. Tedious admin, scheduling, and repetitive processes are prime candidates. Overseas virtual assistants can handle these affordably, even part-time, freeing you to focus on the creative, high-impact work only you can do.

Q: What's the difference between a business owner and a business doer?

A: A business owner holds the vision, makes high-level decisions, and creates impact. A business doer gets buried in execution and admin. Most entrepreneurs start as doers out of necessity — but scaling requires making the shift to owner by building systems and delegating operational tasks to others.

Q: Can virtual assistants really handle complex tasks, or just basic admin?

A: Modern virtual assistants, especially those trained in specific business functions, can handle far more than basic admin — including research, customer communication, content coordination, and systems management. The key is matching the right person to the right tasks and investing in a brief onboarding process.

Q: How does demand vs. capacity thinking help me grow my business faster?

A: When demand outweighs capacity — your time, team, and tools — you enter a storm. Growth stalls because you're reacting, not leading. Deliberately building capacity through delegation and systems rebalances the equation, giving you the bandwidth to pursue opportunities instead of just surviving the day.

Q: What made The Four Hour Workweek such a turning point for overwhelmed entrepreneurs?

A: It introduced the radical idea that business owners don't have to do everything themselves. Specifically, it normalised delegating to overseas teams at a fraction of local costs — shifting the mindset from 'I can't afford help' to 'I can't afford not to get help.'

QUOTES:

"We are business owners, not business doers — and the moment you lose sight of that, you've lost control of your growth." — Beejel Parmar

"When demand outweighs capacity — whether that's people, technology, or AI — you are in a storm. The only way out is to deliberately build more capacity." — Beejel Parmar

"People replaced humans with AI expecting more freedom. What they got instead was more load falling back on themselves — that's not expanding capacity, that's shrinking it." — Beejel Parmar

"The S.T.O.R.M. isn't a personal failing. Every entrepreneur is in one — the question is whether you're in a category one or a category five." — Beejel Parmar

"In 2009 I was at a super low point in life. I picked up a book and it changed my entire paradigm of what it meant to be a business owner." — Beejel Parmar

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Until next time, keep moving forward!

Chuck Anderson,

Affiliate Management Expert + Investor + Mentor

https://AffiliateManagementExpert.com/

Hello, everybody, and welcome back to the show.

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This is the Collaborators Unite podcast.

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Chuck Anderson here, your host.

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And this is the show where we serve big impact experts.

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And that's you if you are on a mission, not only to make money in your business, but you

desire to make a bigger and more positive impact in the lives of your clients.

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Perhaps even that extends out to the community or even the world.

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Depends on what the scope of that impact is.

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And

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You know, on that journey, we're always looking for the next level.

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We're always trying to grow.

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however, when we advance to one level and we're leaving another level, it's really hard to

keep doing things the way we've always done.

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And sometimes what happens is the busy work gets in the way of that growth journey.

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And it's hard to let go of the things the way we used to do them.

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And move towards a new way of doing things, and therefore we try to do it all.

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And so that's so my guest today is an expert at helping you with that.

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We're gonna have a deep dive conversation with this, and we're gonna give you some s tips

and strategies that you can do to start to, you know, let go of more of that so that you

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are more available to make that bigger impact.

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So today, Beejel Parmar is with me today, and

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he's got some great advice.

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Beejel welcome to the show.

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Thank you so much, Chuck.

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I really appreciate you having me on and discussing a topic or topics within the topic

that I think are really important and relevant for this day and age.

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It's super relevant.

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And I think uh, you know, with with AI, everything is so accelerated that, you know, we're

moving at a faster and faster pace all the time.

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And so the busy work the way it was even two years ago is greatly accelerated now.

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We're capable of more things, but should we be, right?

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Should and so d and how does that affect the impact that we want to make?

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So I love this topic.

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It's a great time to do this topic and

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Before we dive into it, tell everybody a little bit more about you, uh your business, the

work that you do, and then we'll we'll we'll dive into it from there.

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Yeah, real quick background after about a day, my background's engineering, Chuck, and

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But for the next several years, I genuinely struggled as an entrepreneur, ups and downs,

twists and turns, starting this, starting that.

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And it wasn't until about 2009 when I picked up the book, The Four Hour Workweek.

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that I was introduced to a few concepts.

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The first concept is we need time.

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For us to have impact, there's only two things we need.

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We need to have time to make the impact and we need to have money to make that impact,

right?

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But so many entrepreneurs find themselves trapped, just as I was, by the day-to-day

administration of trying to run a business.

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But here's the other thing I discovered.

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As an entrepreneur, I love the creative side of entrepreneurship.

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like creating things, I like meeting people, I like doing presentations, speaking, but I

don't like the day-to-day busy work.

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So what I found myself doing, what I realized in 2009, reflecting back, was I would start

something.

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There's the honeymoon period of starting something you're creating things But then when it

got down to the day-to-day running of the business, I didn't like doing that and I was

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kind of unconscious about that So what I do is start something new and that pattern

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point in life and I happened to pick up this book and it changed my paradigm of what it

meant to be a business owner because the first time I realized

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we can actually delegate that busy work to people overseas for a much smaller budget.

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It doesn't have to even be full-time but that gives us that freedom to start thinking and

acting differently.

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And since then I worked from 2009 to 2019.

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I helped grow a more traditional VA agency from 100 to 500 people.

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2019 I parted ways inside my own company with a very unique and different model.

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So I've got a few years under my belt in this industry of delegating to overseas team

members.

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I love that I love that journey.

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Uh, and I love how you shared, you know, how the origin of that came from your own

struggles because you know, in this in this journey is, you know, whatever we're doing,

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usually, you know, we're we're we're serving clients in a certain way, but it's so much

more powerful when that journey relates to some challenge we had.

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And there's a recurring theme here in terms of a lot of the guests that I've interviewed.

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Um

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And so, you know, this this whole idea of, you know, outsourcing, using VAs, uh, it's

something that, you know, we we've done a lot in our business.

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We've heard a lot of people do.

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What are some of the uh what are some of the things that you're hearing from people when

they first reach out to you?

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what what what is their what is their struggle, their frustrations?

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What what what are they sharing with you?

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Well, over the 16 years I've coined a phrase, I call it the entrepreneurial storm or the

business owner storm.

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What the storm stands for Chuck is S is we are today more than ever, despite all the

technology stretched beyond our knowledge, time and abilities.

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The T is we're trapped by tedious level work.

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The O is we're overwhelmed by the amount of information coming at us and that kind of

almost creates a paralysis.

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We're resisting

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doing what we know we should be doing, what the experts tell us to do, and we are missing

out on opportunities but also multitasking our way to fatigue.

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So in some shape or form, a lot of business owners find themselves in a storm.

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Now question is, are you in a category one storm?

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or a category five storm, right?

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We're all in a storm at some level, right?

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We're all somewhere in there, but some of us can manage the storm.

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So here's what we need to know.

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So what creates this condition of a storm?

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Well, it's when the demand...

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on the business and the individual outweighs capacity.

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That capacity can be represented by people, the business owner, the technology and even

AI.

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So think of a scale, right?

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So when demand is heavier than capacity, we're going to be in a storm.

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So we need to tilt the balance.

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We need to at least get back to level if not the other way.

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So how do we as business owners create more capacity?

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So really people talk about delegation is one parameter.

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or one way, the use of technology is another way, AI is of course another way, but what's

happening, and you may even be aware of this, is that...

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when people with studies been done on people who been doing a lot of AI, it hasn't always

created more time or more freedom.

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It's created actually more load on the business.

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So in some ways, with everything going on, we've lost sight of the fact that we as

business owners have to keep our eye on the high level.

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objectives of the business, right?

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We're business owners, not business doers.

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And so what people have done, they were tempted to replace a lot of humans with AI, and

there are reasons for doing that, and there are things that AI can do.

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But if the load falls back on you as the business owner, we're not expanding capacity.

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So that's the visual I to kind leave you with here, is we have to keep capacity um

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in a way that allows us to handle the demand of the business and needs of today.

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So we've got to move people out of the storm to having more capacity in what they do.

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Yeah, I love that.

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And you I love what you said there.

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We're uh we're we're not business doers, we're business owners.

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And and but so many of us, the definition of being a business owner is being a business

doer.

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Uh and and and it depends on where you're at and what phase of business you're in, but you

know, so many of us a good friend of mine

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you know, in sales set calls it selling on founder magic, right?

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And so we're founders, nobody understands our business better than we understand it.

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And I and I think that that's one of the challenges when it comes to outsourcing or even

automating.

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I mean there's you really have those two paths.

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I think people automate too early.

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I think they don't necessarily know what they're automating.

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Um and so, you know, and and it AI is wonderful, but it's

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It hasn't had the benefit of 10,000 plus hours serving clients.

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Like it doesn't really have that experience.

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And so I think that having a human involved in that, um, what are you finding is the

balance between, you know, using AI and using a uh, you know, outsourcing to a human team?

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Yeah, I think we...

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There's been different phases of AI since the kind of the chat sheet, which you're going

to hit the scenes, right?

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So we've gone through an era where a lot of tools were created.

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A lot of money's been spent on courses and tools over the past few years.

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A lot of it's almost irrelevant and redundant now because it's moving so fast, right?

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But somebody has to use the tools.

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Somebody has to be using the tools that we invest in.

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So I see a lot of people buy tools and never delegated the use

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the tool.

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Even today I know we see that.

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But now we're in this agentic era where AI can do a lot of the things that VA's used to do

right.

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So let's just you know speak the truth of what's happening in even inside our own company.

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There are things that AI is doing that used to be a team member but I never got rid of the

team member.

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I just changed their role, adapted the role so that now as a company we can do a lot more

with the same number of people.

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So I'm never looking to replace people.

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I'm always looking to see

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how can the technology allow my team members to do a lot more so that, know, with the

current capacity five years ago, maybe we could have grown this much.

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But now with the same team with AI, we can grow that much, right?

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So that's how I perceive it, right?

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Now there are certain cases where a role has become redundant.

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What the VA was doing is no longer relevant because there's an agentic tool in place or

platform in place.

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doesn't matter what flavor of the month we are using to build these tools, but again I

don't want to be the one as a business owner to have to keep my eye on the output of the

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tools.

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I want somebody my team to be doing that day-to-day work and I want them to report to me

is it all working.

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So I take a system first delegation approach which first is what are the objectives of the

business, the core objectives or what are the challenges the business is trying to

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overcome.

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Next is what is the system that is going to address that goal or help us reach that goal

or address that challenge.

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Now within that system there is a combination of assets, there's a combination of

different software tools, there may be an AI element to that system, there is going to be

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some processes and SRPs that define how the system works step by step, and then you have

the system operator.

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That's the role of

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overseas team members.

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The more systems we have, the more systems that are owned by team members, the more

freedom we're going to have, the more money we're going to make, and the more impact we

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can actually have on whatever the meaning of impact means to the individual.

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Yeah, and that definition is very fluid.

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Mo a lot of people have their own div definition of what uh impact means.

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Um, I really love how you described having an operator on your team of that system.

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And, you know, so often, you know, and I'll speak for myself here as the creator of many

systems.

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because I'm the creator of the system, nobody really understands the system better than I

do.

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And so but what I'm hearing you say, and correct me if I'm wrong, the next level to that

is now to train somebody on how to oversee that system.

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I can then let go of it and then focus on some other aspect.

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Is that is that what you're saying?

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100 % and when we can switch from a task based outsourcing or a task based way of thinking

to a system based way of thinking, right?

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Where even if we are doing things as individuals, it's a system, we can then delegate the

system to operators, right?

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Now here's why it's important.

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A lot of people when they first discover outsourcing or they go to a seminar and someone

talks about hiring a VA, what they start doing is delegating tasks.

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wake up, what do I delegate today?

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That creates kind of mental fatigue.

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you have to wake up,

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and think about what do I delegate today, then you're probably not delegating systems.

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Because in my team, everybody is running systems.

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At the end of the week, they report on how well that system ran.

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Systems do break down, but then we can fix the system.

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And now they're again, they're operating the system, right?

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Whether it's a recruiting system for hiring new VA's, whether it's an onboarding system

for onboarding a new client, whether it's a lead generation system, whether it's a

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complaint, everything is a system.

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There's a method and

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and a process to handling that thing and everybody in the team knows what systems they own

and they uh manage.

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Then when we meet, they're basically reporting on the systems.

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How many client interviews did they have?

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How many matching calls did have?

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How many VAs got placed this week?

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So everything has, there's a system and then there's a KPI, a key performance indicator or

just a number that tells me as the business owner, how well is that system functioning?

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If that number is not where it needs to be, we look at the system.

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Is it a system problem or a human problem?

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then we can address it from that perspective.

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Hmm.

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I love that.

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And I'm huge on KPIs, not all KPIs, just the right KPIs.

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The ones that actually measure is the system working?

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Are you getting the results we expect?

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Um, I love how the operator then part of their role is to report back on not just I did

this task, uh because I think so many people start there, but how well is this uh how well

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is this working?

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And so um w um

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internet I don't know if you can still hear you can.

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Okay.

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I've got a message here saying my internet was unstable.

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So g yeah, give me a second here.

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Um so let me pick up from that.

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Um

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Gotcha.

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Um, yeah, so I love so much about what you were saying there about having that operator

run that system.

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But I wanna I wanna take a step back for a second and just play devil's advocate because

I've had so many conversations with with people who are they're on that path.

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So many of them are do-it-yourselfers or real control freaks.

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And and when I say freak, I okay, maybe I'm referring to myself because recovering.

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Control freak, what are you noticing?

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What are some of the mistakes or challenges people are having when they're I mean, because

it all sounds wonderful what you're talking about?

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I mean, if we could just have that system and I I could just look at a report that my team

sent me every week and that verifies everything is working correctly, um, that's what it

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looks like when it's all working.

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But what's the process in getting there?

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What's

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What's the struggle with letting go and moving towards that?

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What are you, what are you experiencing with some of the people that you're working with?

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Or are they just coming to you just completely ready and open for all of that?

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It's across the board, let's let's look at that because there's a discovery I made quite

recently actually talking to one of my clients Happened to be interviewing a client for a

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book series and I asked him hey So, you know, what do you do?

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And he says I help entrepreneurs and in this case coaches I help coaches overcome the

addiction of busy work

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And all my years of being in this industry, never really heard someone say it quite like

that.

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said, well, what do you mean addiction?

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He goes, a lot of entrepreneurs are addicted to busy work, even whether they consciously

or unconsciously know the impact of that.

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So what it really meant by that is people will do things because in the moment it makes

them feel that they got something done.

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So there's a layer in this conversation about the addiction to busy work that I'm willing

to do busy work even though it's not helping me create the results I want because it makes

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me feel good in the moment.

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Now that's one uh area.

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The other area is it will cost me money to delegate this out.

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So think about this for a second.

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I have a three hour, I have a task or I have something I need to get done in my business.

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Probably takes me about three hours.

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So I'll say, well, rather than delegate it, I'll just do it myself.

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Now, I don't, know, everybody has a different hourly value of their time, but let's just

use $100 per hour as just a number to play with, So if I delegated it out, and let's say I

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was paying a VA or a EA or an admin, someone say $10 per hour.

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So the cost to delegate that would be $30 per hour.

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Now if I do it myself, obviously there's no cost per se.

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I'm not paying myself to do that.

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But now it's taking up three hours of my time.

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Now my time is valuable, your time is valuable, people whose listening time is valuable.

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So it didn't save $30.

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It cost me three hours of time.

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Now question is, well, what is that cost?

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Right now to me time is invaluable so whenever we are wasting time on things that we can

delegate we are not creating the impact that we truly want to have in this world.

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Whether that impact is family, individual, society, a humanitarian cause, whatever.

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So there is a cost to doing this work ourselves.

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It's costing us time.

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Probably can cost costing money, but also the biggest cost I think the people overlook

this is the mental drain when we Immerse ourselves in busy work.

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It takes a certain level of brain power We're using a brain power mindset to do that work

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that could have been applied to somewhere else in the business.

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This is the invisible cost of saying, I'll just do it myself.

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I call it a death by a thousand tasks, right?

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And this is something that I see entrepreneurs do over and over and over again.

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Why?

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Because they think they're saving money or they're addicted to busy work.

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Yeah, well and and I and I think you and I share that friend who who who talks about

busywork being an addiction and it and and and I really opened my eyes the first time I

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heard that.

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Cause you do, you do in the moment you feel productive, you feel like you're accomplishing

something.

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But then in those moments when you look back, you go, Well, wait a minute, how come my

business didn't grow to the extent I thought it could?

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And

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Where you know what happened?

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Well, when you look back, you go, Well, where did all my time go?

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The time was spent doing things that did not grow the business.

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They really just maintained the business.

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And I think that really describes the hamster wheel that so many people are on.

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and so, you know, so I think so there's two sides of the constraint, right?

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Um, and I'd love to hear you weigh in on this.

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Uh there's obviously the mental factors like

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Can I let go of this?

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And so I think we've spoken to that.

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And where it's like, okay, logically I should let go of this because I can grow.

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But there's also budgetary constraints as well.

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I think, you know, in a perfect world, if we could outsource absolutely everything, um,

some businesses aren't ready for the budget that it would take, you know, to do that and

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be entirely focused on being the the face of the business or um speaking on stages and

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Um, and and even, you know, sales where all they know all the fulfillment and all the

customer service is just done.

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What have you noticed there?

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What have you counseled clients on um who are at that constraint?

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It's like, here's everything, but I really only have the budget at the stage of business

I'm in or our current situation, I can only do these things first and then get to the

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other things.

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Is there an order to do them in?

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Is there a

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so glad you brought that up.

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they be stretching themselves budgetarily?

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What what do you what do you recommend?

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Yeah.

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So here's my personal opinion.

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Most agencies require you to have a full-time person, I mean a four hour per day person,

and that's great if you can.

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But I know, and I put myself in this category when I first started off, I didn't have that

kind of budget, right?

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I mean, you're trying to make ends meet, you're trying to get the balance between how much

you spend and how much you make, right?

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So here's what I say.

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First, I have a model called wisdom, right?

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So I'll do it very, very quickly for the sake of conversation.

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The W in wisdom is

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what are your objectives?

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What is the business objectives right now?

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Then I is identify what to delegate and prioritize it.

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So we start off with objectives, then we identify what we can delegate to meet our

objectives and then we prioritize.

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We prioritize based on how much budget we have, what's the best way of using that budget.

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Let's say the budget is $10 per hour.

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Let's start with $10 per hour.

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of an admin level VA, that's about two hours for an executive level, that's one hour.

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m What can I delegate for that could be like done in an hour per day that would move the

needle in my business?

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And I'm not saying that you start, I'm saying that again, if you are on a tight budget,

think of it like going to the gym for the first time, you don't go and lift the heavy

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weights, you lift the lightweight, get used to delegating, right?

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And then you layer in

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um different tasks over time.

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You delegate one thing, you get it working, you create the ROI, there's a return on

investment.

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Now, ROI stands for Reclaim Time from Busy Work.

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overcome task resistance or increase profitability.

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So when you're delegating we're thinking of one of these three or more areas to delegate

for.

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Now the S in the wisdom model stands for systems.

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When we have identified what to delegate in the budget we have, look at can this be put

into a system?

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Can we describe it as a system or a process?

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Once we can do that the D is define the role of the individual.

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that now has to do that work that will allow us to meet the goal.

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Then we optimize our hiring and onboarding and then finally the M is managing.

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So again to answer your question there is a methodology we've created to help almost any

entrepreneur regardless of budget identify what to delegate so there's an ROI at the end

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of the day.

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I I love that.

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I, you know, Bigel, it's so refreshing to hear your approach uh to this because these are

conversations that come up again and again and again.

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Uh in our agency where we're asking people to do things, and what's the first thing they

do?

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They go out and they do all of that themselves.

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Now, some of them do have systems and some of them do have VAs, but they're doing so much

of the work themselves.

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So, um

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You know, I I'm excited to share this with them so that they can learn from this as well.

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And I want to give everybody here an opportunity to uh to connect with you, to learn more

from you.

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and what, you know, and you and I were talking before we did this, you've got some

resources on your website.

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Uh, what is the best logical next step for somebody who wants to learn more from you and

connect with you?

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Come.

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Our is a resource of a lot of information on our website, but there's one or two things

you can do if you're listening to this call.

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The first one is you can go and download a guide.

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In that guide, there are different ways that you can delegate different tasks for

different areas of a business.

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We even have a tab or tab set that depending on the kind of business that you have, you

can look at what people might be doing in the home service businesses.

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what they might be doing in real estate.

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So we have different tabs that's industry specific.

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If you're a coach or a speaker, we have a tab that has information just for you.

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But the best way, the best thing you can do is have a call with us.

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Now my outsourcing advisors are all former, they still really are, but they've come from,

they've risen to the ranks of being a VA, then been an executive assistant, and now they

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play more operational roles.

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reason I have you do that is that they listen to you from the perspective of being one of

your team members and they can guide you on what to delegate based on your budget.

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one of two things, go to our website, beepicoutsourcing.com, download the guide, go

through the guide, but you can get the most value if we can have a conversation with you

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and basically understand where you're at right now and what kind of help you might be

needing based

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on your business.

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So I think Chuck actually got dropped off.

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I did answer the question.

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I don't think it I don't think it got it.

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So let's just take it from um what what resource you know what's the best way to for

people to connect with you and what's what's the next what's the next step you recommend?

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Okay, great.

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There's two next steps.

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now you're going to go to beepicoutsourcing.com.

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That's our main website.

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Now on that website, you can download a delegation guide.

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Now in that guide, it's a Google document.

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It's a living Google document.

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Now I mean by that is that we're constantly adding in uh kind of evolving information that

we get from our talking to hundreds of different clients.

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Now in that Google document, there are tabs.

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Some of the tabs will give you an overview of what you can

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delegate.

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One of the tabs will give you a method, a step-by-step method of prioritizing what to

delegate.

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But then there's tabs that are industry specific, whether you're a real estate investor,

you are a coach or a speaker, whether you have a home service business.

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So it's a very comprehensive guide.

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But what I recommend to you is have a call with us.

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Now that call um is with one of my senior team members, all of whom have risen through the

ranks of being a virtual assistant, an executive assistant,

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and now play operational roles in the business.

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Now why do I do that?

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Because I want you to speak to somebody who's listening from the perspective of how do I

help this person with the budget that they have.

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So you can share what your budget is, what your business is, what some of your goals are,

what some of your constraints or challenges are, and they're going to give you some

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guidance and advice on what you might want to delegate with the budget that you have.

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That sounds amazing.

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And to make it really easy for those of you listening in, I have Bijel's links right

beneath this video.

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All you need to do is click there and you can connect with them there.

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And if you're listening to this on an audio podcast, just open up the phone, your player

that you're on.

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All of Bijel's links are right there as well.

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take that step.

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That sounds amazing, actually.

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you know, and I and I love how, uh

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You have trained your people to be able to handle those calls.

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And, you know, not just as the founder, what is the amazing thing I can do for you, but

here's my team that's highly trained on how to serve you.

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And I really love that.

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And sounds like an amazing resource.

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I highly, highly recommend that you all you listening go ahead and take up Beejel on that

amazing offer.

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Um, Beejel, I want to thank you.

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Uh I refreshing take on outsourcing.

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Um, we can see very clearly that you know that balance between uh a human and AI and

automation and having a that uh human VA run a system, not just doing tasks.

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That's that that is a big take, lots of takeaways from this, but that was one that stood

out to me.

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Um so thank you so much for everything.

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before we sign off, I just wanna ask you if you have a a favorite quote or piece of advice

or words of wisdom that you'd like to leave our audience with here today.

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It may end up the title of my book.

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I haven't quite dialed it in, but it's delegate or drown.

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Essentially, it's a reflection of my own realization that if I didn't learn to delegate, I

was going to drown in my own desires for being an entrepreneur.

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wow.

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Delegate or drown.

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That is those are great words to end this episode by.

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And I think describes so many people's experiences.

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So thank you, Beejel.

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And to our audience, thank you as well.

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And if you're still listening to my voice right now, that means that this episode

resonated with you.

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And I'd like you to do a couple things.

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Number one is I'd like you to take something that you wrote down in your notes or that you

were reminded of during this episode.

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Just one thing, and I'd like you to take

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Action on that one thing today.

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Maybe it's to stop delegating tasks.

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Maybe it's to now empower your team to run the system, not the tasks.

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Uh, and obviously make sure that you grab uh the uh free resources from Beejel.

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The links are right beneath this video.

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Take that action today, and I will leave you with this.

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I'm going to uh remind you that the impact that you want to make is possible.

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Sometimes we just need to get out of our own way.

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Uh there's no problem too big to be overcome.

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And you might just be one collaboration away from a big breakthrough.

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And perhaps Beejel is that person to collaborate with who can help you on that

breakthrough.

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So uh remember that the only way to fail is to quit.

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So keep moving forward and we will see you on the next one.

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Thank you.

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Thanks, Jamie.

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And