The Heart of Business
"The Heart of Business" podcast, hosted by Mo Fathelbab, is an authentic and insightful exploration of the human side of leadership and professional growth. Through candid conversations with accomplished business leaders, thought leaders, and peer group facilitators, Mo will delve deep into the personal journeys, challenges, and triumphs that have shaped their careers. Mo Fathelbab's skillful and empathetic approach creates a safe space for guests to share their truths and vulnerabilities, revealing the emotional and often unseen dimensions of success in the corporate world. Each episode offers listeners a chance to glean practical wisdom, heartfelt advice, and a profound understanding of the intricate interplay between leadership, authenticity, and personal growth.
The "Heart of Business" is the official podcast of International Facilitators Organization, LLC and hosted by IFO's founder and CEO, Mo Fathelbab. To learn more, please visit www.internationalfacilitatorsorganization.com.
The Heart of Business
Profit, People, and Purpose: Danielle’s Playbook for Building Big
Danielle’s entrepreneurial journey begins in Nashville, where early roots shaped her Maverick mindset. From founding her first agency to taking risks that most would shy away from, she carved her own path with bold decisions and relentless drive. That spirit would ultimately fuel her transition from scrappy beginnings to leading multiple companies valued at over $50 million—all while working just ten hours a week.
A defining lesson came from the infamous “Larry” mishire, which taught Danielle the cost of compromising on talent. Out of that experience grew her unwavering standard for five-star employees, backed by objective assessments and scorecards instead of traditional resumes. This shift not only elevated her team’s performance but also transformed company culture, margins, and her own time freedom.
Her discipline didn’t stop at people—it extended to money. Adopting Profit First gave Danielle financial clarity, stronger partnerships, and the ability to scale without chaos. Pairing this with daily huddles kept her teams aligned, accountable, and agile, enabling fast course corrections that protected momentum and morale. Mapping ideal weeks became another tool to accelerate onboarding and embed focus into daily operations.
Looking ahead, Danielle is doubling down on her mission to revolutionize hiring. With Five-Star Central, she envisions replacing resume-driven roulette with smarter, skills-based matching that could one day unseat Indeed. Along the way, mentors, peer forums, and collaborations with leaders like Mike Michalowicz (on All In) have sharpened her strategies. Danielle’s story is a playbook on scaling smarter—proving that the right people, processes, and priorities can create extraordinary results with far less grind.
Please visit www.internationalfacilitatorsorganization.com to learn more about Mo Fathelbab and International Facilitators Organization (IFO), a leading provider of facilitators and related group facilitation services, providing training, certification, marketing services, education, and community for peer group facilitators at all stages of their career.
Welcome to the Heart of Business Podcast. I'm your host, Mo Fatalbab, president and founder of IFO, International Facilitators Organization. And we are here to create great peer groups all over the world because we believe wholeheartedly they change lives. And it is a pleasure today to have an amazing guest on the show. She has had multiple businesses do over$50 million in annual revenue. But get this, she only spends 10 hours a week overseeing the operations of those businesses. And thanks to her magical teams of five-star employees. Welcome to the show, Danielle Malvey. Hello, Danielle.
SPEAKER_00:Hello, Mo. It's so great to see you.
SPEAKER_01:Great to see you. How are you today?
SPEAKER_00:I'm doing fabulous. Fabulous, fabulous. Excited to be here and excited to chat with you.
SPEAKER_01:Wonderful. So, Danielle, you've got a great story, and I'm I'm captivated by how you have gotten so many businesses to run without you, which is a trick that a lot of CEOs uh certainly struggle with. But I want to start from the beginning. Uh, so tell us where you grew up and what what childhood was like.
SPEAKER_00:Okay. So I grew up in Southern California, specifically Orange County. And um I knew since I was a little girl that I wanted to go out of state to school. Now that's the big thing. But back when I went out of state to school, it was pretty unusual. And um I remember telling my friends I was gonna go to Vanderbilt University. Um, this is like circa, you know, early 90s, and they're like, you're going to learn how to make jeans? They had never heard of Vanderbilt. They thought I was going to the Gloria Vanderbilt School of Fashion Gene making. I don't know. So um I uh I went to Vanderbilt, uh, graduated from there, and uh ended up with a degree um in political science and communication studies and um and and settled in Nashville and started my first business at the ripe old age of 25. Um and Nashville was such an amazing community. I don't I don't live there now, so I speak of it in the past tense, but um it was one degree of separation. And so I was able to start a business. It was very entrepreneurial and you know, everyone was was about connecting. And actually that's where we met because I joined um back then it was YEO. That's right. It was young entrepreneurs. You had to be under 40, and then then they had to change that. Um, so yes, uh, so so I joined YEO uh YEO, yeah, I said it right, um, in in in in 2000. So yeah.
SPEAKER_01:Amazing. And what business was that business?
SPEAKER_00:So that was uh an advertising and marketing agency. Um, so and we specialized in working with um companies and in the jewelry industry and high-ticket items, um cars and um and homes. So that was our that was our niche.
SPEAKER_01:And tell us how you got started in that business.
SPEAKER_00:Uh I worked at an my first job was at an advertising and marketing agency. This is gonna be awkward to to to recount. Um, when I started with them, they had about 65 employees. Fast forward about 12 months later, and it was down to 15 employees. It was just this weird craziness, and um, and everyone was running for the hills. I tried to run for the hills two prior times and they threw more money at me. And the third time that I wanted to run for the hills, I I just was like, you you can't you can't bribe me to stay. Like I just can't.
SPEAKER_01:There's not enough money to keep me here, huh?
SPEAKER_00:Yeah, yeah. But um, you know, I mean, it was it just there was some weird things going on and such, but lovely people and people that I'm still dear friends with today and such. Um, but uh so so when I left there, um a a client came to me and said, Okay, you were our fourth account executive in the last year, but you were the best one. Could you um, you know, to continue our business and such? Because let's just say the other business um folded pretty quickly after after I left. Not that I was keeping it together, but um, so so so that's how I started with that business. And then it just kind of picked on from there. Um, and uh, and and we were the Maverick group. So we were very, very Maverick oriented and and we attracted bit clients that had a Maverick sort of mindset too, or a Maverick kind of approach with regards to their businesses.
SPEAKER_01:So I love that word and uh and it speaks a lot to you know the spirit of entrepreneurship that I'm that we're so familiar with. Um why why did you pick that word yourself and what does it mean to you?
SPEAKER_00:Well, I was just um, even though I only spent about a year in the traditional advertising and marketing agency, I just felt that it they were still this agency was founded in the 60s, and it seemed like they were still doing things like the 60s um in in in in the 90s. And so um I just you know, I don't know if maybe I was young, and obviously marketing and advertising has changed significantly from those days. But I mean, this was still a little bit like they were still living in the madmen era back at this agency and such. And um, so you know, I just knew that things were gonna be different. So things that we did that just kind of like shocked me today, and and actually I was I was going through some stuff. Um, but like we um we we created a a testimonial booth actually, um, and uh with a with a fellow um YEOer who had a had a tech company, we created a booth where uh we could capture testimonials from customers inside the showroom of of a of a of an automotive dealership and such. And so, because we were using those testimonials for um, and this is, you know, I'm sorry, but I think this is before Yelp and before like really kind of testimonials and and that kind of thing took took took up and such. So we were always kind of ahead of things. We had one client called Plump Good Foods, it was like DoorDash uh and and Instacart, but in 2001, 2001, right? You know, and it's so just things, things ahead of its time. So it's just it kind of it it just it just worked. And and I feel like that's you know, kind of the what what I'm working on right now is you know something that's going to replace indeed. So, you know, I like to think of myself as a maverick and just kind of trying to like look at how to make things better.
SPEAKER_01:Yeah. Well, I want to get into what we're gonna do that's gonna replace Indeed. But before we get there, um, so you started your first business and a success from day one. Did you have any struggles along the way?
SPEAKER_00:Um, oh, I had some struggles um for sure. So I was lucky with my first few hires, but there was one Monday morning, it was definitely a Monday morning, and I woke up and instead of springing out of bed, I rolled over, put my head under my pillow, and asked myself, can I call in fake sick to my own company? Because I didn't want to face another week with Larry, Larry, Larry, Larry, just the saying his name brings back PTSD. You know, it was it was a mishire that I made. And he made me miserable. He um made his fellow colleagues miserable, and you know, I didn't call out fake sick that day, but um I resolved myself to take three immediate actions that day. Number one, Larry was moved to alumni status ASAP, meaning that was his last day. Um, and and and number two, I decided that I needed to stop, excuse my French, half-assing my hiring. Um, you know, I was going off of anecdotal things that I would hear from people. Oh, if you'd like to um, you know, go go go and have a beer at happy hour with them after work, that's that's someone that you'd want to hire, someone that that means they're like you. Um, oh, referrals, get referrals from people and hire referrals because then they've already done the vetting and such. And I and that no, that does not work, guys. And I'm sure everyone here has tried that too and realizes, okay, yeah, not not so hot. So I resolve myself to go all in and really figure out like how to not make these this this higher type of hiring mistake again. Um, and then number three, I just also said, I'm not gonna settle. So it's it's it's it's about not not settling for mediocre or average and setting the bar. And I I settled with Larry for too long and I let him stay too long in the organization. Um, and you know, I I was talking to someone the other day, and and oftentimes people think, oh, well, you know, we'll just kind of make it more miserable for them that they self-select themselves out and such. But sometimes they don't really get the message. Um, and and so, you know, I was I in terms of never settling, like now it's just like I set a bar, and if you don't meet the bar, like you're not gonna get hired or you know, you're you're gonna go out. Because I think the challenge that companies have, um, and we grew pretty quickly at the Maverick Group, is that just because you hired someone when you started out, you know, as you grow and you you pass, you know, three million dollars, five million dollars, etc., that person might not grow with the organization. And you might need to replace them with someone who has experience in an organization that's doing 10, 12 million dollars. And because it's a different, it's a it's a it's a different game, it's a different set, and nothing lasts forever. That's I think something that um people hiring managers just kind of want to hire someone and and and and have loyalty forever. And that's not fair to to to to to people in general.
SPEAKER_01:It's not fair to them, it's not fair to the company.
SPEAKER_00:Yeah, yeah. So I think it's having a a good mindset about what's what what's realistic um in terms of in terms of your talent management.
SPEAKER_01:And so the Maverick Group was your first business, and is that business still up and running, or did you No, no, that one that one isn't.
SPEAKER_00:So we uh we actually went in-house um with one of our clients um when uh when I started having children. And um, and then uh my job there was to help that company get acquired um in five years. We did it in three years, and it was acquired by Division United Healthcare for$250 million. And um so uh then uh we moved back to California in um 2009, and I um my husband and I um started uh a couple of businesses in 2010 that we still have today, and then we've we've added other businesses. So those businesses we started in 2010, one is a construction material supply company, and another one processes long-term care claims. So um, we don't have eggs in one basket, and then um, and then and then today I have um a consulting business, and then uh we have uh the five-star employee hiring system and the all-in company. So we've got a lot, a lot going on and and a lot of great teams.
SPEAKER_01:And I, you know, I I would just guess that this very strict hiring protocol that you put into place has a very direct correlation to your ability to trust your team, to your ability to have uh 10 hours of work with with several$50 million businesses. Um and of course, you you had to you had to really change something about yourself along the way. Uh, can you talk us through that a little bit?
SPEAKER_00:Yeah, you know, it was really changing my mindset of I think when you start a business, you're you you have a vision and you're very um controlling about that. And you you tend to think that no one can do it like you, no one can do it better than you, and and it's only you. And I was sort of like kind of frustrated, and and I realized after after Larry that that I could only grow as good as I could grow my team. And I had lofty aspirations to grow. And um, and and so along this path, I have um recognized that I can find people and I and I and I and I can identify great people and great talent by putting some effort into it. You know, most people are half-assing their hiring, and when you half-ass your hire, I say you get a half-ass employee, like you get someone who's okay for the role. But when you go all in on your hiring and and you really understand exactly what you need, exactly what you're looking for, then you've you you you find that person. And it's not about trying to squeeze a square peg into a round hole role. You know, if you're if you if you're hiring someone and say, well, we'll see how this works out in 90 days, you've already made a bad hire. If that's your mindset going into it, because you should make a hire and you should be a hundred percent confident that this is the best candidate for the role who's going to knock it out of the park because they meet the five criteria of on the five-star employee scorecard.
SPEAKER_01:So I love that. I love that. So uh along your story here, I picked up that you work with your husband, and uh, I know that can be really challenging. What have been your tricks and and tips for making that work effectively and and not challenging your relationship?
SPEAKER_00:Well, you know what, I will say that um uh and and we we both we both we both are friends with Mike Mikalowitz, but I think that that that when we implemented Profit First in our businesses, that helped everything because the thing that you most disagree about is how the money is running in the business and such. And so um, you know, he had his opinions, I had my opinions when I found Profit First, I just gobbled that book up and um and and geeked out about it, and then he read it and we agreed that it wasn't gonna be my opinion or his opinion, we were gonna implement the the system in place. So I think Profit First is a great um for for for people who are married, or even if you have a business partner, it just gives clarity to to to the cash in your business, um, and it gives intention and purpose to the cash in your business. And you know, cash is king in in your businesses and such. So um, so I think that that really helped. And then it was sort of like, you know, his lane and my lane. So um he is sales, and I am like behind behind the scenes in operations and um uh and and marketing, et cetera, and such. And so um, and then I think also too having the daily huddle um every morning with the entire team just keeps everyone on the same page. And there's transparency, there's accountability. So not, you know, accountability from the owners to the to each other, as well as accountability with with employees and such. So um I think that profit first, you know, all things, all good things that come from from from from my EO days, um, profit first and and and and and hudd and daily huddles, um really uh and that and that's that's too how I can run these businesses in 10 hours a week because I pop into the daily huddles. I have a pulse on the business every day. And if there's something that's sort of like going, you know, in in in a different direction, I can pull it back in and redirect the team or the individual that has on their plate of the three things they're gonna do today, something that is, you know, not not not not not gonna have the impact that we need for their time in that day. So, you know, and that kind of goes back to I understand how what my people need to be doing during the day. So it's too often people make hires and leave the employees to their own devices and their own figure it out kind of thing and stuff. And um, when we make a hire, we've already mapped out, hey, here's what your ideal week looks like. And and and it's blocked out and it is a schedule and and they can see it. And so they it and so it really also helps when you're onboarding people because it's like let's get you into getting this, you know, doing these things in this schedule as quickly as possible. Um, and so you know, when we have a hire, they're hitting the ground running at 50 miles an hour and they're going 100 miles an hour in a couple of weeks, not three months or six months, you know.
SPEAKER_01:So well, I'm starting to see uh how you might create a product that uh competes with indeed. So tell us more about that if you can.
SPEAKER_00:Yeah. So, you know, um again, things just resumes, number one, are so 1950s. Um, and tragically, now they can be AI's. So a candidate can take a job description and um that they've applied to or that they want to apply to and AI their resume. And so most companies are kind of judging candidates, I very subjectively off of the resume. And just just because someone says they can do it doesn't mean that they can do it. Um, and then the system's also broken because um candidates are having to tediously apply to individual jobs, even if they're on indeed, they're still having to go through and and find the jobs that they want to apply to and such, and they have to, you know, go through whatever those companies want them to do to apply for the job. So um, and and and again, candidates are being looked at and and judged very subjectively uh by by by people who are half-assing their hiring to begin with. And, you know, I mean, I've heard from from HR managers who, you know, uh they have they have someone at a department head who's desperate to make a hire. It's like, I need this job posted now. So they'll post the job, and then you know, over the course of of week, a couple of weeks, they'll get a hundred resumes, and then that hiring manager's done nothing with it. And and and now they're overwhelmed with over a hundred resumes and they only look at the they only look at 20, and then they go from there. And that is so unfair to the 100 applicants that you had. And and it's just it's a it's a broken, it's an old system, and there's technology now, guys, that can that can do this much better. So, so so so what we have is um is is we're launching five star central. And so what five star central does is it allows candidates to come in and take an assessment. Um, and they take one assessment, and then employers come in, and for each role that they're hiring for, we help them set a benchmark for their ideal candidate for each role. So um when when what happens then is when a candidate takes an assessment and we have employers, we're able to match where people meet the benchmark for the different roles that are out there. So we're using technology, we're using automation, we are making this way, way, way more efficient. And we're being objective, completely objective, because the assessment is assessing a candidate's abilities, their motivations, their personality, their work fit, their team fit. Um, you know, is this someone who's better in office or remote? Um, is this someone who prefers a fixed salary or commission and bonus? So it's it's it's it's able to assess on so many factors that most companies are are missing when it comes to making hiring decisions.
SPEAKER_01:Amazing. When can I start using it?
SPEAKER_00:Well, you can start using it now. Um, and and and we have we have a way that that that we're using it now on on the employer side. Um so you can go to five star employee hiring system.com, the number five star employee hiring system.com, um, to to to check that out.
SPEAKER_01:All right, wonderful. And now I'd love to know more about what you're doing uh with Michael McAllowicks, if you could tell us.
SPEAKER_00:Oh yes, yes, yes. Yeah, yeah, yeah. Um, so uh well I I I became such a nerd and such a fan of Profit First that I actually became the host of of the official Profit First podcast, Profit First Nation. So um if uh if if you want to geek out over Profit First, join us at Profit First Nation. Um, but then uh what's what's interesting about the whole Profit First thing is that uh when we when we looked at why are people still struggling with their profitability, because there's only two ways to increase profitability decrease expenses and andor increase margin, their expenses, their biggest expense item is payroll. And so when you have mediocre employees, that's dragging down your payroll, that's inflating your payroll unnecessarily, and that is killing your profitability. One five-star employee does the work of two or three, one, two, and three-star employees. So uh, you know, Mike's books are all about an evolution of like what's the next problem that he can help entrepreneurs solve. And so it's it's it's the employee side of things, and it kind of came out of out of seeing people's struggles with their with with profit first. So um, so I uh collaborated with him on his uh latest book, All In How Great Leaders Build Unstoppable Teams. And uh we uh, you know, talk about exactly like if it's it's about going all in. And if you go all in on your people, you don't have to spend as much time because you're it have people that can take the ball, run with it to the end zone, and so you can work on the business instead of being just in the business. Um, so uh so we've so we've done that. We have the all-in company, and then that has translated into the all-in assessment, which is the assessment that we've talked about, and the five-star employee hiring system um that employers can use on the employer side.
SPEAKER_01:So Danielle, you are so motivating. Uh, what where do you get your motivation? Who who's inspired you? What what lit this park?
SPEAKER_00:So, you know what? I grew up in it uh in an entrepreneurial family. My dad is um has had a a a wood framing construction company since 1978. And um I worked in that company starting when I was in third grade in the summers. Um, I was the um before Xerox invented the automatic um document feeder and sorter, I was that person. So, you know, you I would I would copy lumber lists and and and then have to sort them and and make the make the lumber packets to send to the lumber companies. And I was filing things and I was um so so I grew up in it in an entrepreneurial family. And so I just I didn't know anything else. My professors are like, Well, aren't you going to law school? I was like, oh no. Um I, you know, I'm gonna go into business one day. So it happened sooner than I thought at 25, but um, it's uh my dad's been my inspiration and just a rock.
SPEAKER_01:Uh and I'm sure he's very proud.
SPEAKER_00:Yeah, we're actually getting to work on a project together right now, ironically. So um it's uh it's fun.
SPEAKER_01:Yeah. So along the uh journey, and as a member of the entrepreneurs organization, I'm sure you joined a forum, a peer group. Yeah. And uh I'm curious as to the effect of uh forum on you, your life, your your business life. Oh my goodness. What can you tell us about that? I know it's confidential, but how has it impacted you?
SPEAKER_00:Yeah, so I remember forum. Uh it when people would talk about things, I would just be like, oh my gosh, like I can't imagine this happening to me. And it was like three months later it would happen to me. But I had, I had, I had resources, I had ideas on how to to to to to face things and such. And um, I mean, I am still friends with my forum group, um, even though I don't live in in Nashville anymore. Um, I was just texting with uh with with someone this week from my forum group. I could call any of them at any time. Uh the the connection that you make and the value of of peer-to-peer um sharing of experiences is priceless, priceless, priceless, priceless. Uh and I would just always be able to take um, you know, what what we would talk about in in forum and just kind of, even though it wasn't it wasn't my my my turn in sort of the hot seat, I would be able to take kind of like that whole discussion and walk away and just kind of like think about it and think about like how could that help me and my business now with just certain ideas and such. I I just um and I I I met with someone the other day um, you know, to kind of like pick their brain and and I was lamenting that here in Southern California, I've been here since 2009. I said I just haven't had that that entrepreneurial community that I had in Nashville with with forum and and EO and such. And um, so that was a nice like kind of treat um to to to you it was just one-on-one and such, but the uh the value of of of peers sharing um their experiences and such is just the best kind of um way to way to navigate it all.
SPEAKER_01:Yeah. So you're an entrepreneur, you're a keynote speaker, you're a podcast show host, uh, you're a mother, uh, you're a wife. Let's exclude the personal ones for the sake of the question. Which of those roles is most uh exciting and energizing to you?
SPEAKER_00:Um I oh my goodness, that's a hard question. Um I I just really what I really love is I love helping people find and be in a role that they are a true five-star fit for. Because when you're a true five-star fit for your role, you love going into work. You'll work eight hours a day because you're using your gifts, you're using your abilities. It is an ideal match, you're motivated, it's it it all it all matches up. The problem, you know, there's there's there's studies out there that say, oh, your employees are only um effective and productive, like four hours a day or something. And I'm like, yeah, because they're not good at what they do, they don't love what they do, so they spend half the time procrastinating about what they do. And we're only everyone is a five-star fit for something. I could get hired tomorrow as a bookkeeper, but I'd be a two-star bookkeeper because I could pass the test and I I I host an accounting podcast. Like I know numbers, I know finance, but doing the tedious work, God bless the bookkeepers out there that are reconciling statements and and doing all that, like I would procrastinate all day long.
SPEAKER_01:Amen. And only I'm a finance major, I'm exactly the same as you. There's no way that would just, I wouldn't be that accurate.
SPEAKER_00:You know, and and so that's where I'm not a five-star fit. But when I'm but but like, you know, I I mean I say I work 10 10 hours a week, but it like I'm I'm busy, obviously, more than 10 hours guesting and keynoting and this that the other, but but in overseeing the operations of the team, I'm not in the business, I'm on the business and such. So um, I don't want to mislead anyone that I'm like, you know, clocking out and just sitting on a couch or something. But um yeah. I think it's it's it's um it's helping people um just really find that ideal fit um and and then and the the the role is a fit, the company's a fit, like, and you spend so much time working, you should be happy about what you're doing and you shouldn't be employees shouldn't be settling and employer shouldn't be settling. So I'm my mission, my the five-star central is to you know fix the broken system and and and help people really be that find that if they're a round peg, found that round hole uh role.
SPEAKER_01:Yeah, I I always said that in in the hiring process. You know, we're not here to impress you and uh and and fool you into something that isn't what you love. And I hope that the same is true for you because if this is gonna work out, it's gotta be just the right fit. Uh there's nothing, you know, it's not about tricking one another. It's gotta be the right fit.
SPEAKER_00:Yes, yes, yes, yes, yes, yes. Exactly. So um, so so our system like helps sort and figure all that out in a in an objective fashion.
SPEAKER_01:So yeah, amazing. And uh let's talk about your mentors for a second. I assume you had many along the way, yeah. One of whom maybe even uh your father. Uh but I don't know. I'll let you tell us who maybe are the top two, three people that really influenced you and and how.
SPEAKER_00:Yeah, so um, so my dad influenced me. I was gonna start the Maverick group with a business partner, and he said, Don't. And I was like, why? You have a business partner. Um, and uh so now I see why. Um and um, you know, um I even even have spin and wife teams, I just think it's best to keep it separate, but that's my opinion, and that's my experience. Um, I had a another um mentor in um in Nashville, and um, and we still we still stay connected and such. Um and uh he um just gave me great advice. And you know, I mean, I was so I I feel like I was so young at the time and and so naive and such. Um, but um gave me great great opportunities, facilitated great introductions, um, and just kind of would share his experiences, like what could he what would what would he do different um if he could go back and do something differently? And um, and then and then just this week, um my uh former landlord um at at one of my offices, um uh I met with him um on Wednesday and he had a a a business and new technology and this, that, the other, and and then he had a very successful exit from it. Um, and so you know again, I was just like wanting to understand like what were your experiences? Like, what do you think was the magic? What do you think, you know, um you did well? And he he was very, very gestult, very gestalt um in his in his uh in his sort of um also advice to me. And he he um he said, you know, well what what do you want your exit to look like? And I always talk about reverse engineering and and you know, because I was just like, I've got this chessboard and I've got all of these pieces on there. And I said, I have to make a move. And I said, I don't know what move to make. And that's what I was like kind of going to him for, and he and he said, Well, what is the exit? And that just like that helped me go, okay, this is the move that I have to make. And I have been so like on cloud nine since that conversation and since that sort of aha. Um and and and you know, where what what what's next? Because it has been styming me for for for a bit. Like I've been, you know, getting things into into position, but now I've got to make that like that the big move now.
SPEAKER_01:So um, it's it's really interesting to me because I I often uh see a lot of entrepreneurs and often feel this way myself. And uh what's next? What's the big move? What's next? What's the big move? And here you are, uh more than one$50 million company, and still you're asking yourself the question, what's next? What's the big move? So, my question to you is when will you know that you have achieved everything that you actually want to achieve?
SPEAKER_00:Oh, um uh I don't um I'll say it here. Um, when when indeed is no longer has the number one market share.
SPEAKER_01:Oh right. Love it. Love it. We're going after big stuff.
SPEAKER_00:Yeah, yeah.
SPEAKER_01:Wonderful. And Danielle, uh, what is one book that you're reading or that has had a lot of influence on you?
SPEAKER_00:Well, I mean, I I have to, I I mentioned profit first. Um, I I'm just kind of bummed that people don't seem to be readers anymore. I mean, the numbers on on book sales are just like minuscule now and such. Um, but uh I I mean uh I I really all in by Mike McAllowitz is is is a gem. Um and it and it's just when people read it, it's just like they're they're blown away by it. So um, so I have to give props to to Mike McAllowitz's uh books, but specifically Profit First and and All In.
SPEAKER_01:Well, I think he is amazing, and I know it's a great book. And thank you so much for being with us. And thank you to our audience. As a reminder, uh podcast reviews have a real impact on a podcast visibility. Uh so if you like the show, please give a review to help others find us. And thank you so much once again and have a wonderful day.
