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So I want to talk about I'm going to transition into leadership a little bit because you talked about the different entities that you're in charge of, but now you have a team.

I don't think I don't remember if we touched on it in another interview, but at what point did you go from the solo for newer to have an attain.

So I always had a team of consultants, right? And so I always had like 12 consultants that I worked with every year and they were like well developers and, you know,

I'm just a designer and like, you know, people that I needed, you know, on my team editors and all that. But I didn't have a full on team like that I paid like every month that's with me like on Monday, where did me is like literally like 34 or 40 hours a week.

I didn't have that team until probably like eight months ago.

So now, okay, that's like I had an admin that was in my office like before the pandemic hit so she was actually that was a part of my team that she was someone so that was about two years ago, like in like 2020, that was in 2020, like maybe June.

I had her on my team, like that was faithfully like always coming in office every day, but, but not until like six, seven months or eight months ago, like like last September that I have like a full on team.

And then probably like three months ago, then we start incorporating like Monday morning meetings. And so now we have like a manager, a creative director, a, you know, admin and then another project manager assistant.

And you know, we're like looking to hire right now more people, but not that I owe an IT guy, a development guy, but not that I not that I or did I not have that until yeah, like three or four months ago. And I changed my life.

Okay.

So then how did how was that transition going from you doing everything to you hiring people and now understanding just the new label, dive, whatever you want to call it with the ADHD.

Wow. How is that transition bit. Wow. It's still it's still a transition girl. We are transitioning. Okay. Still. So, so I'll say what I learned from this is that I was a micro manager. Like I really didn't believe that people could do what they said it will do. So I really.

Yeah, oh my god, it was horrible. It was bad. And I had like a little bit of trust issues. You know, so God deliver me from that. Like I had to really trust that that person will tell they they're going to do what they say they don't do.

And they're going to do when they say they're going to do it because I like the thing about me is I can do things very quickly. And so when I started like seeing people, I would be like timing them like why are you by singing you like 25 minutes to not evil.

And I was like, what's going on. You know, and it would be really bad. It was really bad. And then I had to have like a whole counseling session about this because like I realized that I've been doing this for seven years.

You know, like these things like can flow off of my brain and other people they have to gather information in order to gather email like it just it just like comments says, but for me, I'm like, you should know this like right now and then there.

I had to start having more empathy, you know, as a as a boss as a as a leader. I had to perspective take more a lot of social awareness skills that I thought I already had.

But when a team came in place like I would perspective take for my babies. I would perspective take when I was developing for kids. But when a team came in place, I'm like, oh, wow, I have a whole team that I have to now perspective take and have empathy even with the COVID like people was like, like, sharp by me in or you know, one comes to office sometimes I have to perspective take I have to make sure that I'm realizing that we're still in COVID.

And these issues are still real. And people are still having own like mental challenges, you know, and so those are things that I learned and have taught me how to be a better leader.

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