Hey, this is John Gordon with Positive You. And today, my guest is Trisha Sardino. Trisha, how you doing?

Hey, I'm great. Thanks for having me.

So right before this, you were answering some emails. You had a lot of text coming in. It's the life of a CEO.

You were the CEO of Belay. But you weren't always the CEO. Tell us your first role at Belay.

Yeah, I was a part-time virtual assistant here at Belay. I was the founding employee.

So the owners of the organization, I worked with prior to Belay being found and they said, hey, we want to start this virtual assistant company.

We want to come with us. And I said, let's do it. And so I started working with them five hours a week as a VA 2010. That was 2010, 12, you know, 12 years ago.

12 years ago. Talk about your rise. Like, did you gain more responsibilities each year? When did you step into a new role after starting as a virtual assistant?

Yeah, I mean, it was pretty quick. I mean, I'm pretty scrapping and I have some pretty big goals for myself. I've always been a very career-minded individual prior to being here at Belay.

I was a district manager at Pacific Summer. I pecked on in the mall, you know, it was with all the cool kids, the surfers and the skaters.

But then I became a mom and I stepped back from leadership.

And so when I started at Belay as a part time virtual assistant, five hours a week, it's what my life, it's what I wanted for my life and my lifestyle.

And then as my kids grew up and I spent time at Belay, I really was interested in kind of doing what I loved, which was leadership and leading people and developing organizations and taking something from nothing and building it into something.

And so I each year after that wound up making incremental progress inside the organization going, you know, to a manager and then to a director and then to a VP and then I was president and it was chief operating officer.

And then today I'm CEO and all those all those steps were things that I honestly asked for in my time, I always asked my bosses for the next opportunity knowing that sometimes those things don't come knocking on your door and you you go build door.

And so that was my mindset all along is I'm going to create these opportunities for myself.

So you had to ask for the opportunity, but they gave it to you, but then you have, but then you have to deliver.

So talking about talking about delivering, how did you make sure you delivered each time and how did you make sure that you were growing where you were and getting better.

Yeah, probably a couple of things. I mean, I, first of all, I, you know, I believe in really setting myself with, you know, pretty clear goals and objectives at any given time, regardless of the role I was sitting in.

And really would present them to my leader or work with my leader through them, like, okay, this is my new role. This is the role I want.

These are the things I see as opportunities to work on, whether it was operational opportunities, team opportunities, culture opportunities, really frame things out and organize and plan.

I'm at the core. I'm a really big planner and goal center. I believe a lot in setting goals and having plans.

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