This is the Gary V. Audio Experience.

I'll get into my question. I'd like to give a little bit of context first.

So my brother and I own and operate a small manufacturing company in New Orleans called Boyle Boss.

Currently we have two niche consumer products, the very specific to boiling seafood.

So they help with the food. To boiling seafood, that's okay.

Yeah, so like think like big crawfish shrimp. I get it. I know that culture.

Yeah, exactly. So in about a month or two we're going to hopefully have our third product on the market

which we're really excited about. My brother's been working super hard on that product development.

And so my question is we have a small team right now just three people.

What I'm focused on now is building out the systems and processes and generally just trying to get organized to better cope with the anticipated volume.

Obviously as you know, there's a ton that goes on behind the scenes to get a product out the door.

It's like I did not appreciate until I started this about a year ago.

It's real stuff. Yeah, it's real stuff and it's been a challenge.

But that's something I've been impressed with is your ability to go and actually execute the operations.

Yeah, I'm an op, you know, it's so funny. Like when everyone's like he's a motivational speaker, he's an influencer, he's like mother fucker, I'm an operator.

Yeah, well, well, that and I honestly that's always like when I'm when I listen to your podcast, I'm like I wish there was more conversations about the behind scenes operations.

You know, I'll take I'll take note of that, my friend. I will really I really think you're right. And I think I need to, you know, tea does it a little bit like you know, I talk a lot about it from the HR side, right 12 and a half is really gone there.

But it is, you know, and you know this finding a way to communicate operations and content is challenging. It is meetings and decisions meetings and decisions.

Yeah, it's like, and a lot of times like it's like, you know, but it's it's just meetings and decisions.

It's like, do we open another office? Yes, no, do we innovate a new division? Yes, no, do we put more money into analytics or strategy department?

You know, like there's a lot of that kind of stuff.

Yeah. And so I so I guess just to get to the to the actual question, I was hoping you could talk a little bit more about your experience tactically in the early days with building out process is delegating work.

...