Cosmos

Welcome back to the show, my fellow extraordinary Americans. Today’s guest is Michael Owens. Michael is an accomplished business leader who joined the Strategic Advisory Board in 2017 as Vice President of Production and is currently the global managing partner of the Central America region. 

As the founder of Macro Consulting Group in 2001, Michael has extensive experience mentoring upcoming CEOs and helping companies achieve growth. With a proven track record for success in operational implementation, procedural development, and revenue strategy, Michael has helped businesses of all sizes reach their objectives. He has built several brick-and-mortar businesses from the ground up and deeply understands the intricacies of running a successful organization. 

Michael’s innovative approach to design and long-solving skills have been instrumental in driving growth and profitability for organizations. It creates efficient and effective solutions that deliver measurable results for its clients and professional achievements. 

Michael is also a member of prestigious organizations such as the American Club Association and multiple Chambers of Commerce. His dedication to assisting businesses is evident through his extensive mentoring network, and he’s always ready to help any business owner need while attending college for business and hospitality; Michael’s education mostly came from his entrepreneurial experiences. 

He’s an extraordinary American, and I’m honored to have him on the show. Michael, are you there?

Michael

I’m here. Thanks for having me.

Cosmos

Thank you for taking the time to do this podcast with me. I’m glad you agreed to do this, Michael. Can you tell the audience and me more about yourself, your background, and how you got started?

Michael

Well, I became an entrepreneur, but when I was very small, OK, 12 years old, selling newspaper subscriptions back door to door gave me a little bit of a feeling of what I wanted. If I were ever going to achieve something I wanted, I would have to go out there and try to get it myself, you know? 

And so, Through that mindset. I want a supportive family to do what I want and figure out what I want to achieve. I kind of, and I’ve got a little bit of a creative mindset and background, but I kind of fell into it. The hospitality industry and I always loved food; by doing that, I worked in and started in country clubs and, you know, just small restaurants and stuff like that. 

But the real big break was when I worked and opened up first. I was a franchisee or owner of the Applebee’s franchise, right? And so that taught me a lot about business within the little four-by-cubicle of an office and how. How do I work with contractors and corporate structure in tactical, operational, and strategic output? Doing that kind of framed my mindset of taking it upon myself and learning all the aspects of business. 

I have chosen hospitality, but the framework built in my mind could be applied to any business. By doing that, I decided to branch off and open outside the hospitality industry. I opened my very first grocery store at the age of 24, and by doing that, I thought with that framework that mindset within that Work I could apply while learning hospitality to any business opened my eyes that I wasn’t prepared for. It’s just a cookie-cutter approach, putting me in an a. In a circle, I needed to learn more about entrepreneurship and how I wanted to go about it. 

So, I went back into corporate and hospitality, and then I decided to open my very first restaurant after just a few years at age 30. Learning the ins and outs of the corporate layers, I took that approach, and any kind of development of my strategy is needed to draw and raise funds and open. A brewery is a brewery, restaurant, restaurant, and brewery. To do that, I had to go out and get some good leadership and partners surrounding me to pull this off. 

So, I had never been in the boy business before I had to. One of our partners I brought in owned a Fob, an airport port for small airplanes. And we took his airplane. We flew up to Denver and met with, at the time, John Hickenlooper, who originally came to be the Governor of Colorado. But he’s the one he was the founder of Wynkoop Brewery in Colorado. And so, he kind of mentored us into the very process. 

That’s how I opened my very first restaurant. I can get deep and detailed about that, but I don’t want to bore the audience too much. That’s a quick snapshot of how I got started in entrepreneurship and business. I went on to open four more restaurants over twenty years. 

I owned and operated some of my own and some of the partners and went on to and during that process. I ended up in a consulting business, and I helped, which was micro consulting, and helped many of the small businesses I came in touch with. Through my relationships with other business owners, I help them fill the gaps that they are missing and help elevate their businesses. 

And so, I thought, you know, which helped me examine not only my own business but also through somebody else’s eyes, what they’re doing, and the gaps they were missing in their businesses. 

So, it was kind of a learning experience on both ends. But simultaneously, I mentored many of my employees. They reach their own goals and help them open their restaurants as well. Through that process, I met some good things, but there are some gaps in this conversation. Throughout my career, I have met and developed some people for once: Scott Grain, who was the CEO and President of Smashburger. 

And it’s just, you know, it started with one restaurant, and you know. He was available for a very short period. Still, he was a bar manager for me in Colorado, and I helped him get through his career and mentored him in opening restaurants and stuff like that, his restaurants before he went on his own, too. The corporate world took off, becoming the president of a few gate enterprises and eventually CEO of Smashburger. Pizza Inn is in PIE 5 and is now on the board of directors and an investor. 

So yeah, he met him at 20. He’s buying now for 40/40, something 50/48, or something like that. But doing that, I got out of it to get out of the restaurant industry about ten years ago. I started doing consulting and a little software and marketing towards niches just towards the hospitality industry, but in general, just any brick-and-mortar business and the service industry. 

So, that experience of opening and operating restaurants and learning the corporate layers, the tactical part, and the operational and strategic part of any business kind of shaped me to where I am today, you know, in my perfect. And I learn more every day. Absolutely. 

I’ve had many mentors. Jason Miller is one of mine, you know. I tend to sit back and listen to just about anybody with any type of experience because they have something to offer that I might be able to learn from. 

So, I think entrepreneurs need to take the necessary risk because we all know the reward is great. You also must understand that there are a lot of failures that come along with that. But yeah, I mean, that’s where I am. It’s a quick overview. I can get it; I could probably stretch that out for another hour.

Cosmos

I want to know the audience because you have had great success starting restaurants and businesses over the years. 

But my question is, what was your strategic vision ultimately leading you to join the Strategic Advisor Board from starting restaurants and being in the hospitality industry? And breaking more businesses to finally consulting and helping other people start. Their businesses. What is the point at which you decided you wanted to do consulting?

Michael

Well, first of all, it goes hand in hand because when you’re in business, especially in restaurants, when you have, you know, 2/3/4 employees, and not only that, seeing the gratification of happy faces from your customers or the food you put in. 

But also the gratification of employees who want to better themselves, be mentored, and follow in your footsteps. And you have that feeling of giving the right and seeing the effort in your experience. Coming to fruition through others and seeing them succeed is a natural transition into consulting because you’re doing the same thing with business owners, right? Many times, business owners, and as I know, I have you wear so many hats, you get tunnel vision. 

And you can’t see the forest before the trees. You just don’t. You’re trying to figure out how. How I can. You know, increase my revenue, decrease my expenses, improve my profitability, and increase my brand awareness. You know all this stuff, and when you have another set of eyes coming in, that. Sees something that you can’t see because you’re so drowned entrenched in. In your business, it becomes rewarding to help in that sense, right? 

And so you’re. Back to what I was saying, that transition was very, very easy for me because not only am I helping a business owner see something they don’t see, but I’m also helping them—helping their family, providing for the community, and, you know, just be successful.

So, if it’s just one little nugget, I can give them the turnaround: I’ve done my job. You know, I’m not looking for a home run. I’m looking for them to say hi. Ah, there’s a moment there for them to recognize. I didn’t look at it. I didn’t see it this way, and that’s the rewarding part of it. If you do it from that standpoint, then it’s all beneficial.

Cosmos

So, Michael, there are so many questions I have to ask you, right? But one of the questions at the top of my mind is what we’re doing, which is only years of consulting. What are the common teams that you see that lead to success in business and entrepreneurship as a business owner? 

What must you do to ensure your business succeeds and does not join the 90% of failed businesses?

Michael

I think you’re asking me about business and consulting. Is that what you’re asking?

Cosmos

Oh no. Just during your time consulting different businesses, right? You see that. There’s, yeah. What’s the quality of success when these people succeed in their business?

Michael

With the color theme, the first thing is that they’ve got to be willing to take direction, right? But even more than that, they must act. You know, so I can give all the advice out there, whether good or bad and different. We can agree to disagree. 

But if we agree that there will be action, if you’re unwilling to act on what’s in the deliverable, Then there’s no mute. You know it’s all mute. You don’t want to. There’s no reason for us to go further. But the common theme for success is that these owners act, right? Any business owner who wants to move the needle must find a solution to the problem. And once they find that Solution. They can’t sit on it. They must move them, move fast. Right.

So now I think that’s one of the common business themes for business owners and my consulting, but somebody who sits back and is willing to listen and ask questions and be engaged in the process and take stock of what the conversation is about and back to, you know, acting. 

So, it’s really that simple; I don’t want to overcome it. You made it. Are they getting any entrepreneurs like yourself or anybody? If you’re unwilling to and not be fearful, you know, and if you’re in business, you must be able to make decisions, right? If you’re going to sit on it and be unable to decide, that’s part of acting. But it’s very important to move the needle from that standpoint.

Cosmos

I see this as a continuation of this. What are the most common roadblocks during your type of consulting? Do you notice amongst these entrepreneurs that you’re consulting, and that’s preventing them from having success? What are the greatest challenges they face in making their company profitable in a massive way?

Michael

Well, the biggest challenge is if they’re not cash-flow-heavy, right? If they’re not, if they’re not understanding the, you know, the numbers, if their structure is not put together properly, meaning you know, they’re wearing all the hats, and they’re bogged down on the tactical parts of the business. They can’t strategically have a vision for their company, which paralyzes their decisions. Right. And so, I think that those are just some of the things that, that, that stifle, you know, their motion to move ahead. 

I can’t think of anything more than that, which would be anything above what I just said. What else could be construed as a paralyzing business, I, you know. I’m just trying to pick up the top of my head. Sometimes, I get blank. There, but that’s about it. Really. Yeah.

Cosmos

What are you saying? Is that true? It’s like this: we just noticed challenges and themes, whether they’re related to success or roadblocks. However, one of the things that we must take into account is mindset. Right. And character traits. 

So, in your opinion, what are the most important? Now, what are the character traits? What is predominant amongst these successful entrepreneurs that makes them succeed from your perspective? Is there if you had to name two or three of these traits?

Michael

I think the mindset for one is having a positive, and I know that’s a cliche, but a positive outlook or a dismal situation, right? You’ve got to find a way to overcome the obstacles that exist. That you’re facing, right? 

Knowing your resources is important; if you don’t, your situation will suffer. You must have a no-quit attitude and drown out the noise around you. And when I say noise, I mean negative Situations, society, or distractions from family or whoever deters you from making a sound decision, right? 

So, the six inches between your ears must be so clear that you’re not being muddied and lying down with all the noise. It’s got to be sound in a way that you’re moving, not only yourself. 

But The staff you have around you, if you can’t, if you can’t, be in tune or positive and be in a leadership role if you cannot deliver a positive message to the people you’re trying to train and move your business in the right direction. Then you’re going to have trouble. Ensure your brand is in a position of success, which is one of the important traits there. You know, having those that are measurable and needing to manage those measurable results properly so that you see a positive outcome. You are making sure that you have some type of strategy. Say an internal plan, but an external one for your life integrated with the business, meaning it is a regiment. Whatever that regimen is, ensure it’s consistent and delivered to you. You’re in goal. 

If you’re getting up at 5:00 in the morning, and if you’re going to do, if you’re going to read some data, or if you’re going to do, if you’re going to work out or just, you know, do some positive real affirmations or whatever it might be in the morning and then you know. We give it time for it. Give it, you know, five o’clock, 7:00, nine o’clock, and 12:00. Make sure that. You know you’re following another trait: time study and finding out where your productivity is in your day. Right. 

I know Jason does this a lot every quarter. He does a time study on his business, but it’s a little bit. You know, stream. Full on somebody because it requires, you know, deliberate dedication for five days of studying your worth and productivity, and then you go back, and you look at, OK, where am I spending mine? Time, you know. And then you do that on yourself. You’d also kind of incorporate that in your business at some point, but those are some of the traits I think you know. I’m sure there’s more that I’m not thinking of, but you know.

Cosmos

Yeah, what you’re saying is true. And I would like to add to the positive outlook thing. If you have a stoic mindset and can be calm and rational even when there’s a lot of stress and negativity, that plays a huge role because there’s all this stress when doing a business and taking a financial risk. So, having a calm mindset during that time played a big role.

Michael

Absolutely. I agree with that. I mean, it’s only how you put it in your perspective. If you sit and don’t react, you just sit back and absorb. Then and then wait 5-10 minutes. You can react more positively, right? Because every situation is different in business, I think your statement is so true. Want just kind of to listen, whether it be to a colleague or an employee or to a businessperson or whoever it might be, and how whatever the situation is, it’s better to fit for you to sit back and just kind of absorb it in a way that you can manage it. Properly so the outcome is. Good.

Cosmos

So, Michael, is it about being stoic? In the beginning, when people are growing the business and have a limited budget, they end up micromanaging many things. But simultaneously, you must be like an architect and have a strategic vision. You have to let others do it. 

So, from your perspective, let’s say from the. As you’re an entrepreneur starting the business at the beginning, he’s on a limited budget and has to micromanage some things at the beginning. But he also has his vision. He has to delegate ultimately. How does he get about? How does he reach that process where he can delegate it to others?

Michael

I think the priority is to prioritize what’s important first, right, and then take as much tactical stuff off your plate as you can’t because if you’re wearing all the hats and trying to vision and be a visionary and move the needle, it’s going to be very, very difficult. 

So, because you’re going back to being a story, you can come and do all that stuff. You know, you were you’re doing marketing, you’re doing, you know, you’re doing that HR, you’re doing payroll, you’re doing operational stuff. That gives you a result at the end of the day.

And so, to do that, you have to figure out what resources that don’t that doesn’t break the bank. That can take some of that tactical stuff off you. So, you have time to set aside to strategically put your goals for the business in place, and you just have to. Figure out where you are in. That’s a loaded question because every business is different. If you have a restaurant and you’re spending, OK, you just spent. It depends on $1,000,000 or $3,000,000 for a restaurant, and it takes. There are so many scrolls of responsibilities just for a small margin of profit, and everything’s got to be on point and target, but that might be a little extreme if somebody’s. You are working on a smaller, smaller budget. 

Again, you just have to figure out What tactical parts of your business you can unload, whether using resources from afar remotely or using friends and family volunteers or whatever it might be. Yet to be resourceful to keep the budget in line and spend enough time to move that needle in the right direction.

Cosmos

For sure, Michael, and another thing that they, uh, that people will have an issue with once they get past that barrier is scalability, and that’s a key point that many businesses and entrepreneurs face. 

How do I scale my business to where I want to go because there is a consistent revenue stream? And then there’s doubling and tripling. From your perspective, what is the key element that can help entrepreneurs scale with a certain amount of success?

Michael

Well, the key is the balance between growth and scale. Those are two different things. And so, you have growth, organization, and labor, right? Then you have a scale, OK? Suppose you’re spending too much money on labor. Caring for scale, and you don’t scale the way you think you are. You could be redlining it at the bottom of the P&L, but then again, if you ramp up the scale too fast and don’t have the growth or the structure in place, it means the proper people and labor support the scale. Then you have another problem there, right? It’s the balance between it’s tricky but has to be done in a way that it’s done strategically. 

So, knowing we’re the market does not mean understanding productivity, your structure, and how you will achieve that productivity to support that scale. I hope that makes sense.

Cosmos

Yeah. This is where experience comes into a large amount of play. I want to tell my audience that this is why you need a business mentor: because it’s like doing these movements where success and failure come into play. Like, how are you going to scale, how are you going to grow like these are. The things that. A lot of beginners are businesspeople. They don’t think about it, but it comes into play once you’re in this thing. It comes into play, you know.

Michael

Yeah, yeah.

Cosmos

Another question I had was about your time in the restaurant business. What was the greatest insight or revelation you had during the hospital, your time in the hospitality industry, and your time in the restaurant industry?

Michael

That’s a good question. You know, kind of went through the whole thing without just, you know, doing the whole process, I you’re talking about a revelation of.

Cosmos

How do you do the cause of this business? Many people are doing restaurants and breweries and all of that, right? But some tend to be more successful than others. Others end up closing, right? So, from your perspective, what insights make these things successful?

Michael

And. First of all, cash flow, if you don’t have enough working capital, especially in restaurants, because the margins are so low, if you don’t. Enough capital is needed upfront to sustain the infancy stage of the cycle. Then you’re going to be a statistic because you’re. I’m going to fail. Many decisions are made by getting your brand identity out there to the masses, and it’s all about numbers, right? 

And so, to do that, you’re going to not only keep the integrity of that brand in place while producing a product that everybody likes while you’re trying to create a brand identity, but you’re also trying to keep the integrity of that brand in place The restaurant industry is very subjective. Everybody’s likes and dislikes are different, so you must ensure you hold in certain key elements of your identity. I mean, the product, the service level, the look and feel, the audience, design, counterappeal, and all this stuff come into play to arouse all the senses so the customer can come here and buy your product.

Once you get past the infancy stage of your product or brand, you still have enough cash flow or working capital. Then it goes into the growth stage, and that’s where the next you are. Part of it becomes important to sustain into the next level, so it’s training and management. It’s all the aspects of making sure that you surrender yourself to really good talent. You might not be the best bartender. 

You might not be the best. I know a lot of business owners out there who buy tea or software and decide they want to have a restaurant and fail miserably because they feel like that. It’d be a cool thing, though, right? 

And then when they go in there, we find out it’s a science. And it’s just not a fun little toy to open and say you own a restaurant. Well, it takes a lot of planning, and many restaurants don’t know the ROI of their square footage and what it takes. You know what that number is to be profitable, you know? 

And those very strategic things need to be planned out, in the beginning, to make sure that you know just one thing of many: to be successful, you have to either teach yourself marketing or hire marketing, you know, the agency or whatever. 

But It’s an ongoing learning process, especially for somebody who’s never been in the industry. If they didn’t, starting corporate, if they’re just opening for the first time, you’re going through some learning and growing pains. Therefore, working capital will be very important for at least five years. Depending on the size of the restaurant and the market and how viable that market will be, I think if a feasibility study needs to be done, a focus group needs to be done The market to make sure that you have the right product will be acceptable to the market, you know, and I mean, I can go into a litany of reasons why some are successful and why some of the best ones changed. They have closed many of them because they outgrew their market or the brand the markets. Diminished, or what have you? 

But for independence, you must have an adaptable niche in the market, and you have to be adaptable as well. As the landscape changes, you must have your ear to the ground, understand what the market wants every 3-4 years, and change it up. If you’re not changing your look every three to five years, you’re. It’s going to be. You are left behind. Unless you’re just an icon in the market and a cult that people just love, that’s, you know, and Sort of, I mean, those are some of the attributes of what needs to be done, or they’re, I should say, the differences between a successful and unsuccessful restaurant out there.

Cosmos

So, Michael, let’s say somebody in the audience is listening to this. They are new to the restaurant industry and want to start a restaurant. They’re completely unaware of how it goes and how their business is. What would Be your advice to them before they venture into such a venture?

Michael

First. A couple of things. Have a business plan and find a mentor who knows how. To put one. Together properly, if you want to raise funds or just take it to the bank. Suppose you already had funds. So. That way, you go through the process and understand what it takes to open up a business, but you are part of it. It is getting clear on what you want for the market and studying. You know what resources will help you bring that to the market. Go out there. 

As I said before, do the focus group. Of course, focus groups can cost a good focus group will cost you 50 grand, you know, to be able to understand what you’re you know if you’re if you got a good Bible a product but just understand the training aspect to what it takes to bring the right talent on. Suppose you don’t have experience in all facets of the restaurant, meeting the administrative part or even knowing the construction part of it, how to pick up real estate, how to get through the bureaucracy of getting licenses, and depending on what type of restaurant your liquor license and what you have. Many of those take a lot of research if you don’t have the resources to help you get it off the ground. 

Suppose you have the funds but not the knowledge to get past the bureaucracy. In that case, it can eat up a lot of those funds because your money is being spent, whether it be construction or a certain amount of management you brought on to bring, you know, to get this open, and if that gets tied up. This means that getting your licenses can bring up a lot of cash. 

So yeah, that means just having a blueprint at the beginning, from step one, month one, and day one to opening. Having that laid out, you know, with certain descriptions of people’s responsibilities and follow-up and ensuring that those steps are put in place properly so that you’re not missing the process, nothing gets missed, and no stone is unturned. You know, so to speak, but.

Cosmos

No, totally. There are many things you have to consider, and you have to ensure that you’re viewing your cash properly. But Michael, when speaking and when you’re talking about capital and cash, it made me think of an important question that I wanted to ask regarding debt, right? 

Like most people, they view debt and consumer debt as negative, but many successful entrepreneurs and businesses use debt to their advantage. So, for the audience’s sake, what is your perspective on how debt should be used to grow businesses?

Michael

Well, I think you can leverage debt to grow your business, but you have to be in a position to be able to do that. You can’t, you can’t do that in the beginning, but you can use that later on as you have as your businesses start to flourish. I know that when I say when I’m talking about capital, it doesn’t. Capital could be death, right?

 It could be debt that’s borrowed, which you could utilize to leverage the opening of a new restaurant or the continued growth and scale of additional restaurants, a bookstore, or any type of retail. Utilizing that perspective gives you a better platform for expensing and writing off certain expenses and what you have. So, yeah, debt is a motivator in scaling.

Cosmos

Yeah, because, like many people, most people who don’t do business negatively look at debt. It is negative if you’re using consumer debt right. 

And so, whenever I talk about that being bad, it’s like consumer debt. Still, it can be useful for business owners who want strategic debt to accumulate assets or start businesses. They are creating a profit, and then it’s also. About knowing how to use it. As you said, we want to leverage, but that requires a lot of knowledge because if somebody’s just going into a business and he knows about it like they, they wouldn’t know how. To leverage it, you know.

Michael

Right. And that’s about having the right team in place. You know, I’m not going to pretend that I’m the smartest, you know? No, I don’t. So, I always. I like to surround myself with people who are smarter than I am. That way, I know. I like to be the needle because if I’m going to be a true visioner, I’m going to be the CEO of my company. 

And I can’t be strategic properly without it. If I’m trying to do it all myself and then go out there and research it myself, I can’t do it effectively. I want more than somebody with more knowledge about it than I do, right? I talked about that: sitting the right team, surrounding yourself with knowledgeable people, guiding them with your vision, and having a strategic plan to ensure it comes where you want it to.

Cosmos

No, totally. And Michael, on a different note, I wanted to ask; I knew you co-authored this book, The Power of 10. Can you tell me in the audience a little bit more about the premise of what made you write this book?

Michael

Well, it’s just that I was just a few chapters in the book Power 2 with Jason Miller, who is in power in the rest of the strategy: the board directors. It was just a bit about my experience and what I’m talking about today. I need business insight, how it played out, and some of my strategic decisions.

Cosmos

So, Michael, I know you are part of the strategic advisor, but could you tell the audience more about what it does and what it’s about?

Michael

Well, we’ve kind of pivoted a couple of times on how we perform our services, but we started out helping. Small to mid-range businesses need to find the gaps in their businesses, identify them, and help them Clear those up and then once we help them understand where they need to be, whether structurally or financially, it could be a small pivot, no matter what it is. Then we figure out their goal, either to scale, grow, and exit or just to find a better way to increase their identity or whatever it might be, you know it. And that’s what we do. Each one of us has a different superpower, for lack of a better term, to support those businesses. 

We have an alliance of our over 190 strategic partners, all business owners, from Fractional CFOs to accountants, publishers, course makers, and just about anything and everything in between, including online marketing and anything service-based. 

So, we work with many different businesses out there. We work with pharmacies, ranchers, security companies, and some professional athletes in their businesses, and then, you know, we work with logical operations. 

We’re a fractional board that goes into corporations and helps advise. When I say corporations, we’re not talking big, you know, 500. We’re talking about boards that are, on a smaller level, 30 million less. But yeah, we used our resources and our expertise to help businesses understand the gaps in their business, help them grow, and, you know, help them succeed wherever we can.

Cosmos

Michael, what you all are doing is amazing in helping businesses grow because this is what we need in our nation. We need more entrepreneurs and business people who can get mentorship and know how to make their businesses successful. So, I appreciate what you all are doing.

Michael

Well, thank you. Appreciate it.

Cosmos

And Michael, how can our audience connect with you and learn more about you and your work?

Michael

Yes, I have a website called Marcoconsultinggroup.com, and there are several ways to do it. There’s an e-mail you can get me, and there’s also a business assessment there. The fee gives them a free scorecard of their business and tells them the life of the business, what their gaps are, and what they need to work on. And that’s free. It’s emailed to them, and if they want to reach out and ask more questions about the outcome of that report, they can, or if not, they don’t have to. But yeah. Or they can reach me on LinkedIn, you know, as well. So, you’ll see my profile on there. LinkedIn. I think LinkedIn is a forward-slash makeup consultant.

Cosmos

I’m glad you took the time to come to this podcast and share your knowledge and wisdom with the audience. It’s important to know all the techniques and tactics for doing business, the strategy, and the vision. An important component is having the right mindset. And I’m really glad you shared that with us. I hope you take the time to return to this podcast later.

Michael

Absolutely. And thank you for having me on. Appreciate it.

Cosmos

I want to conclude this episode by letting my fellow extraordinary Americans know that hey. Look, there’s an extraordinary within every one of us. We must awaken it and unleash it. Until next time, bye for now.