In this episode, join us for an insightful exploration into the world of franchise mastery with our seasoned guest, Erica Sicre. Discover the secrets behind revenue growth and increased profitability for franchisees, as well as the art of recruiting and grooming top-notch sales and management professionals. Dive deep into the intricacies of optimizing company operations and learn firsthand from our guest’s wealth of experience in identifying strengths and weaknesses in both franchise businesses and personnel.
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We have a special episode of the people at LIME, and our guest is known as a franchise Swiss Army knife. She has no secret to franchise operations, support, training, and all things franchising. From the home office at LIME Painting, our franchise Business Coach, Erica Sicre, welcome to the show.
Thank you so much. How are you doing?
I’m doing fantastic. I want to jump into our conversation. We have a lot of great things to cover, and I am excited to share your heart, passion, and posture toward supporting franchise owners and providing world-class service. That’s something that you’ve been doing for well over a decade in all sorts of different roles, which we will dive into. Without further ado, my first question for you, Erica Sicre, is this. How did you fall into LIME Painting?
That’s a great question, considering the majority of my career was spent in the beauty space. Why LIME Painting? I genuinely was looking for a new home. That’s how this happened. I was looking for a place where I could be challenged, where there was passion and where I knew I could add value to and be a part of a family and the bigger picture. I don’t want to say I was unhappy, but I was in an organization where the boxes weren’t checked off for me.
I was on a mission to find an organization that would. I wasn’t in a rush by any means. I took, honestly, at least six months of nightly before bed, getting on Indeed, filtering through opportunities, and seeing what was out there. I would apply every once in a while to something that stood out to me, but frankly, there wasn’t anything that I was excited about. I was extended a few job offers, and I did not take them.
I finally came across LIME, and I remember reading the position. First of all, the title was super enticing because it’s all-encompassing as far as my experience goes. I read the job description and said, “That’s me. Check.” I was super excited because it was calling to my skillset. The company seemed super organized, and I could tell it was in a growth phase because they were seeking a franchise business coach, which typically indicates in a franchise that they’re ready to expand and support franchisees because there’s probably not enough support in the system because they grew too much. We need coaches. That was a good sign to me. Long story short, I applied. I’m here, and I’m super grateful.
You mentioned that you’re going through these different opportunities. There was a reason to make a move outside of the health and wellness and general fitness space. A lot of folks are familiar with that change of season. I want to set the stage for folks that Erica was in that position. That’s a very exciting time when you’re intentional about it. You mentioned some highlights there, but what made LIME Painting appealing? Could you summarize it?
I could see the strong organization and the intent even from the job ad. I knew this company was put together. I could feel it by reading the job description.
What do you mean by a company that’s put together?
First of all, I could see the intention in the job description. I am from the recruitment space as well. I’ve always recruited leadership. I know what it takes to write a job ad. As I was reading it, I felt that the people in charge, which lo and behold were you and Johnny, wanted to find someone who was well-suited for their company, which showed me that you cared about the franchisees. You were very specific and intentional. The recruitment process alone was super organized.
I would be willing to say I’ve at least interviewed 750 people if I were to be completely honest, and I’ve also been interviewed at many companies. I could see the recruitment process with the questionnaire and the questions you asked, the first interview and how that went, and the second interview and how that went. I loved the essay at the end. I thought that was unique.
I had not seen that or facilitated that in an interview before. The recruitment process is showing me these people care. They’re super organized and timely. The interviews were very professional, yet I felt comfortable. It starts from the top. If this is coming from our CEO and our VP, then everyone else underneath must be of that caliber. That’s where I want to be on a team of that caliber.
It gets a lot better. It’s only up from here. Thank you for that perspective. A lot of that is reciprocated. Transitioning here and moving on, what makes the home improvement space a hot market and something that you’re interested in pursuing?
Everyone lives in a home. Let’s start there. Everyone is either buying a home or trying to buy a home. Once you do that, what comes next? Home improvement. To me, that’s a great situation. You have a product or a service that people want. I also saw it firsthand. My father is a painter. You know this, and now other people do, too. I saw how busy he was during the pandemic. It was crazy. There were people at home. They’re looking around and noticing more things because they have the time to call someone and get these things done.
I thought to myself, “This is great. This is pandemic-proof. What kind of business can say they survived or thrived in the pandemic? Not many.” That’s why it’s hot. It’s always going to be around, especially when you have that custom home niche or that group of people. They care about their homes and have the means to take care of them. That market is untapped.
It’s pretty neat to join an organization where you’re making history. By being the first and only luxury painting company, that’s exactly what we’re doing. We’re defining the customer experience from a custom property ownership standpoint. That is exciting. We’re pioneering. We’re making our mark on the home improvement timeline of history.
From the point at which LIME Painting started, history in the home improvement space changed. We began standardizing the luxury experience. There’s a ripple effect within the industry. We’re doing it nationally. We’re making our mark on history. There’s plenty to be said there, but I want to transition here and talk about a lot of where you’ve spent your career, which is scaling franchises. From your perspective, what does it take to scale a franchise?
We could get pretty granular if we wanted to, but the main things would be vision and strategy. The most important part would be a commitment to both. I’ve seen even small businesses without vision and strategy, and I could tell you how it ended. I see that LIME has both things, the vision and the strategy. From what I could see, commitment in 2024 is going to be us. That’s what it takes. We have the recipe, and it seems like we’re about to bake something tasty.
How do you see that influencing what you talked about? There’s a vision, strategy, and execution of that process. How does collaboration play a part?
That’s a part of the strategy. That is why people get into franchising. There is collaboration. You have home office support, franchise-to-franchise support, co-ops, and high-level support. That is why people buy a business in a box. Collaboration is everything. It’s a community. It’s not support in the sense of business operations but sometimes personally. It’s not easy. It’s hard being an entrepreneur, and sometimes you need to phone a friend. That is what collaboration is about. It’s being able to phone a friend about anything. What you get in a franchise is that whole network. Collaboration is part of the strategy.
Success is 1,000% dependent on a franchise owner and their ability to step into being an entrepreneur. Franchise provides a platform. You speed forward in terms of figuring out the model. There’s a brand, technology, and marketing in place. There’s support, training, and this community, but at the end of the day, a great franchise owner can crush it with a bad system, bad marketing, XYZ, or a good platform. That operator is going to adapt and adjust to whatever that platform is.
At the end of the day, business ownership is business ownership. I wanted to make that note that entrepreneurship, unless you have partners, is you with a scoreboard, and that scoreboard is your P&L. Nobody will come and save you. It is 1,000% your responsibility to set up your team and your business and realize whatever you put into a business plan. You have a proforma and manage that quarterly, monthly, weekly, and daily with a team. It’s objective.
You have to be consistent and disciplined or have the folks in place who are properly incentivized to ensure that behavior is in your business if you’re not the one directly running your business. It makes no sense whatsoever to think that your business will scale just because you have a business. You have to have the strategy mapped out with the people in place and the behavior inputted to get the outcome. You can objectively measure that behavior and tweak it so that you improve the behavior if you want to improve the outcome, but if you’re doing the right behavior and your team is complimenting that behavior, it’s that simple.
That’s the formula. That’s the playbook. We paint homes. There’s a certain way of going about doing that on a sales side and an operation side, but executing within your business is 1,000%. As an entrepreneur, your objective. Find the team. Build the team. You’re doing it, or there’s a hybrid. There are so many different parts that go into scaling. I want to transition here and talk about some keys to profitability.
In general, people overcomplicate this. Profitability is higher revenue, more sales, and lower costs. That’s it. How do you get there? That’s where strategy comes into play. You hire high-performance people who are going to execute the systems. First of all, learn the system and then execute the system. Are they knocking on those doors? Are they following up? Are they using respin? Are they following the system? Half the battle is finding those people who are committed to executing the system.
If they do that, then it will yield more leads, more sales, and more revenue. It’s going to help your bottom line, but in the same regard, you also have to be mindful of your costs. How much is going out? How many people do you have on staff? What is your pay structure? How many extra platforms do you have outside of what we recommend that you pay for monthly? What vehicle are you driving? These things all go hand in hand. It’s going to be that formula for higher revenue and less cost. That’s it. There’s not a lot to it.
You should understand your breakeven. Where does revenue pass expenses? Where is that breakeven?
Having that scoreboard not sometimes but daily is an obsession. I worked with a personal trainer. He was incredible for being an independent personal trainer. Every day on his own, he would get up in the morning and update how many leads he had, how many appointments he had, and his conversion. This is an independent personal trainer, but he was all about the scoreboard, and that imprinted. That’s how I operate as well.
If you don’t know how close you are to your breakeven or your revenue goal and how to get there, I’ll help you. We need to know those numbers so you can be profitable. No one goes into business to not be profitable, and no one even goes into business to break even. We’re here for the green, not that it’s all about money, but no one is doing it for free. It’s not volunteer work. This is your livelihood.
It matters. That’s why commitments and keeping those commitments are so paramount because there are implications. As an entrepreneur, you can have some wonderful implications and negative implications, but as business owners, we control the implications. The beautiful part of the investment vehicle that is a franchise is that you directly influence the outcome.
What is your close rate if you know that your breakeven is X amount of projects sold? If it’s 30% or triple that amount, then you need 150 proposals to break even with 50 projects. If your average ticket is $12,000, then you can expect to sell about $600,000. That is specificity, and you can break that down to a weekly average, “How many proposals do I need to give every week?” That’s the only number that matters, “Did we do our three proposals this week or not?”
If you need to do 150, and there are 52 weeks, call it 53 proposals a week. Are you capable of training one person to do three proposals a week and close one? If not, this is where humility is so powerful. You can look yourself in the mirror, compare objective numbers and benchmarks, and see that it’s pretty black and white, “I am a third of the average across the system. This is an area I need to get better.”
Humility is powerful because we can put our ego aside and say, “Let me lean in on this and level up this benchmark, this score, or this metric that is interfering with me getting to my goals.” Having that focus daily keeps it top of mind. You solve one opportunity or issue, how you look at it, and then you solve the next one. That is mastery within the business, knowing the levers to pull. Eventually, it becomes different actors going and playing the same plots in different seasons.
You become a better director.
You better understand your consumer, your team, the metrics, and the seasonality. It’s plug-and-play, consistency, and discipline. That’s where you benefit from the compounding power of behavior. Behavior equals outcome. When you get good at the behavior, you maximize the time and do the behavior at the most prone times. You can do nothing else to maximize your outcome besides adding more folks to do more behavior in those timeframes. The business is the business. Moving on here, how does LIME set up franchise partners to be successful?
Let’s say we do a good job at everything from vetting the franchisees or the candidates all the way through onboarding, support, having the knowledge base accessible to them, all those platforms from ClickUp to Lio to ClientTether or a CRM, transparency, and accessibility to personnel. The list is long. Here’s what I love the most, though.
Maybe franchisees don’t know this, but what I’m hearing on the home office calls is, “Who needs help? What’s going on with them? How can we help them?” It’s about the people. It’s not even about the numbers or the systems. It’s who, and that ultimately is so powerful in any business to have people truly invested in the people. That’s honestly the biggest contributor to the support I’m seeing at LIME.
That is key. It is paramount. We talked about collaboration and that being the heartbeat of an organization. Something that you’ve talked about is once everybody is united, can you finish that statement?
That’s how you move the needle. Once the network is unified, that’s when the needle moves. It would be a sports team, and your captain has one eye on the road and the other one off to the side. That’s who’s leading you. We all have to be unified. The captain and everyone on the team have to do their part. They have to do their part to win the game, the tournament, the series, or whatever you’re talking about. Everyone has to pull their weight. That’s how you win.
Everybody has to be committed to the process, the off-season workouts, and not saying, “This off-season workout is wrong because of this or that. It could be tweaked here or there.” It’s like, “This is the off-season resume. That’s it. Let’s execute the off-season and prepare for the season. We’re all committed to the season.
We’re being disciplined with our lifestyle, what we eat, how we plan our days, how we show up, where our state of mind is, and where our posture is.” Those daily numbers or the scorecard are top of mind. If you’re building a team and scaling, you have to invest from this standpoint for a few years with folks who are empowered, appropriately incentivized, and capable of managing the location and doing the behavior.
It’s the behavior of everyone.
You get better as an owner.
In sports or business, you have to change your behavior. I look at franchising a lot as weight loss or fitness, and just because you sign up for a gym or buy a franchise doesn’t mean you’re going to be in the best shape of your life. It’s the whole program. You have to wake up, do your fasted cardio, eat your meals every three hours, drink a gallon of water a day, go to the gym, hire a trainer, and invest.
There are going to be days when you don’t feel like doing it, and there are going to be days when you feel like you’ve not made any progress. There are going to be days when you feel like you kick butt and weeks when you drop a ton of weight, and then you’re going to gain weight back. It’s this constant system that you have to execute and stay committed to, even during those weeks when you don’t feel like doing it. You have to do it. That’s what it is.
Franchising is that simple. We overcomplicate it. Execute the system and also rely on your team. When you’re losing weight, it’s not typically just you. You have your trainer. Maybe you sign up for a gym like F45. There’s the community. There are these little contests and motivational texts from your group. That is the LIME network. We are here, but you do have to put in the work. You don’t get your dream body by eating a donut every morning and then wondering why you’re not losing weight.
You buy the gym membership and never show up but are a member.
You’re paying for it. Don’t you want to maximize that?
It’s funny how you do that, you pay for it, you buy the gym membership, and you never show up. That is unfortunate.
I’ve been there.
That’s the power of discipline and commitment. It’s an unfortunate thing as a franchise owner to be paralyzed and do what you said. It’s very simple. You execute the business model. Many times, you want to pontificate. Maybe you even want to gossip and tug on somebody’s ear, but it’s all thinking and talking. There’s no behavior. All this talking is justifying, “This doesn’t work. That doesn’t work. This isn’t there. They didn’t do that,” but the reality is it’s only hurting you.
It’s your business. It’s your investment. The best thing you can do is take action on the simple concept of, “The business model works.” Do the business. Execute the business, and results will get there. If not, you’re going to be crippled in fear because you know there’s a timer. You’re not doing the behavior and the work, but cashflow is not unlimited. That window is compressing, and you’re in fear watching it compress, but you’re not doing the behavior.
We have to break past that. A lot of it is mental. It’s your energy, too. You’re operating on this frequency of scarcity and trying to find reasons why something is not working out. I truly feel like this is applicable in all aspects of life, not just business. You’re looking, “What can I point my finger at?” You’re wasting your time on that instead of, “How can I change my behavior? What is it going to take? I need to be in bed by this time. I need to get up by this time so I can be knocking on doors and getting leads by this time. I want to have a deadline by this time to be back and do my admin.”
Planning out your day is not a matter of, “I’ll get in the gym when I can.” It’s like, “I’m going to be in the gym at this time.” It’s holding yourself accountable to that. I personally think a lot of times, we have to break through our mindset, change our mindset, work on that, and change our routine, which will change our behavior, which will then yield results. That’s it.
Don’t point the finger and justify why it’s okay not to do that behavior to do that work. I think about my kids’ practice, where the coaches teach the kids how to encourage one another and say, “As you’re watching your teammates make mistakes, instead of pointing and laughing, help them, coach them through it, and encourage them in business.” That is sometimes tough love.
I love what you said, Erica. You have to take folks to places they may not want to be but need to be there. That’s a great teammate. When you talk about being united as an organization, it’s saying, “Anything less than encouraging my fellow entrepreneurs is poison.” That is a strong culture. That is a united culture because we’re all in this together. There’s no you, them, us, and we. It’s one organization. I want to shift here and move on. How do you ensure that franchise partners launch successfully and have the tools, resources, and support to be successful?
Are you asking this as far as a franchise business coach?
Absolutely.
It’s getting to know the people. I keep talking about the people but it’s who I am. I’m authentically a lover of people. It’s getting to know the franchisees, building a relationship with them, and establishing that trust. I said it in our interview. It’s getting real, “What is stopping you from being your best? How can I help you?” utilizing all the resources and tools that are accessible that we have available to them, and speaking to those areas that need improvement.
Knowing that you need help with respin, I’m going to role play with you. I’m going to make sure you have the scripts. I’m going to make sure everyone on your team has the scripts. I’m going to quiz you. I’m going to hold you accountable for that because that’s what coaches do. You look at any coach. I always refer to sports because this position is rather unique for business to call someone a coach. Everyone knows what a sports coach is. A coach is going to make sure you’re practicing and that you’re on time to practice in uniform. If not, they make you run suicide.
I’m not going to make you run suicides, but I hold you accountable. There is a standard. They’re going to review your video footage after a game, highlight areas where you kicked butt, and then also highlight areas, “What happened here? What could we have done better? How do we reinforce that weakness? How do we win the next game?” For me to be a good coach, I’m going to have to learn these franchisees, build that rapport, and be able to analyze them in such a way that I know what they need help with even when they may not see that’s where they need help.
In basketball, I always had to run suicides to practice my speed because I was so short. I always wondered, “Why do I have to run all the time? I’m always sprinting.” I was 5’3. That’s why I had to win with speed so my coach could see that. That’s how you’re going to win. It’s speed. It’s not going to be by blocking anything. You’re going to have to get down there faster than everyone else. That’s what a good coach does, and that’s what I plan on doing for franchisees if they allow me to.
You’re helping folks be successful by one-on-one communicating the business plan, which is objective, the LIME way, which is objective, and being objective through numbers and KPIs, “Here’s the benchmark. This is an opportunity, whatever it is, XYZ for you. We’re going to work together here to capitalize on this because you’re crushing so many different aspects of your business. Here’s where there’s a bottleneck going on. Once we clear this out, there’s going to be a lot of momentum that comes as a result because you have a lot of these other things in place.”
Those are amazing epiphanies as a coach where you can pull folks out of the forest and say, “Here is the forest from a bird’s eye view. I’ll tug you out here again and give you a reminder of the bird’s eye view. We can dive back in with more clarity and get into the weeds again.” That one-on-one is going to be a huge level-up in driving profitability and support and raising the standard. You talked about standards. It’s fun to win. 2024 is teed up to be a huge year with a lot of winning. I want to move on here and ask you a question about responsible franchising. What does that look like?
Responsible franchising is two words. Responsible means having an obligation to and taking care of. It means control in some cases. That’s the word responsible, and then franchising is the business and the systems. Responsible franchising is exactly that. Our commitment as the home office, leaders, and owners is to execute the business and the system.
Responsible franchising is following the model or the rules of the game so you can win. If we want to get more specific, there are a lot of details that go into that like timeliness, financial responsibility, vision, strategy, leadership, and accountability. It’s all the things, but most importantly, it’s that commitment from the home office or the responsibility that we have over the franchise. It’s being professional and having integrity. That’s what I think.
What does integrity in the home office look like?
It’s exactly what integrity means. It’s doing what you said you were going to do. If we said, “Let me look into that for you. I will get back to you on that,” we do that. It’s proving to the franchisees that we are super invested. This is our world and our life. Integrity is proving that, living that, and not just walking the walk. It’s all of it. It’s sprinting the sprint. It’s backstroking the backstroke. We have to live and breathe it every day and show the franchisees the LIME way. That’s our responsibility.
It’s our responsibility to serve our customers. We have one customer, and we serve that customer together as a home office and franchise partner. You spoke to integrity on the home office side. What does integrity look like on the franchise partner side?
It’s so easy to say things when you are in the field, “I’m doing that.” You could tell your franchise group, “I’m doing that.” Integrity means, from a franchisee perspective, that you are doing that. How many doors are you knocking on? How many leads did you get? How many meetings are you conducting weekly with your team? What are you covering in them? Is there an intention? Is there planning behind your meetings? Is your sales team aware of where you’re at? Are you breaking even? Are you close to your annual goal? What percentage of your goal have you attained?
Integrity is making sure that you’re doing all of the things in the field. It’s so easy to say, “I did try that, and I am,” but what did it sound like? What did it look like? Are you committed to the system with your team? We can’t be there every day. We can’t talk to you 24/7. We can’t hear every door pitch. Integrity is doing it when we’re not around. When you say that you did it, you did it.
It’s your business. The score only matters to one person. By cutting those corners, you’re breaking your confidence. The more disciplined you are, and you fulfill commitments to yourself, the more confident you get because you have gained results from your behavior. You knew what commitment and discipline it took and required to be consistent about that behavior and reiterate that behavior upfront when you’re learning it. You’re not going to hit a home run on your first swing. You need to take 1,000 swings, and there are so many granular aspects of the swing until it’s fully honed in.
You’re going to get results 200 swings in, and it’s only going to get better as you get toward that 1,000. You may bring on other folks to teach them the swing at the 600th swing, but it’s that commitment to the process and understanding that there are iterations and pivots, but being committed to the process is the secret sauce. That is exciting because that is doable. That’s obtainable. There’s no rocket science in painting high-end homes. It’s a pretty simple business. What does world-class service from a franchise business coach look like?
I keep hitting on the same terms, but it is true for me. I’ll start with professionalism, number one. That’s what world-class service looks like. Professionalism means that we, as coaches, teachers, and leaders, know the system inside and out. We can’t just kind of know it. We have to understand every system and the why behind it. It’s that level of professionalism. Integrity is executing the systems even when no one else is watching and doing the pitch 100% even when no one is watching. That integrity is us getting back to franchisees in a timely manner because we said we would. It looks like accountability.
I don’t know any successful person in my life or even on social media life with all these great speakers and role models who don’t do all of these things without accountability. That might be accountability with yourself, wake-up time, diet, exercise, reading, or whatever you are holding yourself accountable to, or someone else is holding you accountable to it.
A lot of these people got great because they were students, and being a student means that someone might give you homework from time to time. You might have to write an essay. You might have to do some work, and someone is going to hold you accountable. Accountability and commitment to these things are world-class. In professionalism, to recap, we have accountability and the commitment to those things. That’s what world-class looks like.
Those are all world-class commitments from a business coach’s perspective. It isn’t rocket science. I’ve mentioned these things in different iterations. It is so true. There are so many common themes here in what execution looks like. I always say that business is the ultimate personal development course because it is constantly showing you the version of yourself that you need to become. Having that mirror and that humility will constantly allow you to make those tweaks, level up, and get better over time. This process requires a lot of grace, mercy, and love, centered with the intent that is themed by integrity toward the partnership, the commitments, and everything we discussed. It is a partnership.
That’s when the needle moves.
That is a powerful cheat code within a franchise organization. That requires trust, having each other’s backs, and being uber-committed to the process. That is everybody rowing in stride. It isn’t, “This is broken. Ditch that.” It’s like, “How do we lean in on this, make it, and better fill gaps?” If we ditch our process, we are sabotaging our investment, our business, the shared partnership, and the integrity toward serving our customers and making history in the luxury home improvement space.
We are also on a mission to do $1 billion in system-wide revenue in a decade from now. We must think bigger. It will require us to think bigger, be united, and operate in trust. I want to wrap up. What are the LIME values of Get LIMED, the full acronym, not just the LIME acronym? I wonder how many of you out there know the full Get LIMED values. I’m going to ask you to rattle those off and then share your favorite one.
It’s Gratitude, Enthusiasm, Tenacity, Love, Integrity, Mission, Excellence, and Discipline. That’s a lot of words. I also said this in the interview. I’m consistent, if you can see that. I believe I have these core values in myself. I’m not going to stray from them. It’s love. Love, for sure, is my favorite value. It’s what makes us human. Love is passion. You have to love what you do. Life is more enjoyable when you’re doing things out of love. That frequency is so high. It makes you a better person.
It also gives you something to work toward. If you love your family, you’re going to go hard at work and make sure that you can provide for them. If you love yourself and invested your 401(k) into this franchise, you owe it to yourself. If you love yourself, you want to be successful. Love is a driver, and love is what makes us human. I genuinely believe that if you do things out of love, it is the right thing.
That is the most powerful emotion known to man. Lean into it. It will change your life but more importantly, it will change the people around you and their lives. You are a beacon of love in their life, the people you serve, the customers, the employees, the artisans, the home office, your fellow franchise partners, and your franchise business coach, Erica Sicre. Lead in love. You heard it from Erica. That’s her favorite value. I appreciate you tuning into this episode. It was educational for me.
I leveled up having this discussion with Erica, and I look forward to seeing the massive wins that she helps franchise partners tackle, accomplish, and knock out of the park. This is a partnership, and it is rooted in trust and lived out through our core values. Please subscribe to the show. It’s how we grow. It’s how we can continue to bring on great thought leaders and share this invaluable content. Erica, if anybody out there wants to get in touch with you, how can they do that?
You can follow me on my professional network on LinkedIn at Erica Sicre. Feel free to shoot me an email at ESicre@LIMEPainting.com.
You heard it from Erica. Thanks again for tuning in. As always, level up.
Throughout her career, she has helped franchisees increase revenue and overall profitability, recruited and groomed a multitude of sales and management professionals, and optimized company operations. These experiences have honed her skills in identifying strengths and weaknesses in franchise businesses and personnel and driving positive changes allowing me to excel in coaching.
She has also owned three of own small businesses which further solidifies my business acumen and owner relatability. She thrives in dynamic environments, where she can leverage her problem-solving abilities and creative thinking to drive innovation and achieve results.