Bringing a business down the path of success requires having the right talents doing the right processes to achieve highly rewarding outputs. Joining Nick Lopez in unlocking the secrets to business success is the Founder and CEO of Lcubed, Lisa Levy. She dives into the importance of achieving total alignment with people, processes, and technology to drive consumer-focused results. Lisa also explains the importance of future-proofing in the middle of an ever-evolving market and getting feedback from your customers to know their needs much better. Tune in to this insightful episode to level up your business with Nick Lopez and Lisa Levy.
Welcome to the show where we have the absolute pleasure of learning from thought leaders in business franchising and high-performance personal development. This episode’s guest, most certainly, goes without exception. She is a wizard in helping businesses scale, create processes, and increase profitability. I’m excited about this show, and I would like to welcome the Founder and CEO of Lcubed, Lisa Levy. Welcome to the show.
Nick, thanks so much for having me here.
We are all about helping the world level up, and when it comes to business specifically or high-performance personal development, you have a couple of things up your sleeve and a wonderful background in consulting. Let’s jump in. Let’s get started. Can you share with us how you got into the consulting space?
I want to start with a story. It’s 2009, and I’m on my way to take a seat on the roller coaster. I’m standing in line. I’m waiting. The queue is moving forward. Finally, it’s my turn. I swiped my ticket. I take a seat. The bar comes down and I grab a hold. I noticed that my knuckles were turning white and we hadn’t even started to move yet. I take a deep breath and I get ready. We start going and it lurches forward. It was like, “Chunk, chunk, chunk.”
We’re going up to the top and I’m holding on. I know it’s about to happen. We take off, we twist, and we turn. It’s chaos. I feel sick to my stomach. The background I hear is “Ding.” I opened my eyes. I shake off the daydream. As I step off the elevator on the top floor, it’s Monday morning. It’s 8:00 AM and the CEO has called me and I’m not entirely sure why. I walk to his door. I had to take another breath because that upset stomach feeling was real.
I knock on the door and he greets me with a big smile. To be fair, he is an awesome man. He is a Texas charmer with a big smile, a big hello, and a big hug. I’ll be honest, I don’t feel it. I don’t know what I’m in for. He offers me a seat and he starts talking, “We make everything too hard. Where do the peanuts come from? We’re a startup, after all, Lisa. This is just too hard.”
I’m smiling and nodding. I’m hoping and praying to get out of this conversation as fast as humanly possible. When it’s over, I walk-run from the building because I can’t breathe. I need to catch my breath. I’m standing outside in the spring morning sun in Tempe, Arizona. It’s a gorgeous day. I’m still a little queasy as I look back at this building. It’s glass. It’s gorgeous in the reflection, and all I see is the roller coaster to hell.
A little voice inside my head starts talking, “Why do you keep doing this to yourself?” This is my dream job. I am working for a startup company that is a rocket ship ready to take off. I am building a team of project and program managers. We are here to help this company grow, scale, and actualize its potential.” Another little voice says, “Why are you so miserable?” I don’t have a good answer for it but at that moment, the idea of Lcubed was born.
What is Lcubed? It’s a consulting practice built off of the idea that we can do better work than I was seeing being done around me. In that corporate environment, every C-level executive had a team of consultants surrounding them, protecting their turf, and helping them be the best version of that leader that they could be.
In doing that, they were creating these silos and nobody was working with anybody else. They were trying to do their one thing and be better at it than anybody else in the market. They’d lost sight of what mattered. Their customers. Lcubed was founded on the premise that we should be customer-centric. We should know what our customers want and need. We should be better at giving them those things than anybody else in the market.
You were in Corporate America and you saw that there were blinders and there was a need in the market to remove those blinders essentially.
Remove the blinders and break silos. We come at it. My background is in project management. It’s in process management. It’s in organizational change. These are huge best practices that large corporations invest millions if not billions of dollars into but they are skills and capabilities that anybody can learn. Within Lcubed, we’ve created a framework called Adaptive Transformation. That’s where we leverage those skills, those best practices as a combined process and framework to let smaller businesses get those advantages without the financial overhead that the large corporations are able to afford.
You’re breaking down silos. For folks that aren’t familiar with that, you’re speaking specifically to I would imagine a combination of bureaucracy as well as departments not syncing up across the organization.
Also, ego and the lack of awareness of what happens around them. In the mindset of being customer-centric, especially for smaller businesses, knowing who your customer is, what they want, and what they need is critical to your success. If we understand and build everything from that mindset of fulfilling a want or needs of our customers, we ensure that every action we take in our business day-in and day-out adds value to that customer. We are running the most scalable business we can possibly have and it does not matter what industry we’re in. As long as we keep our eye on that customer, we can do anything.
A startup or a smaller company is not going to have in many cases, the experience or the capital to gain that intellectual capital, the knowledge, and the strategy.
That’s why as a consulting organization, we can work with companies. I also work as an advisor and as a coach, especially in that startup space where the funding is a little bit tighter and every dollar spent has to have a real value return on that investment. A consulting engagement is expensive but a coaching and learning experience that is focused exclusively on building self-reliance in that team so that they understand what a project, a process, and organizational change is. These are important concepts that don’t have to be huge and they don’t have to be overly expensive. Every employee in every business is capable of understanding what they are and helping utilize them to build and grow that company.
In a lot of situations, in a smaller company with the size that you’re describing, there’s generally the genius and then all the genius’ helpers.
In that mindset, at some point in time, as that business grows, that genius, and the original founder of that idea, once it’s tangible, real, and growth starts to happen, the genius helpers need to grow into taking over the business operations and keep the genius focused on the next genius thing. It’s because more often than not, that individual has no background in business and knows nothing about accounts payable and receivable. Heaven forbid, let’s talk about HR. It’s a scary thing but the genius founder is also passionately tied to the business. It’s emotional. It’s the baby. They want to care for it.
In caring for it with everything that they have, oftentimes, they can start to suffocate it by micromanaging and it’s out of fear and out of a lack of knowledge. If we build the genius helpers and grow them into being business leaders, that business is now growing and scaling. That founder, that visionary, and the idea person is focused on the next idea. That allows us to manage and plan for growth cycles. That keeps the business growing and not plateauing and falling off. If we get the visionary being visionary and out of day-to-day operations, the sky is the limit.
You need to create departments and build positions within an org chart. You can’t build the business around individuals and that usually starts around the visionary, the CEO, or the founder. Folks come on board and they’re experiencing the whiplash of the leader’s decision-making inversed. One minute we’re going in this direction, and the next minute we’re going in that direction.
The initial tier of 1 or 2, or maybe its five original helpers may not be any better at running the business than the founder and the visionary. I like to call them the superheroes. They put on the cape. They do everything that’s necessary. The long days and the weeks that never end, all of the things that it takes to get it going, and then sometimes, they get trapped in a role that they’re not skilled enough to do. They may or may not even enjoy it but they have the reputation of getting it done and so they get stuck there.
It’s important after that first level of growth that we take a minute and we look at who’s at the table, what seat are they in, who’s on the bus, or whatever analogy we want to use in this and make sure that we have the right people in the right roles so that they can do the right work. With everything that I’ve done over time, it all boils down to a simple equation. People plus process times technology equals growth and scale.
It’s imperative and critical to success that we start with the people. We know who we have what their greatest strengths are, what their greatest value proposition is, and an understanding of what is playing in that space. Do we need to shuffle things around? You can have one of the most amazing performers in the wrong role and they will fail and that’s on leadership for not understanding that they put that person in the wrong place.
When we have the right people doing the right work, great. What does it mean to do the right work? That’s a process. What do we do every day? How does it work? Where does it begin? What is your job? I’m persnickety about the word process. Process means that it is something that is repeatable. For a process to exist and be repeatable, it means it’s documented and trained.
If you have Jan and Jim, they both do the same job but they do it in totally different ways. When Jan is on vacation, Jim is struggling to keep things going because he does it differently. You’re not running a business with a repeatable process. That is not scalable. You’ve created single points of failure in individuals rather than building a process that can be trained and you can put anybody in it with an understanding of what they’re supposed to be doing.
It makes coming into that people and then process critical. That last step, that multiplier of technology is when we get to the point where we’re using technology to automate things that are highly repeatable and that don’t require a human touch. We can use systems and tools to do things. We used to have ten people working on this process and with the technology, we only need three of those people doing it, which means we have seven people to put in a place where they can add more value to our customers. That’s the beautiful thing. That’s what we do with Lcubed.
We engage as executive coaches with small organizations, helping them understand what that framework is, moving our way through larger organizations where we can come in and do consulting engagements and be with them for a longer length of time or a more touch-intensive amount of time. However, the whole goal, regardless of how we interact, is to help make those leaders and those founders self-reliant so that that business runs without any reliance on us.
It’s because we shouldn’t be there long-term. It’s a problem and challenge I have with large consulting organizations that want to embed in the environment and grow their body counts. It doesn’t add value. It’s about the consulting organization making their bottom line and making their profit numbers. I don’t want to do that. I want my clients to be highly self-reliant. If we do repeat work with them, it’s because we’ve helped them solve a problem and they have something new. We’re helping them continue to mature and grow.
Do you find that those phases happen at revenue tiers like breaking out of the first mold where you have a lot of whiplash and are very founder-led? There are no departments and no systems. Do you find that you create those roles and establish the department’s SOPs? Technology then comes in and a more established executive leadership team. Is there any way that you define those life cycles?
That’s an interesting question, and I don’t know that anybody’s posed it quite that directly. In the beginning, that’s all hands on deck. You’ve got the visionary, the genius, and those initial followers who are a little bit crazy. They’re getting on a ride, they don’t know where it’s going, and they’re a little bit crazy. That is the Wild Wild West. If we’re bootstrapping or they have some seed funding or whatever, it’s whatever it takes to make the product or service sell. It’s insane.
Many businesses fail to make that million-dollar revenue mark. Most businesses fail in the first five years. A higher percentage failed in that first year. Every year, if you’re making progress, that’s awesome. All of these maturity things that I’m talking about start to have meaning truly when you start to have employees and numbers of employees. We have 10, 15, or 30. $5 million in revenue is a threshold where it’s important to start to understand who your people are and what the processes are.
When you scale and you’re talking about $10 million to $15 million in revenue, you better have some technology supporting good processes and good people. Once you break $15 million, we have to look at that all over again and make sure that we still have the right people doing the right work and that the technology is scaling with us because the jump from $15 million to $25 million in revenue is a big one. However, when you make that one happen, it’s life-changing for everybody who works for that company.
There are little steps along the way where it’s important. Even with a solopreneur, the idea of understanding, “What work do I do? How does it add value to my customer or my client,” lets you ensure that you’re not wasting time or money on things that don’t matter. These principles can fit at the smallest levels of a business that we have and it’s a mindset. The mindset lets us be continuously adaptable so that we know what it is that matters. It’s not how cool our toy is, our widget, our product, or our service. It’s the value it adds to our client or our customer.
Speaking of mindset, I’m curious, why do you get uncomfortable when somebody calls you an entrepreneur?
When I was a kid, my parents were real estate developers. They were legitimate, in my mind, entrepreneurs. They were out there. It had this cache around it. It sounded like those people who are out there doing things. They’re on the cover of magazines. I was like, “How am I that?” I am a person who likes to solve problems. I like to play with pieces of a puzzle that are called a business.
I sometimes talk about it in terms that our business is a Rubik’s cube. When we have everything right, we think that we want it to look like this but sometimes, it’s important that we mix things up to get the right efficiencies. As we play with it and turn the wheel around, we’re doing it on purpose so we’re getting the outcome we want. An entrepreneur sounded like bigger than life.
Even now, many years into running this business, I still chuckle and say, “I guess I’m an entrepreneur,” but it still feels weird. It’s like I’m pretending to be something that I’m not. Maybe it’s Imposter syndrome peeking its head in from my psyche in the background going, “Maybe you’re not all that bag of chips.” I don’t know, but it is one of those weird words that I never use to describe myself.
It used to be that entrepreneurship was this word that folks lost over. It was entrepreneurship. It’s boring. It’s business ownership. Who pays attention to that? However, it most certainly has been glamorized over the past decade or so.
The thing that’s cool is that I need to get over the hang-up. Corporate America and those big global companies, while they account for billions of dollars, they’re less than 5% of the businesses in the world. Small businesses and medium-sized businesses or the lion’s share of businesses are not those big corporations.
In the US, in particular, small businesses feed our economy. Getting it right at that level is far more important than listening to any of the rhetoric that comes from the large financial institutions, CEOs, and any of those other billionaire crazy people who have a microphone and have access to media, but they aren’t driving our economy. Everybody who’s reading this is driving our economy. They are far more impactful in the long run and the bigger scheme of things even though it’s so much harder to give voice to each entrepreneur out there.
It is pretty neat that small or medium-sized companies are gaining access to more mediums. That would have taken an incredible amount of capital back in the day with social media, email, and newsletters. Technology has given the local small to medium-sized business owners the voice of the folks that are in their industry and space. It’s made it a lot easier to become an authority in a space, influence the marketplace, and contribute toward improving it. It used to be when entrepreneurship was glossed over.
Now, it’s glamorized and it’s a lot easier to talk about entrepreneurship. You talk about it and execute it but you mentioned the failure rate of companies that make it to $1 million. There is this need to understand that business is processes, systems, and formulas. It is in a Rubik’s cube. It is a puzzle and there are ways of doing it effectively. That’s frankly why some make it and some don’t. Also, why some organizations are at certain thresholds and others are not. It does provide a mirror that provides that insight too.
Of course, I’m generalizing. You’re going to get all sorts of variants there in terms of the quality of the process that’s produced that tier but it’s easy nowadays to get into business, talk about it, and never grow a business but on the other side, it does provide a great platform to grow the business. It’s an interesting environment to think what you’re talking about. These are some of the things that are coming to my mind, but I love your perspective on system creation. When you think about strategy, it’s key to create a vision and a strategy and be forward-thinking. What are some of your pillars for hitting strategic goals?
We’re going to start with a mindset. Getting that leadership mindset around what we do now will not be acceptable next year or the year after that. We have to continuously innovate and improve. Building that into culture is an important pillar before we even talk about executing strategy. We have to know that we’re constantly going to be looking at how to be better tomorrow than we are now.
As we go through that, I like to use innovation as the strategic driver. Innovation is a process like anything else. It’s about creating ideas, experimenting, and prototyping with those ideas and seeing what works, throwing away the things that don’t work, and not fretting about that. Some people might call those things that fail. I don’t want to worry about it failing. It didn’t work. It didn’t give us the outcome we were looking for. We’ve got ideas. We’re experimenting and getting some outcomes.
We’re utilizing and leveraging the outcomes that make an impact. That process should go on throughout the year in any business. Touch it once a quarter, play with things for that quarter, and the outcomes of those little experiments drive the strategic objectives for the upcoming years. Starting with that mindset of what we’re doing now is going to be different tomorrow. Having that built-in place is critical to being able to execute strategically because driving strategy equals driving change.
The key pillars in that are the willingness to experiment, the learning from things that don’t go well and not freaking out over the idea of failure, and implementing and leveraging what works to the fullest capability that you possibly can. In all of those three things, it’s all through the lens of the value for the customer. What we do and how we do it is not interesting to our customers. What they get is what matters. If we keep that lens laser-focused on the outcomes for our customers and the value that they get, our strategy will fall in line effortlessly.
Our ideas and experiments will inform and tell us exactly what we should be doing and how we should be doing it, especially if we’re talking with our customers along the way. Creating that strategic plan is all about understanding where you want to go knowing that it’s going to change but when you set those objectives, you have to be able to break them down into executable work or projects. I’ve talked about that a little bit before but in that project portion or the project management piece, everybody should know how to start work, plan what has to happen, and get to an end where we’ve created something new.
That is how we execute the strategy. When we make those changes, what does it mean to process? When we start to document and understand our process, we need to start with that one thing that’s the most important to our company. What does it mean to our customers? What do they want? How do we back out? What do we do to deliver for them? We get rid of so much wasted time and energy on things that we think sound so cool but have no meaning and no value to our customers in any way, shape, or form. If we get rid of that, we are executing our strategy more effectively and more efficiently.
Taking our teams through the idea of that change model, we are continuously adapting. For our employees to be on that journey with us to drive the strategy forward, they have to understand what’s in it for them and what their work does to contribute to that final outcome and that result and value for the customer. If we keep that constantly moving, our employees know what they’re doing. They know why they’re doing it because they know what it means to their customer.
They know what the performance goal is for the processes that they’re running. They know what projects they’re managing, how they’re going to change, and what that does to drive our strategy forward. We have a business that is running. I like to call it future-proofed. We have now future-proofed this business regardless of what comes at us. Take for example a pandemic. We can adapt to that change because as a business, we know how to do it. We do it every day. Through our experimenting through everything else, what has happened? Something is stopping business. We need to look at what it means to our customers and we can adapt and respond to that without panicking.
In future-proofing, you have a mindset focused on the customer with a healthy expectation that there are systems and processes in place to help you navigate change. That is most certainly a mindset within an organization, especially one that’s growing. The market is constantly changing. You mentioned it. It’s something like COVID, but how do you do that? Is your focus on the customer? Is that what’s driving innovation and the change?
You have an eye for the customer. That’s all that matters. How are you engaging what’s important to change for the customer? There are so many different elements that could be changed in terms of the product, the service, and the experience, you name it. What is the process for identifying what to change or what to level up for the customers?
I’ve talked exclusively about how we have to keep the customer in mind, but keeping them in mind without talking and interacting with them is a little bit dangerous because we start to make assumptions. When we assume what the customer might want or need, I can promise you with 80% certainty that assumption is wrong. What’s important is to have a relationship with your customers. Have feedback loops. Have surveys. Have focus groups. Have quarterly events where they can come, talk, and share ideas.
Have people who do outreach, especially when things go wrong. They’re not fun conversations to have but they’re informative. In the process that I was talking about, we’re coming up with ideas. We’re picking some where we’re prototyping, and experimenting. We are seeing what they might look like. Those experiments should include our customers. We should have a focus group where we show them what this new service might look like and where we demonstrate what the product might do and ask for input and feedback.
It’s because right now, it’s an idea in our heads and it sounds brilliant but we can be so incredibly wrong that we could sink a business with an investment in something if we don’t understand that the customers are going to buy it. Just because we assume and think it’s cool, that’s a danger zone. Be very aware of the assumptions and think that you know what your customer wants without asking them.
In one engagement I was working with one of my clients, we needed to streamline their processes. Their customer satisfaction for their industry was the lowest in the country. You couldn’t do much worse than they were doing. We started to look at their processes and all of the teams that worked on delivering the service to their customer. There were about a dozen internal teams who were doing work and they were working hard seven days a week.
It’s blood, sweat, and tears legitimately and they could never ever meet their customers’ expectations. The customers were always irate, vocal, and terribly pissed off. They were even more pissed off because they were not able to switch service providers. They had no choice. It had to be this particular provider. We put a bunch of them in a room and we started asking questions, “What do you want?” The needs were pretty simple. “We want our services provided by the time you tell us they’re going to be provided. Right now, every time you tell us a date, it’s four weeks later. It is six weeks later. It kills our business if we can’t count on you to do your part.”
That’s a simple ask. Make a commitment and honor the commitment. That’s basic. It took us three months of tearing apart the processes where the teams had never communicated with one another. There was redundant work. Three teams were doing the exact same work and none of it was getting to the customer. It was a rat’s nest of insanity but after we reworked that with a single thought of delivering the service on the date we committed that it’ll be there.
What was taking them 16 to 20 weeks, they were now delivering in 4. We have some of the most delighted customers in the world. It’s customer satisfaction I haven’t seen over time, but I’m certain that it’s improved exponentially. There’s no way that it can’t because where they were was bad but all they did was ask their customer. They had a group of about 150 in a conference room, “What do you want?”
Unanimously, it was one thing. With that singular focus, everything about how they performed their work changed and there were literally teams of people who were released from that process to go and do things that mattered more to other customers that this business served. It changed everything about how that business operated. One singular focus, make a commitment and honor it.
Clearly, you’ve crystallized the number one pain point for a customer. That project could take a year, half a year, or whatever it is, but planning quarterly through those systems and processes and aligning the team to drive that long-term strategic objective is ultimately to better serve the customer. It seems so obvious, but to your point, so many assumptions are made. We’ve talked so much about future-proofing and what goes into that. The sustainability of any business is profitability. How do you work with clients to ensure healthy profitability along the way?
I’ve hinted at that throughout what we’ve been talking about starting with the formula of people plus process times technology. That’s about being effective and efficient. When we know that we have the right people doing the right work and then use technology to do more of it faster, we are cognizant of our operating expenses and our overhead.
When we talk about continuously adapting and improving, we’re talking about getting rid of wasted time and effort which translates to money. All of these things inform that ability to be profitable because when we focus on the work that adds value for our customers, we pull away all of those things that create waste and all of that waste is taking away from our profitability. It is not a big mathematical calculation. It’s about doing the right things for the right reasons and the profitability follows.
It’s about value. It’s supply and demand. When you provide more value, you gain more clients and revenue. Ultimately, that leads to increased profitability unless there are some P&L issues internally that are eating up the bottom line.
We should be taking care of that with our effectiveness and understanding that if we’re doing work that doesn’t drive that value, it’s wasteful and needs to go away. Caveats to all of this. There are going to be years where there are capital investments. There are going to be things but those are done on purpose. That is with purpose and that’s okay. We have to do that to grow. However, in this adaptive transformation framework and this mindset that we build, everything that we do should be keeping how the business operates as effectively and efficiently as possible which, as we then acquire more customers, our profitability scales.
You have a deep passion for helping organizations level up by future-proofing. We’ve discussed that and you’ve done quite a bit of speaking. I did want you to share a little bit about what success looks like from that perspective and what tips you have related to doing that speaking engagement.
Speaking engagements are awesome. You have an audience where you can share thoughts and wisdom, and hopefully, inspire but the three tips to ultimate success in speaking is to be there when you say you’re going to be there. Start your presentation on time and on time. Those are the three most important things to any event planner in the speaking industry. I know, it’s not sexy but it’s another aspect of your business and you need to run it with the same professionalism as anything else that you do.
Beyond that, it’s the stories. Tell a good story and make it connect to the audience in a way that they understand the purpose behind why you’re sharing it. I shared the story of the roller coaster and how I started my business. It led me to understand the need that I wanted a business that would be different than the traditional consulting model that would afford me the opportunity to be in control, design, and build what is my own roller coaster.
It also affords me the opportunity to say, “I will do business with you but not with you.” I can pick and choose clients and fire clients sometimes because that’s the right thing to do and that’s hard. Those are the things. Tell the story, make the points, and make those connections for the audience to understand that third point. Stepping into entrepreneurship was terrifying because my parents had been entrepreneurs and it is a roller coaster ride.
There are good years and there are bad years. There are things that happen but you are designing and controlling your future in a way that you never can as an employee of a corporation. I stepped into it and have never looked back. In that speaking space, tell a story, make some connections that are human connections that everybody can understand and relate to, and for some, hopefully, they’re like, “I never thought of it that way and maybe I can do that, too.”
Especially if you understand and have experience presenting what you’re talking about, that is a totally different reality where you’re able to share stories referencing learning lessons and complementing the points that you’re making. Storytelling is 101 for communication and that comes from experience. You’re going to have a heck of a lot more confidence talking about what you know versus maybe something that you studied and are speaking on two totally different versions there. As you were talking, those are the XYZ and I feel like the other part of that is the experience of being qualified.
We all have stories. Everybody has a story to tell. Everybody has something to stand up on the stage and share. It’s, “Do you want to?” is also one of the key questions. Not everybody wants to do that, whether it’s the stage or a virtual stage like this, and that’s okay. If it’s uncomfortable in a way that is terrifying, you don’t have to do it but I also do have an underlying belief that those things that make us feel uncomfortable. If we step into those and work through them, that’s where we grow. It may be worth a little bit of discomfort to see if there’s something out there in that space for you.
There’s going to be nerves when speaking, most certainly. Stepping out in that and getting repetitions, that’s the best thing you can do. We’ve been chatting, and I can’t help but notice the book behind you, Future Proofing Cubed. Would you share a little bit about the book?
Future Proofing Cubed is a book that I released in May 2020. It takes the reader through the adaptive transformation journey. It’s all of the things that I’ve been talking about here in a little bit more depth and understanding of how you put the pieces of that framework together. There are dozens of stories from leaders in the industries who use these tools and processes and have had successes. Some talk about some of their obstacles, things, challenges, and overcoming things but Future Proofing Cubed tells you everything that there is to know about the adaptive transformation framework. Also, how we do work with our clients and our engagements whether it’s in that consulting or coaching space. It’s available on Amazon.
It’s doing pretty well on Amazon, I might add. Congratulations. It’s a way to step out as an entrepreneur. You are doing incredible work. You’re helping organizations see you around corners, identify blind spots, and appropriately help them put their cube together and sometimes mess it up every once in a while, as you put it. I love the analogy. I appreciate you taking the time to come on to the show.
I most certainly have learned an incredible amount about the expertise that you have with your consulting firm. You so beautifully communicated it. I can see the tremendous value that you bring to organizations. I’ve learned that as well in this episode. Clearly, they get on Amazon and purchase the book, but if folks want to get in touch with you, learn more, and want to contact you directly, how can they do that?
The website is Lcubed Consulting. On the main website, there are places where you can record a message and start a conversation with me directly from the website. There are links to my calendar. We can spend some time together. You can find more about me on LinkedIn. I’m Lisa L. Levy. On YouTube, you can find the channel Lcubed Consulting, and there are hundreds of videos of me talking about all sorts of things. If there’s something out there that resonates, please come back around and drop me a message on the website and start a conversation.
Lisa Levy with Lcubed Consulting, again, it was a pleasure. Thank you for being on the show. If you’ve made it all the way here to the end, thank you. Hit the subscribe button. It’s how we are able to continue to grow and bring thought leaders like Miss Lisa Levy to the show. You can drop a comment, contribute, or ask some questions, but more importantly, if Lisa has moved you, I encourage you to reach out to her and find out how she can help you improve your organization. Lisa, again, thank you, and as always, level up.
As a seasoned leadership expert and business strategist, Lisa L. Levy is known for helping businesses of all sizes achieve their full potential through her unique approach to building self-reliant leadership teams. With her ultimate playbook and cutting-edge strategies, Lisa empowers companies to disrupt the status quo, foster innovation, and unleash their true potential. Whether you’re a startup or an established organization, Lisa is your ultimate guide to success.