4 Pillars of a Thriving ABA Therapy Practice

Simone 00:00:00 Welcome to the Flychain Reaction, a podcast designed to empower healthcare providers like you to master the business side of running a practice. Each episode sparks a chain reaction where actionable insights on financial management, operational efficiency, and growth strategies build upon each other, creating a powerful ripple effect to help your organization thrive. With Flychain's financial expertise and insights from industry leaders, we'll dive into everything you need to ignite success. Join us and let the Flychain Reaction spark growth in your healthcare business.

Ethan 00:00:39 Welcome to another episode of the Flychain Reaction, where we bring together industry experts in really an effort to educate, engage, and empower healthcare business owners. And you always hear us at Flychain say it takes a village to run a healthcare business and whether you're just getting started and you kind of don't know what you don't know or you've been working for several years and probably have made a lot of mistakes along the way and are looking to maybe scale.

Ethan 00:01:08 Regardless of kind of what camp you fall into, one thing is very clear from our lens is that there's always things to learn and ways to improve. And with that, we're thrilled to welcome the amazing team from ABA Business Coach, Molly and Aja. How's it going?

Aja 00:01:24 Hi.

Molly 00:01:25 Good. Good to see you.

Ethan 00:01:27 Yeah, it's great to see you again. I know just a little background. We've kind of been partners now for a while. You've got your tech vendors specializing in certain things to help really optimize operations. And we've been engaging. We share a lot of customers together. And with that, we'd love to hear a little bit more about yourselves, what you're up to, who you work with, what got you in here. Your story is pretty amazing. And I think our customers and audience would love to hear that.

Aja 00:01:54 Yeah. Well, I'm Aja, for those of you who we haven't met yet. Molly is my wife and started ABA Business Coach - and business partner. Started ABA Business Coach a few years ago and then she was like, hey, I'm doing this thing, it's going well. You want to jump in? And I was like, well, sure. I'm willing to help with. And I've been in the space with Molly for some time and really what it comes down to is helping business owners succeed, right, with ease and joy.

Aja 00:02:29 We're both entrepreneurs. I started my entrepreneurial background in the fitness space. And one of the things that really made the difference was like coaching and mentorship. And we didn't see that a lot in this space and not done well. And so we really put this together as a response to really people being like, hey, I'm starting an ABA business. Can you help me? What's going on? And Molly, I'm sure you can speak more about that.

Molly 00:02:58 Yeah, so like Aja said, I got this started a few years back. I've been running the Global Autism Project now for over 20 years. And about 10 years ago, people started just reaching out kind of unofficially asking for help. And then I would say five or six years ago, it ramped up even more. And then I kind of tagged Aja and like, hey, you can help with this too. You're an entrepreneur, come on.

Molly 00:03:21 But the biggest thing that really made us want to start this specifically is we saw those clinician owners running a business, really burning the candle at both ends, really just trying to do it all, trying to figure it all out. And as someone who'd been an entrepreneur still is, but who had been through, I don't know, have I been through the worst of it? I don't know. But been through the I have no idea, throwing everything at the wall, seeing what sticks, hoping and praying, I just wanted to tighten up that learning curve for folks.

Molly 00:03:55 Like you said, people don't know what they don't know, right? And having had a clinical background before I started the Global Autism Project, there was something to me very heartbreaking about seeing clinician owners run their businesses in this way that really doesn't work. And there were exceptions to this, of course, but lots of overwhelm, lots of frustration, lots of quitting, lots of selling, and sometimes that went well and sometimes that didn't go well.

Molly 00:04:25 And part of what we want to do at ABA Business Coach, part of what we are doing at ABA Business Coach is we are creating clinician owners who know how to crush it in business so that clinician owners can drive the direction of this field. There's just such a need for clinician owners to be making the decisions, driving the direction of this field. This is a relatively new field and ABA businesses are opening up every single day. And so we wanna make sure that they're doing that in a way that really works.

Ethan 00:05:01 Yeah, that makes so much sense to us and kind of candidly, I think we share a similar mission of -

Aja 00:05:09 So really we work with the clinician owner, right? First of all, you're a clinician and you typically - like the typical story we see, doesn't have to be this way, but somebody used to work in another center, maybe in Big Box and just saw some things that weren't going the best. And so, and maybe they were just overworked and just not really having the quality of life or having or seeing the quality of services that they wanted to see.

Aja 00:05:36 And so, people that go and they start their own thing. And so whether they're just starting out, whether you're just figuring out, hey, I want to start this ABA company. I don't know what I'm doing, but I know that I want to do this, and I can do this, and I'm a BCBA, and I want to make this work. Or maybe you're more established, right? And you have been in this maybe from a couple of years to 10 years or 15 years, and you're just finding that you're bumping up against the same problems over and over again.

Aja 00:06:05 You're still dealing with struggles that ostensibly you think that you should be done with by now, or maybe you've grown and then you don't really know how to handle the growth or what that next step is.

Molly 00:06:14 Yeah, I just want to add to that. So that's who we've been up working with up until now. And in the next couple of months, we're actually launching a program for startups to minimize the you don't know what you don't know, to minimize the accidentally spending thousands of dollars you didn't need to spend, because we hear about that a lot with some of our folks who are in their earlier stage.

Molly 00:06:37 One of the very first things we can kind of do is go like, oh my gosh, you don't need to spend that money on this. Here's a much more efficient way to do this. Here's a different way to set it up. You're not quite ready for that software yet, et cetera. And listen, I spend a lot of time in the Facebook groups with business owners. Sometimes people go, I know your name. And I'm like, you hang out in Facebook groups with business owners?

Molly 00:07:00 And I see people over and over again going, hey, I'm just getting started. Who should I have do XYZ? And it's like, none of that yet. So helping people really start lean. Start just for as little money and resources as possible, as responsibly as possible. We're really into not quite a zero dollar startup, but certainly a low dollar startup. Because you can, especially in this field, especially for a clinician owner, you can start with extraordinarily low overhead and just build so that you never have to take six months of savings and set it aside to start working with kids on your own.

Ethan 00:07:44 It makes a lot of sense from our lens in particular too, where sometimes we see people spend a little too much upfront, and then it kind of shoots them in the foot going forward because they need to pay the cash balance. And when that rainy day occurs, there's not really much money to turn to. But yeah.

Ethan 00:08:02 In terms of these four pillars, because we absolutely really like that. I thought it would be cool to go through these together as we try and educate and leave our audience with some takeaways here.

Aja 00:08:13 But yeah, I'll start with this one. So, you know when you go and like you're a business owner, you're filling out payroll and you look at the payroll and then you realize like, how am I going to make this happen? Or, man, I'm paying all these people money. I guess this time I have to forgo my paycheck in order to make this happen. And so what we realized and what we work people with on is really it's about knowing your numbers and what those numbers need to be and to look good, right?

Aja 00:08:50 So a lot of times like we'll work with people - I remember we worked with somebody and on our first phone call, we talked to her and we were like, okay, so what's your collections rate? And she was like, what's that? And we're like, oh. Okay. And so then we worked with her and we figured it out. It's like, okay, so how much money are you billing out for? And then how much money are you actually collecting?

Aja 00:09:10 And she's like, I have no idea. And then she figured it out. And she was like, wow, it's like, 67%. You're like, okay, so if you make this adjustment, switch this billing company, and we get this up to 95%, we did the math and it was \$180,000 that she was missing that she had no idea and had been operating her business this way for years.

Aja 00:09:36 And so we find this all the time. And that's just one area where people don't know that there is missing money, right? And that's one of the biggest things we do is we work with people to know, okay, so what are the numbers that you need to know? And where are those leaky buckets, right? So we call them leaky buckets. And how do you fix them?

Aja 00:09:55 Another area that we like to go to work on is a number of hours, right? Number of billables. A lot of times we find that business owners are coming from a certain background and they really don't want to feel like they're working their staff too much. But at the end of the day, the numbers have to make sense. And are they hitting your number of billables in order for you to run a sustainable business? So that becomes a big question too.

Aja 00:10:21 And then looking at things like cancellations and like your staff, your clients, and how to figure those things out. And those are just a few of the areas that we start off with, and then we go much deeper. And Molly, I don't know if you want to talk anything else along those lines, but yeah.

Molly 00:10:39 Of course. I always do. So one of the things you were saying, Ethan, is you can't make the right decisions without the data. There's actually research that shows this as well. You can't make the right decisions about anything if you're under financial duress, right? It's this whole concept of poverty. And when you don't know where your next paycheck is coming from, your next meal is coming from, you literally can't make the decisions that you need to make.

Molly 00:11:03 And so that's why we start out with the finance sprint and we call it the find the money sprint because of these examples that Aja is talking about. And I'll just really simply, one of the ways that we talk about it is it's like, we have to know authorized hours to scheduled hours to rendered hours to hours we get paid for. And once you can have absolute clarity on that kind of pipeline, looking at hours and money, you'll start to see that the math maths.

Molly 00:11:33 Also to her point about the salaries, the hours, the math isn't math-ing because the hours are too low, right? And again, clinician background. So I'm never gonna be one of these people who comes in and says, that's it. 25 hours minimum all the time, cross the board. I'm like, let's do the math. Let's figure it out. Let's figure out what's appropriate. And oh, by the way, this is a lovely segue into our next sprint, but if we ramp up hours, what is the workload going to look like for those BCBAs? We can't just come in and just ramp up hours.

Molly 00:12:07 And then I think lastly, the thing to think about in finance is, and I'm sure a lot of your listeners will resonate with this, is like, people go, I'm not a numbers person. It's like numbers person or not, as a business owner, you have to have an understanding of the math. And if the math maths. We say that all the time, is math math-ing. We have a number of tools that we've developed to make to just create some more clarity, some more transparency. One that people use all the time and their heads explode a little bit when they get the results is the BCBA salary calculator.

Molly 00:12:41 There is this wild idea that it doesn't matter how much you pay your BCBAs because you make the money on the 97153. Well I am here to let you know - and oh by the way, if you want that BCBA salary calculator, I don't know if there's show notes or what, but we can get you guys a link for that.

Ethan 00:12:56 We'll throw it in there afterwards. Yeah.

Molly 00:12:58 That would be great because it really - sometimes people find that they're losing \$16,000 a year off the top, right? And that's a lot of 97153 to make up that salary. So little things like that that we've created tools for as well to make it a little more - like somebody said the other day, like I'm still not a numbers person, but I can look at them and I can learn from them. I was like, that's good. We're warming up.

Ethan 00:13:26 It's like, hey, we have a starting place now. And I think that's also why we love working with you is so much of this is our obsession with just getting the clean data. So that looks like you and owners don't have to worry about putting it in there and interpreting it. They just have to understand definitions of what some of these things are. So they can make some proactive like course correction.

Molly 00:13:49 This area is my favorite. I think that, I don't know. I don't know why this is - I like genetically like to have things be productive and effective. And I have this interest in doing a lot of big things in the world, right? I'm the founder and CEO of the Global Autism Project and co-founder, ABA Business Coach and there are some other things that I do on the side and we have one, almost two-year-old daughter, right? And in order to do all of this, it doesn't mean I have all this crazy stuff on my plate and I'm some sort of superwoman. It means I delegate, like it's my job, right? Like it is my job, right?

Molly 00:14:34 But I delegate, delegate, delegate, right? And so there've been over the years, I've really seen more - like we can have it all, we can't do it all, right? And I don't even wanna do it all. I'm like the first person who's like, can someone else do that? Great, right? But this is a hugely challenging thing for clinician owners to wrap their heads around is how do I actually take things off my plate in a way that really works? And I'll give you just a couple of little takeaways here.

Molly 00:15:04 And I think the biggest myth in delegation is that it has occurred. Most often when we think we are delegating, we are actually abdicating. We are releasing ourselves of all responsibility, having to do with this thing. And you know if you've done this, if you've ever gone, oh, I asked so and so to get that authorization done. Now I'm realizing it's not done. And now I'm working outside of an auth period and now I'm not getting paid \$18,000. True story. That's what happens. Right?

Ethan 00:15:31 Oh, yeah.

Molly 00:15:32 So the type of work that is on your plate as a clinician owner is mission critical, right? And what I mean by that is if it doesn't happen - we talked about off to schedule to all that, right? If it doesn't happen, the math doesn't math, the business can't run, et cetera. And so we teach what we call the 80-20 delegation, which is you are going to say you're delegating an authorization progress report, right? You're going to do that first 10%.

Molly 00:16:00 You're going to delegate with checkpoints the bulk of that, 80% of that. And you, because you have delegated and not abdicated, you are going to ultimately still be responsible for that deadline and for the quality of that report. Now, you are a behavior analyst. You can shape this over time. You can start with 70-30, you can go to 80-20, you can get so you're just looking at it at the beginning and looking at it at the end.

Molly 00:16:29 So just a little quick thing there on delegation. The other thing that we teach is batching your tasks. So for instance, if you are writing newsletters for families. Families love these, right? You write a bunch of content all at once on the same day. This does not have to be, oh, every day I have to write this new thing, I have to add, no, no, no, no, no, right? So batching your tasks.

Molly 00:16:58 And then the other piece that - and we go into this a lot more, I'm giving you very kind of really quickly all my favorite things. The other thing is rituals or maintenance tasks. What are those recurring tasks that have to happen all the time, no matter what? And Flychain helps with this, right? Like we have to see the numbers.

Ethan 00:17:17 We kinda see the same thing. It's like, look at your numbers just once a day to make sure things aren't going south.

Molly 00:17:24 Exactly, exactly. So that allows that to be - that's a maintenance task or what we call a ritual, right? And so getting those really, really dialed in because those rituals, those maintenance tasks are the first things that you're able to take off your plate. And we teach people how to use project management software. Shout out to my favorite, Asana. Because guys, don't use your brain to remember things. Reduce your cognitive load as much as possible because you have a lot of big decisions to make as a business owner.

Molly 00:17:58 So you want to reduce all of the, oh, did I schedule that doctor's appointment? Oh, did I do this? Oh, did I do that, right? And so using a software that allows you to set these things up on a recurring basis. Oh, did I change the air filter in the center in the front? Oh, they said I had to - right? And so having things shift from like, can I grab you for a sec or like pulling your attention, it's just, you've got it. You've got it all scheduled.

Molly 00:18:29 My favorite.

Ethan 00:18:30 Yeah, clearly. I'm feeling inspired. In terms of like the next topic, so this one is sort of near and dear to my heart. It's also not something that, once again, we have a lot of experience, but we experience.

Aja 00:18:46 I can start, yeah. So, one of the things - like we see this actually all the time with private equity, they don't really get the nuance and the cultural aspect. A lot of times they come in and it's like, oh, why can't you just do the math and have more hours and get more and build more time and have more clients? We're like, oh, no, no, no, no. That's not how it works.

Aja 00:19:06 And what happens is when it comes to the culture, it's either by design or by default. And so often people just let their culture be what it is. They don't think it matters. They don't think it's not designed. And so, when you're tolerating - we say oftentimes that A players like to play with A players. And when you're tolerating this like B and C level type of player, that's gonna bring everybody down. That's gonna affect your culture, right?

Aja 00:19:36 And so when paying attention to that and like really dialing that in, and that's also what's gonna set you apart, especially if you're in a situation or a community where you're surrounded by Big Box that can afford to maybe pay people more. And it's like, well, what's going to set you apart that has people not only like want to come to you, but like want to stay? And it's not necessarily based on the amount of money that you can pay, right? So what makes that difference?

Aja 00:20:06 It's the culture, right? It's your environment. It's how you are with your employees. And that does not mean you have to light yourself on fire to keep everybody warm. And you have to give people everything that they want and have people walk all over you. That's not what that means. What it means is you have a culture that really works for you, that's focused on growth, that allows contribution and respect, that has people really like step up and be leaders. So that's one aspect.

Aja 00:20:35 And then the other aspect we really go into is what we call the hiring flywheel. And it's really a mechanism to not only attract top talent all the time, but essentially, it's like a faucet. Like when you need a switch, when you need some people, you can flip the switch and you've got a bunch of people who want to work for you at the rate that you can pay them and who are ready and willing to come on and work for you. And that takes something. It takes a setup and some proper components.

Aja 00:21:04 But we set up those components of the flywheel with you in your business so that you can flip the switch whenever you need. You're not in this place of, Oh, let me go and search on Indeed and spend a bunch of money. And hopefully, I'm going to get applicants that aren't just truck drivers trying to be - work for me and not saying there's anything wrong with truck drivers, but like not qualified, right? Like not what you're looking for.

Aja 00:21:24 And so like we set them through the hire and flywheel. We set it up so that you get the qualified people. You're not having to spend a ton of money on Indeed. You can flip that switch. And the way that we teach your onboarding process also creates this, what we call the Ivy league effect where people really want to be a part of you. They're like, I'm going to choose - it's like, why would you choose Harvard over like the state school, right? Like, why is that?

Aja 00:21:53 Because there's a prestige, there's something about your culture, there's something about who you are as a company that we teach you how to teach people how to build that has people be like, yes, like this, for like - it's not the highest paying and that's okay, but this is where I want to be and I want to stay. And Molly, is there anything you want to add to that?

Molly 00:22:13 I was just going to say we call our clients - all of our clients, I think, start because they didn't like what they saw out there. Either they worked in Big Box or they worked for something small that couldn't get the business thing figured out and so that didn't work either. And so they started their own thing and they go to write their ad and they go to Indeed and they look at what do all the other ads say? Oh, I should say that too.

Ethan 00:22:37 Copy paste.

Molly 00:22:38 Right. Copy paste. But you started this because you wanted to do it differently. And so when you can show that in that initial interaction that somebody has with you, and then there can be something different, something special about the process with you versus all the other processes that they're going through. Then their, yes, I'm going to work with you, isn't, yes, you're offering a dollar more an hour. It's, yes, I'm all in. I've loved everything about this process. Everything's been really unique, really tailored.

Molly 00:23:11 And so when you are able to do that, you are able to hire people who are just an awesome fit. And that's really what it's about, right? And I think the other part of that is we often think hiring ends with, they said yes. And hiring, we teach that hiring actually ends with like successful first six months, right? Even that 90 day review, it's like people can hold it together for 90 days, right?

Molly 00:23:37 Successful first six months. We have a lot of data, Harvard Business Review's done things, on showing retention. If people last six months, they tend to last a lot longer. And so thinking about that process all the way through from they saw your ad, hopefully not Indeed, because we teach you how to get off Indeed. They met you somewhere, and now they work for you, and now they're all in. And so I think that's a really, really important piece there.

Ethan 00:24:04 It's so important. And I also will say what you said in there around like retention of employees tends from a finance running the numbers profitability standpoint, when you have someone leave, like the opportunity costs there tends to be far, far greater. And just to like really double click that, investing more time and setting the right culture and having positive selection so that you're bringing the right people in that are going to stay, like investing a little bit more upfront in time, whatever that may be, like it just inevitably pays dividends down the line.

Ethan 00:24:38 Because if you're switching, well then, okay, there's an off boarding cost, there's a new hiring cost, there's a training cost. And that little investment there can really bite you down the line if you're not doing it. So, and also think just like you said, it's just a good precedent for culture. And that's once again, we think about stuff from the numbers, but you're actually able to actually go in and implement.

Molly 00:25:00 You're right. What we often think is a retention problem is actually a hiring problem.

Ethan 00:25:04 Yeah, it's so true, right? It all starts with that first impression, how you're working, how you're trained, how you're valued and then if all those things are checked, stick around for more than six months.

Molly 00:25:18 Yes, absolutely.

Ethan 00:25:21 The last kind of topic in these four pillars is smart growth strategy. And I think this is kind of going full circle again, where Flychain really gets involved and loves to do this stuff. But from your lens, people have heard us talk about how to think about growth and prudent growth strategies through some of the product services we offer. But we'd love your specific insight on this. And I think - just to not to steal your thunder, I think you hit the nail on the head initially too, which is like, you can do this lean.

Ethan 00:25:50 Like you do not need to go and spend a lot of money. And we see that among our customers where they think they need to go and put this renovation into the center to win. And that's not always the case. And so we'd love your thoughts because I think we share similar opinions, but we have different lenses.

Molly 00:26:09 Yeah, it's funny because I'm thinking about Aja and I bring two very different backgrounds to this, which is cool. And hers was a fitness studio that started out in a pretty grimy gym pre-crossfit. Working out in gyms is a normal thing now. But -

Aja 00:26:25 It was in a garage.

Molly 00:26:26 Or working out in garages. Sorry. Yeah. Working out in grimy garages. But it really wasn't. She had nothing special going on there. It was just a grimy garage in Brooklyn up against all the shiny glass front beautiful studios. And I've spent the last 20 years working in countries where resources are extraordinarily limited, where people don't even necessarily know what autism is or what ABA is except for our few partners that we're working with in country.

Molly 00:26:54 And certainly the materials that we're using, the data collection that we're using, it's all pretty basic, you know? And you don't need top-of-the-line materials for good ABA. You just don't, right? It's teaching. It's human to human. So I think there is also this idea, especially as we see Big Box open up with their shiny new everything everywhere. It's just not necessary.

Molly 00:27:24 Once you get there and you can do it comfortably by all means, right? Once it makes financial sense. But to start out like, no, Like, no. Double no, like no, right? And when we talk, it's funny because the sprint that you're talking about, we divide our year into four sprints, right? We do the finance, the time and tasks, the hiring and marketing. And people will inevitably say, oh, I don't need to market. I have plenty of clients. Like I don't need to market.

Molly 00:27:53 And that's not necessarily what we mean, right? We don't necessarily mean more clients. We potentially mean more clients that are a right fit for what your organization offers, whether that's in terms of clinical skillset, whether that's in terms of schedule, et cetera. The other thing is that your game of hiring people is marketing, right?

Ethan 00:28:18 Right. Exactly.

Molly 00:28:19 And so marketing becomes a really important piece. And we intentionally do this last, right? We thought we were going to start a business where we just put hiring flywheels into ABA companies. We're like, hey, hiring's a huge pain point. We're going to teach the hiring flywheel. And then as we started to talk to organizations, we're like, oh, we can't ramp up hiring. We can't turn on marketing until we get these things really dialed in.

Molly 00:28:46 And so I think again with marketing, same idea, right? Like don't go copy paste something that you see Big Box or even a practitioner down the street doing because that's not you. And marketing is about telling the world who you are. And marketing set another way is awareness raising. And I do this little thing where I've traveled to lots of countries, lots of states, et cetera. And I've asked people down the street, hey, is there anywhere around here that works with kids with autism?

Molly 00:29:13 And I'll be two or three doors down from an organization and people go, I don't think that there is but let me ask so and so. They know someone who has a kid with autism. I'm like, I don't think so. I'm like, hey, so there is actually, right? But it's like, you don't even realize how much in your own community, people don't even realize that you're right there.

Molly 00:29:36 And so the other piece of this is that the training, the qualifications to become an RBT are a high school degree. And there is very good chance there is somebody working right down the street or living in that neighborhood, if they just knew this existed as a possibility, they'd be all in. And you know that as a clinician, you know when you learned about this, you were all in. Here you are, you are all in, right? You worked with that one kid and now you're all in.

Molly 00:30:08 And so you have an opportunity to be that company that introduces someone to this field, which is such a gift. And likewise for families, there's a family right down the street. There are parents staying awake at night. There are parents going, I don't know what's going on with him. I don't know why he's not following direction. I don't know why he's not talking. I don't know why he's such a picky eater, et cetera, right down the street. And they don't know that you are there.

Molly 00:30:35 And so I really see marketing awareness raising as a really, really important component, as almost like a mission, right? It's not just about getting more clients so that we can grow. It's about getting more clients so that they can reach their potential in life.

Ethan 00:30:57 Yeah, I love that.

Molly 00:30:59 Soapbox will travel, right?

Ethan 00:31:00 No, no. I love it because we see the same thing and maybe just going back to the growth component there. Like, prudent growth in our lens is absolutely achievable and obtainable. And what we always say is, while you might have the opportunity to maybe like hire a bunch of people and bring kiddos off the waitlist, and that's achieving your mission, that is fantastic.

Ethan 00:31:23 But doing so prudently is actually kind of more important because what we see is there might be an opportunity for growth, and then that happens. You've depleted maybe your cash balance, and there's now change healthcare. And so now you kind of put your business in jeopardy, coming from a place of really wanting to probably help and grow and et cetera. But it's this notion of prudent growth that you can slip up and it can be a devastating decision if you want it to grow too, versus growing prudently and tracking things and making sure - because at the end of the day, community care is the real mission here and not going away is sort of the real mission here.

Molly 00:32:01 Exactly. Yeah.

Ethan 00:32:05 Well, thank you so much for joining and spending some time with us today. I know we're excited about this partnership. We'll also be announcing an event that we'll be doing together. So there's more information to come there when we follow up, and we'll put everyone's contact information and some collateral as well. But Molly, Aja, it was a pleasure. Thanks for joining.

Molly 00:32:30 Yeah, thank you so much for having us. It's always fun. As you know, we could talk about this stuff all day. So, hopefully there was some - \[crosstalk\]

Ethan 00:32:36 Yeah. We had to put a time limit on this one. Otherwise, we'll talk for the next six hours. But with that, we'll let you go. And thanks again for joining in. I really appreciate your time.

Molly 00:32:46 Thank you.

Aja 00:32:46 Thank you.

Simone 00:32:47 Thanks for tuning into the Flychain Reaction. If you'd like to keep the conversation going, feel free to contact us at info@flychain.us or schedule a demo through our website at www.flychain.us. See you next time!

‍