Posted on

How to recognise opportunities to develop and apply new ideas


Continuous improvement is the process of continually identifying, assessing, and implementing ways to improve products, services, or processes. In the context of your own work, it means constantly evaluating and seeking ways to improve one’s performance, skills, and knowledge.

This can involve making incremental changes, which are small, gradual improvements made over time, rather than large, drastic changes. By recognizing the value of continuous improvement, an individual is committing to a mindset of always striving to be better and more efficient in their work, which can lead to increased productivity and job satisfaction.

Continuous improvement can contribute to the design of new approaches within the immediate work environment by encouraging the identification of problems or inefficiencies, and the development and implementation of solutions. Through the process of continuous improvement, individuals and teams can identify areas for improvement, set goals, and create action plans to achieve those goals. By regularly evaluating the effectiveness of these plans, and making adjustments as needed, new approaches can be developed and implemented in the work environment.

Additionally, continuous improvement can foster a culture of experimentation and innovation within the work environment, as individuals and teams are encouraged to try new ideas and approach problems from different perspectives. This can lead to the development of new and more efficient processes, products, or services.

Moreover, continuous improvement can also encourage employees to take ownership of their work and to be more engaged in their job by giving them an opportunity to provide feedback and suggestions for improvement, this can improve the overall productivity and satisfaction of the employees.

In summary, continuous improvement can contribute to the design of new approaches within the immediate work environment by promoting problem-solving, experimentation, innovation, employee engagement, and a focus on achieving specific goals.

Addressing Problems

There are several ways to address problems affecting your role in a small business:

  • Identify the problem: Clearly define the problem and its scope. Gather information and data to help understand the problem and its causes.
  • Involve relevant stakeholders: Consult with team members, colleagues, and other relevant stakeholders to gather their perspectives and ideas.
  • Develop a plan: Based on the information gathered, develop a plan to address the problem. The plan should include specific, measurable goals and a timeline for achieving them.
  • Implement the plan: Put the plan into action and monitor progress.
  • Evaluate the results: Regularly evaluate the effectiveness of the plan, and make adjustments as needed.
  • Communicate: Communicate the progress and outcome of the problem-solving efforts to all the stakeholders.
  • Continuously Improvise: Continuously look for ways to improve the process and to prevent similar problems from arising in the future.
  • Seek support: If the problem is too big to handle by oneself, seek support from management or external resources such as consultants, or experts.

By following these steps, one can effectively address problems affecting their role in a small business context, and help improve the overall efficiency and productivity of the organization.

Adapting proposals vs exploring new ideas

Adopting proposals suggested by others where these do not require radical change refers to the process of being open to and willing to consider new ideas and suggestions.

Even if they may not align with one’s own initial thoughts or approach. This can involve taking the time to understand and evaluate the potential benefits and drawbacks of the proposal.

Then you can work to adapt and implement it in a way that is practical and feasible within the current constraints of your own job role as part of continuous improvement processes.

Adapting proposals is a different process to the ongoing exploration of new ideas.

Exploration of new ideas requires skills to assess the viability and effectiveness of a small business with limited people and financial resources is critically important to the survival of a small business.

Exploring new ideas, rather than adapting proposed ideas for implementation, requires business management skills assess viable options. To do this you would need to have developed analysing and critical thinking skills in earlier topics in this program to be given the decision-making authority to do this at the stage of the business improvement process.

Small business need to continuously innovate and explore new ideas in order to stay competitive and grow, and can adapt their operations faster than larger business to bring new products to market before major competitors.

Small businesses often have limited resources, and therefore must be strategic in their decision-making and resource allocation. By continuously exploring new ideas, a small business can identify new opportunities for growth and improvement, and develop innovative solutions to the challenges it faces.


the Adopting proposals is about being open to and willing to consider new ideas and suggestions, even if they may not align with one’s own initial thoughts or approach. Exploring new ideas is about the need for small business to continuously innovate and explore new ideas in order to stay competitive and grow.

You may be asked to do both of these things if you are working for a small business as you would have direct access to the business owner, but at the end of the day the business has to be able to make money to afford to keep you on. Perfections is the enemy of profits, which is why all businesses, large and small, have their own versions of improvement processes to test and trial products to see if it is want customers want.

You can’t improve something that doesn’t exist, and you can’t ask customers for feedback on it either. This is the balancing act all businesses go through, but small businesses generally have better relationships with customers who give better feedback on what others would be willing to pay for it.

If you can do that, you get word-of-mouth advertising and promotes for your business, which is usually the cheapest form of marketing businesses can do.

Developing self-management skills

Facilitating a climate in which creativity and innovation are accepted as an integral part of the way things are done in successful small businesses, for example:

  • build in time for idea creation and sharing,
  • deliberately look for the potential in ideas proposed by others,
  • especially when ideas do not seem immediately practical

This is examples of what would make you more suitable than others to work for a small business as not everyone has the right mindset to do this.

Not matter if you are looking for employment or contract work on a project, having the skills to do this increases you earning capacity with small businesses.

If you have this on your resume or client testimonials it stands out in an interview. Which even prospective clients do too before agreeing to pay you.

Even you don’t think you have the experience (or are eligible to) apply for a position or start a business, this skill can still get you the gig.

Posted on

Essential implementation skills required in a small business


Small businesses often allocate tasks to people that work for them above the level of authority in a larger business. This can be a great source of frustration for employees who have experience working in the industry.

As the team workers have direct access to the business owner who is used to doing the work themselves, often the business owner may not realize that they are actually allocating management tasks.

This may seem to the business owner as just how you do things in a small business. However, what you are doing is giving the worker management experience to put on their resume. This gives the worker the confidence to apply for management jobs, which pay better, even in a small business.

People don’t leave a job for better money. How do they know they can get better money for another company if they are not looking for a better-paying job? And a job is no longer an employment agreement.

What is a “Job”?

Working under an ABN as a “Solopreneur”, AKA, a business as a sole trader, is also considered a “job” by the ATO. It is categorized as a “self-employment agreement”, and now you can get funding (as a wage subsidy through Centrelink) and 12 months of coaching to set yourself up with a job. With all of the flexible work arrangements, the Fair Work Commission is trying to get larger businesses to do.

The key definition from the ATO as to if you are a “contractor” or under an “employment agreement” is contractors have the ability to set their own hours of work, and also are allowed to subcontract their work to meet the demands of the client outcomes. So if you are looking for that, read our previous blog on Thinking of starting a business, and want to know how to do that. But for Employers and employees, please read on.

You don’t hear people talking at the pub, saying “I love my job”, and their friends say “yeah, but you could get better money working for another company”. Usually, they say, “wow, how can I get a job like that”. Money doesn’t even come up unless they say they don’t like their job.

People who are doing what they love, and are allowed to do regularly, don’t say they don’t like their job. If they don’t love what the do in their job they say “it’s OK”, so don’t want to leave. However, this is what has been coined as “quiet quitting”, which is the situation employees (and business owners) find themselves in where they stay because they don’t know what else they can do.

This is becoming the biggest problem in Business today, as part of the “great resignation” debate. Job ads were at their highest levels since before the GFC. It takes 8 weeks (at least) to replace good employees, who only have to give you 1 or 2 weeks’ notice. That is a big cost to micro-businesses if 20% of their staff leave.

What’s the problem?

2 quotes spring to mind whenever I have this discussion with Small Business owners.

  1. The problem is not “what if we train them well and they leave?”, the problem (for any business) is “what if we don’t train them well, and they stay” – Henry Ford. That want really costs a small business money, customers, and time, as there is nowhere for them to hide
  2. Train them well enough so they can leave, then treat them well so they don’t have to – Richard Branson

A third quote, from this century, is “people don’t leave bad jobs, they leave bad bosses” – Simon Sinek.

What makes a bad boss? Lots of things, but in this case, it’s poor delegation skills.

While leaders and managers may have been promoted because of their skills in the job they were doing, if they are not trained well in leadership and management, then this becomes a big problem.

Job ads are back to the level they were before the GFC, but this time, the unemployment rate is much lower. So if staff leave you, it will be very tough to replace them anytime soon.

From the Australian Government Internet Vacancy Index 2006 to 2022
From the Australian Government Internet Vacancy Index

What good leaders and managers both do

Good leaders and managers know the capabilities of the people in their care. If they delegate work above the person’s required skill level for their job, good managers reward their team no matter if they ask for it or not.

It’s not about the money, it’s usually acknowledgment that they are performing above their pay grade, and they feel appreciated and secure in their job. Why would they look for another one?

If this is a problem for you, here is something that might help you out. This list is from the core skills for work framework used in business training qualifications.

Do an audit on yourself and your delegation skills before saying “don’t you know how hard it is to get good staff”?

Maybe you need to employ a supervisor or manager, even if you have no other staff. Sometimes business owners need to accept they are not the best person to be managing the business

Team member skills

  • Plans a range of routine, and some non-routine, tasks, accepting stated goals and aiming to achieve them efficiently
  • Applies formal processes when planning more complex/unfamiliar tasks, producing plans with logically sequenced steps, reflecting some awareness of time and resource constraints and the needs of others in the immediate vicinity
  • Implements actions as per plan, making slight adjustments if necessary, and addressing some unexpected issues
  • Seeks assistance from more experienced colleagues as required
  • May use ICT based systems and programs to assist with planning, implementing and tracking progress
  • Assesses effectiveness in terms of how well-stated goals were achieved and how closely the process followed the original plan and timeframes


  • Develops plans to manage relatively complex, non-routine tasks with an awareness of how they may contribute to longer term operational and strategic goals
  • Begins to recognise the importance of other stakeholders throughout the process and is learning to clarify goals and proposed methodology with others, maintain communication and manage expectations and understanding
  • Monitors actions against stated goals, adjusting plans and resources to cope with contingencies
  • Uses a combination of formal, logical planning processes and an increasingly intuitive understanding of context to identify relevant information and risks, identify and evaluate alternative strategies and resources
  • Sequences and schedules complex activities, monitors implementation and manages relevant communication e.g. formal project management processes and associated technology
  • Reflects on outcomes and feedback from others in order to identify general principles and concepts that may be applicable in new situations
  • Recognises the need for flexibility and is learning how to adjust or even abandon plans as circumstances and priorities change

Manager skills

  • Develops flexible plans for complex, high impact activities with strategic implications that involve a diverse range of stakeholders with potentially competing demands
  • Recognises the critical importance of clarifying, focusing and aligning goals and expectations, and may use the process to build ownership of, and broad commitment to achieving outcomes
  • Uses a mix of intuitive and formal processes to identify key information and issues, evaluate alternative strategies, anticipate consequences and consider implementation issues and contingencies
  • May operate from a broad conceptual plan, developing the operational detail in stages, regularly reviewing priorities and performance during implementation, identifying and addressing issues and reallocating resources
  • Skilfully utilises existing structures and systems to coordinate activity, or designs new processes as required
  • Focuses effort on what is most important, delegating to others as required, managing interruptions, recognising potential issues and taking quick action to identify and resolve problems
  • Gathers data and seeks feedback from others to gain new perspectives and identify ways to strengthen planning processes in the future

If you need more help with this, or in a hole and can’t see a way out, let’s have a chat. Every business goes through this at some point. We have options anyone can do, and people in our network that can help anyone too.

If this looks like you, you’ll feel much better if we are on the other end of the phone with options. Let’s chat.
Posted on

Thinking of starting a business, and want to know how to do that


Anyone can start a business in Australia regardless of their citizenship or residency status. However, there are certain requirements that must be met in order to legally operate a business in Australia.

  1. You must have an Australian Business Number (ABN) and register for goods and services tax (GST) if your business has a turnover of $75,000 or more.
  2. You may need to obtain licenses and permits specific to your business and industry.
  3. You will also need to comply with Australian laws and regulations regarding business operations, including workplace health and safety, consumer protection, and fair trading.
  4. If you are not an Australian citizen or permanent resident, you will need to obtain the appropriate visa to work and operate a business in Australia.

It is important to consult with the relevant government agencies and professional advisors to ensure that you meet all the necessary requirements and comply with the regulations.

What is popular now

Popular start-up businesses can vary depending on location and industry, but some examples of popular types of start-up businesses include:

  1. E-commerce businesses: Online stores or marketplaces that sell products or services.
  2. Technology businesses: Software development, app development, and other tech-related businesses, including SaaS (Software as a service) to support other small businesses
  3. Service-based businesses: Consulting, coaching, and other professional services.
  4. Food and beverage businesses: Restaurants, cafes, food trucks, and other food-related businesses.
  5. Health and wellness businesses: Gyms, spas, and other businesses related to health and wellness.
  6. Social media and digital marketing: Social media management, digital marketing and other online advertising businesses.
  7. Home-based businesses: businesses that can be run from home, such as tutoring, pet-sitting, and home cleaning, online business managers, and virtual assistants.
  8. Home renovation and remodeling businesses: Businesses that specializes in home renovation, remodeling and maintenance.

It’s important to note that there are many more possibilities for start-up businesses, and it’s always a good idea to research and consult with experts to identify opportunities in your area.

Popular Small Business roles

If you are looking to start a business that provides services to help other small businesses, then you can look at the popular jobs advertised on the internet to see where the skills gaps are in Australia. If big business takes up all this talent, Small Businesses are unlikely to find someone who only wants to do a couple of hours of work a day as a casual employee.

This is why the gig economy has taken off. Not only do you get work from one small business, they tell all their mates in business about you. That’s how Paula from Beyond the Maze started her VA business 9 years ago. Now she has 8 people working for her to fill the demand. Including now being able to afford a personal assistant, and living the dream of most business owners who want to spend more time with their families.

While LinkedIn has produced a report of the top 25 job roles worldwide, The internet vacancy index available through the Australian government’s labour market portal may give you a better idea of the contractor work that is available.

If you look at the work that is done by Virtual Assistants, usually business administration and customer contact roles (including online sales), there are over 40,000 jobs advertised that require these skills every month in Australia alone. For people based in Australia. The main reason Australian businesses contract work to overseas VA’s is no longer because of the cheap hourly rate. They are happy to pay Australians to do it, going by the number of ads for them, they just can’t find them to do it.

Advertised jobs

The top 2 advertised job roles in Australia have over 40,000 positions advertised every month. As, usually, larger businesses advertise jobs on the internet, this number doesn’t take into account the 2.4 million local small businesses. 85% of small businesses are micro-businesses, with under 5 employees, if they can find people to do these jobs, that is. Many just give up looking for help.

Forcing people into these jobs is not the answer either. If these jobs were filled by long-term unemployed, so-called “dole bludgers”, and were forced to take up jobs in the top 3 advertised roles, Australia would run out of job seekers in just 4 month time.

Or if you wanted to force them to help small businesses, there would only be enough long-term unemployed to help 1 out of every 10 small businesses. So who would you like to make that decision?

That’s why businesses that provide service to small businesses don’t have any trouble getting work. So if you are looking to get a pay increase for your office job, working flexible work hours, most likely from home, self-employment is a viable option.

For the month of August 2022

Overcoming low pay rates

Recent changes late in 2022 to Australia’s fair work act have put a renewed focus on closing the gender pay gap. It’s not just about increasing the minimum wage in female-dominated industries. Just about all businesses learned the difference between working from home and being set up to do remote work, thanks to COVID-19 lockdowns.

People who have set themselves up to do work under flexible work arrangements outside of the office need to have more skills than people working in the office. Adult Self-management skills that require fewer managers to supervise. Improve processes to get more work done in less time to maintain a work-life balance. Not to mention WHS laws cover the time to travel to and from work.

If a business says you are suitable to do remote work from home, you should be paid more than the people doing the same job in the office. Not just for your higher skills add value to the organization, but it cost the business less to employ you.

Add in carers and aid, and you have 3 female-dominated industries at the top of the internet job adds, where fair work is trying to increase the minimum wages. Overcome previous discrimination over pay rates with gender bias factors in professions where cheap overseas alternatives exist.

Calling BS from Big Business

We’ve seen this argument used by Coles and Woolworths as to why they keep the price of a 2 lt bottle of milk at 1980’s prices. “we can’t pay the farmers more, as our customers can’t afford a price rise”. In Queensland, dairy farms had to close down as they could pay the bills, and now the supermarkets have to ship milk up from Victoria (and have done so for many years).

Where are we now? from $2 a bottle to, what, over $3? I wouldn’t know as I only buy non-homogenized milk. When I spoke to the dairy farmers they explained why I should do that, that’s also how I found out about “farmgate” prices.

Did you know that coffee farmers around the world on average only get $0.07 (7 cents) per kg for the coffee they grow? Luckily there are Aussie companies like AgUnity to help some of the poorest farmers around the world. But like many Aussie startups, they have to operate overseas. Using blockchain technology with people that have never owned a smartphone, and working with fairtrade organizations and NGOs to lift farmers out of poverty (UNSDG #1). But in Australia, the lucky country, they don’t operate as I doubt most people here knows what real poverty is.

Who are big businesses to set what people can afford, particularly when customers realize the cost to human lives? If it’s not droughts or flooding rain, it’s the mental health issues that have the greatest loss of human life.

Why do remote workers have to live in the metropolitan area I wonder? You can ask the new Queensland Chief entrepreneur that, next time she travels to an event in Brisbane from her home in Goondiwindi. Google it if you don’t know where that is.

How is the commission helping Small Businesses?

The Fair Work Act now has a new equal remuneration principle to guide the Commission’s consideration of equal remuneration and work value cases. This is to help the Commission issue pay increases to workers in low-paid, female-dominated industries, particularly in big business for example.

To say it will hurt small businesses first is crap. The big businesses regularly lock up talent by giving them more hours, when they get them in that is. So their talents go to waste and they do extra work not related to the primary role. Usually urgent but not important tasks, which devalues the employee, and big businesses blame employees for “quiet quitting”?

“people don’t leave bad jobs, they leave bad bosses” – Simon Sinek

Whereas Small business says “I can only afford to pay [this amount]”, and contractors learn how to get the work done faster. Which essentially increases the contractor’s hourly rate as they can work for more than 1 client.

For equal remuneration cases, the Commission can now make an equal remuneration order (ERO) on its own initiative as well as on application.

When considering an application, the Commission:

  • can consider comparisons between occupations and industries or if work has been undervalued based on gender historically
  • isn’t limited to comparing similar work and doesn’t need a male comparator
  • isn’t required to find discrimination based on gender if considering a comparison or if work has been historically undervalued based on gender.

If you are looking for where the increased wages could come from, have a look at the job roles below. The business admin-related role with the lowest number of female employees has the highest earnings. Yet their customers are predominantly female users, who would be better suited to teach new customers how to use the technology.

Or, maybe big businesses can stop employing highly skilled people and get them to do low-paying jobs under the veil of “job security”. These are the first jobs that get cut back.

How do you get a job doing what you love? Book a free chat here and discover who wants to hire you.

It’s the highest requested job for us to find someone to do… Train people to use the technology admin staff use every day. And the only question employers ask in the interview is “why do you love doing that”.

We think it’s about time you got paid what that’s worth, don’t you?

Posted on

How to find your ideal client at an event

How do you find these mythical beings?

The diffusion of innovation has been around for years, so it is no secret. However, many speakers don’t how to use the diffusion of Innovation for what they do.

Professional speakers do know how to use this model, or they don’t get paid to speak for long.

Many speakers see their talk as a product or are doing the audience a service. But what a speaker is really selling an idea. What the Audience is buying is an experience.

the customer rarely buys what the company thinks it is selling them

Peter Drucker

Many learned through trial and error, but if you are looking to use speaking to build a business, any business, you can’t afford not to focus your efforts and know whom you are talking to.

Here’s how you can use the diffusion of Innovation to build your speaking business:

The speakers are the innovators

No alt text provided for this image

Or trying to look like an innovator, but “fake it till you make it” rarely works in the information age. If speakers just talk about what they do/have done, only 2 out of the 100 people in the room will connect with their personality. When dealing with people you “know, like, and trust”, trust comes first.

People don’t care how much you know until they know how much you care. Good speakers ask questions. “Have you ever…”, “who excited to be here?”, “is it just me or is it hot in here? Can we get the aircon turned down?”. All ways Professional speakers connect and score check who is in the room.

The early adopters

No alt text provided for this image

These can be very disruptive and undermining at a summit. They are not potential clients, more looking for validation from you for what they do. early adopters want to know what speakers do, and how speakers do it, but have a desire to be the first out of their circle of friends to do it.

They generally have an esteem sensitivity, which means they have an unspoken desire to be acknowledged for their specialness.

Early adopters are unlikely to come up to a speaker directly, more likely identified networking saying “wow, how great was that talk, but here’s what I’m going to do…”. They generally have a fear of missing out, and that is their main motivation for buying a ticket.

Early adopters are also likely to pay for premium tickets if they get exclusive access to talk with speakers, so are the cash cows for an organiser. However, the early adopter is likely to just want to pitch their own ideas to the speaker. Good for the organizers to get a higher ticket price, but more of an annoyance to the speaker. None the less, they have high value to speakers as affiliate marketers.

 Early Majority

No alt text provided for this image

The 34% of the population that ARE in your client target market at a summit is the early majority. Usually well researched, and ready to act, they just need know it will work for them and that is all the information the early majority will need to sign on the dotted line.

The Early Majority rely heavily on feedback from early adopters who have usually tested your products/service/advice. However, if a speaker has been too dismissive of the early adopters, it put doubts in the minds of the early majority too. It’s Hard to manage this at an event unless you have help from your network.

Speakers may also be excited about what they think are early majority running up and saying “just tell me what I have to do”. As Admiral Ackbar would say, “It’s a trap!”.

Red flags, in this case, may include horror stories of being ripped off, or not given enough support from other programs. Or when a speaker asks why the attendee wants to sign up you get “I just want to help, and can see how great it is what you do”.

Separation sensitive have an unspoken desire to be known as the victim in situations to get what they want, which in the case of a summit could be an even better deal on your amazing upsell offer. This could be extra support, but it is not support they want, Separation sensitive will want you to carry them. If 20% of your customers cause 80% of your problems, this client will be in your 20%.

I’m not saying don’t take them on as a client, but I’d suggest you offer “done for you” package. I’ve seen Separation sensitive often use “learned helplessness” to get attention even though you know they can do it, with a goal of maintaining the relationship. They can be very high maintenance clients.

Late Majority

No alt text provided for this image

These are the people that “have to know” why. Not your why, why it works, and why other things don’t work. They need to know how the engine works to drive a car. Late majority are hard to deal with at a summit as you don’t have time to answer all their questions.

Late Majority tend to have a safety sensitivity. They want to keep speakers in the “goldilocks” zone of information. Lots of information about speaker is great, but the late majority usually are not prepared (particularly in public) to give away the information about themselves.

This open Late Majority up (in their mind) to manipulation and abuse. Speakers will not be able to find out enough about the individual to work out if the late majority is a suitable client, so don’t chase them. They’ll chase you.

This segment of the market is will to spend more, and will generally pay 3 times as much for a product they know is just twice as good. Late Majority see products and services as a long term investment, but can also be disruptive in a Q&A at a summit.

The early majority that has come to learn how to do it and is ready to buy gets frustrated with the seeming endless irrelevant questions, and can walk may out. Particularly if the late majority is an extrovert and thinks out loud. Everyone know “that person”, except if you are that person.

I suggest getting (an assistant to get) details and tell the late majority “I need to get more information from you about your unique situation” (which Late Majority likely believes they are in). I’ve seen speakers offer a 1 on 1 consult, booked at the event. Then I’ve seen the late majority give glowing endorsements about how much the speaker “must know”, even before they talk again.

If you dismiss the late majority and don’t want to answer all their questions (even if others are lined up waiting) they may see it as you don’t know what you are talking about. Even if you do get back to them, their research bias would have switched to negative, so already lost them as a customer.

People don’t buy what you do, they buy why you do it.

Simon Sinek


No alt text provided for this image

Laggards are just there because they have been “told” it’s what they have to do. Not a potential client (yet), and may not even know whom the speakers are let alone what the speakers do. But if Laggards feel the speaker is like them, storytelling can confirm this and you can build trust. As trust comes first in “know, like, and trust, if you get the interest of the laggards, they won’t look at other options. They only need one

They are the reason speakers go over the speaker Bio in their talk. Sounds silly when you think about it. Why would someone pay for a ticket and turn up to hear people they don’t know. So why would speakers talk to Laggard? Because speakers chase people that are not their customers too.

This is why organisers should have the speaker bio’s and photo in a handout a registration, for the 16% of the population otherwise you exclude them from networking conversations. It saves the embarrassment (both ways) when an attendee goes up to a speaker during networking and say “so, what do you do?”.

How to get everyone on the same page?

Stop trying to talk to everyone would be the first advice.

Or, the TED talk option is “your job as a speaker is to get everyone in the audience on the same page” (literally if you have a book). This is why TED talks are so successful and have propelled speakers like Tony Robbins and Simon Sinek into a continuing long-term speaker career.

What to see this in action? Come along to the Professional Speaker Development Summit in Brisbane on April 4th, 2020.

Early bird tickets to the summit for $99 end Feb 29th, and go up to $247.

Get yours here:

See you at the summit!