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Tell me about your vision.

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My vision is I've always had the same vision,

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despite it coming across a couple of businesses.

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But this is the one where I have this vision that I feel

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entrepreneurship is really such a powerful force that

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can drive our world forward.

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It can drive humanity forward.

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And it does such great things.

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But the problem is that along the journey,

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so many business owners and entrepreneurs and founders

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and their teams really blow their energy up.

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It's quite stressful.

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It can be very busy.

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And I really feel that with the right operational architecture

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and the right ability to delegate the support

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layer in a business, that's what I like to call it,

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the real support layer, and free your key people up

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and the entrepreneur and the founders and the teams

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to do great work and to actually move

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the needle in their business and in this world,

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I think it's vital, especially today,

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that we can have a great cost effective team of support layer

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assistance in every business, in every department,

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that can actually free the time and energy of those people who

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will drive it forward and make the impact

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that they want in this world.

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Thank you for sharing that.

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Where would you say, Barbara, where would you

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say this vision came from?

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You know, it's funny.

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I was always in the corporate world.

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So I wasn't the traditional entrepreneur from childhood.

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I wasn't something I set out to do.

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I think I just, over my years of being in corporate,

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I decided that I didn't really want to be a corporate mom.

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That was the truth.

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And high five to anyone who is doing that.

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It's a very hard gig to do.

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I think everything's hard, really,

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when you become a mom if you're working.

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But I decided I didn't want to do that.

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And I guess maybe I was solving my own problem.

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I really wanted to prove that you could actually

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build a scalable company without blowing yourself up.

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Because I knew that that was something I needed to do.

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Because I made the decision to launch my own company

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at the same time as having kids.

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Now, my first company wasn't this one.

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So this is interesting, right?

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So the vision probably, I did have a vision that was similar.

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But it was more around the financial end of companies.

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Because my background was in the financial industry.

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But I guess I started out doing some consulting

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with businesses initially in the early days

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when I first left corporate.

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And I saw that one of the acute problems I saw

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was this issue of them not being able to get out of the weeds

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and actually get the work done and actually move forward.

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And this is still happening.

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I just had conversations over the last few days

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with businesses where they don't realize that this is actually

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a major problem, is the ability, the burnout,

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that everyone's trying to do more, be more productive.

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And my philosophy is more like, well, no, we

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need to get better at creating dynamite processes and systems

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and architecture and actually plugging great assistance

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in to run those processes.

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And actually, you bring the cost of your people's strategy

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down, dramatically doing that.

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So I think maybe in my own way, I

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knew that I had to be a great delegator if I

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was going to pull off my own vision for my personal life.

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And from that, I sort of pivoted out of the first foray

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into business, and I ended up going into this philosophy

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point of view and into this business.

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And that was nine years ago.

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So here we are today.

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Why do you think leaders hide from funding their vision?

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Why do you think they hide from funding their vision?

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Do you mean raising capital for it or from in what way?

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It could be either or.

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It could be time commitment, resources, et cetera,

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or raising capital, whatever you would like to share.

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Yeah, so let's start with the time commitment first,

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because raising capital, that's a whole other gig.

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Look, I think people, the easiest way to put this,

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I would suspect that a lot of people,

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in the early days of a business, you've all the energy

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and motivation in the world.

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But sadly, what happens, as we all know,

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and I've gone through this myself,

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is you reach a point where you become that burnout starts

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to set in, and you go, I'm a bit jaded now.

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And putting more time in is just not possible

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because you're so burned out, and you're tired.

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Even if you love the business, you're still tired from it.

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So that's number one.

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I think the energy sort of wanes,

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and people just become comfortable with where it's at.

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The second problem is that people

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are at the bottom of a mountain looking up and going,

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if I need to systemize this business,

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even if they know what that actually means,

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it's quite a lot of work.

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And it's like an enormous project

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that needs to be broken down into bite-sized pieces.

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So that's number two.

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And number three, I think by the time it gets

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to all of those points, it's really far down the chain.

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And in order to even start delegating

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and fixing all these things becomes overwhelming.

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I think that people just tend to stay at that plateau,

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and they think, well, I'll just stay here.

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So that's number one.

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Raising capital, I think, is a complex one

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because everyone sort of feels like that's the Holy Grail,

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but it's not necessarily.

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That brings with it a whole other set of challenges.

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Now, some businesses can't be bootstrapped.

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You know, like a lot of product style businesses are,

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meaning if you're building SaaS tools and things like that,

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they're hard to bootstrap.

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Although I do know quite a few founders that have,

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and they've bootstrapped them to tens of millions.

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So it's very possible,

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but you need to be super savvy to do that.

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Service businesses and other styles of product businesses,

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you can bootstrap them, but you'll only get them so far.

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Like you might make seven figures, maybe in revenue,

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but at that point, if you don't operationalize

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and systemize and get scalable

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doing the things that I'm talking about,

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you won't scale that business.

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You won't be able to.

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That's where, and then you'll stop, you'll plateau there.

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Thank you for being here today.

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I'm really happy that you tuned in to Vision Pros Live.

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I'm looking forward to seeing your reactions

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as these episodes continue to move forward.

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This is gonna get more and more fun.

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We'll have more and more engagement as well.

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We'll invite people to participate in the show

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and thank you for giving us your time and attention.

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Have an excellent time building out your vision

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and becoming a Vision Pro yourself.