How to Be Successful as a Successor CEO with Kyle Recchia, CEO of The Perfect Workout

Episode Description:

In this episode, host Elizabeth Ledoux is joined by Kyle Recchia, CEO of The Perfect Workout, a personal training company. Tap or click the play button below to listen to: How to Be Successful as a Successor CEO with Kyle Recchia, CEO of The Perfect Workout.

In this episode, Elizabeth and Kyle discuss his journey from part-time personal trainer to COO to CEO. They explore challenges of CEO successions, trust in partnerships, and the dynamic of sharing responsibility, with a focus on alignment and accountability. Recchia also reflects on the high learning curve of leadership transitions and highlights his commitment to personal and professional growth. The episode also delves into challenges of ownership transitions and the importance of open communication. 

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How to Be Successful as a Successor CEO with Kyle Recchia Transcript

Kyle Recchia: And the dynamic that I think still shows up that’s more so on myself is when you’ve worked with someone so closely for so long, that was so successful in so many different ways. There’s this paradox of, do I need to be successful just like me? Or? Or am I gonna have to do things? Totally different way uncomfortable to most people in order to see success into the future.

Elizabeth Ledoux: Welcome to the business transition roadmap. My name is Elizabeth Ledoux. And through my years, I have seen how communities thrive. When business succession and transition are done. Well, me and my team at the transition strategists have been helping business owners develop and implement transition strategies for over 30 years. And on this show, we want to help you by giving you the roadmap to a healthy business transition. Let’s get started. Hi, everyone, and welcome back to our business transition roadmap. Today, I’m so happy to welcome Kyle Recchia here with with us, He is the CEO of the perfect workout. And I have had the opportunity to get to know him over the past, oh, gosh, a year or so maybe, I don’t know, coming on to now. And just really appreciate some of the work that he’s done in becoming CEO of his company that he’s with, and also in walking through the concept of being a successor in that role. Right. And so I thought that this would be a great podcast to have Kyle join us and share a little bit about himself and about his story. So Kyle, tell us a little bit about your journey getting to where you are today.

Kyle Recchia: Absolutely. And thanks for having me on Elizabeth. I love the work that you do. And I get a lot of value. And I’ve gotten a lot of value out of our relationship and friendship here. So yeah, yeah. So like you said, I’m currently serving in the CEO role. The perfect workout. We’re a nationwide personal training company got 7475 locations right now and continue to look into expansion. I’ve been a part of the company for 10 years, actually last month. And I started with the workout as a part time personal trainer, believe it or not. So at that time, we had 20 locations or so company was much smaller, but we were on sort of a rapid growth, period and plan. And so yeah, over that decade have been able to serve in a lot of different roles. And right around, I guess it was COVID right around 2020. At that time, I was serving in the CEO role and running operations, and still dipping my feet in a lot of different areas, including marketing. And our founder at the time President Matt Hedman was looking to step back a little bit getting more into that sort of visionary integrator type role. So we did that for a year or so into COVID until it really fully transitioned full time into the visionary CEO role. And Matt moved over into the sort of founder, I would say, kind of part time role.

Elizabeth Ledoux: Yeah. And, yeah, that’s an interesting time when that happens, right? Because there’s who’s going to be in that in the who’s going to replace him? How is that going to happen? All of those things. And and what a great story starting out as a part time trainer moving all the way up to CEO. It’s like, yeah, that’s sort of, you know, one of those fairy tale textbook kind of things where you go, it is possible, and it does happen. Yeah. That’s pretty exciting.

Kyle Recchia: I feel blessed to have found the right company. And thank you, I appreciate that.

Elizabeth Ledoux: Yeah, and, you know, walk all the way up. So that’s a that’s a cool story. So as you walked through that part, and as he decided that maybe he wanted to let go a little bit. How was that being that successor and walking through that with him? Like, what is what was experienced there?

Kyle Recchia: Yeah, it had a lot of challenges, you know, and no judgement to myself or Matt or the business. It’s, I think, looking back, you hope on paper that successions are a lot more detailed plan and strategized. And, and probably many times in reality, you know, some of you people can attest this, Elizabeth, it’s like, wow, we’ve kind of getting we’re kind of getting to these new places, because of necessity, or friction, or maybe burnout or whatever the case may be. So each, each new dynamic when I really moved into the president role, and he was CEO, and we were going to have this sort of visionary integrator. We both run the business. That was that had a lot of challenges. And I think those challenges over the next year or so is what really pushed us into this space of you know, we’re going to move Kyle into the CEO role, I’m going to really kind of be the owner and founder of the business. And like how take charge here. And the dynamic that I think still shows up that’s more so on myself is when you’ve worked with someone so closely for so long, that was so successful in so many different ways. There’s this paradox of do I need to be successful, just like Mahler? Or am I gonna have to do things? Totally different way uncomfortable to most people in order to see success into the future? And I think that’s where we continue to just find balance and conversations in those areas.

Elizabeth Ledoux: Yeah, so So I think what I heard is with you in the CEO, or him in the CEO role, you potentially in the present President’s role, and you were trying to almost co lead, what I would read into that potentially is there was some overlap, maybe, on some or not, or non clarity could be overlap and unclarity of roles, responsibilities and that kind of thing, where there could be some stepping on toes a little bit. Some challenges that go on, and then that it was cleaner having the separation of the roles. Yeah, that’s I learned that along that journey.

Kyle Recchia: Yeah, exactly. I would, you know, we’re three, three plus years in. And at this point, it really feels like he and I meet once a month for, you know, a few hours. Otherwise, he doesn’t meet with anybody else, you know, and so I feel like I have control autonomy decision making an agency. And we’ve got to the point where we really fully both agree on here’s where we need to be in alignment before a decision is made. But everywhere else, you know, you can take that judgment call, but it took a long time to it took a long time to get to that place, I think.

Elizabeth Ledoux: So what are some of the things that you think happened that helped the two of you gain get to that place? It would be gained trust? Right? What are some of the things that happened? That worked?

Kyle Recchia: Yeah, you’re right. I think gain trust is a big one. I mean, there’s some tactical things that we went through, like, okay, let’s use some of the tools that exist, like a decision making document into these sorts of things. Coming together and starting to build an outline an agenda of like, Okay, how are we going to talk about strategic initiatives, which metrics are important which things matter, those, those frameworks and tools have helped, but most importantly, to your point, really building trust. Because, as you know, running an organization requires so much perspective. And I think when somebody is moving into a role, where they’re just going to naturally have less and less perspective, if you have that and you have too much control, then what you’re left with is just friction and roadblocks and things like that. So the only way to really move into that area was trust.

Elizabeth Ledoux: Yeah, so So as the owner, so as the owner moves out and has less connection, right, less perspective on what’s happening day to day, if they keep control, and they tried to do that, then that was what, that probably erodes a lot of trust anyway, but it’s pretty hard to run the company like that.

Kyle Recchia: You Yeah, and at the same time, I agree. And at the same time, I’ve had to really learn to appreciate it’s been sort of a double edged sword, or almost a paradox of like, okay, I’ve got to be confident and, and really charged the race into the direction I think we’re going, but also I don’t own a company, you know, it’s, if you run a publicly traded company, you’re not really the only person that has a say in how the company goes, you know, if there’s a board, if there’s a single owner operators that are in the CEO role, I’m not the I’m not the owner. And so that’s an important dynamic for myself to remember is that it’s important to create that dynamic and that trust, and all the risk is not on me, right? And so there’s going to be areas where we have to get alignment. And I’m gonna have to do the harder work, so to speak, to get alignment in those areas, and not just say, Well, why can I just make all the calls myself and you leave me alone? You know?

Elizabeth Ledoux: Yeah. So there’s that respect piece that goes on both directions. Yes, that’s right. And then there’s the piece of, you know, majority ownership, minority ownership, and kind of thinking through that because, you know, the risk side of it, I mean you. All right.

Kyle Recchia: Right, right. Yeah, exactly. In fact, I’m glad you mentioned that because there was this dynamic that showed up that I didn’t really expect, which was, when you’re both constantly approving every single thing, it makes it easier for someone in my shoes to really go, Well, I’m just gonna throw a bunch of ideas out there. And really, the risk is on both of us. And we’ll have to get into alignment. You know, where the last year and a half, two years, it’s gotten to the point of, hey, I might give you some ideas. Kyle, I might give you some musings or some perspective of the past, but it’s your call that move myself into a whole new paradigm of Wow, do I really want to do this? You know, what are the risk? And because it’s really more on you at that point. And so it’s you take more on your shoulders ownerships given to your point? Exactly, yeah. Yeah.

Elizabeth Ledoux: And it’s sitting on your shoulders. And it’s, you know, you feel that, you feel that and you feel responsible, I think in those in that position to all of the employees and all the people that you serve in the business serve. So definitely, that could be I don’t know the word, but kind of a little bit of an awakening of a different feeling that you didn’t have before, when you could share responsibility and be like, yeah, he decided it. Right, it was just an idea that we talked about, and it was his decision over there. Versus No, I made that decision. I’m responsible. Yeah, right. Exactly. Yeah. Yeah. Kind of an interesting concept. And I think that that’s a migration. You know, if you think about the roadmap and the journey, and all of that, so far, we’ve talked about, you know, coming from being a part time person all the way up to being, you know, earning your way up, and then being CEO. Oh, to then being president, co President CEO, which was co management in a way that was a step to say, oh, you know, let’s give this a try. Probably on his side and your side. Let’s see if we can do that. And then I call that part, the goofy dance where you’re both leading, and you’re both smiling. It’s good. That doesn’t work very well. So okay, why don’t we both lead, let’s both follow, and you don’t know who’s doing which steps? So then you grew through that, right, go through that, which some people wouldn’t have. Some people would have that would have been the failure point. But you grow through that, move into C E. Oh, and then Chairman of the Board or whatever, owner founder, right. And then even at that point, you were probably still making some choices together. But now he’s saying here year and a half ago, it’s all on you. Right? Exactly. Yeah. Now. So how does it feel? To go through that?

Kyle Recchia: You know, it’s, it’s, in a lot of ways, I feel blessed. I think that when you’re in those moments, like, Gosh, I wish it could be different, or easier, so to speak. And yet, you know, every day in the power of hindsight, it’s like, wow, if I hadn’t gone through these sort of learning curves, and these different experiences, you know, wouldn’t have felt my character or my perspective, or my resources in the way that they have and that they are now. And so, at the same time, it’s helped prepare me for this space that, you know, if I go back a few years, and I think I mean, I wish I could just sort of be in the CEO role with full ownership, and really drive this business forward. For all stakeholders, right? The members, the employees, the people that own the business, then life would just be bliss. And I’m sitting here, like, as you know, at the future, it’s like, wow, there’s a lot of options. Do you maximize profitability? Do you invest in growth, what is growth look like? And I didn’t sort of anticipate that level of decision making. And, and I think it’s been useful to have gone through those transitions the way that we did, they could have been smoother, we could have had a better roadmap, and more better articulated what we wanted. That’s something we did to do. We just fell into them. But they’ve been useful nonetheless. Yeah.

Elizabeth Ledoux: Yeah. Yeah. Yeah. And yeah, lessons learned along the way. So as I want to kind of dig around a little bit in the being the successor because you know, you mentioned but it isn’t, it isn’t easy to be there. And it’s a pretty high learning curve. There’s a high learning curve for the person transitioning, of course, right? Because they’re moving from being integrated all the time and making choices and decisions to not being integrated. For you, though, you’re staying and going through that. So what’s that learning curve? Like? How hard was it?

Kyle Recchia: Pretty hard. You know, I’ve had a lot of great elite resources I lean into, you know, I’m a part of Vista, which you and I are about the part of, which has been really important. I have leaned into a continue to take a lot of courses and certification courses through like Harvard Business, School, online and MIT and these sorts of things. Because it dawned on me, if you really want to do this and do this, well, you’re not only going to need mentors, like our founder people that have done some of these things and peer groups, but you’re going to have to stretch yourself and you’re learning and not just get too comfortable. So that’s added to the plate, so to speak. But I also think that those resources and being really open to I’ve got a lot to learn here. And I need to dive into that have added more good than just busyness, if that makes sense. To the process.

Elizabeth Ledoux: Yeah. And did you did you end up doing that? That was probably over and above the normal job? Because you had a lot to do with the at the office? Yeah, they do. They’re so yeah, yeah. Yeah. So over and above, kind of almost getting smart. Yeah, certifications, degrees, education, all of those things, to keep that learning going.

Kyle Recchia: Right. And I think that that happened in a more profound way, whenever I did start to feel like, this is on me, if that makes sense. So when, you know, it was an important sort of epoch and time to say, Hey, I no longer feel like we’re doing this together. I feel like the future of this organization is in my hands and that level of ownership and, and concern and, and, you know, excitement, etcetera, is what’s driven like, okay, let’s, let’s go after this and do what we need to do to learn and grow.

Elizabeth Ledoux: Yeah. And since you’ve taken over as CEO, you’ve had some good growth in the company. Yes.

Kyle Recchia: We have we have, you know, especially, it hasn’t been easy on fitness businesses through COVID. Many of them true. struggled. Yeah. So we’ve, we continue to grow very helpfully we’ve, last year we opened, we were at 62, physical studio locations, about a year ago. And right now we’re at 7475. And we’re opening another 10 or so in the next two to three months. Revenue is growing, net operating income is growing. So we’ve got some big ambitious goals and in our industry and who we want to become, but things have gone really well the last few years.

Elizabeth Ledoux: That’s wonderful. That’s wonderful. And that, and that’s just, yeah, validation that what you’re doing is really paying off. Now, what you’re doing is great. Yeah, I appreciate you too. For, you know, the engagement that you took, sometimes. I think successors think that, you know, especially when they have the opportunity, that that they get the opportunity. And there’s a lot of a lot of engagement that comes on the successor side, to not only earn that spot, but also to continue to earn the spot. Right? Because ultimately, yeah, ultimately, companies can go and sell to a third party at some point in time. But sometimes they also transition to employees as well. And yeah, and that opportunity is great. If you’re in your shoes.

Kyle Recchia: Yeah. It is a big responsibility. And I think that, you know, it can be easy to slip into moments of like, why we’re in this or I deserve this, or I could do a great job, just give it to me, etc. But as we all know, you know, business is complex, you know, the economic environment and is complex. And so, getting into that role, I hope that people appreciate and I’ve learned to appreciate more and more that it’s not going to be easy. There’s a reason the transition is happening. It’s that somebody needs to come in with help, I can word it this way, more energy, more excitement, more willpower, you know, and more desire to learn and to push and do the hard things because that’s what the organization needs and deserves, versus, hey, just hand me this role and, you know, thank you, so to speak.

Elizabeth Ledoux: absolutely And I’d love I just want to, you know, ping the listeners who are people who are transitioning, because one of the things that I hear all the time is, you know, I’ve got the successor and they’re pushing, and they, you know, and it’s a little uncomfortable because they’re sort of making the owner founder, right, the person who’s going to transition a little bit uncomfortable, because this business is running. Okay. And it’s just fine. And so there’s a, there’s usually a tension there. Between that. And I think it’s important for the transitioners, to know that you want somebody who’s going to take it to the next level, usually, that’s the idea. Right? Right. continue where you left off. Yeah.

Kyle Recchia: I agree. And if they don’t, and it’s appropriate for whatever situation that they don’t that’s good to articulate, because, you know, the person coming into those that role needs to understand what’s expected of them.

Elizabeth Ledoux: True? Yeah, hey, you’re gonna come in and run it just like I’ve run it all the time. Right? We’re trying to grow status. That’s what we want to do. Versus hey, let’s double this, right. I’m giving you the reins to go for it. And I think that there’s, yeah, there’s a transition in that from one to the other. But the idea of just, yeah, what does that person expect from the person who’s coming in? So when you wanted to do that, and you were pushing? Right, and wanting that? How did it feel to Matt, your owner founder?

Kyle Recchia: Good question. You know, I’m sure it was a mix of excitement, and anxiety, you know, and, you know, I have put a lot of pressure, I think, on that, since I’ve known him, you know, because I’m excited and passionate about the business. I also have a lot of respect for him. And I’ve learned so much from him. So on one side, I think, I think he created, you know, naturally. So this dichotomy between I’m excited to have someone like Kyle with his energy and his passion, and also anxiety, like, some of these ideas aren’t going to work. I’ve tried some of these things where I see the world this way, and I’m not quite sure I understand how he sees the world. And so I don’t know if there’s one feeling I’m sure it’s been a lot of feelings. For Matt, you know? Yeah.

Elizabeth Ledoux: Yeah, definitely. So when you look, when you look at you’re moving into this position and into this role and into the place that you are today. What, what happened? Or what did you do? What did Matt do? What kinds of things did you try? What didn’t work? In this? What would you go back and go, Man, I wouldn’t do that again.

Kyle Recchia: Yeah, this probably comes up often. But I think one of the most interesting dynamics when somebody’s taking the role that I’ve taken is what do we do about ownership, compensation, equity, that sort of stuff. And when he and I started getting into that stuff, it took a long time, there was a lot of frustration, some good, heated debate, so to speak, and some research etc. And so, you know, with the power of hindsight, I think, looking back, we would have been like, Okay, we’re gonna make this transition. And the first thing we need to really do is find some good information and mediator and tools for setting what’s gonna happen with compensation and all this sort of stuff. And what level of ownership what does that look like, you know, what does he want? What does this other person want? And, because that took a lot to fumble through, once we really got through that we laid in the place where I had more stake in the game. And I think that’s one of the things that propelled us faster towards, okay, you’ve got more stake and ownership in this. We’ve been working together a long time, I’m losing some perspective on some of these things and don’t want to be as involved or a bottleneck. So let’s just look at the high level decisions we need to make together or not, and then go, you know, move forward. So that was the biggest learning curve was and I’m sure if I’m thinking about if I were to move into some other business tomorrow and and then all sudden transitioned over time into the CEO role, the first thing I’d bring up is let’s get this part figured out. You know, the the financial peace. Yep.

Elizabeth Ledoux: Because with you having what do you having a runway of some upside, right. Some ability to enjoy? I’ll say enjoy some of the hard work and the growth. Yeah, that wasn’t only benefiting him but benefiting you also. Right, that makes a big difference in how you feel and what kind of engagement you have. Yeah, Exactly,

Kyle Recchia: exactly. And I feel the risk. You know, when I think of some come up with some big strategy, it’s like, oh, let me make sure this risk is worth it to me, because I’ve got downside too, if that makes sense, you know?

Elizabeth Ledoux: Yeah, absolutely. Absolutely. And I think sometimes it’s hard, especially if an owner wants to stay, and continue to operate, you know, continue to own the company. Because they’re not done yet. They’re not done with the whatever that journey is, their their vision isn’t complete. I think that’s hard sometimes for them to say, you know, I’m going to share this, or I’m going to work with someone else. And, again, either make decisions together or turn it over to them for those decisions, which is all part of that journey. Yeah, exactly.

Kyle Recchia: Yeah. And the other thing, I think that we still face, which is an interesting dynamic, and I don’t know, how can you see this Elizabeth is in this is what I’m about to say, might be just a luxury. But for someone in my role, the future is still unknown, you know, it’s at one at some point in time, if the founder wants to move on from the business? And is there a timeline was a timeline look like? And how do you want to prep the business for that, as far as total growth, profitability, focus on, you know, revenue, or margins, or market share, etcetera, those things get kind of complex, too. And so on one side, it’s been, I sort of am okay with that, because I like the dynamic of going coding to learn about a lot of this and figure out what would work best as if I just owned the company, if that makes any sense. And on the other side, I’m sure there’s a lot of scenarios where it’s like, I really knew, here’s the next three years, five years, six years, and these are the expectations. It can expedite some of the strategic concepts of, you know, ideas there. Yeah,

Elizabeth Ledoux: yeah. So just having some kind of a vision of what what ownership looks like where that company’s going, as far as asset ownership, right? And how long, how long people are going to hang in there as owners. Because really, the, you know, if you look at it, there’s the choice to keep to stay invested. Right? That’s the ownership piece. So you choose to stay invested or not, can be a successor choosing, if it’s going well, they stay. If it’s not, they don’t ownership investment, then there’s decision making kind of board role, which you’re doing that together, those are those decisions where you say, hey, let’s get together and we’ll make those choices. Right, and then there’s you executing in the job level. So I always think in three levels, investment, or decision making, then CEO job, day to day. I love that. Yeah. Yeah. Yeah, and many times, nearly sorta, ice is small businesses don’t separate those, especially if the owners alone, you know, if they don’t have partners, part of the part of the journey that you went through is the unpacking of him nothing from day to day, or owner 100% In all, two, sharing each level, right, slowly sharing each level

Kyle Recchia: now. Exactly. Yeah, absolutely.

Elizabeth Ledoux: Yeah. So that’s really great. So anything else that you would look back and say, Hey, that didn’t work very well, I wouldn’t do that again.

Kyle Recchia: But you know, and I’ve actually spoken with you about this. And Matt had done a lot of research on transitions and future transition planning and things like that with some different people in teams. But he did that on his own, really. And so if I could go back in time, that’s all we would have done that stuff together. And if nothing else, because it would be easier to then not have sort of knowledge gaps and build stories in my mind. You know, like, here’s what he’s thinking, here’s what he’s learned. Or maybe he’s maybe doesn’t care about this. And that’s why he’s not interested, even though it’s like, oh, you’ve already gone through that process, etc. So I think it might not only be black and white, you know, maybe you work with founders and owners that are like, I’m not sure who’s gonna take over and I need to do a lot of this work by myself. And at the same time, I think the sooner you can pull that successor in and say, we’re going to work through these things together. That’s something I would have done differently.

Elizabeth Ledoux: Great. Yeah. And yeah, everybody has their it’s sort of, you know, well, you know, I think in journeys, and he’s been going and you’ve been going and there is work that is done prior to, but at some point in time in the negotiation and in the successor role in transition, or you have to merge together. And I think of it as being on one My way, right? And if you’re going at different rates, and he has a bigger car than you do, pretty soon, you need to get in the same car. No point in having to. So yeah, and you’re going at the same rate and moving down the highway together. And yeah, and you always bring in the baggage of pre prior knowledge and preconceived ideas or thoughts about, you know, how it would fit in your life and what you want. And that’s part of the communication also is literally it’s so uncomfortable, though, open up, and, and to say, you know, this is the life I want, this is what I want. Because you are, it’s a time when you don’t want to be too selfish. As far as you know, well, I want this, and I’m not going to give at all, but it’s a time to openly talk about what you want. Because if you don’t openly talk about what you want, the likelihood of you getting it is low to none. Right? Yeah. And and why not? Why not? Yeah,

Kyle Recchia:  that’s a good point, I think I had a lot of insecurities in myself some imposter syndrome. And some, even some moments of, like you said, saying, Hey, I don’t want to be too selfish here. So they, they can push this much, and that’d be right. And then you go down the journey a little bit less. And you’re like, actually, it’s this and because it is more complex, and I feel like it is more valuable, and then you go down the journey a little longer to have it began. And that brings frustration to both parties, because it’s like, I thought we worked through this, or I thought this happened. And so to your point, you know, if I could go back two years and have some coaching on, this is going to be a challenging transition. And what you’re going to have to do is really, really do your best to understand what do I want for myself, my family in the next five to 10 years, you know, or three to four years or three, five years, whatever the case may be, and put that on the table sooner versus trying to just nibble away at it. That gets challenging. Yeah,

Elizabeth Ledoux: it is challenging. And if you can get it on the table, get it negotiated, have it out, and do that. And, you know, just for the listeners, there’s the idea of writing down all of your objectives for both of you and then sharing them. That’s, that’s one of the things that we do and our work is literally do a deep dive into what is what do both sides want. And then you transpose you share them. And you know, ask questions of each other. And I think that that if you get that on the table early, what happens is, is you are you don’t have anything else you really want. You’ve gotten a majority of it, you may not get all of it. But you got hopefully what was important to you, and then it’s easy to engage, because you’re not thinking oh, you know, I wish I would have asked for I wish I would have or, you know, they got this and I don’t like it. That kind of thing. Is that just as described distracting? 

Kyle Recchia: Yeah, exactly. Yeah, yeah, slows things down a lot, you know, cuz you’re not going to come together and then go, well, we’ll just solve it in 30 minutes.

Elizabeth Ledoux: Nope, doesn’t do that. So um, okay, so we are at our time, and it went really fast. Kyle, thank you so much. And I always I want to ask one last thing, just what would be one thing from today in our time together that you would want our listeners to remember and leave with that would be a great nugget for them?

Kyle Recchia: Well, I think this is going to be cliche, and maybe you get this a lot. But what comes to mind is be really, really intentional about the transitions. And because hope is not a strategy. And I think you know, at the end of the day, the whole business, the all the stakeholders, everybody want and deserve for this to go really, really well. And so really, you are on the same side of the table, whether you think you are or you aren’t. And so yeah, if you can get in there and be really intentional about the pieces that are going to make this successful versus, you know, maybe like I will kind of figure this out as we go, then you’re gonna set yourself up for success, which sets the you know, that does sound too grandiose, but sets the rest of the world up for success and the impact your business has on it. Yeah,

Elizabeth Ledoux: yeah, totally agree. Well, gosh, again, thank you for your time today. And thank you for being here and for being so open and sharing your thoughts and ideas and journey with us. Just appreciate you so much. And congratulations on all the work and all the success. It’s amazing.

Kyle Recchia: Oh, it’s my pleasure. Thanks for having me on. And thank you.

Elizabeth Ledoux: You bet. Thank you for listening to this app. So, the business transition roadmap. If you are listening to this and you find yourself wanting to go deeper into these topics and start the process of putting together your transition strategy, I’d love to offer you a free initial strategy session with my team, where we’ll help you to explore the future transition of your business, head over to to schedule a call. Thank you again for listening, and I’ll see you on the next episode of the Business Transition Roadmap.


The Business Transition Roadmap with Elizabeth Ledoux

How do communities thrive? When businesses experience healthy growth and transition. Join CEO of The Transition Strategists, Elizabeth Ledoux as she and her guests identify what makes a successful business transition roadmap. If you know you want to transition or exit your business “one day”, today is the right day to start planning. This show will give you the roadmap.

If you’ve enjoyed this podcast, you can check out other episodes here: Podcasts – The Transition Strategists
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