Transitioning From the Doer to the Mentor with Dianne Nolin

Episode Description:

In this episode, Elizabeth is joined by Dianne Nolin, a Managing Partner and Private Wealth Advisor at Argent Bridge Advisors. With over 30 years of experience in financial planning, she has a passion for helping others through empowerment and education, and provides comprehensive financial solutions to high-net-worth families and individuals. Tap or click the play button below to listen to: Transitioning From the Doer to the Mentor with Dianne Nolin.

You’ll get to hear about the transition journey that Dianne and Elizabeth have gone through over the last five years of working together, including creating opportunities for others to learn, balancing business relationships, learning to be more intentional, and bringing clarity to the journey by narrowing in on what you’re really trying to build for the future. 

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This episode was produced by Story On Media & Marketing:

Transitioning From the Doer to the Mentor with Dianne Nolin Transcript

[00:00:00] Elizabeth Ledoux: Hi everyone, and welcome back to the Business Transition Roadmap. Um, I am so pleased and happy to be here with Diane Nolan of Argent Bridge Advisors. She has some amazing experience with transitions, both as an advisor in seeing people walk through this, and also experience of her own as the managing partner.

[00:00:26] At Argent Bridge. So Diane, welcome and I’d love for you to tell us a little bit

[00:00:31] Dianne Nolin: about you. . Oh, thank you, Elizabeth. Well, um, as you know, it’s been five years of our working together, so I would say a lot has changed in the last five years. It, my life has been lots of transition, personal in the family with kids off to college, but largely with the business.

[00:00:49] It’s, um, it’s been a wild ride. It’s been a lot of fun, but it. It has. I’ve learned a lot, let me say that. I’ve learned a lot. And yeah, I think client transitions are far more interesting than my own. I think the idea that people are heading into retirement or a new phase in life felt like less work than, than a transit transition for me to the new firm.

[00:01:18] But, uh, I only wish I would’ve done it sooner now, which tells me it was, it was a good decision and with a lot of forethought, I, I think there’s a lot of work that goes into something that looks like a smooth transition. And I think there was a lot of

[00:01:41] Elizabeth Ledoux: work for us. There was a lot of work. It’s, um, yeah, it’s great when on the outside it looks smooth and, um, most of the time that’s because you did a little bit of planning and thought through it and knew what you were going to do and how you were gonna invite people in and all of those different things.

[00:01:58] So, yeah. And you did a great job doing, .

[00:02:01] Dianne Nolin: Thank you. I, I think the whole idea of transitions for me is, it, it’s somewhat unnatural, but really valuable. And that is beginning with the end in mind, be thinking through something. It’s, it, it is so valuable when you have the opportunity to work that way.

[00:02:21] Beginning with the end in mind to me was all it was. So, um, Uh, it brought clarity to what we were trying to build and continues to bring clarity to what we’re trying to build. But that, and not transitions, even learning transitions aren’t just about leaving or ending something, but the, idea of the transition.

[00:02:47] Bringing you to something better.

[00:02:50] Elizabeth Ledoux: Absolutely. So tell us a little bit about the firm and what you’re trying to accomplish, because I know that you’re, you know, transition you, our book, it’s a journey and so being managing partner, you’ve got other partners in the firm and some of the thinking around what you’re trying to accomplish with that.

[00:03:14] Dianne Nolin: Yeah, that’s, uh, that’s a great question. I would say the firm, so the firm, we are four partners, three of which are financial advisors, and one is our, uh, investment manager. And so four partners, two additional advisors, and. Uh, five people on our support team. And so we’ve grown. We, we started on day one four years ago with, um, le you know, just two, three advisors leaving another firm.

[00:03:46] So starting from scratch and building the team from there. I would say, when I think about your question of what’s working, I would say for me, relationships are. , they’re not all the same. Same. But even identifying that the interactions are gonna be different between partners and clients, of course, but the advisors within the team and the support staff.

[00:04:13] Having all of that be, um, the relationships being different. So the firm is growing. We are 11 people we serve. Um, About 300 clients and manage just under a half a billion dollars in the firm. And again, growth has been steady. I would say, as I’m thinking about transitions, some of the things that I would continue to work on, what I think.

[00:04:45] We have work to do is really narrowing down what we’re building. And you’ve asked that question a lot and I think it’s a great clarifier for us, what we’re building. I have that in the back of my mind all the time now, and it, it’s really starting to inform and, uh, some of the new decisions that we’re making.

[00:05:05] That’s

[00:05:05] Elizabeth Ledoux: awesome. Yeah. And, and as you think about, um, your future, I know that we’re, you are thinking about a strategy of how to bring in some of those partners and how to. , make your journey this time in your transition a little bit longer. Right. That from beginning, that’s right. To end a little bit longer.

[00:05:27] Yeah. And with the ability to stay in the business, doing what you love, and also creating opportunity for some of your other partners to step in and learn, which, um, you know, is all good to do that. So tell us a little bit about where you’re headed.

[00:05:45] Dianne Nolin: Yeah, so I, I think that idea of, um, for our partner, having four people, having four partners that haven’t made a lot of decisions earlier in our careers about direction, about what we’re building, it’s, it’s.

[00:06:05] It’s been a challenge, um, not necessarily the collaborating, but it’s been a challenge to say, uh, we, we try so hard to be so many things to so many people, and maybe not just because there’s four of us, but I think our nature, our, our personalities are we wanna please everybody. We’d love to help everybody.

[00:06:25] So, Some of this work that we’re doing now is learning to say no and even to be able to be really crystal clear about who we wanna serve and how we’re going to do that. Um, that’s something that’s taken a few years at the very beginning. We wanted to accept everyone, our existing clientele that we were able to work with and, and clients that they then wanted to introduce to the new firm.

[00:06:51] And yes, yes, yes, we were saying yes to everything. And in the end, not, not every one of these relationships are. Um, ideal for the firm. And so we’re really trying very hard to be more intentional. I think each partner has something unique to offer. I don’t know that we got to stretch our partner muscles very much in the old organization.

[00:07:15] I think we are working really hard to support each other with, um, being open to. Each person’s strengths, being open to each person contributing something, even if we might wanna do it differently, we acknowledge that. Um, , uh, there’s more than one way to handle a situation to, we’ve, we’ve tried to really lean into everybody’s strengths and rely on, um, partners who are great with culture to manage culture.

[00:07:47] A partner that’s great with the finances, to manage the finances. We’re not all trying to do a little bit of everything at this point. .

[00:07:53] Elizabeth Ledoux: That’s awesome. That’s awesome. Yeah. So Diane, um, your firm was founded because you came off of another, I mean, you came out of another firm. Um, obviously you’ve been doing this a long time and are very good at it.

[00:08:10] So, um, what. , when, what lessons did you bring forward into this firm that actually helped you to create those relationships and actually helped you to have this partnership that is truly very different than what you had in the last, what, what lessons did you bring forward?

[00:08:29] Dianne Nolin: Yeah, that’s, that’s a sometimes too, that’s a great question.

[00:08:32] I would say lessons. I, I would think we’re. Uh, we, we’ve gone to extremes to do things differently, almost to our detriment because sometimes, uh, I, I know that we’ve discussed it, that it’s okay to not agree or it’s okay to, um, To push for things that you think are really I important towards what we’re building, but we’re so afraid of stepping on toes because we, we really had a more, uh, not to be dramatic, but somewhat of a draconian environment that we were trying to steer ourselves away from and do everything exactly the opposite.

[00:09:11] Well, that’s not practical because there are just some sound principles in any business that you. Deploy and we were reluctant to, um, to step on ch toes to, to lead in some cases because we felt like there was little opportunity to speak our minds. So we, the very first thing we did was read the book, radical Candor, because we knew we all had to learn to.

[00:09:41] because there is a high care factor for each other and certainly for building a really sound business, we had to learn to get candid with each other. We had to learn to speak up. So there were definitely, I think lessons learned really came after the fact, maybe by what not to do, even more than, okay, we’re gonna take this with us.

[00:09:59] This worked. We, we all know how to work with clients and um, and do our part when it comes to working on the business, it. Different for us. We weren’t necessarily all sure about how to be. Um, profitable. How to, we, we weren’t like we would do things that on paper looked like a great idea and frankly, it’s, it was your questions about what’s working and what’s not working that really forces you.

[00:10:28] to be a better decision maker because we might employ something and think on paper, this is gonna be great. This is going to, and like search engine optimization. We spent two years in a lot of money trying to get people to our website, but our clients come to us by way of referral from other clients.

[00:10:45] Yeah. So why are we trying so hard to optimize? Uh, our, our website traffic, it wasn’t, it wasn’t ideal. So that idea of what’s working and what’s not working has, has really, in some cases stopped us in our tracks, but mostly helped us become better business owners, better partners to each other, and, and that idea of.

[00:11:08] Understanding it’s okay to have differences and, and speak to those without hurting someone’s feelings that it’s about the business.

[00:11:20] Elizabeth Ledoux: Yep, yep. And those business relationships, they take a little time to really, to really solidify and really get together. Once you have it, you’re, you’re in sync, so that’s wonderful.

[00:11:32] Yeah. And so as you go, as you head forward, , you’ve got kind of a vision in mind of what your future looks like and what are some of the things that you’re currently trying to do to set the firm up and also set you up for transition in the future? What’s that vision look like?

[00:11:55] Dianne Nolin: Yeah. Uh, we, we have spent a lot of time this past year.

[00:12:00] Distilling all of these ideas into a vision , because that even the idea that, uh, and, and goals or objectives are not the vision we, we’ve learned so much, uh, from you, Elizabeth, about what it means to, to build it for or create a vision of what you want the firm to be and then work your way backwards again.

[00:12:22] So this idea of, um, communicating our value creation. Then distilling who it is we wanna work with and how, what are we gonna do and how are we gonna treat the people that maybe aren’t the best fit for the firm. All of these projects now become a part of getting us closer to the vision. It feels like we have work to do.

[00:12:47] It’s not just a vision. And when I originally heard about creating a vision, I thought, oh, that’s just pie in the sky. We, we can all say we’d love to have billions of dollars that we manage and, and millions of dollars that we make and whatnot, but it’s, it’s truly the more, the closer we got to what we wanted the vision to be, the better I understood that you have to have it in order to create, to do the work, to, to build the.

[00:13:20] processes, procedures, um, um, who you’re gonna work with and why. Uh, our value creation, understanding that and communicating it better. All our messaging, all of our branding, it, it all ties to the vision.

[00:13:37] Elizabeth Ledoux: Absolutely. And then the other thing that I think is interesting is that also ties to. Um, it ties to how you want to spend your time in your life, and it also ties to the legacy that you want to leave because at some point in time, um, , uh, at some point in time.

[00:13:58] The idea since it’s a journey, is you’ll be on this road and all your partners will be going together with you, and then you’ll start to slow down a little bit, maybe not do as much, so they learn to do more. And ultimately there’s a transfer of the tasks that are important, like. managing finances, um, business development.

[00:14:21] Um, you can go down the list, but all of those tasks are no longer, um, primarily overseen by you. Right? They’re done and overseen by your other partners. And so then as you move forward, Sooner or later, I think of it kind of like a highway. Um, you will go on the off ramp someday and Yep. And then you’ll leave this legacy behind.

[00:14:47] So some of it’s about living your life today and enjoying it. Some of it is though, about this journey and how you’re transitioning to your other partners and then also, At some point in time, whether it’s five years or 10 years or 15, um, that you say, see you later. I left this legacy. All the clients are happy and taken care of.

[00:15:08] Um, people still have their jobs. Partners are still taking home good money and, um, They might even have a transition plan started and in place by then. So yeah. So agree

[00:15:20] Dianne Nolin: that back to beginning with the end in mind. I mean, that that is, that’s a, a vision on top of a vision. a vision for the firm and my own, and, uh, I, I absolutely embrace that.

[00:15:32] Yeah.

[00:15:33] Elizabeth Ledoux: So if you had, um, a magic wand and could work and li and do what, do this for as long as you wanted to. How long do you think that you want to be in this firm, this ballpark?

[00:15:48] Dianne Nolin: I used to think about the off-ramp and the timeline for the off-ramp, and I, I, I feel like somewhere along the way I heard you say it, does it, it comes in different forms.

[00:15:57] Like it’s not just one day you’re working in one day. You’re not, instead, I, I could definitely see five years from now, it’s fewer clients that I work with and more, um, more working with the advisors that are working with clients. Potentially f five years from that. Th that might be the true offering, maybe 10 years max.

[00:16:19] And, and sort of what I promised to the partners too, that I would be around the firm would develop and, and. , everyone would feel really confident in their roles and the client relationships. So we’re we, we spend a lot of time introducing the depth of the team and each of the team members so that clients have a confidence level, that it’s not just one person that they have the relationship with, it’s the firm.

[00:16:45] And so I’m spending a lot of time on that. I’ll spend more time on that I think in the next five years. And the client relationships that are really rewarding to. That will be the last thing to go for me. I will work with those clients for as long as they’ll have me and as long as they appreciate the relationship the way I do.

[00:17:02] Yeah. And they’re really valuable to the firm. So for as long as that’s helpful to the firm as well, I think it looks a little different than, you know, one day I’m just done. I just think I’ll work with fewer and fewer of our clients that are both, I really value the relationships and they’re valuable to the firm.

[00:17:19] Elizabeth Ledoux: Right, right. And then, Yeah. Then also part of it is the transition of the job and sometimes, sometimes owners get these things, they blend them together as one, but there’s the job transition, which, right. You know what I’m doing. There also is the equity transition. So, um, great shareholder agreements set up so that they’re, you know, you know what’s gonna happen and you’ve got some amazing partners that you’re nurturing and mentoring to grow and develop and potentially maybe buy you out someday.

[00:17:55] We don’t know. But um, yeah, something along those lines.

[00:17:58] Dianne Nolin: Absolutely. If all goes well, that’s, that’s the way that we’d like to see that go. I, I really. Uh, I feel like I work with some of the smartest people I’ve ever met. Clever, smart, creative, and I’m thinking, um, I, I hope that speaks to maybe who I’m able to attract around me, but I think it’s more, more to do with the fact that we, we all want to do.

[00:18:25] The right, not just the right thing by clients, but we, we, we really wanna, we have this approach where we plan with abundance. We, we never like to scare people. They’re gonna run out of money, they’ve gotta tighten their budgets. It’s, it’s not the approach we take, it’s more like, maybe you could work a few more years, earn a little bit more.

[00:18:42] It’s not about spending less. And so the, they. E everyone on the team seems to share that sentiment of abundance, and I think that’s part of what’s making the possibility of a transition and the eventual buyout a a reality. Yeah, because we’re, we’re coming from the same place. .

[00:19:02] Elizabeth Ledoux: Yeah. And it’s fun to have, I think it’s fun to have kind of a plan a plan B, because plan B typically is sell to a third party and that, you know, that’s available for people to go out and just put the business on the market.

[00:19:14] Um, you all can also can shut it down and hopefully that’s not the plan B, right? Because then people lose jobs. And that’s one of my big passions is I want. To go forward. Well, and it’s not just the community inside of the business where, you know, you’ve got all the jobs and things like that and the clients and the vendors, um, everybody who relies on that business for its interaction, but it’s also the external because there’s a lot of philanthropy that goes on and a lot of fun things that happen with regard to that.

[00:19:46] So, um, so shutting down a business is not my favorite. Um, I think it’s kind of a lose lose everywhere. Internal transaction to partners or people, you know, I think that can be a win-win and everybody can grow and, and develop and, you know, continue to grow and leave that legacy. And there’s also the third party, which can also be a win-win depending on how that gets negotiated and what happens.

[00:20:12] But, um, you’ve got that in your path and you’re thinking about that. So I think that that’s great. I,

[00:20:19] Dianne Nolin: I think the, the, the idea of the transition to partners feels more like leaving a legacy than a sale to a stranger too. I think it’s more aligned with what I’d love to see in the future. And that is that it, this, this business that I’ve worked out for so many years, but this particular firm that is.

[00:20:41] That is our baby, our collective baby. That, that this is, uh, the legacy for my profession. Yeah.

[00:20:50] Elizabeth Ledoux: Yeah. Which is awesome. So, um, curious what, as you navigate forward and you think about, about this transition that you’re, um, You, you’re starting now for 10 years from now, which I think is incredible. Um, what are some of the new skills that you’re learning right now to move that forward, right?

[00:21:15] And to help your partners grow? What are some of the skills that you’re learning?

[00:21:19] Dianne Nolin: I, I feel like intentional. Growth, intentional growth is, is something I’m learning. Like I said, it’s very easy to share with, um, a, a potential client, what we do, how we do it, and yes, we, we can help you. We can help everyone.

[00:21:40] It’s more to say, . Um, it, it, it’s more challenging, but also frankly, more interesting to me, but, but more intentional to say, you’re not ready for us yet. I think you even taught me that language. You’re not ready for us yet more. That we are there for the high stakes decisions, for the things where we can really flex our creativity when it comes to planning and, and.

[00:22:08] the, the needs of clients that are going through some of their own transitions. It’s far more interesting. I, I think being able to say no is something I’m learning. I think being intentional about the growth is something I’m learning. Um, really understanding that interactions between me and. The team, me and partners versus me and the advisors, that, that it’s all different, but I’m learning how to treat each relationship, uh, within the team, uh, differently.

[00:22:42] What I share with partners or the decision making, it doesn’t require. , it doesn’t require consensus as often as it felt like it needed to at the beginning. I’m just much more confident about this person can go make a decision and we don’t all have to be a part of that or this, these two people can go off and develop the marketing calendar, et cetera, et cetera.

[00:23:04] It feels like offloading a lot of the things that you felt you needed to be a part of is also something I’m, I’m learning and, and it’s freeing up time to do the things I really want to do and how I wanna spend my time.

[00:23:16] Elizabeth Ledoux: Yeah. That’s amazing. Yeah. A little bit of letting go, right? Letting go and a little bit of mentoring versus doing.

[00:23:25] Yes, yes. Yeah. Moving into more of that mentor role in, um, I think as entrepreneurs, especially when you’re building something and getting it off the ground, um, you are the doer. , you’re definitely the doer, the doer leader, um, as you move into more of the growth of the company and also teaching others, and which is a part of the transition, right?

[00:23:47] Transition in the job. Um, ultimately to get you out of the, the critical roles because if you’re in the critical roles and something happens to you, the business doesn’t do well if, or you decide to leave abruptly if you’re. . If you’re in a role where you’re enjoying but you’re not in those critical roles, somebody else can do those, then it’s a lot easier on the firm, and the transition is much, much smoother.

[00:24:15] It’s much more intentional. So yeah, moving from the doer to that mentor teacher sometimes is kind of tough. It’s kind of a hard

[00:24:22] Dianne Nolin: to do. Yeah. Absolutely. Or you, or I feel, I felt like at times, oh, I’m giving this responsibility to somebody else because I don’t want it, or, but instead they’d just be better at it.

[00:24:35] But, so it feels like, you know, it’s not in my nature to not work hard, so it feels like giving something up means I’m working less hard and now they have to work harder because I’ve passed the, the ball over to them. That’s not necessarily the case. They might. Better or faster, smarter, some kind of way that it, it just, it’s, they have the skillset that’s needed for that particular thing.

[00:25:00] Something else I’m learning. I don’t have to do all of that.

[00:25:03] Elizabeth Ledoux: Absolutely. And that, that thinking of, um, kind of in a way, you know, giving them more and giving ’em more pressure and more to do, being a partner actually is additional work. There’s additional work that has to be done. And one thing that’s interesting is if you.

[00:25:21] if you don’t give them the task or the work to do and to learn, even if it is kind of in their wheelhouse, um, it may not be perfect for them. But if you don’t do it, they don’t ever learn how to do it. They, you don’t ever provide them the opportunity to be able to grow into it. And you keep yourself in a way, if you’re the one transitioning, you keep yourself stuck because we hold on to the most important things like cash.

[00:25:48] For instance, finance is one of the last things that gets handed off to someone. Um, especially if you’re still in the business, people will hold onto that as leaders, right? So yeah, the idea of, um, giving them the opportunity and I was reading the other day, um, a book and basically we know this, but we all learn through our struggles.

[00:26:12] We all learn through our struggles. We learn more through our struggles than we do smooth sailing. And so, and you also gain more confidence and you gain more clarity and you just grow as an individual. So I, I know it’s hard to give up things, and sometimes it’s really hard to put something on somebody else’s plate that’s important, knowing that it might not be right in their wheelhouse.

[00:26:37] But it’s really important to the business and somebody’s gotta do it. That’s, that can be tough, but it’s the way to give them, provide them opportunity for that growth. Agree. Yeah.

[00:26:49] Dianne Nolin: Yeah. Learning that,

[00:26:51] Elizabeth Ledoux: yes, learning that and be able, being able to do that. I was thinking of new skills, so learning that you don’t have to do it yourself.

[00:26:59] Learning that it’s okay to put somebody something else on somebody’s plate that they will struggle with. Because they’re, they’ve got a bigger learning curve, and then moving into from the doer to the mentor side, where you’re there for them, you’re right next to them, you’re helping them with things as they come across them.

[00:27:21] You’re encouraging them and you’re actually making it easier for them because the transfer of knowledge is there versus them maybe having to do it like you did, learn it on your own. Yeah, yeah,

[00:27:34] Dianne Nolin: yeah. Right. Or, or learning by what not to do or how not to handle something instead of Yeah. I, you know, it’s interesting.

[00:27:43] We have a number of strong personalities on the team, which I love. I like that people speak up and, and share their thoughts, and no one hesitates to, uh, contribute. But that also as there are as, as for myself, When you mentioned mentoring, I sometimes wonder if w my mentoring style is intentional enough.

[00:28:07] So I, I, I’m learning that as well. Like how to really say, um, I’m, I’m gonna take this minute and let’s discuss this, or, um, here’s how I’d approach it, but I wanna know why you wanna do it this other way, or, or, , what am I missing? Like versus just, just do this or just give it back to me. I’ll do it myself.

[00:28:29] I’m, I’m really learning, uh, how to broaden the conversation to one where, again, and, and I’m learning too, and the, and in fact there might be very effective ways to do it that I don’t know. And so my mentoring, I’m, I’m learning that sometimes that mentally mentoring doesn’t feel. Uh, I, I, I wanna get more, and that’s more for me to do in terms of the transition is, is get, be really intentional.

[00:28:56] My, my, the bigger we get, my, my concern is that we’re gonna lose the vision or we’re going to, um, dis dilute the brand in some way. And the, the bigger we get because more strong personalities, more ideas, more, more distractions. I’d like to really. Stretch my mentoring muscles to the degree we keep a cohesive.

[00:29:23] Yeah.

[00:29:23] Elizabeth Ledoux: Yeah, I so understand that. And as you, you know, the more control you have, the more you can keep that on track. The more you let go, the more it becomes their next vision. And that can be a little frightening because, um, it, it becomes your legacy that then, um, your vision and, you know, you collectively bring other people in to do that, but you’re kind of, that, you’re that visionary driver.

[00:29:51] And then as you. It go, um, It’s interesting because you don’t control what they do and you want that to thrive forward and the business has to morph to meet all of the outside needs of what’s going on in the world. Right? Um, yeah. So letting go. Also, lack of control and will they take it forward and continue to have that brand.

[00:30:14] And you can do that through teaching and, um, alignment and communication and all of the things that. Mentoring and leadership does. So I see that those skills, those are, those are things you’re doing. And I, I also love the concept of you learning too. Um, that’s right. It’s so much fun to continue to expand and grow and, um, I just so enjoy what, while seeing and watching leaders.

[00:30:43] Help others to come in and, and again, understand what it takes to run a business, what it takes to hold a brand in place, what it takes to make sure that the business is healthy and well, and. Even what it takes to keep your people and all of the different things. Those are all kind of some soft skills that get transitioned in a long transition.

[00:31:09] So yeah, just what it means to be able to do that. And, um, you are so talented, Diane. Um, I’ve just really enjoyed everything that you’ve done for this firm in building it and um, yeah, your creativity.

[00:31:23] Dianne Nolin: Well, as you know, I’ve had a lot of help and a lot of great coaching, so thank you.

[00:31:27] Elizabeth Ledoux: Thank you. So, um, I appreciate that.

[00:31:31] And anyway, um, I think we’re at our time and so I’d like to ask you one last question. If you were going to leave one thing with our listeners. as to what to keep in mind when they are thinking about a transition, whether they’re in the midst of it or just kind of pondering it. Um, what would be the one thing that you’d want them to remember?

[00:31:56] Oh,

[00:31:56] Dianne Nolin: wow. That’s a great one. Um,

[00:32:03] I would say be open to. Coaching, uh, believe that it, you’re capable, um, that risks do pay off. Um, understand your value and, you know, begin with the end in mind.

[00:32:29] Elizabeth Ledoux: That’s fabulous. That’s fabulous. Diane, thank you so much for joining us and me today.

[00:32:35] Dianne Nolin: Thanks.

[00:32:36] Elizabeth Ledoux: It’s such a pleasure. Oh, well thank you. Appreciate it.

[00:32:39] I just enjoy you so much. So.

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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