From 50 to 150 Members: How Tim Concannon Tripled His Revenue

[00:00:00] Welcome to the Business of Unicorns podcast, where we help gym and studio owners create a business and a life they love. I’m your host, Michael Keeler. Join me and the Business of Unicorns team each week for actionable advice, expert insights, and the inside scoop on what it really takes to level up your gym.

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Hello, my friend. I have an exciting announcement for you. This coming September 11th and September 12th, it’s a Friday and Saturday, we’re hosting our Business Unicorns Retreat in Seattle. I’m so excited. I would love to see you there. The theme this year is people systems, because here’s the truth: your business doesn’t grow past you as the owner [00:01:00] until your people can run it without you.

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So come hang out with us in Seattle this September. Head to the link below in the show notes to grab your seat, and come build something that lasts. Hope to see you there. Hello, fitness business nerds. What’s up? Welcome to another episode of the Business Unicorns podcast. [00:02:00] I’m super stoked for today’s conversation.

I’ve been looking forward to this. We’re recording on a Monday, and all weekend I’ve been excited about recording this podcast. Back on the podcast for a second time is the co-founder, alongside his wife Jen, who’s also been on the podcast, of Nothing Stronger, gym in Massachusetts. It’s a Business Unicorns coach, Unicorn Society member, Mr.

Tim Concannon. Welcome back to the podcast. Thanks for having me, Michael. It’s good to be back. Oh my gosh, what a pleasure. Any time I get to spend with you, Mr. Tim, is just a real treat. And so thanks for being on the podcast now for a second time. How’s life? How are you? Life is good. Life is busy. Jen and I are doing our thing with three young kids under five.

We’ve got the gym, sports medicine. Wow. We just hired our second full-time coach. We have a part-time coach and a part-time admin. So the team is growing, the gym is growing. We have decisions that need to be made, but it’s all exciting things to happen. Wow. You’re, y’all are firing on all cylinders, so that’s exciting.

And that’s part of why we wanted to have you back on the podcast, ’cause you’ve just had so much great growth. I’m gonna actually kick off this podcast just by reading some [00:03:00] of the stats like you told me about how your gym has been doing. So you increased your monthly revenue on average about $35,000 per month since joining Unicorn Society.

Your profit has more than doubled. Your year-over-year revenue has tripled, and you’ve increased your members, active monthly members, from 50 members to 150 members. That’s insane. I think any listener listening to those stats is gonna be like Damn, how do I get some of what Tim has? And so maybe just big picture, just walk me through for people who maybe didn’t hear you on the first podcast, how did you and Jen start Nothing Stronger?

And just talk a little bit about what it’s been like to ride the wave of that growth. Yeah, sure. So our backstory is definitely unique. I have always wanted to own a gym since I was 14. I cannot tell you how many locations I looked at- Mm-hmm … when I was working for a local health club, and I couldn’t afford one, or one was too far, or I had the lease in my hand and the building got sold.

There was just so many signs that were like, “All right, now is [00:04:00] not the time. Keep learning, keep trying, keep working harder.” And COVID happened and I got let go I don’t do well sitting on my hands like most gym owners. So I said, “I need to do something.” A year before that, I had built a gym for one of my members in her basement.

She said, “Why don’t you come down and see if you can train people in my basement while you’re unemployed so you can stay busy?” And I said, “It’s so funny you said that. I was gonna tell you the exact same thing.” So off I go. It was May… It was March 18th, I think the day after, and I got five members to come down, and I went home to my wife and I said, “Jen, I think I can make this happen while I’m not working.

I really wanna give this a shot.” And Jen replied back, “Good, ’cause I’m pregnant.” Whoa. And I was like, I was like, “All right.” So that was like the moment where I was like, “All right, you gotta commit to this,” ’cause when life gets back to normal, like you can’t be working 5:00 AM to 9:00 [00:05:00] PM at the health club like you’ve been doing.

So I just kept going at it. It was 200 square feet. Members will pull into her driveway, walk down bulkhead stairs- Uh-huh … into an unfinished basement, and then a beautiful 200 square foot gym. I just kept growing it and growing it, all texting, all word-of-mouth. Yep. And I eventually was outgrowing that space, so I said, “I gotta go look for a space.”

The numbers still weren’t adding up, but I was like, “Hey, I’ll take the hit for a little bit. If I have more space, I’ll get more members.” And the couple that lived there was like, “We’re not comfortable with that. We’re gonna knock down this wall and make it 400 square feet.” Wow. So in someone else’s- Just remodeling their basement for you

bas- I love it. Yes. Yes. So they took down the wall. We put in a bigger strip of turf, a sled, a bike, more dumbbells, another squat rack, and I was able to get 70 members down in that basement. I pretty much lived in her house for two and a half years. Wow. I ate there, I showered there, everything. I slept there sometimes.

I just, I kept staying there, and people kept showing up. Jen got pregnant a second [00:06:00] time, and with a second kid and her growing sports medicine practice, she was like, “Get your act together. I can’t be bringing people down our basement stairs. I’m a doctor.” “Do something about this.” So that’s when we moved our location the same week that our second child was born.

We have 1,500 square feet, a sports medicine clinic in the back, which is all one-on-one cash-based rehabilitation services that Jen does. She’s a doctor of athletic training, so she handles everything in that room. And then we have 1,000 square feet where we train 150 members, two full-time coaches, a part-time coach, all small group personal training, and a little bit of one-on-one between the hours of 11:00 and 1:00.

Amazing. Listen, I already knew that story, and it’s still so fun to hear again. Right? What a great story. It’s exactly when we talk about how entrepreneurship often requires just like a real hustle, a real scrappiness, a real just make it happen attitude. You and Jen really have it, I mean. And also, kudos to your friends with the basement.

I mean, without them- Yeah … who knows where you’d be. That’s amazing. Good for you. [00:07:00] Let’s dive into a few lessons you’ve learned along the way. In some of our pr- prep for today’s episode, one of the things you had mentioned was that you really thought you had systems down early on when you were running the gym, and I think you probably, to get to 70 members in a basement, you probably had great systems in place- Yeah

to be able to scale even to that size. But once you realized, once you started scaling with a team, your approach to building systems had to change. So walk me back to before joining BFU. Walk me back to the early systems you developed and how you realized they weren’t gonna be enough when you started building a team.

Yeah. So the systems worked really well for me. Yeah. And that’s how I put it. Everything was running through texting, Excel sheets, and Google Docs. But it worked. It worked for me. I got to 70 members. We were very profitable. We didn’t have rent. It was, the insurance was low. There wasn’t a ton of fixed expenses.

So financially, I’m looking at my business, I’m like, “I’m crushing it. This is great.” But when I really started thinking about I [00:08:00] can’t keep working 50 hours a week, I can’t give someone a Google sheet or a Google Doc, or they can’t have my phone all day to text members to see if they’re coming in. Yep. And that was the biggest pain point in my business, is that everything ran through me.

And the thing is, Michael, that I was very well aware of what I was doing. Mm-hmm. And I’ve talked to gym owners, and I- I’ve been friends with gym owners for years, and when they would tell stories of everything was running through me, and I had to delegate, and I had to create these systems, I knew I was gonna be that guy who was gonna do everything.

I was very well aware of in the basement, everything is going through me. The pivot of how to create those systems and get things in place to allow a team to elevate themself, that was crucial, and that’s where BFU came in, where I started making more of the Loom videos. I started documenting the SOPs. I started writing everything down.

I started organizing checklists, just simplifying the process of what didn’t need to happen in this business and what I need to do and what someone else could do. [00:09:00] Yeah. That’s huge. What a, what an amazing transition you made. A lot of people really struggle with that transition. Now, as a Business Unicorns coach helping other gym owners, it’s really tough to…

Because that transition is a kind of a strategic one in one way, right? Strategically having to reorient all the systems in your business to be for other people. But it’s also a little bit of a identity shift, right? To be the guy who does it all, who everyone connects with, and all decisions pass through you.

There’s a lot of letting go that needs to happen to be able to hand that off to other people. So as you’ve, as you handed that off, what did you learn about yourself and your team through that process? That’s a great question. I learned that I didn’t need to do it all- Mm-hmm … number one. But what you just said, the identity shift, I clearly remember thinking that this is me becoming a different person.

Yeah. And just being in the moment of, it’s okay if things don’t go right. And once you have that hire- You have to have that person’s back more than any other member that’s been in your [00:10:00] gym for as long as they have. So if my member that’s been with me for 10 years came up to me and said, “I don’t like this guy,” it had to be a decision with that person, a conversation with that member being like, “What don’t you like about him?

How can he get better? What else can he do?” Because it can’t be like, “Oh, yeah, now he’s gone. Sure, and now your member is now the inmates run the asylum.” Yeah. So for me, when I made that full-time hire, I was posting on social media. I would record podcasts with him. I would give testimonies that had his name on it, and I would just make sure that he understood exactly, like, how the nothing’s wrong game was being played so he can be successful.

So for me, that was a game of making sure I constantly elevated him so people could see him as a worthy leader to lead the sessions and help them get the results. Yeah. And that’s so smart, Tim, right? I always– We always tell our Unicorn Society members when they start to go through the same transition, you really have to elevate your team, right?

Yeah. Their profile, and let members hear you talk, saying great things about them, right? You have to literally lift them up so that your members really embrace [00:11:00] them in the way that they have embraced you. You did that so well. One more question about systems before we cover a few other things. For all of our listeners who are maybe in that position you were a few years ago- Yeah

where you had systems for you that worked for you, but really need to pivot to having those systems really work for their team members, w- what is that– what’s your recommendation? Where do they start? What’s the approach? How would you describe the approach? The approach that helped me and my experience share is that nothing is ever permanent.

We’re gym owners. We are not running restaurants. We are not big construction companies. We don’t have a ton of inventory and unforeseen expenses coming down the pike. It’s really once you get the game up to a certain fixed amount of expenses, like you should be going, the rest is profit. So to be in that position where you’re delegating, where you’re letting go, just know nothing is permanent.

Give it a try. Mm-hmm. See what happens. We can always go back and fix it and have conversations and make sure things get right. But for me It was okay letting admin [00:12:00] go because I knew it had to get done, but this person could do a better job if she spends more time doing it. As far as coaching or letting go of a head coach position, for me, I could always oversee what was happening.

There was always a conversation before, during, and after you made a decision, but nothing is ever permanent. You can always go back, have coaching conversations, and fix whatever problem ’cause you’ve been there before, but now it’s your job to help someone else get there and beyond. Yeah. I think that’s really well said, Tim.

I think so many gym owners think they’re gonna… When they’re by themselves, maybe this is possible, that you just pick a way of doing something and that’s your way. But once you have the complexity of lots more clients and a team, then you have to be willing to iterate and put your scient- scientist hat on and try something, test it, see if it works, right?

Make some tweaks, and that’s often a never-ending process when you’re building a business. I would tell you- And so leaning into that is, is a strength of yours, it seems I would tell you that two of the biggest things that [00:13:00] I’ve delegated is my admin work. That was absolutely my weakest skill. Yeah. And our admin has taken that position and has made it so much better.

Mm. With our reporting, with our frameworks, with everything we do is better admin. Even with our client management, she does that too, our client experience. She’s just ahead of it because I didn’t have the time to strategically think about the best way to do it. I thought I was doing- Yeah … the best way.

Sure. But now this is her role and her responsibility, her job, and it’s so much better. Same with our athlete program It was, I was training athletes like I always have, and it was working. It was… When they were coming in, they were getting results. When I delegated that program, and now for 10 hours of his week, he’s thinking about the best way to get this- Yeah

the best way to train. Who do I have to talk to? What gyms do I have to go to visit that, that how are the best doing it? And I wasn’t doing that stuff, but I was doing it what I thought was the best way. Yeah. And both those, the athlete program and admin, have skyrocketed because I [00:14:00] stepped back and let someone else take control.

Yeah. Fantastic. Yeah, I love that so much. Speaking of letting other people take control, you wanna tell people about this past April? What happened this past April that is so indicative of all the things we’ve been talking about? Yeah, April was, April was our month, Jen and my month, to really see if we had a sticky business.

We decided that the first weeks of A- first week of April, we were taking our family, her mom and my dad, to Ireland for a week. Wow. A full week, Wednesday to Wednesday, off the grid, right? Yeah. So no Slack, no email. They could WhatsApp me if something like needed to be, like, answered or done. I didn’t hear a single WhatsApp message.

We were in Ireland for a full week. My full-time coach completely ran the show, opened the gym, closed the gym. My part-time coach came in, did her role, and she’s been an incredible addition to the gym. Wow. I didn’t hear anything from any members. Our admin ran all the backend work, and it was so smooth. It was almost too smooth.

It was like- … okay, I’m not, I’m not sure anybody [00:15:00] needs me anymore. Am I really needed here at all? Yeah. I don’t quite feel the love like I used to. But it was very eye-opening. It was like, all right, we have built an incredible team and a membership that understands, like, how to book, how to cancel, who to talk to- Yeah

if they have an issue with their billing, with their scheduling. Sure. And really none of it is supposed to go through me, and that week, none of it really did go through me. But that was really the stress test- Yeah … of do we have something special here? And we came back home for a week. We talked to the members about Ireland, and a week later we went to the DR for five days.

Okay. To a, a friend’s 40th birthday, and off we went again, and we did the same old thing, and it was pretty much advocation from the vacation with our kids. But, uh, it was great. Parents listening get that, yeah. Yeah. Yeah, it was like we took half the month off in April, and it was incredible. We, we hit our numbers.

We got new members coming in. We… I didn’t have to onboard or make any phone calls or sales calls or… All our marketing was pre-scheduled, so it was really great to step back and see- Can we stress test this and do we [00:16:00] have something here? And we did Yeah. Congratulations, Tim, to you and Jen, right? We talk all the time in Unicorn Society about the three things we help gym owners with: income, impact, and freedom, right?

And the freedom piece is exactly that, right? We often are entrepreneurs and self-employed because we wanna make an impact, we wanna make a living financially, but we also want the freedom and flexibility that comes with being your own boss. And the fact that you all could take l- half a month off and your gym continues to grow, I think is just, so many of our listeners are, like, salivating over that idea, right?

Just like, really just want that, that, that outcome. And so good for you. That’s so exciting. If you had to say what was, like, the one most important thing that unlocked that freedom for you all, what would you say it is? The one most important thing is a great question. I think that before Jen and I delegated and got our people systems going- Yeah

we got our prices right and we got our [00:17:00] personal finance right. Mm-hmm. So for me, I could take bigger chances and understand this is a good time to bring people into the business now because we were so secure with our own personal finance. So it’s almost like stages to business growth, right? We were just building and building.

It was just Jen and I, and we got Profit First down, we got our personal finance down, and once we were secure and all right, we know what our income is gonna be- Mm … as far as payroll goes, or as profit goes, I think it’s safe to say that we can bring someone else into the business now because we were safe.

So what I would tell a gym owner is understand where the money is, when it’s coming in, where it’s going out, and then how much are you keeping? Like- Yeah … make some money. It’s okay to earn some money. It’s okay to put some away in savings. It’s okay to make some investments. You’re gonna feel safer making those delegation decisions when you know the income coming into your home.

Yeah. If that’s, I think that’s so wise. And we talk to Unicorn Society members all the time who have [00:18:00] been making profit in their business, but afraid to take it and put it in their own bank account. And I get it because early on we just were, we’re living a life of scarcity early on, right? Where maybe we don’t have so much profit and everything’s gotta go back into the business to fund growth or to fund the next staff member.

But at some point things can and should level out, right? Yeah. And you should be able to have consistent pay for yourself as an owner. And once we do see that, we see Unicorn Society members renovating houses, buying houses, you know- Yeah … all the things that are the reason why you became an entrep- or part of the reason you became an entrepreneur in the first place is that income.

So yeah, good for you. Speaking of money, let’s maybe stay on this topic for a second ’cause I think one of the big changes that you did made, make, and you mentioned it a second ago, was deciding to raise your rates early on after having not raised them in a while. And we know that can be a tricky thing to do- Right

if your, if your clients are not used to you having your rates go up every year, which I’m sure you do now, but back then they weren’t. And that, so just walk me through that, your decision to make that, that first rate increase a while back. [00:19:00] Yeah. So it was right after May 20s- May 2020 I joined. It was very clear that I wasn’t charging what my worth was, but we were also in the basement at the time.

I think I finally pulled the trigger in May 2023, like a full year after. Yeah. And I would’ve said that we were charging like 30 bucks, 35 bucks a session, 30, 60 times four, so 240, around 260 a month. And in the five foundation f- they go five foundations of Financially Fit gyms from BFU, it was, it was clear that you gotta be around 350.

Yeah. So before I went and got that bigger lease, I just ripped the Band-Aid off, and I just, that’s the number I was gonna pick. So some memberships went up anywhere around like 100, $100 to $150 a month. But I was close with everybody. I, it was in a basement. I just- Wrote letters that be a few template- Mm-hmm

put their name on it, put an envelope, put their name on the envelope, told them exactly what was happening, gave them the envelope of what the new prices were gonna be. I think maybe I had one person leave and there was 70 people down there. Wow. And it w- and it was [00:20:00] so much better because now once I knew after a month later and I was like, “All right, no one’s left.

Now I can go get that bigger spot.” But if I made that bigger financial decision and then I did it, it, it would’ve just been worse. So I got financially set with the metrics of the business first, and then I felt more comfortable going into a bigger unit, a bigger lease. So once again, I think the overall theme was just- Scale yourself before you scale others.

You gotta make sure you’re set so that you have the freedom to help others people get to where they wanna go. Yeah. That’s huge. You’re, and I think the fact that you just ripped the Band-Aid off and got up to the numbers you really know you needed to be at, I think is a, it’s gotta be a huge part of the growth that you’ve seen, right?

Because so many folks do it so incrementally or almost never at all ’cause they’re afraid- Yeah … they’re gonna lose folks. But the reality is is that if you’re reinvesting the business and your clients can see that things are growing and improving, you’re moving from a basement to a, a s- a n- a non-basement space, right?

They can see that adds value, right? And oftentimes [00:21:00] we say when people go through a rate change or even a, what I would call what you did, a big rate correction, that we still see less than 1% of members who leave- Yeah … because of it. Yeah. And then, not that we ever wanna see anyone leave, but that’s worth it, right?

Yes. If your rates go up by 20, 30, 50, 100%, right? That, that leaving, losing a few people is gon- it’s gonna be okay. Right. And so good for you for having the courage to do that. I know it’s not an easy decision, but I’m sure it’s been paid off in many ways. Yes. Yeah. And speaking of, you mentioned of using BFU tools and resources, and I, I’m always hesitant to make this podcast a commercial for B4U, but one of the things that you said I thought was really fascinating in, in your prep for this episode was you talked about B- B4U being like a company who has a l- a lawyer on retainer, and I just really love that, that kind of…

Is that a metaphor? Is that an analogy? I think it’s a metaphor. Yeah. That BFU is like a l- having a lawyer on retainer that you know you have someone to call when things are tough. Maybe. So yeah, ki- can you just unpack that for me? What did you mean by that? Yeah. So for me, I think a lot about [00:22:00] personal finance.

I think a lot about where my money is going. Yeah. So I knew I was gonna commit to BFU before I joined BFU, and what helped me get my head around the financial commitment of it was that, listen, these bigger companies that are out there have lawyers on retainers that when they have a whoopsie daisy- Yeah

they run to these lawyers. I didn’t want any whoopsie daisy, so I knew I needed someone in my back pocket I could call, whether it was, like, Michael, Pete, Ben, Mark. Whatever it was, I had you guys that I could just get on a phone call. I’d get on an office hour. I could go on and schedule a call with you within a few days.

So it was perfect for me because I always had help. No matter what decision I was coming into, you guys knew how to coach me, and you didn’t always tell me exactly what to do, but you knew the right questions to ask that it helped me become a better gym owner and a better leader in, in that moment. So there’s multiple ways that I’ll break it down to people is that one, that, that lawyer retainer has helped me tremendously.

As I’ve thought about it more- It is more like it, like we [00:23:00] don’t need an MBA to run a gym. You just need to know how to run a gym. Sure. So for me, when I was thinking about, “Oh, I’m gonna go into business. I get, I should go get my MBA,” it wa- that wasn’t gonna help me ’cause it’s so broad across- Yeah … what it would’ve taught me.

Whereas BFU was like, “No, this is how you run a gym.” Mm-hmm. So it really did feel like a master’s program in running a gym, so each time I logged on or talked to someone or saw what someone else was going through, it was very specific to the things that I needed to learn. Yeah. That’s great. Yeah. In coaching we call that just-in-time learning, right?

The idea that we don’t need to educate people about everything all the time, always. We need to tell, educate them on the skills or the knowledge they need for the next hill for them to climb, right? And so I’m glad that worked for you, right? I’m glad it worked so much that now you help others do the same, which is amazing.

Yeah. So to close things out, y- I would love to just hear people, have people hear you talk about what’s– how do you think about what’s next for Open, for Nothing Stronger? How do you think about planning for the [00:24:00] future at this point? ‘Cause someone with all the systems in place and the income, the impact, and the freedom you’ve developed, you could really do anything next.

So how do you think about the future? That is a great question, Ed, it- Couldn’t have come at a better time. So currently right now, we’re always gonna go through issues. You just gotta understand what you wanna get out of it, what your three-year vision is, and how you operate, and the best decision for your business.

For us, we have 1,000 square feet. We have 154 members, and we want a bigger location to really level up our athlete development program and serve more people, somewhere around like 220, 250 members. So for us, it’s a husband and wife business. My dog is there, my wife is there, I am there. We currently don’t have the itch to go multi-locations.

Mm-hmm. Or we do wanna go one bigger location. So it’s a unique situation right now where we’re looking at 5,000 square foot locations, but because we’re in a nice part of town, it’s tricky with some parts of town [00:25:00] aren’t as nice. Some roads- Mm-hmm … are really beat up. Some places are run down. And when that person leaves their house to drive to your business, everything along the way is an experience in their business.

Yeah. So it’s not just when they put their hand on your doorknob. It’s if they sit at a red light too long, they’re gonna come in talking about that. If the person was driving too slow in front, they’re gonna come into the gym and talk about that. So we think so much about, and they leave their house and they’re coming to us.

Yeah. Are they gonna drive down a road that is too bumpy? Are they gonna go to a place that they maybe don’t like the way that it looks? So we’re in a really unique situation where we just hired a full-time coach. Mm-hmm. And I know I don’t need two full-time coaches and a part-time coach in my current location.

So currently we’re looking at either a satellite location to eventually bring it to one, or one bigger location. So- Sure … we have those decisions to make this week. We know more on Friday, but it could be multiple locations within the same building that have the leases lined up, so eventually we can go and buy a location in town- Sure

where we can control what it looks like, [00:26:00] what the paving looks like, and how people enter our space. Or we go get a large location if a nice location pops up around town. Yeah. I love hearing you talk about it like that because it’s clear that you and Jen are doing a lot of talking, a lot of looking, a lot of just stress testing your ideas about what’s gonna make sense.

And all too often people think that the only choice is to have multiple locations, and we know that’s just not the case. Yeah. Multiple locations really works for someone who wants that particular kind of hustle, but a lot of gym owners can probably do much better faster by just- Yeah … expanding into one bigger location.

And the complexity of one location over two is, is a giant leap, right? Yeah. It’s big. Uh, and but running one that’s just a little bit bigger with 50, 100, 150 more members, it’s, it’s a, it needs to scale. Some things will change, but it’s not the beast that two, three, four, five locations is. And so it’s great that you all are considering that, ’cause I think that I’ve seen a lot of people make the mistake of mul- opening multiple locations when they really should have just stayed with one bigger one.

In fact, [00:27:00] Mark and I talk about that as maybe being a regret- of Mark Fisher Fitness, of opening our second location because of all the challenges we had with that one. And we wish we would’ve just continued with one really big profitable location. And so good for you. I’m glad, I’m glad our listeners got to hear you think through that because I think many of them are considering the same.

And so final question as we wrap it up here. For folks who want some of the kind of success that you’ve had, the growth that you’ve had in your gym, what’s the one tip you have for them about how to better manage themselves through this growth, this kind of growth and change? Nothing is permanent. Like I said before- Mm-hmm

understand that it’s not all gonna go up in flames. Yeah. You have to stress test the system. You gotta eventually let things go if you wanna continue to elevate yourself, if you wanna make any better impact, if you wanna make more money, if you wanna have more freedom and spend more time with your kids or go on vacation, you, you can’t have it all and your way, too.

So there’s guidelines you put in that your employees, the people [00:28:00] that work for you will understand that, that just like bowling, you can put the bumpers up if you need to, you can take them down if you need to. But stress test the system, know that nothing’s permanent, and change it on the way. Having a business is dynamic by nature.

It’s not every day is gonna be the same, and you gotta roll with that and just continue to elevate yourself and do whatever you can to make sure that you take care of yourself first, you take care of your people, and a rising tide raises all ships. Yeah. Beautifully said. Where can people find you or more about Nothing Stronger online?

How can they follow you and watch your story unfold? Yeah. So you can email me at tim@businessforunicorns.com, or you can follow us on Instagram @nothingstronger. Fantastic. We’ll put those links down below in the show notes, and y’all feel free to reach out to Tim, whether you wanna talk about Nothing Stronger or learn more about his experience in Unicorn Society, reach out.

He’s happy to chat. And thank you so much for being on the podcast again, Tim. Give my best to Jen, and we’ll have you all back again as a duo, which was so fun last time. So thanks for being here, and dear [00:29:00] listeners, have a kick-ass week. I’ll see you on the next one. Bye, Tim. See ya.