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Daniel LeSieur · Calm Under Fire

• Col. John Boggs: Well, good afternoon, everyone. Good day, everyone. Good morning, wherever you are. I'm Colonel John Boggs and I'm the president of Fortitude Consulting. And Fortitude is an executive leadership development and coaching firm. And today we have Daniel Lassure, who has, and Daniel has spent more than two decades building systems that scale from large enterprise environments to early stage ventures. As founder and CEO of Full Sail Product Management Consulting and 17.1 Ventures, he works with founders and leaders to translate vision into disciplined execution. His focus is simple, remove friction, align incentives, and build operating systems that hold up under real growth. So today, we're talking about leadership under pressure. when ideas meet reality and execution becomes everything. Daniel, welcome and thank you very much for being here today. Daniel LeSieur: Thank you so much, John. I'm really excited about this. Been looking forward to it for a couple of months now. Col. John Boggs: Great, great. Hey, Daniel, so do you mind if we just jump right in it? Daniel LeSieur: Absolutely. Col. John Boggs: Okay, Daniel, a lot of leaders have strong vision. When pressure hits, where does execution most often break down? Daniel LeSieur: It's process. know, John, the strategic vision that most CEOs have is incredibly, incredibly valuable, right? Because it solves the problem. The opportunity is, is that vision breaks down by process at every single layer from his direct reports or their direct reports to the next level. And so if your processes aren't strong about sharing that culture and that vision, then you can expect there to be cracks in the dam. Col. John Boggs: Mm-hmm. Mm-hmm. Daniel LeSieur: So everyone has to be tied in. Col. John Boggs: Everyone has to be tied in. Okay. Daniel LeSieur: Yeah, it's gotta be everyone. He can set the vision or he or she can set the vision, but everybody has to believe in it, right? They all have to be able to see the vision. Col. John Boggs: Mm-hmm. Mm-hmm. So this when you're saying see the vision you can't you can't have this vision and keep it to yourself You it's got to be out and no Daniel LeSieur: You lose ownership when that happens and you want every employee in your company to have or your team to Col. John Boggs: Mm-hmm. Daniel LeSieur: have that ownership, right? To feel like their contribution matters. And when it does, you know that they're seeing that vision. Col. John Boggs: Was there a moment in your career where you saw the gap between strategy and execution? Daniel LeSieur: It took me a while. It was probably my... My second or probably my second time into operations at Walmart. So I, my career with Walmart was very unique in the fact that I orbited technology and operations. started out in operations, I developed technology, and then I went back when I got kind of got bored. I know people, it sounds weird that people get bored of technology, but sometimes you just want to go back and just work and see if it works and see if you're making a difference. but probably the second time when I realized, you know, the levels of education and how you teach somebody a new process, the very first time is very stringent, very, very pro. can't say professional is not the right word, but, it's very documented, right? That first, that first person to hear the message. But by the time you get to the third or the fourth layer of education, People don't know why they're doing certain things. And that's when I really saw that strategy break down. I had two young operations area managers come to me and ask me for help in managing their appointment workflows. And I said, sure, give me a couple of weeks. I looked at the data and I asked them, hey, how much time are you spending just dealing with stuff? They're like four or five hours a night. We're constantly distracted. And I'm like, you know that the application that you're using, if you just did this or that, takes care of that four or five hours worth of distraction. And that means that's time spent on the floor with your people. That's time removing their obstacles, helping them get through their shift. Col. John Boggs: Mm-hmm. Daniel LeSieur: so I was really happy that I told them that I fixed it. And they were excited for about two minutes, John, until I told them how I fixed it. And I said, I just opened up more appointment windows for you. And they're like, Col. John Boggs: my. Daniel LeSieur: we didn't want to do more work. And like, it's the exact same amount of work. It's just without the touch. And so because you're not having to take these phone calls or deal with these drivers or scheduling associates, you're now focused on just doing a great job at what you're paid to do. And that is receive freight and manage your people. so once again, it was four generations from the time. I had rolled out that program until the time Col. John Boggs: Mm-hmm. Daniel LeSieur: they had heard the message from me. And so, you know, once again, the vision was clear, Hey, this is a tool that we have, but Col. John Boggs: Mm-hmm. Daniel LeSieur: the process broke down in the middle. Does that make sense? Col. John Boggs: Wow, it makes sense. The process broke down in the middle. Was it because they perceived it was more work? Daniel LeSieur: No, the process broke down because nobody explained the value to them. Nobody shared the vision. And if the vision wasn't to spend more time with your people on the floor, side by side, then they didn't know why they were doing it. They just felt like they wanted to do, they wanted to be there by their people, but they didn't know how. And because they had lost sight of the vision or the goal of that application, which is how do I improve my associate relationships? and my management style by being available. Now they weren't and they were frustrated by that. But no one had shared with them that vision, Col. John Boggs: So who's sharing the vision? Who should be ideally sharing that vision, Daniel? Daniel LeSieur: It should be top down, right? Whoever is the person that sets the strategy or the vision, could be the company or the team. You've worked in, we both worked in very large organizations Col. John Boggs: we have. Daniel LeSieur: with very specific missions where everybody has to do their part. And it's up to those people to share that vision on how doing their part matters to the whole organization. Right? And so, you know, there's a... I will say there's an idea or philosophy I kind of live by and that was, you know, how do you avoid third party management and meaning, well, your boss wants you to do this. Well, I want you to do this because I believe in the vision. So I never threw, I did my very best early on was a little bit harder, more difficult because of the peer group and things that happened. But later in life, once you see the results of sharing that vision and the ownership, yeah, third party management goes away. And I want them to believe in doing, setting this direction and doing these tasks because it matters to the overall vision and plan. So I want it to come from me. I want it to come from my heart and to let for them to know, Hey, look, this is, this is how we contribute. We follow this vision. do this next step. We went together. We succeed. We help our customers. We help each other. help the next shift. And so, You know, certainly nowadays it's changed a little bit in entrepreneurship and with smaller startups than it certainly did in large enterprises, but the value is the same. You know, there might be, there might be a little bit closer to the CEO or the C-suite operators, but the contribution and the value matters just as much. So passing Col. John Boggs: So. Daniel LeSieur: along that vision is really crucial, right? That ownership has to happen at every level. Col. John Boggs: That's crucial. Yeah. my. So when you're, when you're Building an organization so it can scale, so it doesn't collapse under pressure. Are you starting with the vision? Daniel LeSieur: Absolutely. Col. John Boggs: Okay. What else is involved with helping an organization scale? Daniel LeSieur: It really comes down to three pieces. We've talked about the vision. The next is the mission. And that's the, that's the attack of the problem, right? So our mission is this, we're going to solve this problem. Vision is a world without hunger, maybe. And here's how we're going to do it. We're going to teach everyone how to farm or grow or whatever the mission is. And then you create the strategy. Okay, well, we're going to need. someone to help us manufacture seeds, we're gonna need someone to help plant and someone to help water and garden and tend. And so mission, vision and strategy are all equal parts of that triangle, The vision may be at the top of the pyramid of the triangle, but then they are complemented by the mission and strategy on the base, right? So you've got to know what the mission is and you got to know what you're doing. to help fulfill that dream. that vision. Col. John Boggs: You're focused on, Where does the system come in? What system a person is working with? Does that matter? How they do what they do? Daniel LeSieur: No, every company is different. There's a million systems and we've got incredibly talented people all over the world coming up with new ways to do the exact same things we've always done it. But they're all taking it from their own point of view. So the strategy can change based on whatever tools you have available, whatever financial resources you might have, or whatever creativity you're leveraging within your own team and dynamic. But as far as the mission and the vision go, Those have to be aligned. And when they're not, you're not, you're not, I don't hope you don't mind my analogies, John, but you know, you're all not rowing the Col. John Boggs: No, no, please, that's great. Daniel LeSieur: same, but you know, you're all not rowing in the same direction. If the mission and vision is off, you know, some people may have a different type of paddle based on where they sit, but, that's the, that's the strategy who's using what paddle, but direction is set by the vision and the mission. And so those have to be together. Col. John Boggs: Have you come into organizations where they weren't? How did you get them together is really the question. Daniel LeSieur: So it's crazy. In startups and entrepreneurial events in the last three years, very few companies that I've met have all three tied together. They have a vision for what they see the solution being. don't, they not have a mission to solve that problem, but they've got strategies to find their ideal customers. to seek out and discover what's going on. And so usually there's a gap between the mission and the vision. And that's when things break down because all of a sudden, and certainly it's hard not to when your livelihood depends upon it, when you can't find the customers that you're looking for, you tend to want to pivot on your product, right? You want to change the mission. to ideally find that ideal customer. And that's the problem. I've got a client now or a former client that pivoted and then kind of went away from it and then now is back to it. And so, you know, there's nothing wrong with that, but you can look at it from a timeline perspective and go, well, you almost wasted a year and a half. If you just stayed true to your original vision and your original mission. and continue to invest in that path versus been distracted. You still could have done the other couple of things that you wanted to accomplish that were sidelined or that were additional goals or secondary objectives. But for the most part, you can't, I can't say wasted, but you burned a lot of cash that you may not have needed to. And so, Col. John Boggs: Mm-hmm. Daniel LeSieur: you know, especially when you're in companies of one to five, It's very difficult, right? Because people have very long memories. They'll remember. They bought the enthusiasm and the charisma of this leader and this visionary. And so they believe in the product. And sometimes it's really hard when you are kind of cash strapped to stay true to that mission and vision. Col. John Boggs: Mm-hmm. Well, know, Daniel, I've worked with companies that have had, they spent a lot of time on their vision and they spent time and they spent time on the mission. And then they went right to work executing. And I would stop and I'd ask the question, so tell me about your strategy. Can I take a look at your strategy? And I get this deer in the headlamps look like. Well, this is what we're doing, that, that, that, you every day, this is how we're executing. And that's great, but how do you know you're staying in your lanes? How do you know that? Where's your strategy? And there's zero strategy, there's none. Daniel LeSieur: Yeah. Col. John Boggs: Yeah, I mean, that's... How do people survive when they have a mission and vision, but the strategy doesn't even exist? Daniel LeSieur: Well, I think not over complicating the strategy is the opportunity, right? You are really asking them, do they inspect what they expect Col. John Boggs: Yes. Daniel LeSieur: out of their mission? And that's it. Look, every week we get together and these are our three goals for this year. That's all they needed to tell you, John. Col. John Boggs: That's a good strategy. Daniel LeSieur: to ensure that the mission and the tasks or the processes that they put in place were matching up to those expectations on strategy. And so it could have been, and I doubt this as well as I've known you and heard you speak now, that they just didn't understand the question. I seriously doubt that. But I also think that they probably overcomplicated that question. And they didn't know. Hey, look, this is how we inspect what we expect. And then because of that, these are our three goals and we do check-ins with each of the senior leaders on each team. And here's how we pivot and change when we don't get the results that we want. Or Col. John Boggs: Mm-hmm. Daniel LeSieur: this is how we go faster when we are getting the results that we want. And so sometimes you got to rein that in, right? You can't go too fast, but Col. John Boggs: Mm-hmm. Mm-hmm. Daniel LeSieur: you want to build a stable product. that is going to continue to grow without, you know, growing. And I think when you look Col. John Boggs: Mm-hmm. Daniel LeSieur: at startup companies in particular, you know, in the enterprise, you're always focused, especially if you're publicly traded, you got to grow your revenue greater than your expenses. And in startups, Col. John Boggs: Yes. Daniel LeSieur: you already start out with a tremendous amount of expenses. So just growing revenue is a challenge, Col. John Boggs: Yes. Daniel LeSieur: but you do get to a certain breaking point between that series A, series B. where you need to be able to grow revenue and expenses in a relationship that offers long-term value to your investors and your employees. And so that's often where that breaks. But to your point, I think they just did not understand the question, which is kind of sad, but it's not uncommon. Col. John Boggs: Okay. Well, you work closely with founders and translating vision into the operating models. What do founders most often resist when it comes to that discipline? Daniel LeSieur: time. Col. John Boggs: really? Daniel LeSieur: Once again, when you think about all the things you do as an entrepreneur, as a small business Col. John Boggs: Mm-hmm. Daniel LeSieur: owner, you're the marketing person, you're the operator, you're the founder, you're the bookkeeper, when you think of all of those things, but when do you really take time to sit down by yourself and think about your own individual company and say, okay, we're gonna do a company retreat, it's just gonna be me, and we're gonna go to the gym for four hours today. or whatever it may be, right? It could be the golf course, the gym, you could go ride a bike or hike, but just think about, okay, where am I at? And what do we want to accomplish? What are our goals? And so, you know, just like you would with a regular large enterprise or small to medium sized business, time is the kicker and being able to sit down as, you know, all of those hats. and really hear from each voice as they do each task. You you begin to think about, how does time matter? I'm a huge proponent of the Eisenhower prioritization scale. to help me manage time. even so, like right now I'm trying to go to market on two different companies in two different domains. And I'm constantly figuring out for myself, how do I manage my time? And so, you know, I'm using that Eisenhower matrix of what do I have to do? What's next? What can I delegate and what do I just not worry about? I have found myself really trusting myself. Col. John Boggs: Mm-hmm. Daniel LeSieur: to delegate more. So I brought on a product team person for my software application. I'm interviewing candidates for the Walk Your Plans location. And I've outsourced my bookkeeping just to make sure that, just in case I'm missing something when it comes to classifying expenses and revenues, that Col. John Boggs: Mm-hmm. Daniel LeSieur: somebody else can say, hey, you know what? This is a little bit off. So. Even in my own space, John, I'm learning how to better manage my time through delegation and then realize because I now don't have to do those tasks, what else can I do that brings in greater value to support those initiatives that I've delegated? Col. John Boggs: So it's time and you use the Eisenhower matrix. Let me get that note down. Okay. Daniel LeSieur: Yeah. Col. John Boggs: Yeah. All right. So. For someone that's new, mean, they're starting out, they're catching on, they're blowing up faster than they ever dreamed imaginable. Where do they, I mean, they're growing. I've been with a couple of companies like this. They're growing far faster than they ever expected. I work with a company, they grew almost 500 % in a year. They were killing it. And they were surprised to hear me say slow down. But what's your experience with that when you have a company that's running away? They're being far more successful than they ever dreamed imaginable. I mean, they're out running everything they put into place. Daniel LeSieur: Absolutely. I did have that experience when I retired or left Walmart. I went to go work for a company called swag up. There are promotional marketing materials and they had their best year ever. They were five years old. They were still, they were maturing out of that startup phase and they had an amazing year the year before. And so their opportunity was, okay, we've got to hire these people. We need more customer service. We need more in sales. You know, they were really doing their best to invest in stable work processes and products. And so I was, I was hired to help them with their supply chain products because they kidded. so managing their inventory and managing their clients inventory was crucial. But one of the opportunities was looking back at their growth and then after their growth kind of curve that year, and they didn't continue to meet those goals and expectations. They get nervous, right? And so when you get nervous, what happens? Well, in the startup world, there's layoffs. And so the question becomes is, did you hire someone to do the work people really didn't want to do? Or did you hire someone to add new value? I think when we begin to look at that, I'm raising, I'm growing revenue and expenses properly, then you look at, okay, this next hire is going to provide us what new value. And it shouldn't be, well, We want so-and-so to do more of this and less of Col. John Boggs: Mm-hmm. Daniel LeSieur: that. If they're going to do less of something, why don't we just remove that task? Is that task really necessary? And so if you're improving the process, improve the whole process. Because you may have been able to remove that task and think to yourself, OK, we're all better off just not knowing that. We've grown to a certain point where that figure or that metric is no Col. John Boggs: Mm-hmm. Daniel LeSieur: longer necessary to manage on a day-to-day basis. And so instead of just hiring someone to manage that number, which is extremely expensive, just drop the number. And so sometimes we have a hard time doing that, right? Because we think it's crucial. Like we're going to come back to that. And I have seen it in my large enterprise experience at Walmart with leadership changes, know, reports and teams and staffing and work changes. All of a Col. John Boggs: Mm-hmm. Daniel LeSieur: sudden, somebody who was always coming to the desk every Monday for a report, now they can't get it. And the question is, is why do you have the report? And the answer is, is well, in case there's ever a question, I'm like, when was the last question? Was the last question last Monday? Was it last Friday? They're like, well, we haven't had that question in over a year. I'm like, well, why are we, why are we concerned that this is still a number that matters? We know that if we saw the number pop up or that metric flag, that's for a reason we could explain it. We knew how to research it. But to ask someone to take an hour out of every week to prepare a report just in case that hasn't been used valuably or used in a very valuable way in over a year, just seems really strange to me. Col. John Boggs: Yeah. Daniel LeSieur: once again, you're not moving with the business at that point, right? You're kind of holding on, hoping that you just don't get caught off guard when there's nothing wrong with telling your leadership team or your peers, Hey, you know what? I don't know. And I will find out right after this meeting. It is nearly a good time for me to get back to you. And then we could go run that report for you, get you the data that you needed, and you would still meet that expectation. But you know, it's just one of those things. And so certainly in large companies that are scaling, especially startups, They want to hire somebody to do the next task or take over the task that somebody else is doing. Well, if you're going to Col. John Boggs: Mm-hmm. Daniel LeSieur: take over a task, just ask yourself, is that task really necessary? And if it's not save that hire, put it on. Once you figure out what's more valuable than that task, put them on that. You know, it is, it is difficult to hire nowadays. There are a crazy amount of expectations, especially Col. John Boggs: Mm-hmm. Daniel LeSieur: in startups where you're wearing multiple hats. Like today, your customer Col. John Boggs: Mm-hmm. Daniel LeSieur: service tomorrow, your business development. Thursday could be sales. You're just going to answer the phone, right? Col. John Boggs: Yeah. Daniel LeSieur: Because you're replicating the founder, right? You're following that vision. And that's what they did to get them to be this successful, to Col. John Boggs: Mm-hmm. Mm-hmm. Mm-hmm. Daniel LeSieur: hire 10 or 15 or 20 or 30 people. So everybody's kind of wearing that hat. But if the task's not adding value, if you're removing it from somebody, then just question why. Col. John Boggs: Okay, so this is your, it sounds like you're talking about making sure everyone is aligned with what needs to happen and when. So what happens when a leader doesn't, when the leader's not clear, they're not giving you the group the clarity that they need to continue moving forward? Daniel LeSieur: what happens, let me see if I understand this correctly, what happens when the leader doesn't provide the clarity needed to move forward? Col. John Boggs: Correct. Daniel LeSieur: Well, you usually have two different types of opportunities. One is, there's a slow, slow decrease in not only productivity and value, but the breakdown in culture, right? Because the speed is slowing down. Then you have the other side of this, which is the leader doesn't understand, but the employees still understand the vision and the expectations. And so they take over. Right. And so Col. John Boggs: Mm-hmm. Daniel LeSieur: they probably been taking over the whole time. They were in the same meeting with everybody else that Col. John Boggs: Mm-hmm. Daniel LeSieur: heard the vision for this year, the corporate, or they got the memo and they understood the memo or direction. So they're pushing forward because they understand their role and they're clear on their individual visions and Col. John Boggs: Mm-hmm. Daniel LeSieur: their mission as an engine, as an individual team, even Col. John Boggs: Mm-hmm. Daniel LeSieur: though the boss. And the boss can be discouraged for a variety of reasons that have nothing to do with the mission or vision. They're just discouraged personally about where they're at or their stake in the outcome. but it's very different at every level. So you could get, you could be an option too, and you could get passed up by your people, which, Col. John Boggs: Ouch. Daniel LeSieur: you know, that hurts, right? So nobody wants to be outrun, but you know that your, leadership team is going to see that. And then they're going to ask themselves, are you the right person in that position? If you're not Col. John Boggs: Yeah, yeah, ouch. Daniel LeSieur: running as fast as they are, if you're not encouraging them and motivating them and building that culture, continuing to share that vision. So. It's a tough road. Col. John Boggs: That's a tough road and you lead me right into this and I mean, Daniel LeSieur: you Col. John Boggs: you took me right there and that's in the with AI, you know, working with AI and systems that amplify the performance. Where do leaders over rely on systems and under rely on judgment? This is, you know, Hey, I need AI. I don't need AI. Where do they, where does that happen? Daniel LeSieur: in. That's a really good question. I have a variety of thoughts on AI in general, but I utilize AI to help me shape my mission and vision so that I communicate those expectations clearly. Now I could use it to be more task or a genetic oriented, right? Hey, I just need you to go out and fill out all of my purchase orders. That's great. It's easy. Things that do that. But when it comes to leadership though, there's the way we speak and the way we write. And I think about how I can create charisma in both places, right? That special quality of leadership that kind of captures both. And so I utilize AI to put my best voice forward in writing. I believe I can do it through speaking. But as a leader, really want to focus on Is that message coming through clearly with everything that I communicate through an email? You know, I had a leader many years ago tell me, you need to think about emails as if they cost you a dollar. If you had to pay a stamp, if you had to pay a dollar or stamp that email before you sent it to everyone, what would it say? And you know, when you begin thinking about that, yeah, it makes a lot of sense. you know, how to be smarter about what you share. you know, the reason for sharing that, matters. And so for me personally, I utilize AI in those respects in regards, especially as an individual entrepreneur and founder, where I can't just immediately send a note and say, Hey, can you proofread this for me? Is this coming across like I think it should? AI is certainly a great opportunity if structured properly to help you be that voice. But yeah, I'm really specific about the use cases where I think that adds value to the work process versus provides confusion and hesitation for change. Col. John Boggs: because that was my next one. Are there things that you shouldn't be automating with AI? Daniel LeSieur: I don't think there's anything you shouldn't be automating. There's things you can't replicate. I can't replicate this conversation with you with AI, right? So knowing the difference between you sending me those questions and me running it through my set of instructions to provide you answers isn't going to resonate as well with either of us. We're not going to learn as much as we could by not having this conversation. And so recognizing that the human communication portion of this digital communication is still just as critical as it ever has been. It is crucial to the success of any work process or workflow, whether you're using AI or just pens and paper. Does that make sense? Col. John Boggs: That makes a lot of sense. That makes a lot of sense. what kind of pressure do founders underestimate when they start scaling? Daniel LeSieur: I think there's probably two answers to this. One will be the founders that are funded, the founders that are bootstrapped. I think they're going to underestimate different pressures. and they're both kind of on the opposite side of the coin. So we'll take this from the founders that are bootstrapped. I'm a bootstrap founder. That means I've put everything I have into the products and the companies that I'm building. We just reinvest in ourselves. The opportunity is, can I develop a system within myself and my personality and the way I want to work in the future to trust others to invest in with me? And then on the flip side of that question, for the founders that are completely vested, how do I create a sense of ownership with somebody else's money that's not that feels like it's my own, right? That feels like I'm contributing everything to this without having this feel, what's the term I'm for here? You know, they're in fear of the mortgage payment every month, right? Or the payment date on the note or those VC obligations on payback and expectations on financial numbers. you know, I think there's a, like I said, I think the differences in that. are pretty parallel, it's just the position that you're in. One, can you learn to trust if you're bootstrapped? I mean, Col. John Boggs: Mm-hmm. Daniel LeSieur: you may offer a tremendous amount of additional capital, but more importantly, just some personal value based on your experience that you don't normally have if you're just sitting in a room alone or your current small group. So trusting that somebody else also shares a like vision for success is really hard to find. but being able to know when you see it and invite them in is really tough. And so it's one of those things I'm aware of now that I'm looking forward to exploring greater and greater detail as my products grow, as I scale. But also I've never had a business that was fully funded where I had the pressure of figuring out, okay, what is this? Because, you know, I could potentially fail, but I'm really failing with somebody else's money. So could I get over that? Col. John Boggs: Mm-hmm. Mm. Daniel LeSieur: You know, it's not me going bankrupt, it's the company, but... Col. John Boggs: You've raised the company going bankrupt, Daniel LeSieur: Once again though, it's a mindset, right? Vision, Col. John Boggs: Mm-hmm. Daniel LeSieur: mission. If I don't own that vision and mission, then I feel like I didn't really go bankrupt. You know, Col. John Boggs: Mm-hmm. Daniel LeSieur: the company failed and I was okay. But ultimately my leadership in sharing that mission and vision didn't strike the court, right? The strategy was wrong. And so, you know, you don't have a lot of those problems when it's just you. Col. John Boggs: Yeah, no you certainly don't. Wow. Wow, okay. Vision and mission. It keeps coming back. Vision and mission. Vision and mission. Yeah. Daniel LeSieur: It's crucial. You know it. Col. John Boggs: Yeah, so what separates the leaders who build something that lasts from those who build something that breaks under pressure? Daniel LeSieur: I really wanted to come up with a really great quote from the Good to Great book series, from the Jim Collins series, but I don't have one. But I think we would both agree that it's how you treat your people. I think ultimately when you remove all of the things, did I have my mission, vision, and strategy set so that I got the top talent that I could afford to help me execute this plan? And so, you know, how do you find those individuals, how you find those resources, how you expand your network, all of that matters long before, you know, the success or failure of your company happens. And so I really think when you remove all those other things, because they just can change, right? If you're using certain tools today, there may be a better tool tomorrow, but your people, know, God. They matter. That culture matters. The way they answer the phone matters. if you, you know, their ability to see it and feel it and be, want to be a part of it, there are just some people that just don't. And that's completely okay. Hey, you know what? I don't see the same thing that you do. And I'm going to step aside. Or some people says, you know what? I believe like, this is amazing and I can see the long-term value. Let's do this. So yeah. Col. John Boggs: outstanding. Daniel LeSieur: I think it comes down to people, John. We're still Col. John Boggs: Okay. Daniel LeSieur: in that human communication world, right? We can't AI Col. John Boggs: Yes, Daniel LeSieur: everything. Col. John Boggs: Yes, sir. Daniel, for the founders and leaders out there who are building something meaningful and they want to ensure that it scales with discipline and clarity, what's for those people? How do they reach out to you? Can you talk a little bit about your company and what you do? And how can people reach out to you should they need help? Daniel LeSieur: Sure. Yep, I am. So for full sale product management consulting, we started out as a supply chain tech kind of consulting experience. And really what I really wanted to do is help founders between kind of zero and series B grow their products. During my discovery process, I found that Many companies were spending money on resources and supply chain that never came to fruition and You know, they either over hired or under hired talent They threw away their R &D dollars unfortunately Attempting to solve these problems and so I wanted to just take a moment and just utilize my experience and leverage it in a way that Didn't require a full-time employee, right? My ability to work at my speed that I'm comfortable with should provide a tremendous value to that customer when it comes to accomplishing their strategy if their mission and vision is strong. And so that's what started in the supply chain domain, but really kind of took over into general SaaS products and experiences. From that, I'm creating my own products now. I've really kind of leveraged that experience myself and tried to put those disciplines together that I would tell somebody else. to substantiate new product lines for myself. so, yeah, to get in touch with me, it's pretty easy. You're more than welcome to go to our website at fullsalepmc.com. I've got a variety of blogs about growth, inventory management and control, SaaS product development out there. So you can kind of read some of my mindsets and thought processes. And if you have any questions about that, feel free to email me at daniel Col. John Boggs: Okay. Daniel LeSieur: at fullsalepmc.com. and I will do my best to get back to you timely. But yeah, I can't say it's been a crazy journey. It's been three years, almost four years now, but keeping my own personal mission, vision, and strategy together has been a fun journey in this way. Col. John Boggs: Okay, just I want to make sure that this is right Daniel at full sale calm Look Daniel LeSieur: Full Sail PMC. Col. John Boggs: for full sale PMC calm Daniel LeSieur: Yes, Col. John Boggs: Okay, that's Daniel at FullSalePMC.com. That's how to reach you. Perfect. Daniel LeSieur: Yes. Col. John Boggs: PMC.com. All right, Daniel, I can't thank you enough for being on the show today. This was very, very helpful. It was just amazing. Thank you so much. Thank you so much. Daniel LeSieur: You're so welcome, John, I appreciate it. Col. John Boggs: All right, well, hey, for everyone that's listening, hey, look, leadership is too serious to blow it off. It just is. And I want to tell you, good luck out there with you. Reach out to Daniel. If you need help, reach out to Daniel. I'm sure that he's a good spot, a good resource for you. So that's it on this end. Until the next time, keep leading soundly, keep leading steady, and that's it out here.