Latest / Authentic Living / Empowering Leadership: Kash Rocheleau on Trust, Mentorship, and Female Leadership

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Empowering Leadership: Kash Rocheleau on Trust, Mentorship, and Female Leadership · Authentic Living

• 0:01
  Welcome to Authentic Living with Roxanne, a place where we have conscious conversations
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  about things that really matter in our lives.
• 0:12
  And now here's your host, Roxanne Durhaj.
• 0:43
  Hi, everyone.
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  It's Roxanne Durhodge with Authentic Living with Roxanne.
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  Thanks again for tuning in with us today.
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  Today, I have a special young lady, Cash Ruchalou.
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  Is that the way I pronounce it?
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  Ruchalou.
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  Ruchalou.
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  And Cash has got a pretty impressive I'll tell you a little bit about it, and everything will
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  be in the show notes.
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  So, Cash, thanks for coming on today.
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  Thank you so much for having me.
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  So Cash is the chief financial officer for ICON Foods.
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  See soon to be moving in.
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  I'm going now.
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  You're in the role because this is saying as of 05/10/2024 of CEO.
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  She oversees financial operations, reporting on compliance, and as well as drives the growth
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  and profitability.
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  Has a major background in legal matters, acquisitions, trademarks, which is such a big
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  area, regulatory compliance amongst everything.
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  She has an MBA from Eastern Washington University and focused on accounting and
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  finance.
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  So Kash, let's talk a little bit about your rise to where you are, which is quite young.
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  And maybe it's not in your circles.
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  In the circles that you're running with, are there a lot of 30 year old CEOs that you're
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  around, or are you a bit of the anomaly?
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  I would say when it comes to our, the companies that would be similar to us.
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  Yes.
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  I'm the anomaly.
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  When it comes to, when you look at the food industry and all of these smaller CPGs that are
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  coming up through the ranks, social media is playing a huge role in their upcoming, and
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  we're seeing a lot of young CEOs in the food industry and in the country as a whole.
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  So by and large, at most tables that I sit at, am, I'm certainly the youngest, but I think
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  that there is a rise in young leadership.
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  Okay.
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  So tell let's talk a little bit about your background.
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  So you said you grew up in Utah, correct?
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  Portland, Oregon.
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  Portland, Oregon.
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  So tell us a little
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  bit about did you grow up in a business family or what were your aspirations when you were a
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  little girl?
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  I know obviously you went on to do your MBA, so the trajectory was towards business.
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  What did you?
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  Did you go home and say that one day I want to be a CEO?
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  What was the path that you took?
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  How did you get here?
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  Actually, my dream was to be a stay at home mom and wife.
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  I had dreamed of taking care of people, not really solidified in anything that I wanted to
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  do.
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  And when I got married shortly out of college, finishing my undergrads, I had quite a bit of
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  infertility.
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  And as soon as we had my first, I was awarded the opportunity to stay home and I absolutely
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  hated it.
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  Not to dismiss any mom or dad that gets full fulfillment out of being a stay at home parent,
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  but I just, I didn't love it.
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  I sat with it for about seven months and, my husband would come home from work in a very
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  outward public facing role, just dog tired, not really wanting to communicate anymore.
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  And I had been dealing with a toddler all day long that I was craving some adult interaction.
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  And one day he finally came home and I just lost it for no reason and was in this state of,
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  I need to go back to work.
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  I don't know what I'm going to do.
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  My, my degree is general business.
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  What do I even do with this?
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  And the person that he is just his natural reaction was go back to work.
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  So I had been building this resentment and rage for absolutely no reason.
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  And so I took to the job listings and ICON Foods was looking for an executive assistant to
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  the CFO at the time.
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  It was my entry into the workforce.
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  I didn't really know much about the finance department other than some entry level classes
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  that I had took in my undergrad.
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  And I just really fell in love with it because I think so many people think that finance is
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  this math and Excel spreadsheet and you have to have a brain for it.
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  While there is a level of that, it really is storytelling.
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  You take the financials and you create a story that paints a picture.
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  And there was so much creative freedom in that, that I just, I fell in love with it.
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  And so I ended up going back and getting my master's degree in it and rose through the
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  ranks throughout the company by taking every opportunity that was handed to me.
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  And when I say that, if I had the opportunity to go learn how to drive the forklift or to be
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  on the production line or to build relationships with customers, nothing was below
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  me in understanding how the cogs in this wheel worked.
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  And and about a year and a half ago, two years ago, I was approached by the board and offered
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  the opportunity to take over for our founder and then CEO as our second CEO in the twenty
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  five tenure of the company.
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  And like every other opportunity that was put on the table, I pondered it for a couple days
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  and then I jumped at it.
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  That's in what timeline Cash?
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  Like you started as the assistant to the CFO when?
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  The whole timeline was about eight years from starting with them to taking over as CEO.
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  Tell me about this mindset because I often say I grew up in a business family and my dad would
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  often say you need to learn everything about the business.
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  So if you think about I never did an MBA but I was in corporate consulting health and wellness
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  strategy.
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  So I had obviously my grad school in psychology but I ended up in business.
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  Of course when you're there doing strategy, I learned everything related to an MBA.
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  But what I like and I hear you saying which is something that I actually did as well, Kash, I
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  think I was 30 I was older than you.
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  I was 34.
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  Is every time I would get a new company that I would manage, I did a tour and I tried to talk
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  to everybody related to the industry.
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  And I had phenomenal.
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  Sometimes I was on a kill floor of a plant to going up a 100 feet up on a lighting box for a
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  union.
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  But I often said, I need to learn.
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  I'm the psychologist who is in business strategy but I want to know when someone's
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  answering the phone all the way up to whether they're in packaging or R and D or accounting
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  in the new environments I was managing, I wanted to know what were the real stressors for
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  my frame to be able to come back.
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  And invaluable.
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  It's interesting that you talk about the same thing.
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  Like you said, you wanted to get your hands wet and understand the perspectives of every role.
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  And how do you now let's look let's go macro now as the CEO.
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  When you look back at those steps that you took
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  Mhmm.
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  What did it what foundationally did it do for you?
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  There's a couple things.
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  So the first and foremost, I'm a lifelong learner.
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  I crave just education and it could be education in learning how to paint a wall to
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  learning how to engineer a video game.
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  Like I just, I love to learn and I think that people who have that mindset, they keep
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  themselves mentally sound.
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  There's actually research out there that says when you're learning constantly and feeding the
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  brain, it actually prevents a lot of the neurodegenerative diseases that we're seeing in
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  the elderly.
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  And so I think in the back of my mind, I'm helping my future self.
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  But the second that I would say is like relationally inside the business.
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  Going and learning the forklift was what it was a new skill for me to learn.
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  I haven't really used it, but it was an opportunity for me to build relationship with
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  people that I was ultimately going to lead.
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  And so it built rapport in they saw me as before all this as the CFO that sat in this
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  glass tower that made decisions and barked orders and had no clue how things operated.
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  Two, oh my gosh, she's a normal human being who has a family outside of this.
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  She's a daughter to someone, she's a friend to someone, and she is giving me the time of day
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  to teach her something when in reality she should be teaching me something.
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  And so it built this level of rapport and trust with these people that now when I make a
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  decision or when I want to make a change, they are receptive to the conversation and she knows
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  what she's talking about.
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  She has a level of foundation to stand on to make some of these changes and she's giving me
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  a seat at the table.
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  I would say the final point and what it has brought to me at this juncture is I know enough
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  to be dangerous in these situations, and I think that it's really easy, again, to sit in
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  your glass tower and say, we're not going to do x y z but not have a reason why.
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  And now being having had time down there when I make a decision or when a decision is
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  thoughtfully ideated out they understand she understands the basics of why we do this and so
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  the changes that she's trying to implement are to make our lives easier or to create
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  efficiencies.
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  It's not to just bark orders because she's the leader of a company.
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  And so just general knowledge, rapport and trust building, and the ability to have enough
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  knowledge to know what I'm talking about to implement changes that will better the whole.
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  Which I love because oftentimes you know, every level you go up in an organization, generally,
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  there's less information.
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  The directors get a certain amount, then the CVPs get another, and then the CEO gets one
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  line.
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  Right?
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  But what you're talking about is because you've had this actual practical knowledge, you can
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  come at it from different angles, not just the macro but also from the micro.
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  And to really have people like you said, storing is so important to your point.
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  You can say, I can see how this might not work from their perspective but also have them
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  understand potentially maybe where a bigger financial decision has to be made.
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  So not only are you telegraphing about what it is for their role, but you also maybe story to
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  bring them up to your perspective that would probably make people would say, wow.
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  That's pretty because they can understand it from your realm versus the CEO is just gonna
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  tell us two words and it's going down, and we're not gonna talk about the impact on me or
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  those type, but you're doing it from both sides to come to let's say a nicer landing.
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  Potentially ultimately the board and the senior team makes the decisions in certain ways but
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  you're keeping perspective in mind.
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  Wow.
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  Pretty interesting because I always talk about, like I told you that I work a lot with
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  resilience in leadership.
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  My line is that as a leader in your case, you're a reflective lens of kind of the 10 foot
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  radius around you.
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  And I talk a little bit about obviously attunement, which you talked about value
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  alignment.
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  I talk a little bit about communication, how you make decisions.
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  Like, you have to be aware of this as a leader.
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  Your awareness of self, like you said, as a young mother and I remember going through this
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  as well, Kash.
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  I was like, okay I love my child but I'm okay.
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  I think I need a little bit extra in my brain.
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  As a woman you have to make that decision, Staying home because there's nothing against
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  staying home.
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  But what I hear is that you really worked on a lot of qualities, and I I gotta use the word
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  soft skills, that really propelled you for further along as you went along.
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  Would you agree with kind of
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  A 100%.
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  A 100%.
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  And I think that I think for young leaders specifically, I mean, for any leader Yeah.
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  You have to you have to figure out what the the main goal is for your rise.
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  When I went in as the executive assistant to the CFO, my dreams, my desires, my my goal was
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  never to sit in a CEO role.
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  I wasn't vying for that position.
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  What I was vying for was something that gave me purpose, leaving the spaces that I entered
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  better than I entered them in and being changed that I wanted to see.
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  In that and just being who I am as a normal person, which certainly has its flaws, I was
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  able to naturally climb.
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  So for me for me, the CFO role, it was great to accomplish that.
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  To get into the CEO role, it's great to accomplish that.
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  But for young leaders, that should not be your goal.
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  If that's your goal, you really need to figure out why.
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  Is it because you're trying to learn along the way?
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  Is it because you have this desire to mentor people?
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  Is it because you're passionate about the industry that you're in?
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  It really has to be for something bigger than yourself.
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  It sounds really cliche, but when I look at the people that mentor me and when I look at some
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  of the best leaders in the world, they weren't vying for the positions that they're sitting
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  in.
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  They were wanting to make a difference.
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  They were wanting to make an impact.
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  So, yeah, I fully agree with your statement.
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  So what's your mission?
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  What drives you, Kash?
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  That's like you said.
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  And I truly, I completely agree with you.
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  And even my rise in my career was really young I wanted to ensure that women had a voice.
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  Voice and then I decided I think there's a thing that you could do to help people get a
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  voice and then I became a psychologist.
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  But at the end of the day when I started my own brand that was what permeated through was the
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  importance of voice but relationally how to impact others with that voice.
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  And it's just still the same thing that I do thirty years later kind of thing.
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  So you're so right when you say, I have something that's burning in my tummy.
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  I don't know why for lots of different reasons.
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  And I luckily, I was like you quite young.
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  I'd graduated with my first degree at 21 and then went on to grad school and finished early
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  in my twenties and then got to play in the sandbox.
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  Not thinking where I was going either and ended up where I am today.
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  But what was your burning passion?
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  What is your burning passion?
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  Think that my burning passion very similar to you.
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  The females that have come behind me or have paved the path for me, you are one of those
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  people.
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  My mom is one of those people.
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  She's in the corporate world, and she's fought a lot harder than I've had to fight.
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  It certainly helped create some ease and efficiencies for me.
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  I'm very passionate about women having a voice, but I'm also very passionate that voice has to
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  be earned.
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  And what I mean by that is I I'm awarded the opportunity to sit at some wonderful tables
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  with some brilliant human beings, but I want to be sitting at those tables because I earned my
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  right there because I put in the work because my skills have earned me the right to be there
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  not because I'm a female.
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  Like I don't want to be at a table because I'm a number to create this diversity dichotomy
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  that we want.
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  My passion is that I continue to pave the road for women that was paved for me, but in a way
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  that we earn our right there.
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  And I'm I completely agree that we shouldn't have to fight for pay equality.
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  We shouldn't have to pay we shouldn't have to fight for role equality, etcetera, but just
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  ensuring that the tables that you are at, you earned a right to be there and then stewarding
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  those.
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  Right?
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  When you get to those tables, it's it is a blessing.
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  It is it's a reward to be there, not an obligation, not a right.
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  Just like it isn't for men, as hard as that is to believe sometimes, but to steward that
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  position for the people that will come behind you.
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  Oh, and I absolutely agree with you because then you're saying you're the token because you
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  got you got to the table and then that creates a whole lot of other synergies.
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  Mhmm.
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  So do the best when you're at the table.
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  I think the I was hearing a story about Hillary Clinton when she became a senator or something
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  like that, and she would walk around with a black book.
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  And she was taking notes all the time Mhmm.
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  Every position that she was in.
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  Right?
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  Right?
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  So like you said, steward the position that you're in, recognize it's a privilege to be
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  there, and just you know what?
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  My saying, and this is what I often say to my son who is just starting off his his career.
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  He just finished his MBAs.
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  I said, my perspective is when you enter an environment and you leave it, you should leave
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  it better than when you entered.
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  Percent.
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  Right?
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  Just do your best.
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  And because all you have is your name, and you should be able to, unless it's a egregious
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  situation, be able to work back into any environment and be re hired yet again.
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  I fully agree with that.
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  And my my parents were very much that same sentiment.
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  My dad always said that leave it better than you found it in every situation.
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  I do agree with climbing the ladder.
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  There is excitement and I don't want to diminish that.
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  There is excitement in that.
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  There's something to be incredibly proud about, but if you break the people down and walk all
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  over them on your way up that ladder, it will be, I don't even have words for what it will be
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  when you get there.
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  When you get to those rooms, when you get to those seats, when you get to those board
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  tables, do it in a way that you're proud of because you will need those people eventually.
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  The people that drive the forklifts for our company, the people that sell the goods for us,
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  that produce the goods for us.
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  If I walk all over them, what is stopping them from not coming into work the next day?
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  And so really taking that perspective of people first on your way up and not trampling them and
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  using them as levers for your success, because I guarantee you, you will need them.
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  Absolutely, and then the toxicity, the path of toxicity, if you do it in a way that's not
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  healthy, And those are the people that will be sitting like to your point in your town halls.
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  They'll be the ones when you're trying to move along a new project or something.
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  These are all the people, they're the ones that like quite literally in the trenches doing that
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  job.
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  So oftentimes when I was in strategy, I would say I could tell the pulse and I don't know if
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  you would agree with this Cash, but I would go in as the executive to meet my new contact, the
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  SVP of finance or whoever, and I would sit in the lobby, Kash, and I would wait.
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  And sometimes my contact would be waiting a little bit, running behind, and I could tell
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  the pulse of the organization by the waiting room and how I was treated as I waited, and I
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  could get the energy.
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  Right?
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  And the people that took the time to literally and they may not have known.
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  I may have just given my name and whatever.
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  And if I said let's say I sat there for ten minutes, I could tell whether it was a
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  psychologically safe environment, whether people were kind or whether I got ignored.
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  And then they're like, oh, yeah.
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  Who are
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  you waiting for again?
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  And, literally, when I went into the culture and got to know the culture as I managed the
• 21:05
  companies, then oftentimes it was a reflective lens of that day that I sat there.
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  Like, your point, your investment in people like I say, I always say my concept is the ROR,
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  which is the spin on the ROI, which is those are your biggest assets, your human capital.
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  Right?
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  And treating people with kindness and respect.
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  And I'm gonna use the word love too as well.
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  We all want to feel that connection and and where about it.
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  Where are you spending most of your other than with your family at home, your most of your
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  time is with people that you're working, with.
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  Now tell me a scenario, and I and I know we're we're I'm loving this conversation, so we're
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  going a little bit over.
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  But tell me a scenario where you have a difficult scenario as a female that you had to
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  deal with that maybe stretched you a bit, but you had to deal with somebody that you think,
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  oh, this is not this is I'm kinda stretched here, and I know this could maybe not go well,
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  but I have to deal with it or maybe something that just didn't go well that you had to learn
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  from.
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  Yeah.
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  To pick just one is difficult, but one particular that came to mind.
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  In this transition from CFO to CEO, we had made the decision months before.
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  Actually, almost a year before we actually did an appointment from CFO to CEO.
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  So we had time to kinda transition.
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  We had time to, you know, work with the team on what this would look like because we were we
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  are a small company.
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  We only have 25 employees.
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  It was the founder sitting in the CEO role.
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  He had founded the company in 1999 and had sat as the CEO up until 2024.
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  So for twenty five years he has been the face of the company.
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  He has been the decision maker.
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  He has been, you know, this, the father figure in the company for lack of a better word.
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  But when we communicated, our whole team knew that this was what was happening.
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  And to your point earlier, not only am I a female, but I'm a young female.
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  And we had people in our organization or come into the organization that this transition was
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  communicated to that were certainly more seasoned in their roles, had had more maturity
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  in the business world, and, one particular in one particular individual was having a really
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  hard time with the transition and I don't know to this day if it was that I was a young
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  female, if it was because I was young, if it was because he felt entitled to the role and
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  all of the years that he had put in, if he felt like I was unqualified.
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  I truly don't know what it was, but there was so much of this batting of heads in in
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  everything.
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  I could I could tell you to fill the glass to 10 ounces and there was a reason why it should
• 24:03
  be eight or 12.
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  It was just every hill was the sort to die on and when he, when we'd finally made the
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  transition, there was this, there was this period where we were still figuring out because
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  the founder was still in the business on the daily, which creates a little bit of a
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  different dichotomy.
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  Right.
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  And he would constantly go around me to the founder on any decision I made.
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  I would make a decision.
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  He would go to the founder.
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  I luckily had a great long term relationship and tenure with the founder and we would always
• 24:44
  reconvene before he would overstep or anything like that.
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  We finally got to a point where everything was coming to a head.
• 24:54
  I had my patients, there had been multiple conversations, I had felt like we put in
• 24:59
  boundaries and expectations, and nothing was changing.
• 25:03
  And we finally sat down one evening.
• 25:06
  He came in guns a blazing to my office over, honestly, I don't even remember what it was
• 25:11
  about.
• 25:12
  That's how insignificant it was.
• 25:16
  And I finally said, if you wanna have this conversation right now, I will stay late and
• 25:22
  have this conversation.
• 25:23
  It's worth having.
• 25:25
  One of us can stay or both of us can stay, but I guarantee you I'm not leaving.
• 25:30
  So I'm happy to work with you.
• 25:33
  I'm happy to figure out how we can symbiotically work together.
• 25:37
  I'm not out to get you, but this kind of behavior would not work in any organization.
• 25:44
  It's not healthy.
• 25:45
  It's not tolerable, and I'm at my wit's end.
• 25:48
  I've been dealing with it for nine months.
• 25:50
  And so the ball is really in your court in in how we proceed.
• 25:55
  You can let me know.
• 25:56
  And that is kind of the conversation in a nutshell.
• 26:00
  It was almost a three hour conversation.
• 26:03
  Wow.
• 26:03
  We walked away from that with with a lot of clarity.
• 26:09
  I think a lot both of us were putting a lot of things under the rug because we didn't want to
• 26:14
  deal with it.
• 26:15
  It was just easier to not have to deal with the confrontation, not have to deal with the
• 26:20
  conflict.
• 26:21
  Fast forward to now, another eight or nine months later, he is somebody that I rely on
• 26:29
  heavily, and we have built a relationship that is that of transparency.
• 26:35
  It's not always rainbows and butterflies, but we have learned how to communicate in a way
• 26:42
  that when I'm frustrated, I know how to approach him.
• 26:46
  When he's frustrated, I know how to approach him and really coming to terms with we're in
• 26:51
  the same boat, we're trying to get to this lighthouse, how do we get there together
• 26:56
  without tearing someone else down or throwing them overboard?
• 27:01
  And that has changed the course of the relationship 180 degrees.
• 27:07
  And I think when he realized that there was a mutual level of respect, like, didn't demand
• 27:13
  respect.
• 27:14
  You said I'm not leaving here until we talk this search.
• 27:16
  I mean, know.
• 27:16
  The way that speaks to a level of I I call it shoulder to shoulder leadership.
• 27:21
  Right?
• 27:21
  You're saying, okay.
• 27:22
  We were at an impasse.
• 27:23
  We both left it alone, and we and you would know.
• 27:26
  Cash, like, the more you leave something, it becomes cumulative.
• 27:29
  And it's who likes conflict?
• 27:30
  Nobody likes conflict.
• 27:31
  Yeah.
• 27:32
  And it then becomes it turns into something, and there's these stories that level up.
• 27:37
  But the fact that you could actually call it and say we got to do something, I think is
• 27:41
  fantastic.
• 27:42
  You demonstrated a level of capacity to be transparent that without a doubt that would
• 27:49
  have trickled all the way out.
• 27:50
  Remember I said about that radius that people realize, yeah like you said no unicorns and
• 27:56
  fairies and maybe not Sunday high tea but definitely respect, right, which is ultimately
• 28:02
  what you need as a CEO or anybody that when you're leading.
• 28:05
  Yeah.
• 28:06
  For sure.
• 28:07
  Cash, I know mentoring is something that's, dear to your heart.
• 28:12
  So let's talk a little bit about that.
• 28:14
  And I know we're we're over time, and I I really appreciated spending time with you
• 28:19
  today.
• 28:19
  So talk a little bit about what what you love about mentoring and a bit about what you're
• 28:24
  willing to offer for any amazing young female, not just young females that are even maybe
• 28:30
  older that are trying to progress their career.
• 28:33
  Tell them about mentorship and kind of where you're at with it.
• 28:38
  Yeah.
• 28:38
  I think the thing about mentorship that just makes my heart blossom is when you are mentor
• 28:43
  I'm sure you have experienced this too.
• 28:45
  When you're mentoring someone, you really are awarded the opportunity to to show them that
• 28:55
  their boundaries are way further than the barrier they have in front of them.
• 28:59
  Even myself, when I stepped in, see the day to day and, you know, the barriers, I'm only going
• 29:07
  to become an accountant or I'm only going to become a CFO or I'm only going to become a CEO.
• 29:11
  And when you start to see people experience and understand that the barrier that they have over
• 29:19
  them is only there because they put it there.
• 29:23
  And when they start breaking those down and realizing that they have all of this potential,
• 29:29
  there's so much reward or ROI that you experience as a mentor and seeing someone else
• 29:38
  unlock their true potential.
• 29:40
  So for me, I just I love seeing people break barriers.
• 29:45
  Mhmm.
• 29:46
  That's amazing.
• 29:47
  That's amazing.
• 29:48
  And clearly, you've had some amazing mentors along the way.
• 29:52
  I would not be here without any of my And having one all the time.
• 29:56
  Cassius has been an amazing conversation.
• 29:59
  Any last words to younger leaders, people out there that they have a vision.
• 30:04
  What do you do to take care of yourself, to stay connected to, like you say, your path or
• 30:10
  your vision in your role?
• 30:11
  What do you do?
• 30:13
  I it has been a very hard road, but I have created boundaries within myself and my family.
• 30:21
  When I first stepped into the c suite, it was probably similar to any young leader,
• 30:29
  specifically any female leader.
• 30:31
  And you feel like you have to say yes to everything, because if you say no to something,
• 30:36
  it's going to be a tally against your name or a target on your back.
• 30:40
  And so specifically over the last year and a half, I've really carved out.
• 30:46
  I mean, put them on my calendar before the week starts.
• 30:51
  The things that I want to do for myself or the things that I've committed to with my family.
• 30:57
  When things pop up, being able to confidently say that doesn't work for my schedule this
• 31:04
  week, but I can certainly fit it in some other way and realizing how understanding people are
• 31:10
  and that unnecessary pressure that we put on ourselves.
• 31:14
  And so for young people entering the workplace, I would say healthy boundaries.
• 31:21
  I hate the word work life balance because mine kind of intertwines.
• 31:26
  I truly do love what I do, so we don't really need to balance it, but I do want to be where
• 31:32
  my feet are.
• 31:34
  And sometimes that means carving out things for my family and carving out things for work.
• 31:39
  This is carved out on my calendar.
• 31:41
  So my kids don't have access to me during this period of time.
• 31:45
  I'm going to go to soccer tonight and my work doesn't have access to me during that time.
• 31:50
  I would say creating healthy boundaries that you feel confident abiding by.
• 31:57
  I would say when I was a VP when I was younger, having those piano lessons and the hockey
• 32:03
  practice, it replenishes you.
• 32:05
  You have time and then it makes you that better of a mummy and then ultimately a better CEO
• 32:10
  because you're I mean like you said, it's I think it's work life teeter tottering, but you
• 32:17
  do the best so that things are in alignment.
• 32:20
  Yeah.
• 32:20
  So, Cash, this has been amazing.
• 32:22
  So for anybody that has loved this conversation as much as me and would like to learn more
• 32:29
  about you or connect with you?
• 32:30
  Where can they get ahold of you?
• 32:32
  Yeah.
• 32:33
  The first place would be LinkedIn.
• 32:35
  I think that I'm the only cashrash load, but if not, there should be only a few of us.
• 32:39
  I try to get back to every message that comes through, make time for those, unless you're
• 32:45
  trying to sell me something genuinely trying to reach out for advice or conversation or how do
• 32:54
  you climb?
• 32:55
  I'm always happy to have these conversations.
• 32:57
  On the business side, if you're looking for how to enter this industry, clean label, sugar
• 33:03
  reduction, anything like that, you can find the company at iconfoods.com, and they're always
• 33:09
  happy to connect the outside world with myself.
• 33:13
  Awesome.
• 33:14
  What have I learned today?
• 33:15
  I think the elements of leadership is that true north within yourself.
• 33:20
  Like, why are you doing what you're doing?
• 33:22
  And to Kash's point, it's not about leveling up to level up.
• 33:26
  It's about where do I see myself a year from now, three years from now, ten years from now?
• 33:31
  And make sure you're in the right arena to be able to do that.
• 33:34
  And if you're not, sometimes it takes making difficult decisions to maybe switch into
• 33:39
  something that's more in alignment to follow what you really feel like you want to make a
• 33:45
  difference with in your life and then ultimately follow that path.
• 33:49
  So everyone, thanks so much for hanging out with Cash and I today.
• 33:53
  Give us some feedback so that I can continue to have amazing guests like her.
• 33:57
  And for me, what's new is I'm running the first cohort of the ROR plus course for burnt out
• 34:04
  leaders, which will involve the course from the book and live coaching sessions.
• 34:09
  So if you're interested, please reach out.
• 34:11
  There's limited spots and the first one is running first time in the fall.
• 34:15
  Again, Kash, thanks so much.
• 34:17
  Everybody take care and we'll talk to you soon.
• 34:19
  Bye bye.
• 34:23
  Thanks for tuning in to Authentic Living with Roxanne, creating the space for positive,
• 34:28
  healthy change.
• 34:30
  Roxanne is a keynote speaker, psychotherapist, and coach.
• 34:34
  To work with Roxanne, visit roxannederhaj.com/blueprint.
• 34:40
  We'll see you next time on Authentic Living with Roxanne.