662: The 3 Resets Every Growing Pet Care Business Faces
Brought to you by:
Pet Sitters Associates. Use ‘Confessional’ at checkout
What happens when the skills that built your pet care business are no longer the ones it needs to grow? In this episode, we respond to a thoughtful listener question about the uncomfortable transition from doing the work to running a company. We unpack why growth often feels harder instead of easier, even when things are “going well.” We walk through three major mindset resets that every owner eventually faces as responsibilities shift. This conversation is about sustainability, leadership, and learning how to care at scale.
Main topics:
From execution to decisions
Passion versus standardization
Accountability and leadership
Identity shift as owner
Sustainability at scale
Main takeaway: “You didn’t stop caring—you learned how to care at scale.”
If your work feels different than it used to, that doesn’t mean you’ve lost your passion. It means your role has changed. What once required your hands now requires your judgment, your restraint, and your leadership. Caring at scale means building systems, setting standards, and making decisions that protect the quality of care even when you aren’t the one doing the visit. That shift can feel uncomfortable, but it’s often the clearest sign that your business has grown into something that can last.
Links:
ProTrainings: For 10% off any of their courses, use CPR-petsitterconfessional
Give us a call! (636) 364-8260
Follow us on: Instagram and Facebook
Subscribe on Apple Podcasts or Spotify
Email us at: feedback@petsitterconfessional.com
A VERY ROUGH TRANSCRIPT OF THE EPISODE
Provided by otter.ai
SUMMARY KEYWORDS
Pet care business, field work, company management, decision making, standardization, employee training, business growth, HR policies, client communication, business sustainability, passion vs. standardization, company responsibilities, employee accountability, business operations, professional development.
SPEAKERS
Collin, Meghan
Meghan 00:01
Dan as many of us move away from doing the field work ourselves and running a company, what skills begin to matter most? Are there any resets you would recommend this episode comes from a very thoughtful question submitted by our Patreon supporter, Jan Archer, Jan, thank you so much for asking this question that so many of us pet care business owners are quietly wrestling with and also thank you for supporting the show. Hi, I'm Megan. I'm Collin. We are the host of pet sitter confessional, an open and honest discussion about live as a pet sitter. Thank you for joining us today. We'd also like to thank our sponsors, pet sitters, associates and dog Collin, for sponsoring this episode, and yes again. Jan Archer, thank you for being a Patreon supporter. If you are listening. Would like to have your questions answered on the show, you can go to pet sitter, confessional.com/support, to see all of the ways you can help out, including the Patreon. So that phrase, running a company is doing a lot of work here, and that's what we want to unpack in this episode, because many of us started this business with a passion. We built something real. We maybe hired a team, and now the work feels different. We're doing different things in our companies. We're having different problem sets we're needing to solve. Now it's harder, you know, new level, new devil, as Morgan Weber says, a lot of the times, it can feel harder because it's out of our wheelhouse. Again, we didn't start this to route, plan and manage people, necessarily. We started this because of the adorable puppies and kitties. So it is a different problem set we're working with. This can oftentimes feel uncomfortable. We aren't used to this way of operating. Most of us started. Of us, we do the work. We grind day after day, doing the pet care visits or driving from client to client. We are the work, and so our effort equals the output, how much effort we put into the pet care, visits, the client, communication, the email sending. That's what determines the success that we have.
Collin 01:50
I think that's often under appreciated, just how much our effort equals more outcome. I mean, that was our decision when we went full time in our business of okay, if we're only working on it 20 hours a week, if we worked on it 80 hours a week, what could our business do? We were only thinking in what terms of our unit effort in science and in studies, there'll be these trap nights where you go out and you set traps to collect animals or catch different things, and however many traps you have out is number of trap nights you are working and trying to collect animals. If you only have one out there, well, that's one trap night. And that's how we are as businesses when we first get started, and when we look to add more to the business and do more, we have to get out of thinking of, well, if I just put in 20 more hours, I can get 20 more hours of success or 20 more hours of output after this. And we're really looking to to multiply this
Meghan 02:50
for a long time, though, that work is rewarding. We see the outcome. We see the happy pets and the happy clients. We almost feel invincible and indispensable. Of nothing can go wrong, and we are awesome, and we are bosses, and that's true, but then something subtle happens. We are get too busy. We need to hire. We have to now manage people. We grow, not only client base, but employees as well. Our revenue increases, and we kind of start feeling like we're on this hamster wheel of oh my gosh, I have to keep this train going, or I have to keep this hamster wheel going in order to make things happen. The thing that made you good at the beginning becomes the thing that holds the business back. Sometimes we become our own bottlenecks in our
Collin 03:31
business, because if we are depending on us to be good at the visits and us to be good at the client relations and us to be good at the things, well then the team members that we need, they're kind of useless at that point because we're not fully utilizing them in our business and letting go to let them do what we hired them to do.
Meghan 03:51
Yeah, this is especially true for us, who never really planned to build a company we just kind of looked up one day, and here it was, or we started as a side hustle along our alongside our other job, and now we were able to quit that full time job and bring on employees, and now we're have to deal with HR and time off policies and all of the things that come with dealing with and managing people, but we just wanted to do great work, right? That's why we started this. We wanted to serve people and help them. We didn't really set out to be managers or leaders or executives, necessarily.
Collin 04:24
That's an uncomfortable word to think about, isn't it?
Meghan 04:27
And yet, here we are. So on this episode, we want to talk about three major resets to make this transition not just survivable but sustainable. The first reset is going from I do to I decide. So it's kind of an old value system. You know, early on, your value was how many visits you could cover, or how well you handled difficult pets, or how flexible you were of getting in last minute clients or accommodating different requests. You know, the business really needed your hands. Without you, there was no business but the new value system at. Gale with your team members, is your value really shifts from the decision making, the prioritizing, the direction setting you're steering the ship of your business. The business still relies on you, but a completely different capacity. You now have to think 30,000 foot view where it just relied on you before. Now it's you and a bunch of other people who are now reliant on you?
Collin 05:21
Yeah, people are looking to you to make those decisions. People are looking to you for those guidance. People are looking to you to make those hard choices in your business. Previously, it was just you doing everything and our value, like Megan said, it really came from our ability to execute the work, to walk the dogs, to scoop the litter, to market the business, to do all of that, when we look to that reset of, okay, now I'm the one that has to prioritize. I'm the one that has to work through these decisions for where we're headed. And this was, this was hard for us in the beginning. I mean, this really was of right? So we don't do very many visits anymore. We fill in, we train, we step in. We need when we needed. We enjoy that work we were, we are really good at that. I'm not going to toot our own horn, but, I mean, it's something that we both really enjoy. But the bulk of our time now is in just making decisions. It's it's because who else in our business is going to decide how to advertise, how much money to spend, what those ads are going to look like, what that creative is going to be, who else is going to craft new services to serve our clients? Well, who's going to decide what markets we enter and how we expand, or what partnerships we lean into, who's going to make that phone call, who's going to find networking opportunities or or decide what not to do as a business. That was a big thing for us last year, of of what does our business not do? And at some point, Megan and I had to get comfortable with saying, you know, if, if I, if I if Collin is doing a visit, it's wasting company opportunities. If Megan is doing a visit, it's limiting the growth of the business. And that was hard because we had relied on ourselves for so long to do the work that makes our business money that's at the end of the day, that's what generates revenue, is serving a client, executing the work in the service. And until we could kind of get our brains around that phrase of when I'm doing visit, it's wasting company opportunities, because I need to be doing other things.
Meghan 07:40
Now, of course, you can elevate employees and have them go do boots on the ground work for you, and help market and go to networking events and all of those things, but there are definitely decisions that we obviously we had to do before, right? We as solos, we still had to make decisions of, where are we going to pass out flyers? What partnerships are we going to have? How many events do we do? These things are not off of our plate. You know, they can be if you have a manager and you're truly elevated out of your company. But for us, we are still making these decisions, but we have more time available to do them because we have this team under us.
Collin 08:15
Yeah, and it's not saying that doing a visit is a waste of time. No, those are still incredibly important. If we don't do visits, we don't make money, that's all the whole reason we exist, right? Training is still important, but it's because we're Megan and I are we're the only ones that can do certain things. And again, there's that pathway to elevate and grow and expand your business, but this is all the way up. It's It's okay getting out of the field. Now I'm kind of managing, and then I can become just the direction setter, and I have a manager sitting between, but this mindset of going from I do to I decide, is all the way through this. And this, this really stings, and this is really hard for it was hard for me to get over because I kind of had built my identity on being useful in the field
Meghan 09:02
well, and of course, nobody is going to care about your business or the clients as much as you the owner, as much as us. You know, we hope that we can hire excellent employees that really care and really go the extra mile for clients. But at the end of the day, it's my reputation that's on the line. It's not the employee, so when they mess up, I have to own that mistake in front of the client.
Collin 09:25
Yeah, absolutely. And no one is going to make these decisions for you. And as your business expands and grows and becomes more complicated, you need to have more time to make those decisions, because it impacts more things if you make a wrong decision on marketing and spending that ad money when it's just you in the field that that impacts your dollar, your bottom line. But if you have 15 employees working for you now, bad advertising impacts their ability to earn money and your ability to earn money as well. And everything is kind of more interrelated, more. Complicated. No one else is going to make these decisions, so we have to understand the importance of having that time to make them and to focus on them almost exclusively.
Meghan 10:11
Something every company needs is pet business insurance. As a pet sitter, you know how much trust goes into caring for someone's furry family member, but who's got your back for over 25 years, pet sitters Associates has been helping pet care pros like you with affordable, flexible insurance coverage, whether you're walking dogs, pet sitting or just starting out, they make it easy to protect your business. Get a free quote today at petsit llc.com as a listener, you get $10 off your membership when you use the code confessional at checkout. That's petsit llc.com because your peace of mind is part of great pet care. We started these businesses with a lot of passion for helping people and helping pets and serving them well. So the second reset is we go from this passion to standardization, and we may not lose that passion. It just morphs into something else. It looks different. But this one trips up a lot of us passionate owners, because we think if people care as much as I do, then things will be totally fine,
Collin 11:06
really, is of if I just hire the right passionate people, if I just find that passion, then I'm never going to have any problems, because I never had any problems because of my passion. And if I just talk to the right people, I bring the right people in, I'm not going to have to worry about anything. I'm not going to have to worry about training. I'm not going to have to worry about policies or procedures. I'm not going to worry about any of that stuff, because their passion will fuel them to do it just like I did and and the hard reality is that no one will ever have as much passion for your business as you do, no one will ever have the passion that you have for pets to serve people in the way that you want to serve them, and and that's not a failure if you thought that, because we certainly did too. It's normal. It's normal for people not to have the same passion as you do, because otherwise they would be doing what you do. But because of your passion, you're running your business. You're looking to hire people and bring people in to continue that passion and bring it to other people well.
Meghan 12:13
And here's where that standardization comes in, of we can have all the passion in the world, we can love on all the puppies and all the kitties, but at the end of the day, you as the business owner, have to pay these people, and you can't just pay them for five hours straight of cuddling on the floor when it's only a 30 minute or 45 minute visit. Brass tax is we have to develop this new mindset of, well, I do have to lay down the law when it's necessary, because I have payroll
Collin 12:39
Well, and that's one aspect of standardizing the times. Now it's standardizing the care, standardizing the walk, standardizing how you hold a leash. What we've come to understand is that we have to standardize or it doesn't matter. You need to standardize it, or the thing that you're working on doesn't matter. I mean, this past year, Megan and I really ratcheted up our training procedures significantly, not necessarily major overhauls, but we really honed in on what we wanted to get across to our team. And it wasn't because people were doing poorly, but it was because that we realized again, that if something isn't standardized, it doesn't matter, and we shouldn't be doing it. Our training basically runs itself now, documents everything and ensures we never have to wonder if something was covered. Did we talk about something? Was it mentioned? Because this kind of playing loosey goosey, fast and loose with with these kind of policies and procedures in training, all of a sudden it's like that's not acceptable anymore, if, if if everybody's not doing it the same, that's a major issue, and they're not doing it. Here's the important part, they're not doing it out of passion. They're doing it because you told them that's how it needs to be done. Now they do have passion, because otherwise they would have applied to a pet sitting a dog walking company or cat sitting company or or farm company, they would have applied to that without some passion, and now you are saying, okay, because of your passion, I need you to do things this way. And it's the same with how we conduct visits. 14 years ago, we we landed on a visit flow and structure between Megan and I. We landed on something that just really clicked and worked for how we enter, how we interact with pets, what gets checked, how we write an update, how we leave. That's what's how we've done things over the years, and that structure hasn't changed much because it works for us and how we serve people. That's now what we train our employees to do. Here's our model, here's our process, here's the thing to do, take your passion and apply it to this passion. I think it's important to note still fuels Megan and I it still drives us, and that's one reason why we standardize. We care so much about. What we do and how we do it. We want to have line item SOPs. We want to have things same and predictable for everybody on the team, so that the clients get the best care possible.
Meghan 15:12
But at the end of the day, protocols protect your business. The SOPs are there for a reason. The training is there for a reason. You need to follow this in order to I mean, it's just like any other job. Subway teaches you how to make a club sandwich, right? Make the same way every time. This is how we do this. We're not training robots. Of course. We want people to have their own personalities, but it can be hard for our mind as the business owner to go, Okay, I need them to follow this way that I do it, because I know that this is the best way, and it can feel rigid sometimes. Of, well, I'm not letting them be their own person, or I'm too micromanaging. But we have employees for a reason. We brought them on as employees so that they can be trained to the absolute best care standards. We don't want just average people going out and spreading our name. This is our reputation, but it can also feel impersonal. Of, I'm taking their personality out of themselves. Well, no, not necessarily. We're just saying this is the structure you can still play with inside the box, but we do need you to operate inside the box.
Collin 16:12
I mean, truthfully, if you believe that the way you've operated is the best way to do it, because it's worked for you and it served your clients, well, why would you not train your employees to operate you the way you do and standardize those visits to how you do things? And it's not like Megan said. It's not watering down the care or making it impersonal or cold and rigid. It's making things so that the quality of care survives without you there, it's making things predictable, and it's actually perpetuating your excellence to other people, so that your clients and more clients continue to be served well.
Meghan 16:53
It's all about that sustainability, not only efficiency of everybody is doing the same thing, so we are getting things done in a more efficient time, but also sustainability. What happens if I have to go into the hospital tomorrow? I know who can take over, and more importantly, I know that the same level of care is being done. I don't have to worry about how Marge is doing at fluffy's visit, or how John is doing at Fido's visit. I know that I have this overarching theme of my company of the standard of care that we all agree
Collin 17:24
to, which does bring a lot of things with it. If you agree that standardizing is important, now you have to train to that. You have to write that down. You have to hold that accountable. And yes, you do have to hold them accountable. I'm going to say that again, because that is the hard the hardest part about having standards, is that you hold people to them.
Meghan 17:48
Because, again, we didn't get in this to be managers of people necessarily. I didn't want to bring down the hammer when you mess up at a visit. That does. I don't like that. I don't like having hard conversations. But it is. It's a mindset of we have to be managing people now. We they bring all of their junk into our company, all of their personal stuff, and now we have to deal with that and that emotional valence that really can take a toll, sometimes,
Collin 18:12
a lot of times. Megan, you'll ask me, What's the point of having a standard if we're not going to hold to it?
Meghan 18:18
I don't like asking that question, but it's true, and we have to make a hard decision, and we don't really want to. I have to come back to, well, we did say this in black and white, writing of this is what we were going to
Collin 18:31
do, and so that's a major part of this reset. It's not just okay. I need to standardize. It's okay. I need to hold people to this once it's been standardized, because otherwise my business isn't my own, and I'm not operating the way I want to do and the clients aren't being served how I think they need to be served. And so this is a two thing. It's it's one, make the standards, set the standards and set it high, set it to so that you know how you would want it done. Train people to do that, and then that last part, you've got to hold them accountable and have ways of coaching and nurturing and bringing them up to that standard or making that tough decision. Of it's time we let you go, and this isn't working out anymore.
Michelle 19:17
What does it take to scale your pet care business? My name is Michelle Klein. I'm the founder of dog co launch, where pet care companies come to grow and scale. And I want to send you a case study of how one of my clients took his monthly revenue in just one year from $17,000 to over $73,000 and yes, that is monthly revenue, not annual. To get this case study and to learn more about dog CO and what we do and how we help companies go to dog CO, launch.com forward slash case study.
Meghan 19:51
The third reset for viewing what you do as more of a company is going from this is me to this is a company. This is the deepest reset and the most. Most emotional. We are the CEO. We are the business owner that people rely on us to make these decisions. You know, in the early stage of our identity as a business owner, we thought, you know, this is all on me. I provide the excellent service, not in a selfish way, but like it's me, me, me, me, me. All the time. The clients love me. I care. I put on my website my face, it's I use, I language, and so at the beginning, the business is very personal. Clients leave me tips and give me gifts. Decisions are emotional. I base it off of, well, do I want to do this? And I may make exceptions, because I only have to answer for myself and to myself. I don't have to explain this decision I'm making away to anybody else. Also, our preferences matter at the beginning. Do I like this client? Do I want to take on this client? Do I want to offer different services or at different price points? Do I want to test the market in these different areas? And of course, we can still test the market when we have a team. It just it takes longer to steer the ship, because when we're at the growth stage, the reality at scale is the company has needs. The company has obligations. I now have to keep up with workers comp and payroll and these HR issues that I'm dealing with, with my people, and keeping up with my state labor laws and filing these things on time. The company also makes decisions independent of your comfort, I now have to say, Okay, what is best for the company? What is best for the team? How can I make the team keep going day after day? It's now not Well, I enjoy overnights, but the realities of having a team make it so I can't financially afford to have employees do overnights anymore.
Collin 21:41
Or maybe you're not comfortable going in and door knocking and building that network and relationships with people in your community. Maybe you're not comfortable sitting down behind the computer typing up some ad copy or figuring out how chat G, P, T works at the end of the day, something that I know Megan and I like, really had a lot of internal work that we had to go through, and really had to think about our business as a company and not necessarily an extension of ourselves. That's a key difference of my our company does flow from us and and kind of through us, but it is not, in and of itself, an extension of me, me as a person. This is not about us at all. This really means that our feelings don't drive decisions. I mean, do we have pure emotions and frustrations and angers and all in resentments and all that stuff, absolutely, but at a company level thinking, you cannot allow that to dictate how you move forward and what you decide you have to act like a business, like a company, what we want doesn't always matter. There are those days where I'm going around and and meeting people, and I do not want to go in and and introduce myself one more time. I do not want to write another email working on partnerships with people, but I know that if I don't, the company suffers, and so the company has needs to build and grow and connect and continue that I play a part in.
Meghan 23:17
Now, don't hear what we're not saying. We aren't saying that solopreneurs aren't also a company. We're not trying to bash anybody here. We are saying there are key distinctions between being a solo operator and having a team under you, that there is a mindset shift that does need to happen,
Collin 23:33
absolutely and yes, it has one thing to do with the number of obligations that you now have to take on and be in charge of with the number of visits, the number of employees, the amount of revenue that you're bringing in, but more importantly, it's just how do you view yourself and your role in the business? That mindset has to start before you start bringing on all these people and scaling really big, because if you don't have those things set up to begin with, it's harder and harder to grow into it and and having that mindset. And what's great about all of these little resets is that and they're not little like they do take a lot of time and introspection to work through all of these mindsets and resets that we go through are beneficial for you, no matter what stage of business you're in, viewing yourself as a company and all the operations and obligations and things that go into this that's beneficial, very beneficial for you as a solo or if you have 15 employees and up, that is What allows you to make those hard decisions and understand that some things, sometimes things just must be done in order for the business to continue. Because sometimes, in our company, what we want doesn't matter. What we want is sometimes not the hard work that the business requires to be done the business sometimes. Teams needs to do things that we don't like, and we have to be okay with that. We have to have those uncomfortable conversations with employees. We have to go through those awkward moments with potential hires, or with potential partnerships or networking, or with the confusion around the services and pricing and all this stuff that is a business level problem that's not a personal me Collin problem. Now what happens is we intermingle those two and then I get personally hurt and offended when somebody doesn't understand my pricing structure. Instead, I have to go, Hmm, the business isn't really clear on that. What do I need to do with the business to make sure that that's okay? Because that's not a me problem. That's a business problem. Maybe it's raising prices even when things are uncomfortable and you don't want to do it. Maybe you realize, oh, in order for me to maintain my profit margins on my business, I have to raise my prices to keep pace with labor and keep pace with rising prices of everything else. I might not want to raise that, but I have business needs that go along with this, or maybe even letting somebody go when it hurts again, this can be very uncomfortable. We want to see the best in everybody and how that plays out, but if it's not a good fit, we have to be the ones that step in and make that decision and then execute that. And then we've talked about this before, but the executing of policies and procedures, we uphold those it's not comfortable, but the business demands it, because otherwise, what's the point in doing that? So we in order to get our brains around this, a question that Meg and I have really asked ourselves a lot over the past two, three years has been if we were paying somebody else to do this task. What would we expect them to do? And how would they know which decision to make? This really helps remove ourselves from the equation and go if I were operating in a management level for this business and somebody else was above me, how would I know what a good decision is, what would I look for and what would I do as part of my job duties?
Meghan 27:05
Really pulling yourself out of the situation and going, Okay, look at it from an umbrella view. What would this person need to know? And that actually provides a lot of clarity when you go to write your standard operating procedures and your policies and how to do a visit and how to scoop a litter box and how to walk a dog and all the things that go into a field manual and an employee handbook. But what would this person need to know?
Collin 27:28
And it removes the guilt from some of the decisions too, but it also provides really clear responsibilities. We wear the hats of so many different roles and functions in our business, and that never truly stops. We just wear some for longer periods of time, or some are bigger than others, but when we're putting on one hat, we can go, Okay, in this role, what are my responsibilities now, for the betterment of the business and for the betterment and continuation of the operations and what's going on? And it's that shift. It's really, it's really the difference between an owner who burns out and a company that endures when we are able to put ourselves and separate ourselves away from the business itself.
Meghan 28:15
It may be for you, a subtle shift that happened from it's only me to now I'm running a company, but it should be very intentional, and this matters, because many of us didn't plan to earn this much with our business. We never had $1 amount that we really sought to achieve. We may have revenue goals now, but we didn't seek out that when we first started our companies, we didn't plan to employ this many people, or we didn't plan to carry this much weight, this emotional baggage that came with everybody else coming on board. But growth doesn't ask permission. The skills that got you here, you know, the passion, the hustle, the flexibility, the adaptability, the organization, skills that got you to this level are not necessarily the same that are going to carry you forward. They are excellent skills, but running a company really requires restraint and clarity, consistency with employee to employee, and then long term thinking as well. Again, you are the captain of the ship that is sailing forward, and you need to know when to go full steam ahead or pull back a little bit,
Collin 29:21
and this isn't selling out. I know a lot of people come into the industry from bad experiences in corporate America or in big business, and they wanted something different or unique for themselves. Viewing yourself as a company doesn't mean that you're selling your soul to make something better or to whatever with your business. What it does mean is that you are allowing yourself to view what you do and how you do it in a different light, in that consistent light, in that clarity, in that restraint, right where, where once, if it was just, when it was just Megan and I, we may have let our emotions. Show a little bit more, or probably a lot more, to our clients than we can or do now, because the business doesn't need that. That's not important to it. We've got the livelihood of many employees around us that we have to protect and guard the consistency where before we didn't have standard operating procedures, we didn't have all the stuff in place, because it was just us. Now the business needs and demands having the employee handbook and knowing what our workers' compensation is and knowing all of these things, and Megan, you brought up several times the HR policies and everything like that. Those are important. Those are critical to being a company and operating as such, it can feel cold, it can feel distant, it can feel remote, but ultimately, what it is is providing security. It's providing stability. It's making sure that the passion that you have isn't washed and squandered away. Think of all of these things as support beams, as a network, as a structure to make sure that your passion can flow through and get to everything that the business does. If water doesn't have a channel to be in, it just kind of puddles out and goes nowhere. It does the most work it does the most in the environment when it's flowing and going somewhere. Same thing with our passion, build supports, build structures. Have that team and have that mindset as a company to make sure that it's actually getting accomplished.
Meghan 31:34
Just as we are trying to convince clients that we are the most professional and we are the best of the best in our companies, how much more so do we need to put it in our minds of it's not just me anymore. I am the owner of a business that, yes, has all of these obligations, but I'm doing something really cool, and so we need to step into that role feeling very confident that we can do this.
Collin 31:56
It starts with us. I know recently, we actually brought on a new client who said, Well, you know, I had somebody previously, before I moved here and and they said they were insured and bonded and all this stuff, but they didn't have the processes like you do, kind of saying like, So, what's the big deal? What's really the difference here? And one of those big differences is the mindset and the seriousness with which we take what we do and how we do it. It's the ability to have our business, our company, run whether we're super involved or not. It's about having that predictability and consistency throughout everything. All of that is so that the way we want things to actually be done get done in the right manner.
Meghan 32:35
So again, this isn't about selling out as a company. This is about growing up, going into that mature phase of seeing yourself for who you actually are. Jan, thank you again for this question. It touches something deeper than tactics. We really appreciate it. It names the quiet shift from doing the work to holding the responsibility, taking up that mantle, being the captain of the ship, putting on that hat and going, okay, here we go. We're riding off into the sunset. If you're listening and feeling uneasy as well, just know that you are not failing. You're not necessarily losing your passion. You're stepping into a different role. Be confident in that it's an it's an awesome responsibility, and it's a role that matters more than you think. It's not that you stopped caring. It may not be that you're less passionate. It's that you learned how to care at scale. It's not easy to do but you can do it. Thank you for listening to this episode. If you have thoughts on it, you can email us at Pet Sitter confessional@gmail.com, or look us up on Facebook and Instagram. At Pet Sitter confessional, thank you to our sponsors, pet sitters, associates and dog Collin, and we will talk with you next time bye. You.
