 So when I got in the military, I'm sure a lot of veterans can relate. I was a logistics, I was a NCO in logistics and, but when you translate that to civilian, it doesn't mean much. Really the only, I was 23 years old at that, so I was very young. The only people that wanted to hire me was Home Depot. So my first job coming out was, even though it was like a semester away from a bachelor's degree, they couldn't see past my age. And I'm a female, and all I had on my resume pretty predominantly was warehouse work. So Home Depot was, I wasn't keen yet on how to write up a resume, which comes full circle because that's what I do now, staffing, so. Yeah, yeah. No, I love it. I love it. So I started off as Home Depot at night stalking, and then I got a call. I didn't have a network here either, mind you, I had been overseas for three years, so I was getting adjusted to life on US soil and also trying to figure out, okay, what am I going to do now? Because I was told what to do for six years. So I was told what to wear, I was told where to go. So it was truly having to adjust to civilian life and also adjust to who I am, finding myself. So General Dynamics had given me a call, they were looking for a logistics person here at Lackland at Security Hill, and that's where I got my first real job, I guess you'd say. I don't know if it was a real job, but a full-time job, and started working there with General Dynamics, and that's when I got my foot in the door and started learning how to work a resume. Okay, okay, okay, no, I like it, I like it. Now did you, the project that they were working on specifically, was it related to the federal government in any way? Yes, I've been in that government world since, working on defense ground systems, so they were trying to consolidate the inventory amongst all the systems, stateside and Oconus overseas as well. Right, okay. That was my job was to try to help consolidate the inventory. Now, because we are talking to people who are interested in doing work for the federal government, both as a prime and subcontractor, did you see a difference between working on the inside for the government and then now working for a private contractor as a contractor to the government? The only, probably the only difference was with our war. Yeah, you know what, I can see that, I can see that. Yeah, so you're pretty much held to the same standards, I mean, well, at least in my section, I guess, I think too, because my location, I was on Security Hill, so they were pretty tight or strict with their requirements, but I worked with law and military personnel, so it really wasn't a huge difference. Okay. No, I didn't think it was. I didn't think it was different. Okay, and then you transitioned to another project or post with IVIS, is that IVIS? Yes, I was a contractor again for, where was I at there, the Air Force Mentor Protege Program Office. Yes. Yeah. So I was a contractor working for the government still. Yeah. Okay, okay, okay. I've never left the government. They would not let me go. They won't let you leave, huh? Well, it's okay. Like you said, you changed outfits, so now. Yeah. Yeah, now I had to actually wear a suit, so I was out of the warehouse, yeah, so I had to, and you know, the funny part is when I had to shop for suits, because I was so military minded, I couldn't pick a suit that didn't have a matching. If it didn't have a top and bottom matching, I wouldn't buy it, because I didn't know how to, I didn't know how to cut a coordinator. No. Come on. Isn't that terrible? I love, you know what? It's pretty bad, yes. That's awful, no. But that's a great, I like that because it shows the authenticity, right? Yeah, or the closed-mindedness of it. I was trying to give you credit, you know. I did not know how to think outside the box yet. Okay, okay, okay, okay, all right, well, I'm sure a lot of people can relate to that experience. Yeah, it's funny. So now, you were working managing the Air Force Mentor Pose program. Yes, before they moved it up to DC, I was able to, I managed the program there, and we had, at the time, maybe over 30 different partnerships with large primes like Boeing, Lockheed, SCICs, and then what they would do is they would find small businesses to some contract, or I mean small businesses to get into the program with, and over the course of three years, they would do anything from helping them with their accounting systems, HR, to marketing business development, and the Air Force would pay the mentor to assist them in training these multiple areas. Really? Yeah, yeah, it was a really good program, and I think it was, you know, it was there where I really got a better sense of small businesses and what they do for the government, and they also, too, the importance of having a mentor to guide you through that. So, yeah, that really was awesome, because we have quarterly meetings, and I would be able to hear the pros and cons of the partnerships. That's what I was going to ask about. Yeah, the struggle. Yeah, that's what I was going to ask about, because again, I've, you know, we've, most of the time, you hear about these programs from like attorneys and brokers and things like that, but not from someone on inside. What were your primary, like, responsibilities? So, I was there to make sure that the prime did what they say they were going to do. Oh, that's awesome. Okay. Also, to keep the program on track, to make sure that, you know, they were only behind on their deliverables in the sense of, again, just keeping them on target with what they're supposed to do every quarter, financially making sure that they didn't exceed their budget that was allocated for that year. Okay. And also really just getting feedback from the subcontractors, making sure that their needs were met, but also that they were doing what they needed to do to become a good supplier to the government as well on their part. Because again, the program was there to help them assist, not do everything for them. Right, right, right, right. Yeah. So, were there any, like, common traits that you saw between the small businesses or any, like, patterns or anything that seemed to be, like, stand out or re-prevailing? I think... Good or bad. Yeah, I think one of the biggest ones, and I think it runs true to today, even for myself and business, the power of networking, business development and relationships, those were extremely crucial on all of the partnerships. It was either showing them how to be D, getting their marketing material together, and also just showing them the ropes on how to build those relationships and make them lasting relationships. Very good. I like that. I like that. One question I'm asking that I should be asking, that I'm not asking about the program. No, no, go ahead. No, because I'm very interested in that. And because now it seems like the mentor program today is different than the one that you were working with. Mm-hmm. Because, again, you said, I know that now we have mentor programs, like the SBA has their own mentor program. Oh, yeah. Yeah, those are... That one's not funded. And, you know, I can't... They moved my program from Brooks to D.C. And I kind of lost touch with how or if they were. But the Army had one, the Air Force had one. I think... I think who else had one? Where they were paid. Okay, so they had to be funded programs. They were funded, yeah. And I forgive me, but I've lost track. But over the time, I know the funding got tighter and tighter. They weren't having as many partnerships as they did while I was working there. Okay. No, no, no. Again, I looked at my history and I see that they start programs. They stopped them for various reasons. You know, they changed them. They changed the way that they do. Yeah. Like you said, they're looking at those metrics and the deliverables and seeing, you know, kind of like a test if it worked. Yes. It didn't work and things like that. So, okay, moving on. So, from that, we know you had some other companies in between, but you started your business in 2011? Mm-hmm. Yes, I did. I had left a small business. I wasn't small. He had graduated from the ADA. Very successful. I worked for a company. It was called THI. Okay. And Mr. Tett, that also was the owner, president of the company, and he sold it. But prior to him selling, I worked very closely with him over the last year. And he, you know, those people that see things in you before you see them for yourself. Yeah. So, he was always like, Crystal, you got to start your business. You got to do this. You have the network. You have the know-how, the skill set. So, just do it. And I was like, no, can't do it. I mean, I'm finishing him a PhD. I was like, not going to do it. Not time. And he was like, you're never going to be ready. And so, I says, nope, I'm good. I enjoy working for you. And, but he was truly one of those individuals that paid it forward and he allowed me to shadow him, work in any department that I felt that I was curious about or wanted to know more about. And those types of things are extremely priceless. And again, I was kind of tapped around the idea, but I wasn't sure. And so, when he sold his company, it was kind of like the push to just do it. Because, again, I stayed because of him. I truly enjoyed his leadership. What did his organization do? Excuse me? What did his organization, what did his company do? Same thing. They did medical, medical IT staffing. Okay. Yeah. Uh-huh. And so, when he sold, I was like, oh, darn it. What am I going to do now? And I went to go work for another company, but I think I was there maybe like six months, and I kept getting the phone calls. Hey, we have this contract. Hey, we have this contract. Where are you at? I'm not in that business anymore. Leave me alone. Oh, wow. Wow. Yeah. I was, I was fighting it every which way I could. Um, but you get to a point in life where you can make all the money in the world. You know, I had a goal. I wanted to make so much money. I mean, I wanted to make much a year and I wanted to be somewhere at this age. And when I got there, it was like money's not everything. Right. The job satisfaction was more important to me than monetary. Yeah. And I think I had to experience that to really realize what's my next move. Um, so once I realized that it was like, okay, Mr. I'm ready. And that's how I started prosperity solutions. Yeah. Okay. Okay. So you jump when you started it, what did you want to be your focus? What, uh, the same area of work staffing? I do staffing. Yeah. It was a medical logistics staffing. Um, I wanted to go with what I knew best. Um, I did with my spirit was for some logistics and medical. Okay. Those were my, my sweet spots. And that's what I went after. Okay. And, um, well, when you said you started your business, most of us, when we say start our business, okay, we go out, we go to legal zoom, or we go to some lawyer and we set up the corporation. Um, obviously you had somewhat of a network, but tell, can you tell us about what were some of the first things that you did as far as your business development in the marketing? Same things that you said that they taught the men. Right. From the project. Yeah. Um, I was fortunate and blessed that I had been working in those environments for my mentor. Um, I had been doing that for the last three years, you know, hitting the pavement, shaking those hands, meeting those contracting officers, um, day in and day out. And so when I switched hats, um, it was a little easier for me because they knew me, but they knew me now as far as it is, not my own company. And so, um, I was fortunate in that capacity. I felt like I had already done my work and, um, I had built those relationships. Right. Um, but that's, it's never, it's never ending. I mean, I'm still doing it today. Yeah. Yeah. No, definitely. Definitely. You got to keep proving yourself. Yeah. Exactly. And in a different capacity or different, um, you offer, you have different things to offer to the table now. So, um, but those were fun. Um, just rebranding myself now as prosperity's and, um, um, and also showing them that I could do it, um, even though I was, you know, in a different role, but I still could do the same thing that I delivered before. Okay. Okay. Okay. Uh, how quickly after you started, did you get your first contract? Um, I think I registered everything like in October by December. I heard they had a, they had a contract waiting for me and I got it in March. So maybe about six months out. Wow. Yeah. You said they had one waiting for you. Yeah, they had one waiting for me. Oh my gosh. That is, that's an unreal story.