 Well we're here at New Frontiers and I think this is a perfect opportunity to get some top tips for entrepreneurs working out of Wellington and how they can grow their companies and yeah I'd love to hear your thoughts. Great. So I have experience growing several businesses of my own, investing in several companies. I tend to invest in SaaS platforms and advise them. I guess my observations are when you're starting a business as an entrepreneur and you're focused on innovation and growing your business, sometimes it's easy to get a little too myopic or a little bit too focused on just the thing that you're good at and I think that if you're going to be successful growing and scaling a business, there are a few things in my opinion that you should never completely delegate. I'd say the first thing is probably leadership. You always want to be the one with the vision, telling the story, telling the story of how you got to where you are and telling the story of how you're going to get to where you're going, helping your team and your customers understand the events that are happening in the world, interpreting them for them so that they all make sense and particularly make sense in relationship to what you're trying to create for them. So never totally delegate leadership and visioning and I think it's a good idea to study the leadership and kind of management geniuses out there. Study people like Warren Benes and W. Edwards Deming and Peter Drucker and go back and read some of those books and get the foundations. Another thing I think you should never completely delegate is marketing. Marketing however you think about that, whether you're doing direct marketing or branding or whether you're just doing referral based marketing or trying to get your customers to be your advocates, also go back and study the greats, study the people that think about branding, study people like Al Rees and Jack Trout, study the experts in direct marketing. Read the classics like David Ogleby's books and so forth. I also think that recruiting and hiring is an area you should never completely delegate. You want to be the one that's always attracting that next level of top talent. Steve Jobs reportedly all the way through growing his companies invested a lot of time personally recruiting those superstars. Go back and study Brad Smart, read the book top grading and really learn a lot about recruiting. How do you think the entrepreneurs and leaders of these companies can balance all of that? When they're driving their company forward and these key three things that they need to hold on to, how do they manage that? What are your tips? I'd recommend coffee. We have a lot of that in our community. I used to drink a lot of coffee when I was growing businesses. Yeah, balance. Growing a business is kind of like juggling, where you've heard like plate spinning, where you do something for a while and you get that part and then all of a sudden there's a constraint or a bottleneck or an opportunity and in growth mode you have to be very opportunistic I guess. I mean that in the positive sense. You're always looking for the areas of your business where a small little change can create a very magnified or geometric growth effect. I don't think that there's a way ... I can't say, okay, put 10% of your time into hiring and 10% of your time into market because you'll come into a phase. If you're a one person business, it's like just get your product done and get that into the hands of your customers. You can get some feedback. If you're a five person business, it could be if you just hire that next amazing developer that could be the quantum leap or if you just can get a great designer on your team like that's going to change everything or if you can just get another distribution channel. You're always looking, you're kind of a growth opportunist looking for that place in the business where you can put that attention, that all precious, all powerful attention to get the most growth. Awesome. All right. Well, thank you very much for your time and enjoy the rest of New Frontiers.