Episode 91: Finding the Focus to Increase the Bottom Line with Sarah Tetlow, Founder & CEO of Firm Focus
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What you’ll learn in this episode:
- How lawyers, law firms and managing partners respond when they hear Firm Focus can help them develop a firm focus.
- How you can overcome disorganization and develop systems that can keep you focused.
- The top three stumbling blocks for lawyers that impede business development.
About Sarah Tetlow:
Sarah Tetlow is an experienced productivity consultant, trainer and speaker for attorneys and other legal professionals. She uses her past experiences, organizational and strategic thought process, education and training to help law firms increase their bottom line and operate more efficiently. Through one-on-one consulting, strategic planning, workshops and group trainings, Sarah works with attorneys and law firms to find personalized ways to manage one’s day with a proactive and focused approach.
Sarah has experienced first-hand the stress that attorneys endure in trying to manage multiple projects. Sarah’s mission, and the reason for starting Firm Focus, is the desire to see a change in the industry and to help attorneys experience control over their day.
Episode 91: Finding the Focus to Increase the Bottom Line with Sarah Tetlow, Founder & CEO of Firm Focus
Sharon: Welcome to the Law Firm Marketing Catalyst podcast. Today, we’re talking with Sarah Tetlow, Founder & CEO of Firm Focus which works with law firms to increase productivity with the ultimate goal of increasing firm revenue. She has worn many hats within the law firm environment, so she knows the ins and outs of how they work and where they encounter stumbling blocks when it comes to productivity. Today we’ll hear all about her journey, her perspective on law firm productivity and how it can be enhanced. Sarah, welcome to the program.
Sarah: Thank you so much, Sharon, it’s wonderful to be here.
Sharon: So glad to be talking with you. When I was reading stumbling blocks on law firm productivity, I thought, “Oh my gosh, there are a lot of them. So, tell us about your career path and how you started working with lawyers.
Sarah: Yeah, I went to UC Santa Barbara and studied law and society and always thought that I wanted to be a lawyer. My whole life, I wanted to be a lawyer and long story short, I ended up going a different path, but always within the legal industry and I was a litigation paralegal for many years in my career and then I moved into a marketing and business development manager role and, ultimately, during that time in my career, I started to really explore what I was passionate about and where there was a need in the industry which landed on creating Firm Focus and now I’m truly happy that my career took this path because I love helping lawyers work more productively, be more organized and basically fall in love with their career again.
Sharon: Was it helping lawyers that made you passionate or was it that you could enhance their ability to work more efficiently? What did you become passionate about?
Sarah: When I was a litigation paralegal and kind of the day to day and preparing the lawyers for trial or even depositions or hearings and helping manage a lot of the big, voluminous projects, it was always something that I really just enjoyed doing. I remained calm in the storm. I always had a really good sense of time and project size and the resources that we needed to use to be able to meet deadlines and effectuate the projects without burning out and it was just something I was good at, but also I really enjoyed that part of my career and helping manage the lawyers, helping manage the cases. So when I started to explore—when I was a business development manager and I was spending a lot of commuting time thinking about what was I loving about being a marketing and BD manager, what was missing about not being a litigation paralegal anymore, where are my skills, what am I good at and where can I fill a gap in the industry by marrying all of those skills and my passion to help the industry. So, it came from both. It came from just sort of my own selfish view of myself and what fulfilled me, but then matching that to what the industry could benefit from and gain value from and so that’s what landed me on their productivity experts, their business development coaches and I’m now bringing to the industry a productivity expert for the legal industry.
Sharon: So, tell us what made you decide to go out on your own, start your firm, and tell us a little bit about Firm Focus.
Sarah: That was scary of course. I had a career; I had a job; I had two babies; I was secure and comfortable, but I started on the side. I started doing some home organizing. So, on weekends or at night, I would go and do home organizing, just something that I found out twas a career and it’s something I do even in my own house to reduce stress, and I enjoy it. Yes, I’m crazy; I like organizing; it’s something that I love to do and so I would do it on the side on top of my career at a law firm in San Francisco and then I started to get the idea of, “Wow, I can make a business out of this.” But whenever I would kind of look at longevity in that industry, I just didn’t see it. I didn’t see my body doing this for the next 35 years or however long—not even 35 years. I’m a little too old to work for 35 more years, but I didn’t see myself doing it long-term and so it took about a year to evolve to the right idea, but I came to the idea of marrying again the idea of organizing, but also the skills I had in the law office and came up with Firm Focus and then the name came up because I landed on the concept; I landed on the idea; I started to strategize about what that business would be like and then of course I wrote down lawyers, law firms, productivity and came up with Firm Focus which I’m actually very proud of the name because I think it has a double meaning on both ends and I stand by what I do with my clients in really helping them develop a firm focus in their business and in their day to day.
Sharon: What’s the response when you tell lawyers or law firms or management partners that you can help them develop a firm focus? Do they always say, “I have that” or what? What’s their response?
Sarah: Almost 100% of the time, I get a laugh and says, “You’re saying lawyers need that?” Usually there’s some curiosity behind that as well because many lawyers—there are some lawyers that have their workday designed perfectly. They have systems in place. They have boundaries established. They are able to stay focused, mitigate distractions and interruptions, have effective communication skills within their law firm and this is not really an issue for them, but there are others, many others whereby the very nature of how the industry has manifest, productivity skills and organizational skills are essential and it’s not that lawyers are lacking these skills necessarily. They’re incredibly intelligent individuals. Usually it’s a result of just the fast-pace day and the slow-paced judicial system, the skills to be able to design the [unintelligible] of day, but then be able to react to significant changes that occur in their caseloads, things settling, trial dates being vacated, deals, the date being moved and all of these things elicit and need to be very organized and have a good sense of time, attention and project management skills.
Sharon: Do you find that most—and I guess there are some people who just can’t get organized. Can you help them overcome that or do you come in and set up systems or what do you do?
Sarah: All of the above. So, I work with a lot of lawyers that have ADHD; it’s actually quite common and the reality is—I’m a naturally very, very organized person and I don’t expect my clients to be 100% organized and they don’t expect that of themselves, but I have a lot of strategies, ideas and tips and of course it’s customized to the person. Are they a litigator or are they are transactional attorney? Are they remote or are they in the office or a hybrid? Are they a digital person or are they a paper person? And so, all of these I am able to help my clients diagnose where their weaknesses are or their challenges are, leverage the strengths that they have, but also work with the other variables like what I mentioned: in-person, remote, digital/paper and help them just make changes to their habits, make changes to their systems so that they can work more productivity and more effectively.
Sharon: And so, do you help them? Because a lot of times I think it’s not that people—they realize that they need this system. Lawyers need—everybody needs systems, but especially lawyers because they’re working so quickly most of the time. They need systems, but it’s like, “I don’t have time to stop and put that together.” So, is that what you do?
Sarah: Yeah, so when I meet with clients initially—I work with clients three ways. One is via coaching, so that’s usually one-on-one or very small groups and I have three-month, six-month packages where I meet with clients and what I do there in the beginning is I have a self-assessment I send them that I’ve created and I have them rate themselves on different statements that are in this assessment and then I take and I rearrange it into a scorecard by various categories that are some of the variables we think of for productivity. So, we have some goals established because—why are we being more productive? Why do we want to be more productive? What are we not accomplishing or what are we missing out on or what’s the feeling we have that this is something that we feel we want to improve upon. So I’m measuring goals; I’m measuring their organization; I’m measuring their well-being, their emails and then things like perfectionism, analysis/paralysis, procrastination, what kind of distractions they experience, what kinds of interruptions they experience and I’m measuring all of that, turning it into a scorecard and we meet in the beginning for an hour and a half to really dive into who they are, again what their strengths are and what their challenges are and then I kind of create a road map, so if it is a six-month coaching client, I have a general idea of where we’re going for six months. I meet weekly with my clients and what I say to them is, “This is not my journey. This is your journey. I’m here to support you and help you” and so each week we make micro-changes, really, really micro-changes which is why I prescribe usually a six-month engagement weekly for 45 minutes because we’re going to work usually the organization first—let’s get you a little bit more organized mentally and physically. So, are you getting things out of your head? Do you have a system to put those thoughts, ideas, assets, projects, tasks, to-do’s because without having a system set up, you’re too afraid to let them out of your head.” So, I’m helping them first to set that up and then from there we move into some of those issues that I talked about and that’s what can take the six months or longer to build these healthier habits. I’m not coming in and saying, “Day one, oh my gosh, you need to set up all these systems and you need to turn off your email and you need to do this and that and that. No, no, no, we’re going to do it in a slower paced but we’ll effectuate long-term changing growth.” And the last piece I was going to say on that was—I forgot. I had one more piece to say on that, but--
Sharon: When it comes back to you, you’ll bring it up. So, you mentioned a couple of issues. What are the top three issues you see that are stumbling blockings for lawyers and also impede their business development? I know that you’ve worn the marketing hat, so you see how the productivity—you could at least be more productive so that you would have more time for business development I presume.
Sarah: Yeah, yeah, well, from a higher level what I see a lot that affects productivity in a firm—I’ll talk about the firm first—I would say communication issues. That is email—and I just remembered my other train of thought by the way too--
Sarah: I’ll derail, and you can fit it in as you see fit, but I started to say there are three ways I service my clients and then I went way off on the coaching way. So, the other two ways in which I service clients is I do a lot of speaking and a lot of training. That might look like a small team, or it might look like a firm one. I’ve done firm-wide trainings where they bring lawyers, legal assistants, operations team, finance team, everyone to the table and I’ve done firm-wide trainings and then the third way I service my clients is email and digital management. I train a lot on email and not just how to use email, but our habits around emails. I connect people’s habits to the technology so that busy professionals can be in control of their email because that is a huge, huge distraction piece through the day. So, the top three kind of high-level things that I see that inhibit productivity within a law firm are communication and that’s giving projects over Slack, email, constant firing of email, ineffective emails or inefficient emails, volume of emails and then when we are in the office, a lot of just random projects being shouted out while walking by people’s desks and so we are getting tasks and to-do’s from too many mediums. That’s one challenge I see on a firm level.
A second challenge that I see on a firm level is disorganization and so sometimes, whether electronically or digitally or the paper file can be disorganized, there are things that need to be in the file that should be in the file that are missing that can lead to a lot of lost time, especially when it’s crunch time and we need original signatures or we’re trying to locate a document or a version and we’re unable to do so. That leads to a lot of challenges at a firm-wide level in productivity.
And the third one at a firm-wide level that can lead to inefficient use of time is a lack of policies or procedures and I find that a lot in firms that just don’t really have a lot of procedures implemented where lawyers are doing a lot of admin, non-billable, non-captured time because there’s just either no one else to go to ask or they’re unclear or there’s no—for lack of a better word—ramifications for some of the support staff saying, “I’m too busy. I’m not going to do it” instead, “Let me support you as the billable lawyer and find the answer or get someone who can help me help you” and I’m finding more and more in firms that that level of service internally has dissipated a little bit which is leading to a lack of productivity on a firm-wide level.
Sharon: Who calls you in? Is it managing partners, the marketing director? Who calls you in?
Sarah: All of the above. So sometimes it’s the individual. They see in themselves that they can benefit working with me and oftentimes they want to do it confidentially which of course is fine with me if they’re the ones reaching out. I try to encourage them if they can get firm support. If they increase their billable hours, maybe the firm will help pay for some of my services, but sometimes it’s a very vulnerable place and they’re just not quite ready to admit to the firm that they might need help in that area, although I will share it’s very, very common for many lawyers to benefit from working with someone like me and just helping them in the day to day. I also get brought in by either managing partner level or executive director level, somewhere around there. Usually that’s for either the firm-wide training or someone is being challenged at this level and we’d like you to work with them and marketing people also bring me in. I mentioned that I was in-house marketing and business development manager. I have been very involved with the Legal Marketing Association in the Bay Area for about six years now. So sometimes the marketing professional is the one bringing me in partially because of my involvement in LMA and partially because, as you even brought up yourself, Sharon, marketers are challenged with lawyers who need to find time to do the business development and marketing and oftentimes what they hear is, “I didn’t have time for that,” but in reality what we know that wasn’t a priority right now and so sometimes the marketers will come to me mostly for training, not so much saying, “We want you to work with this person, can you come in.” Me being the voice to let the attorneys knows the importance of finding time to develop business and sometimes the lawyers just need to hear it from someone other than their internal marketer to then go, “Oh my gosh, that’s just such a great idea” or “I see where I have gaps in my daily practice and the need to grow my book of business.”
Sharon: So where do you encounter the most resistance? I can see a lot of places, but if you’re brought in, who might feel the most threatened or--
Sarah: Sometimes if I’m being brought on by a stakeholder to work with a junior person on their team, sometimes I’m met with resistance by the person in the beginning. Almost always within a few sessions, they have opened up and find it incredibly beneficial to their practice, but it’s a tricky situation because as that person, I can appreciate that you’re being exposed to say, “Hey, we think you need to work with a productivity coach” and that can be a really confusing and scary situation and also the first thought is, “Am I going to get fired? Am I not developing enough here at the firm? Am I going to advance at this firm?” And ironically if the firm is reaching out to me, almost always what they’re telling me confidentially, but before I meet with the individual, they see a ton of value in that person. They see a potential in that person. They want to invest in that person and that’s usually where in the beginning, there’s a little bit of insecurity that gets developed by the individual because they think, “I’m being asked to work with Firm Focus” because they don’t see potential in me” and in fact it’s usually the reverse. They see a lot of potential and they want to invest in the one area that they see as a challenge for that person so that then they can grow in the firm.
Sharon: No, I can see how that would be unsettling to the person at first, but the message for the firm really is—they’re not going to invest in somebody they think they want out the door in a few months.
Sharon: So that would be quite in a sense almost—I’m sure I’d feel if somebody came to me and said, “Oh my god, we want you to work this,” I’d feel like, “Oh my god, what am I doing wrong,” but at the same time, it’s such a compliment in so many ways to have them bring you in to work with somebody. When we were talking before, tell us about some of your successes. I know you mentioned something about tremendously reducing the amount of emails they have. Tell us a little bit about that.
Sarah: Yeah, I get very excited on this topic because I developed a system; it’s called the Art Email Productivity System, ARTT. So just to step back for a moment, Sharon, in life, in anything we do—and if you think I need to cook dinner; I need to go grocery shopping; I need to draft a brief—anything we do, there are five D’s. We can do it right now; it’s going to take me two to five minutes and I’m going to do it. We can delay it. I’m going to do it in the future. We can delegate it. I’m going to ask somebody else to do it. We can diminish it, take a big, big project and break it down or we can delete it, not do it. Those are our choices. So, in developing ARTT, as I mentioned before, I train a person’s habits to match the technology because when the engineers developed email that we all use every single day, they created the tools within the software to support our habits, but no one ever really teaches us what our habits are and so that’s where I find a lot of my clients use things like flags. Flags are, “This is really important, and I must do it and I can’t lose it and I shouldn’t forget about it” or “I need to do this in the future, so I’m going to flag it and tell Outlook or GSuite to remind me of it in three days, five days, seven days.” We use things like, “Unread, I have an action to do. I still need to do something on this email” or “Read, I don’t have an action or it’s a lower-priority action,” but like I said, we’re never really taught how to efficiently use the software, use the tools and use the technology and so that’s where I come in with ARTT.
ARTT is action, reference, tracking, trash and that’s because I force my clients—I teach them what their habits are as they relate to those five Ds in the ARTT system and then I teach them the habit of touch once or mostly touch once. So, you get an email. You instantly decide is this something I need to do? Is this something I need to do in the future? Is it something I’m waiting for something back to unlock some bottlenecks? Is it something I don’t need to do anything on, but I want to save it? Is it something I don’t need do anything on and I don’t want to save it?
And so, then what do you do with that email? And what it has done for—I teach a workshop; I do a public workshop, a two-hour workshop and that comes with a one-hour private session because I’m not coming and saying, “O.K., Sharon, here is how you need to set up your inbox.” What I do is I go in, and I ask the right questions so that your inbox is set up to support your line of business, your way of thinking and it’s going to look different than John’s. It’s going to look different than Susan’s. It’s going to look different than mine and so the one-hour private session is where my clients share their inbox with me after they’ve gone through the workshop, and we set up the system fully and I have had many people come out of this system with a volume of email just sitting in their inbox and in the lower side maybe 12,000 emails or some-where between 5,000 and 12,000 emails. The highest was someone who had a million emails in her inbox and after implementing this system, the new habit, the new way of thinking, they finished most days with zero to maybe 20 emails in their inbox because it’s making you do something with the email, not just letting it sit there and overwhelm you and not only that, the volume of email coming in reduces by implementing this system as well because you start to become very aware of what’s coming into your inbox. I teach them to batch think by project or by what your behavior is with that type of email so that you can see how many future obligations you’ve maybe thought that you would do like, “I’m going to read all of these digests. I’m going to watch all of these replays. I’m going to listen to all of these podcasts” and now I’m forcing you to reduce decision fatigue and be intentional on what is important to you to design your proactive day and to mitigate the overwhelm. Sorry, that was a bit of a tangent on that, but I love it.
Sharon: No, no. Well, I guess what I was thinking is it sounds fabulous. I think everybody would benefit from something like this, especially lawyers with that volume of email. Let me ask you this: When you talk about inefficient email—this just came back to me. I remember when I used to work in a different lifetime at Arthur Anderson and I remember a partner who he got so annoyed about people saying, “Thanks for your message. Received your message” and he felt like, “Why are people sending me these emails?” What are your thoughts about something like that? I’m just really curious.
Sarah: Yeah, so we see that all the time and on the one hand, in the ideal world, when we’re communicating back and forth, a great thing to always try to add is, “Thanks in advance for your response” because you don’t feel the need to send a thank you on the back end. That being said, we can’t always train—we can train some people, “please don’t send these types of responses;” others we can’t and so that’s another way that my system is effective because now it’s a click of that delete button. You got it; you received it; it took you a second to read it, but you don’t really need that piece of the thread anymore. So yes, sometimes it’s trainable. If it’s internally or maybe if you have a really great relationship with the client, you might be say, “I appreciate your thanks. You don’t need to send those. I know you appreciate my response.” If I could elaborate on this for just a second though, another one we see all of the time, “Hi, Sharon, we should really talk about this report. Let me know when you’re available.” No, no, no, “Hi, Sharon, we should really talk about this report. I’ve got time tomorrow between 12:00 and 2:00 or Friday any time before noon. What works with your schedule?” I see this a lot where we punt the next action to the next person. It’s a way of avoiding making the decision or bothering to look at your own calendar for a minute, but you’ll see a response, “Yes, that sounds good. Let me know when you want to meet” and then that goes back and forth. So, if you are proposing to connect with somebody about something, give them some options of when it works for you to connect.
Sharon: No, I think that’s so important. It makes such a difference in the response you get if you say to somebody here are some times or some days as opposed to—no, that can just take forever.
Sarah: Sharon, can I say on more thing on that topic too?
Sarah: From a client development standpoint as well, I’ll let you in on a little secret. What I have found is when I’m reaching out to a potential client, I have my systems in place to follow up with them maybe in six weeks and the six-week day comes up and I know that that feeling many of us get where we go, “Oh, that’s right. Here’s this reminder. I need to reach back out to Susan today” and we go, “I don’t know what necessarily to write at the moment,” but when you reach back out to them, if it’s via email—certainly if it’s via call, that’s great—but it’s by an email, what I have found is that if you say, “Hi, Susan,” all of the salutations that you’re going to give and then you say, “Here are some times this week or next week that we can connect. Let me know if those work for you” instead of just, “Let me know if you’d like to connect if I can be of further help.” If you give specific times when you reach out, the likelihood of that person to respond increases and if they don’t respond and you’re waiting a day or two and you to follow up again, then you say, “Hi Susan, I know you’re extremely busy. I wanted to update my availability for you. Here are some times.” Then I actually find that they respond quicker to get some time on your calendar. So, it also leaves an open gate for you to be able to respond again to update that availability if you haven’t heard back from the person that you’ve reached out to.
Sharon: I like that a lot about updating availability because a lot of times it’s like you give them and they’d say, “Don’t respond. It’s past” and you say, “Well, when do you want to talk?” One thing just before we end I wanted to ask you because you talk a lot about these habits and I think most people who are in a law firm at some point have taken a productivity class or time management class or whatever and what you’re talking about, they’re great ideas, but I can’t say that they’re like nobody’s ever heard them before. I think it’s the habits. Over six months, are you circling back with the client to just check on the habit or what’s going on?
Sarah: Yeah, so I meet weekly, and they say it takes anywhere from 50 days to 365 days—don’t quote me on the exact number—to build a habit. The 21-day habit, that’s based on a response to plastic surgery that was blown out of the water and not accurate. It takes time to develop habits, good habits. Bad habits, they just develop right away. You start eating chocolate cake at 5:00 every day, you’re going to eat chocolate cake at 5:00 every day. So good habits take time to develop which is why I’m meeting weekly for 45 minutes and then many of my clients, whatever that new habit is that we’re introducing—again, they’re micro; they’re really small. So, I might for example introduce, “This week, let’s start your shutdown routine. Now, instead of looking at what you need to in the morning or just reacting to everything that’s coming at one, the night before, having a clear understanding of what you will get done the next day is a crucial part of being productive and staying focused.” And so that might be a habit that we’re starting to develop as we meet this week and we’re building upon it for a few weeks and talking about other things as well, but that might be the one thing that we’re doing, “How did it go last week? Do we need to refine? Do we need to change the time that you’re doing shutdown routine? Are you giving yourself enough time to do the shutdown routine” and then maybe that’s developed and we’re three months later into coaching and we’re working on another issue and they go, “Oh my gosh, I’ve not been doing the shutdown routine” or “I’m not doing it every day like I was when we first started doing it,” then we are going to lay the foundation for that again and build it again.
Most of the time though, as we’re working together, these habits are sticking, and I encourage—some of my clients are good. We meet once a week and then the next week and the micro-homework, they’ve done the homework; they are learning so much; they’re being more organized; they’re getting more done; they’re billing more hours. Others send me a text every day of the top three things that they’re going to focus on that day and it’s just that extra layer of accountability and I’ll usually respond with, “Looks good” or I might check in with them later or if I notice the next day that something that was written the day before is written again, I’ll usually ask them, “Did you not have time to do it yesterday or are you just continuing to work on that one thing?” So, I’ll usually communicate with them even outside of our weekly meeting and find out why am I seeing the same project day after day or I will talk about it at our next session if it’s a bigger, deeper issue than just over a quick check in.
Sharon: I’ll give you a final, final question because I can hear a lot of listeners going, “Sarah, that’s really great and what you’re saying is really great, but you don’t understand. Any partner can walk in at any minute and partners walk into my office all day and throw another project at me that I didn’t have in the morning, and you just don’t understand how it works exactly.” What do you say?
Sarah: Absolutely, I wish I had my hour-long From Frazzle to Focus presentation because I really lay it out in that presentation, but the short answer is it absolutely happens all of the time and it’s still crucial to know what the top things are that you need to focus on each day. So you go, “I need to work on this summary judgment brief. I need to get this letter out. I need to get three subpoenas out” and as long as you know what the top three things are you need to do—and I’m kind of giving two different paths to this answer; there are two different paths. On the one hand, you know what the top priorities are that you need to work on and so when the partner does not and say, “I need you to do and work on this and it needs to be today,” you can then know what things on your own list can be bumped or needs to be bumped because you’re going to have to bump something. So, can the letter get out the next day or can you delegate it? Can you break it down? You were going to spend four hours on a summary judgment brief, but now you can only spend two hours on the summary judgment brief because you need to do this other project. So, the one pathway answer is knowing your priorities so that you know how to shift them when other needs arise.
The second pathway answer is here’s that procrastination. So, you get in in the morning and what I see too often is we don’t know what those priorities are; we haven’t written them down or identified them. We know we need to work in the summary judgment brief. We know we need to get a letter out. Oh, we got the subpoenas we need to get it, but we spend time doing the small, piddly tasks. We get caught up in email, slap chit-chatting. We get point one and point three done and then when it’s time to get down to business and start working on the summary judgment brief, that’s when the partner has interrupted you and needs you to do something more important and so you get that anxious feeling. You don’t feel accomplished. You feel frazzled and the reality is had you know your priorities and immediately in the morning mitigated all other distractions and interruptions and started to work on that summary judgment brief, when you were interrupted, you would still feel like you accomplished that you needed to do that and not blame the partner for interrupting you and then of course let me talk to that partner about how they can manage their projects a little bit better so that they’re not coming to you with urgent needs.
Sharon: No, that’s really great. I’m sure everybody’s going, “O.K.” I’m sure you’ve given people some ideas to think about. There’s also the reality of, “Oh yeah, how is that partner going to react when I tell him, ‘Listen, I have other things I have to do,’ but I’m sure you have tips for that. Thank you so much for being here today and talking with us. You gave us some great ideas, Sarah. I really, really appreciate it.
Sarah: It was such a pleasure, Sharon. Thank you for having me and I would love to come talk with you again anytime.
Sharon: Sounds wonderful, thank you.
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