right now, the two studios, you're at record numbers,
So from 40 to 50,000 a month to 160,000 a month, plus a new location.
what are some of the adjustments that you made that really helped you get to that point?
And really also start with what your conversion rate was before.
All right. Caitlin, I am so excited to have you on the show. You have been a, loud rumor favorite, for so many, not only other members in the program, other gym owners, but also the staff. Because we just see your hunger. We see your your growth, your commitment to being
great. And so this has been a long time coming.
We should I feel like we should have had you on the show like 6 or 7 months ago. So I'm sorry for not asking you to.
It's good you're asking me now. So that's all that matters, right?
Feel exactly 100%. So I, I'm such a fan, and I see you have Pilates and golf and you have two locations out in Ontario, Canada. Correct?
yeah.
how long have you had the business?
Founded into 25 years. Okay.
And
right now, the two studios, you're at record numbers,
right? What are you doing in your top studio?
100. And
dang, how's that feel? And I know Canadians don't like bragging, but how does it feel?
I love it, I love it. So 166,000. Now let's rewind back to years ago. What would you say was that two years ago?
Or the year for the year. Yeah.
So from 40 to 50,000 a month to 160,000 a month, plus a new location.
So obviously there's a a way that we got there. But what I do want to know, before we get into what you did to essentially what is that like two and a half x
three. Almost three.
Yep. No more than three x your business. What I want to know is
what are some of the things because you were so good I mean you're 40 to 50. So a good studio, that's a really good studio. But obviously it's not 160.
So what was holding you at that 50 mark?
Okay
okay okay.
we actually started to
And when you say marketing and a sales process. So both hand in hand, which one do you think had had the biggest impact?
So.
Wow. Okay. So high 80s to high 90%. Meaning out of 100 leads you get, you're turning 80 to 90 them into a member,
right? Which is insane. Okay, so let's talk about some of the things that you've added to your sales process or taken
away or deleted, like what are some of the adjustments that you made that really helped you get to that
point?
And really also start with what your conversion rate was before.
I have no idea. I didn't know my numbers and there was no sales process. So there was nothing.
Okay.
And.
Got it. Okay.
So so you've created consistency. You've created congruency. What does that look like? Let's say, I'm new to your studio. I call in from whatever marketing and we're going to get into the marketing, but I call in from whatever marketing source, you know, that got me to call What Happens Next in my world when I'm working with you,
We should ask them questions. About what? Why they chose Pilates, why they called us. And then we lead them into. So we have two ways that they can try out the studio. Either a trial class which we never had before and a or a a client. So and one on one consultation
Okay.
Got it. So now, for those that are listening or watching, if you're like, oh, that's not really my demographic. So I don't know if this is relevant. Don't think that it has to be like, if I were to learn from Caitlin, that's what you're going to have to take. I want you to learn what she did. And so the principle is she learned what her
demographic was like.
And then from there, she tailored the sales process
to her demographic. So as you're watching and listening to how she does what she does, I want you to say,
okay, it's not less about what she did, it's more about how she thought through it.
If you learn more about how she thought through it, you can apply that same thinking to building out your sales process.
Okay, so you said, hey, these these people are physiotherapy, you know, sounds like they're a little bit of an older demographic. Yes.
can be they can be younger as well. But like post surgery. Yeah.
What surgeries? Okay.
Okay. So
knowing that a really large portion of your prospects are going to be post-surgery stuff like that, how did how did you take that information and apply it to you creating your sales process.
Well it's because we could separate them so that not we just didn't have a trial class because a trial class is not going to serve everyone. The other thing with a trial class is if you have someone who needs and one on one attention, they're going to ruin a trial class for everyone else
because it's going to change the atmosphere.
We want the trial classes to be classes fun, easygoing, lighthearted.
And if someone needs a lot, a lot of adjustments or needs a lot of care, that's going to change the atmosphere. So really, by separating the two, we could make sure that we were focusing on what the needs were for the client that was was calling or coming in.
Awesome. Okay. And so now let's say I called in or you called me because I filled out a form. Either way, I get on the phone with you, you start asking me questions, understand me a little bit better than you give
me one option. Or which is either a, you know, come in for a class which you would make that decision on whether that's a good thing for them
or
do a one on one consult because of who I am.
And you might feel like that's a better way to kick off the relationship. Okay, so there's not a static next step. It depends. So you have a for Q okay. I like that.
not letting the clients necessarily choose. We're choosing for them and we're sending them in the direction that we think. Then we're also not offering trial classes if they just want to buy.
Got it. What's the what's the decision making filter that your people apply to determine. Do they go this way or do they go that way?
So questions about why did you choose Pilates. Why are you coming? What's your history with movement in that story as they start to tell you about themselves and
figure out if they need to go one on one, or they need to go into the group class.
Got it. Okay. So I say, yeah, let's do it. And it's a group class as
an example. You got to pick one. Okay. So what's next in the sales process?
So we you up for class right. Right away. So we have three classes that run a week. And then we ask for your credit card to hold the space. And like we're a hotel right. We were a reservation based. We have small class sizes. So it's only six people that get in. We'll push that a little bit if we need to.
But and then that's it.
Got it.
we send them, follow up
text messages that we're excited to see them at this time. And then really, we do before their class, we'll also send them another text to see them. Our show rate is amazing. It's almost like in the 90s, 95. So people are
Okay.
gym and I hear, so I'm going to take Pilates and I'm taking it a place and, well, you know, it was really amazing.
Their trial class,
the way they personalize my experience at the trial class, it was amazing. The way they came over gave me personalized attention. Then we circle the classes that we think they're
appropriate for them, and we give it back to them at the end of the class for the schedule. And we we tailor the experience. So it was really amazing for me to hear.
And I was like, this is great. I have to tell Mike about
Right.
And. And that's so cool to hear. And it's. What's great is it's a system. It's not like you just had a person that was really nice. The front desk to a killer job that nobody else can really do. Like her. That's a that's part of a you built it into your system.
Yeah, it's totally a system. How we have our clipboards, how we have the pens on the clipboards. Like every little part. We have nametags. People have name tags. They come into class. Everything is is
Not through. Choreographed.
I love it.
the sales process after is consistent.
What the teacher says after and a lot of it is at the end of the class, we, we don't ask them if they want a membership, we just assume they want a membership. And we say, you're feeling great now. Well, let's keep this rolling and this is how you do it. And they just walk up and they sign up.
I love it, I love it. Now let's go back to the, Because one of the things that a lot of people struggle with, I've. I've recommended time and time again on the podcast and like, you know, at Loud Room, we talk about it, which is getting the credit card at the point of booking in order to increase the probability of them showing up.
And a lot of people struggle with that. They think,
like people don't want to give their credit card, people don't want to bother. They feel like that's kind of scam ish or whatever it is. You won't be doing it for decades. But what what's been your experience?
Is that crazy?
Honestly, the way you approach it, if you approach it like, oh maybe can I please have your credit card, they're going
Yeah.
Yeah, yeah.
Right. And the great thing is that there's opportunity from there. Right? So number one, the show rate naturally goes up just because of that one. Right. And there's other things that you do to improve the show. Right. That's one thing. The other thing is if they don't show and completely goes, you could charge the card if they but if they don't show and you get them on the phone again, you come
out to look like a hero would say, hey, don't worry about it.
Look, we're supposed to charge you. I'm sure something happened. Let's just reschedule it. It's okay. We'll figure it out. How about that?
Oh, right.
Right. And they're not going to do it again because that was you just got to help them out. Right. So okay. Great. So now when I come in, you said you think about every little detail I walk in for my appointment.
I've already gotten a few texts and confirmations or calls or whatever. I walk in what's what's next? As soon as I walk in the door.
Shane. Hello. How are you. Introducing whoever's on the desk or they're just going to introduce themselves, ask their person their ask your name. What's your name. Oh great. You're in for the trial because they know all the people. We have a clipboard already made up for everyone that's going to be in the trial. We sit down, let them fill out
the the information that we
need for them and then come in.
When they're finished, go and sit with them and ask them the same questions we asked them before.
And at that
point, we'll take them into the class, show them a little tour, a brief tour of the studio, give them a reformer that's their reformer, and be like, this is your reformer. We've designated this one for you. And then
we'll go out and the person that's the staff member is going to make little notes for the teacher of what they talked about.
Then I'm going to make sure to
connect or introduce the client to the teacher so the clients are not left there, or introduce the client to another client so they can be talking and chatting. So that is a warm, comforting environment. They feel welcome.
Yeah. You know, it's. You know, it's interesting as you were talking, I'm hearing the the ideas and
if people are, there's a good chance people are listening. They're doing a fourth of your revenue, a fifth of their revenue. And they're going none of these ideas sound genius. Like these sound like everyone knows to do these. Yeah. It's not about what
makes Caitlin great.
It's not that she's doing anything that, like, nobody's ever done before, it's that she's doing what needs to be done every single time. That's the that's the hard part.
It's not that. It's like your members right? At a gym. It's not like they don't know how to get better shape. They know generally like what I should eat, right?
Like less fast food, you know, less alcohol, no cigarets. Right. More lean meats, more veggies. Get better sleep, drink water. I bet you the average person could list like, a few things they could do in order to be in better shape. So it's not that like
anybody that did any of those things,
you're like, wow, eat vegetables. That I never thought of that.
No, it's not that. It's that you're doing it every day. And that's and that's the game that you're playing. You're just you've you're mastering the fundamentals at a high level.
Yeah. And the thing is, is that every month we we, we review our process because we've found over the last year and a half that consumers change. So we have to change our process slightly. So
Right.
To optimize it.
to optimize it. Yeah, all the
Who's in that meeting? You say you monthly.
We do it monthly. Yeah. So there's going to be me and then my sales manager.
And then I have another sort of HR manager. She'll be in that meeting too. And if I have a lead generation and sales person, I'll put them in the lead in the in the meeting, too. It's the people that are in the trials or the
people who are doing that contact with the clients because they're seeing the reactions, they're seeing the responses.
And so we do that changing or optimizing based on what we're seeing.
I just heard you say are lead generation person. What do you mean by that?
so we have a sales and lead generate like a, person who works on lead generation. So she's out in the community. She's the person who does a lot of the follow ups for, clients who come in or show interest and don't actually buy. So she'll be following up with them on a regular basis. She'll be creating
different ways that we can get clients.
So sending out something I learned in Round Loud Room were for the real estate, right? Sending out a postcard to people who move into the community, inviting
Wow. So you have a an employee on your team that is 100% focused on just the leads. That's it.
sales and leads. So she's going to be. Yeah. So she is the lead. So if someone's calls in and they don't buy, she's following up with them the next
the lead management.
So lead generation and lead management is what? She's in charge. Wow. And you say getting out in the community. So are you guys doing co-op events. Are you guys looking to bring in corporate business like what are you doing up. What is she doing out in the community in order to generate business?
So right now we're focusing on partners. And these are health care partners. So physiotherapists, chiropractors, different health organizations in the, in the city so that they're referring directly to us,
Okay.
connections. And, with those people. And then we'll go to other things like we're going to there's a pickleball place I just opened, we're going to have a members event of the pickleball place.
They're going to rent out the pickleball courts for all of our members to come and play. There's a spin co we're going to get, you know, open things like that. So we're,
Wow.
joining other businesses to help sell and grow both businesses.
I love that my my partner, Laurel Roach for for one of the gyms I own. She's so great at that. Have you guys ever connected?
Yeah. Yeah, I think you guys would enjoy bouncing ideas off each other. She's really, really good at that. It sounds like you guys are really, really good at it too. So it might be some, like, overlapping ideas, but there might be some unique ones that you can each bring to the table.
I thought it'd be great.
She's great,
she's great. Awesome. Okay, so so now let's go to the marketing. So it sounds like we understand the sales. You've really focused on not just nailing down the fundamentals, but optimizing every single month with your team to make it have a better performance every month. Which makes sense because you had what was it like 12 or 13 months in a row where you had a better
month in the last month, or you had like a best month ever, like 12 months in a row, right?
And then you had one month where where you went back a little bit. And I don't know if it pissed you off or if you just, you know.
Yeah.
And then
all of a sudden you had your best month ever again
by a decent amount. And then you're on pace right now to have your best month ever. So obviously the sales process is optimized. That's working, which is great.
The other side of it is the opportunities for the salespeople to close. And
I know you have a Legion person, which is great.
Outside of that lead gen and lead management person, do you have any other lead gen vehicles that are bringing in opportunities into the business?
So we do the same like we do most typical gyms. We have Instagram and some ads on Instagram with our ad spend, mostly because we have a goal of members that we want to have. And so we're going to because our income is upped. It makes sense. Stop the ad spend to get to that goal.
Right.
Got it, I got it. Okay, so you're doing some ads, but it's not like your top performer. What do you. What? Do you have a referral strategy in place or. No.
No.
You're doing this without referrals.
Obviously you're getting stuff. Yeah, yeah, but no referral marketing strategy.
we we are still trying to implement their referral strategy. And because at the trial we've played with this quite a bit, it just has too much going on to
Yeah. Got it.
we're working on implementing on our first check up
Got it.
So when we call them the first week or second week after they've been with us for a little bit, that's when we're going to put in the referral
Yeah. How many members do you have right now?
Okay, so, hey, this is a great. What I'm about to say is a great example for everyone listening and watching. You don't have to do everything great in order to see greatness. You just have to be great at a few things in order to see greatness. And you're always working on implementing. But it sounds like she may be able to go the entire way and not implement referrals and probably still
continue to hit her numbers.
But you know, something tells me she implemented go a lot better. But one of the things that I did prior to us getting on okay, let me check out everything about properties and wealth. And I started looking at your Instagram. I started looking at your Google, and
I noticed some like she doesn't have that many reviews, which means it's another arm, right?
It's another opportunity that you have there because your reviews are great. You have like 4.9 or 5, whatever it is, it's like, oh, that's nice. You'd want it to be right, right, like 80 something for one and then 60 something for the other. And you have 600 members and I'm like, geez, that's another
opportunity because you guys are marketing so hard that if you were to get more people to your page, if you had 3 or 400 on there even more, but kind of like what you said, what your members in that first trial, it's like it's impossible to do all of it, right?
Like you just can't. And also
as you're proving you don't need to, what I will say more for the listeners and and Caitlin, maybe for your future self. The reviews would be a good thing to begin focusing more on because, right now was I don't remember the exact percentage, but it's like in the hundreds of a percent increase of people that are using, AI to search for local businesses versus Google.
And the biggest variable
for AI to recommend a business is going to be the reviews and number of reviews. I don't think it's obviously getting back to you now, but I think in the next 2 or 3 years it's going to be a leverage point to be able to have like three or 4 or 500 of them on there, which you have the members to do it right.
I agree, and I it will be something that will be, we'll, we'll start to implement. The other thing is. Right I in my area
I've been really fortunate
Yeah.
I have competition now where I didn't have competition before. And that's a great thing to make you, you know, get shit done
Yeah.
Well, nothing creates innovation in the competition, right? You have to. You right. One car has to make a better car the next year because some other car made a better car. And you don't want to lose market share to the other brand, right?
So the same thing when you're world, you don't you want to retain as much of that market share and continue to grow and not lose any to the competition.
So when would that
competitor came in? Obviously you you took a look at what they were doing, how they were doing it. Did you take a look and see what are some of our competitive advantages that we have over them that we could begin to exploit?
Yeah, definitely.
Yeah. What are some things that you saw that you're like, man, if we focus on this more of that more I think we could get we could stay ahead of them for pretty much the entire time.
Okay.
The biggest things.
We also have beautiful studios. My studios are like, you walk in, you go, oh, it's beautiful.
It's not. And it's not the sort of darker trendy that they're doing right now.
Right.
Got.
Well, you're 80 to 90% close rate. Right? So easy. Easy win. And that's where you talk about the competition or the product. Right. So with the product
you focus on not only the quality of the training but also the atmosphere and then the process. Right. So those are all if you're going to go to a restaurant, what I want to know is the atmosphere, right.
You got that down for
your gym. I want to know the product, the food, and I want to know the process like it was a seamless process. Nothing is more frustrating than calling a restaurant to make a reservation. And they put you through a tree for, like ten minutes, and you still can't even figure out how to make a reservation.
Or when you get in, it's like you don't get the menu right away and you're waiting for the menu and you're like, I don't know if someone's coming or not coming. That's all part of the process. When you get the process where you get the product right, you get the atmosphere right, you've got a pretty good product and that's what you guys have nailed down.
There's a really cool thing saying that this sales only has to work really hard when the marketing is not that great, and marketing
only has to work really hard when the product's not that great. If the product is really great, marketers have to work as hard and needed to sales right and that's why Apple has a long line out the door.
There's no salespeople, you know, convincing people to, you know, like
there's the long line. I know the product is going to be good, right? Is what it is.
I want to talk about something else, too, because you don't get to where you're at, nearly where you're at without really having good retention. Because at 600 members, what is that for two studios?
Is that for one?
How much
for the 166 one? The one that's 266,000 a month.
no. Sorry. The, the it's it's for one. Yeah. So
for a okay. So for for this, when you have 600,
if you had a 10% attrition, you have to sell 66 new members in a month just to like break even. Right. If you have a 20% like some gyms have, you're selling
132. You're not doing that right. What's typically been your attrition like on average on a monthly basis?
on average like is actually the number stays the same. But the number of members stays within the attrition number goes down. We we run around 20 members leaving or suspending. So it's not just cancellations. It's suspensions as well.
Got you.
And honestly we take every cancellation very, very seriously because these people are part of our community.
Like we know everyone.
Yeah, yeah.
I want to actually do the math on that. So 166 members times 4%, 106, six times 4%. So you're losing about. Well, you said about 20 members because you're kind of suspensions. Yeah. So that's like six, seven members that you're losing if it's at 4%. Right. Well, that's what you had last month. Right.
Which
is insane because that means you only have to sell eight, nine members in order to see a better month.
So for a lot of people that are like, how do I get more leads? How do I get more sales? Sometimes you don't need more leads or sales like Caitlin on this in this example is 600, right? Which is great, but she's continuing to grow because
Between 60 to 70.
Yeah, very easy to grow. So you got so you got the marketing down. You've got the sales down. You've got the retention down. Now what I want to do is humanize you because there's people that are listening that are like, hold on. So she's getting she's got a lead gen person. She's doing
basic stuff. She's not doing anything miraculous.
And she's generating 60 to 70 new sales in a month. She's only losing 20 or less. And she's doing this all,
with with just, like, one studio, just one alone. So you have people that are listening in, and they're probably thinking that you are some sort of savant, perhaps, you've got some incredible background. So what is your background?
Just so you can humanize Caitlin a little bit?
What's that mean? What's that mean? You.
like, I mean, I don't have any schooling on business. I've, you know had the business for a long time. Liked I like teaching pilates. I love pilates and I just would learn on as, as I went.
Okay, so now you learned a lot of it in the last, like, year or so. There's that information is there for a lot of people. Maybe not as organized as it would be. When you're in our program, obviously, you know, you
can find a lot of this stuff online, sporadically, everywhere. If you browse the internet long enough.
But there's people that don't see the success that you've got, even though this
information is available to them. What do you think is the main reason, just in your observation of seeing a lot of other gyms? What's your what do you think is the main reason a lot of people don't see the same success? You see, even though they've got the same available, available resources and information.
I would say not investing in a program like I invested in loud rumor. I almost a year and a half ago, and it was a really it was a great move. It was the best move that I could have made. And it felt like a lot of money.
By the way, that's not teed up for everybody that's listening and watching. That's not
that's not what this
is about. But I appreciate you saying that but but I yeah I do keep going.
But like at a mentoring course or some course that helps you and gives you lays things out for you, that's really what what I needed is that I yes, all the information is out there, but I needed it quick. I needed it in chunks that I could digest
one thing. And I, I put my head down and we just worked hard at that nonstop. And the other thing I'd say to you, Mike, is like, when I joined, you know, a year and a half ago, we weren't even really doing a membership model.
We probably had 30 members.
Everyone was on that.
I was a game changer. I bet.
I love that. Well, and now, as you've graduated, because we have different levels at at loud, immersive, you've graduated to the eight class level, which is anybody that's doing $1 million a year, and now you're able to I mean, you've always been able to have great conversations with people at that levels as well. But what's it like now?
Because, you know, when
somebody just asked me, I was just on a podcast as a guest, so I was you like an hour. I was a guest, a podcast. And the conversation went around like, what do you think could make you know anybody a lot more successful? And my answer
was who you put yourself around because it's it's very hard to start a new habit, but it's easy if the people you're around, it's already their habit.
It's just natural. And it's it's hard to adopt a new way of thinking. But it's easy if you hang around people and it's the way they think. And, so taking that to you, how is that been for you? Or, you know, I don't know, maybe you had a really good network prior, but like, walk me
through like the the community or the people that you might have around you today.
And how that kind of helps you see things differently. You have more confidence before making a decision, like getting a credit card at the point of sale. For example.
It. How does that change it? It's just you have different ideas and the ideas that I'm learning and taking in and can take in now versus the ideas I could take in. And I was making 40,000, a month are completely different.
Yeah.
Change is a lot. There's also parts of, you know, changing my mindset because
Yeah.
guys say is you get you make more money, but it's just different problems.
Yeah.
problems. They're not, you know, problems don't go away. They just change.
eloquently as you say it.
But like they just change and you have to learn. And I think and I'm going somewhere else with your question. So you're going to bring me back to my question. But I think the biggest thing that I had to do is I had to work on myself as a leader.
So that's the thing
I had to do.
And, and I and to do that, I have to be around leaders who I want to be like and see how they act and being, you know, working with the community and, being around people I admire and who have done amazing things helps me see where I want to go and also helps me develop who I am.
I love that. And I know you weren't able to come to the last few second. You said your people. But we had we had talked about that where, you know,
as a, as a leader, your job is to continue growing and developing because
you're, you're if you're at the top of a ladder, you
can only pull somebody up to the, to the level that you're at.
You
can't pull them up higher than you. Now, obviously, people can be better than you in certain areas. I've got people on my team that are better than me in certain areas, but as far as their way of thinking and decision making, you know, the leaders got to be able
to continuously develop and evolve. And if they're not continuously developing and evolving, your people are going to have a hard time buying into it either.
But if they see you reading and you're able to give them a book and say, hey, I really want this plugged into the business, can you guys read through this? Let me know what you think. How can we can get this worked in or watch a certain training or get them connected to somebody that's working, you know,
on a system that could be helpful for us?
It's just so great to be able to develop your people. And I've watched your people develop as well, which is really great. And that's a big testament to you and and how much you're developing as a person as well.
Yeah. It's been amazing. They came back from the GFC and just super hyped and super excited about how they can grow and how they've, they made impact. They impacted the community within our studio. And this is more with the
the culture of the staff. Within one week of leaving the GSD on the last one, it's been amazing.
I see it continue. So have the great.
What I want to dive into next is, like
you and I, we got to have a really nice coffee and steak dinner, like, a month or two ago. Right. And I got to learn a little bit about Caitlin and the way you think. But I only know, really. Caitlin, 2025.
If you were to have, let's say coffee and a steak with Caitlin, 2021, what do you think would be some of the key
things you would notice in her way of thinking or her perception of business or the world that would give you a little, maybe anxiety or aggravation, having to hear yourself talk through through it in that way.
The way I'm going to answer this question is that in it is that those are the like the Covid times in Canada at least
So maybe 2019. Yeah. Yeah. 29 2019 2019.
You see I've always wanted to be where I am now. I always knew and I was doing things all the time to get me to where I am now, and I just didn't.
How would I to describe it? It's like the thing I needed to do is that I needed to stop working so much.
So what are some things as an example,
if you were sitting down having
a coffee and a steak with 2019, Caitlin
and you were to say,
hey, I need you to stop doing these things that are working in the business and do more of these things that are on the business. What are some of the things that you would say, just pull away from this?
What are some of those things?
Just teaching clients like I, we've had a full roster, I was teaching probably more than anyone else in my studio and teaching on weekends, retreat to training. So I was likely doing 50 hours of actual teaching a week and then running a business.
Now,
now. 2019
Caitlin,
would have thought that there's a she needs to do it. She might have argue with you a little bit. What would be your argument for why it needs to be done?
Is that I couldn't make the money like the business needed. The money that wouldn't survive. The client wouldn't be satisfied with another person.
And what would you and what would have been your argument to that?
Yeah. Yeah. So now 2029, Caitlin, what are some of the things that you believe
are going to be the big differences between 2025 and 2029? What's going to have to evolve in Caitlin today
to get to that 2029 vision?
Still learning. Like I need to still learn and me.
No. There in.
The.
And I learn things that I didn't know I needed to learn, or even things I could hear. Things that I didn't hear before, but I did hear them do you know what I mean?
Like I couldn't take them in before
You know.
Yeah.
No, it's a very so it's a it's a thought provoking question, which means it's a very difficult question to answer right away. And for everyone listening and,
you know, watching like, I dare you to be able to answer that question quickly. So when you set a goal and there's a really smart man named Jim Rohn who passed, but he's he's one of my mentors from afar.
And,
you know, he's he said something interesting about goals.
What he said was goals. It's not about hitting the goals. It's not about what you do or get done. It's about who you become along the way. And so the question becomes,
if I if that's what I want to achieve, who do I need to become along the way in order to achieve that goal?
Not what do I need to do?
And I think that's that's a really important question for you, Caitlin, because what you do, you know, Caitlin, 2019 would have had a different answer right to that question. But who I need to become might be, you know, hey, somebody that knows how to run a quarter of $1 million,
a quarter of a.
Yeah, $250,000 a month business, right? Quarter of $1 million a month business. Somebody that knows how to run five locations, right? Whatever it is. So that means we need to hang
around people that are running a quarter of $1 million a year. Businesses and people that have five locations and people that are hitting the numbers and saying, who are you?
What's the difference between you now and one location? You just like I ask you right now, today, you have to ask those people those questions, and that'll give you a lot more insight as to who you need to become.
I think
the space.
Yeah.
confident and, and be more confident in all of my ability to interact with people, my ability to, yeah, not necessarily do things because I'm very good at doing things, but that's a big place where I
Yeah.
Yeah. Confidence. Confidence breeds you taking action on things you normally wouldn't do.
Taking actions on
things you don't ordinarily do breeds skill.
Skill breeds confidence. And then it just continues in a circle over and over. So
you just you got to just start the circle. Right. So and you did or already you started doing things that you didn't normally be able to do.
So now you've got more confidence now than you had in 2019. A bit of that. Right.
And
so now it's just about doing more stuff, which will give you more skills, which will give you more confidence from here on out.
Awesome.
Caitlin, I'm so impressed with you. And, you know, for everybody that's, listening in, I, I challenge you to go follow her on Instagram and you can follow, what what is the actual Pilates in Guelph?
But, like, what's the handle?
That's it. Pilates and golf. So follow them because you could see a little bit about what they're up to and how they're doing it. And, I would, I would also if you ever get a chance to just message Caitlin and just say, great job, you're incredible. Because she's also a really good
person, just a great person to connect with.
And, Caitlin, if they message your Pilates and golf, would they get you? Is that where you want people to message you?
can. Or. I have my own for my training business. It's called it's train with Caitlin Beauvais.
Train with Caitlin Beauvais Bovey. We'll include that as well. Caitlin
you're awesome. Thank you. And I'm so excited to see. Are you coming in April for Michael Offs?
You're coming in June. Interesting on. All right. Maybe we could do an in-person one of these. That'd be kind of cool.
Awesome,
awesome. Well, thank you so much for everybody watching, listening. Thank you so much for tuning in today. And we'll see you next time.
Thank you. Mike.