You’re not stuck. You’re in your own way.
Most business owners don’t fail because they lack talent. They fail because they never learned how to stop being the bottleneck. If you’re stuck juggling roles, struggling to delegate, or secretly terrified of letting go, this conversation is your turning point.
This isn’t a time issue. It’s a leadership evolution issue.
In this episode, Samantha Riley sits down with business strategist David Anderson to unpack what it really takes to move from being the over-functioning solopreneur to a grounded, visionary CEO. Together, they explore how to stop being the bottleneck, the leadership blind spots that keep you stuck, and why delegation isn’t about giving up control, it’s about stepping into your next level.
Whether you’re coaching others or in the messy middle of your own scale-up, these takeaways will help you stop spinning your wheels and start making leadership decisions that stick.
Let’s rethink what it really means to grow.
IN THIS EPISODE YOU’LL DISCOVER:
- How leadership evolves across the 7 stages of business (01:06)
- Why grit is non-negotiable in the early stage and the mindset shift that helps you survive the daily rollercoaster (04:08)
- The critical role of peer support, mentorship, and your personal inner circle (07:17)
- What it really takes to evolve from solopreneur to CEO, and the blind spots that’ll keep you stuck (10:28)
- What most founders get wrong when trying to grow a team (16:30)
- What it actually takes to build a high-performing team that runs without you (20:58)
- Why your leadership values matter most when you’re wearing every hat (24:14)
- The subtle signs that it’s time to step into your next level of leadership (26:13)
WANT TO EXPLORE WHAT’S POSSIBLE FOR YOUR BUSINESS?
If you would like to brainstorm a plan to explore what’s possible for you, I invite you to book in for a Scale Session.
In this quick 15-minute call we’ll dive into…
• Reviewing your niche, offer, and pricing to map out your immediate growth potential…
• Evaluating your marketing, sales, and delivery systems to pinpoint what’s working and what’s not…
• Identifying the primary bottleneck that’s holding you back from growing and scaling…
• Build a 3-step growth and scale plan rooted in positioning, profit, and simplicity
Click Here to book your no-charge Scale Session
ABOUT DAVID ANDERSON
David is a seasoned entrepreneur with over 25 years of experience. As the co-founder and CEO of both a marketing firm and a SaaS company, his career highlights also include serving in the Executive Office of the President for two U.S. Presidents and acting as the global chair of an organization spanning over 80 countries. He is also the author of the best-selling book, Leader is Not a Title.
WHERE TO FIND DAVID ANDERSON
- Website: https://www.dwaleadership.com/
- LinkedIn: https://www.linkedin.com/in/david-anderson-b50166/
CONNECT WITH SAMANTHA RILEY
Instagram @thesamriley
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TRANSCRIPTION
Samantha Riley 00:31
Welcome to today’s episode. Today, we’re going to talk about leadership, and specifically leadership through the different stages of business growth, because there are so many different hats that we need to be wearing at different stages, and that means that our leadership needs to be able to flow and ebb with those seasons that we have. So I’ve invited David Anderson to join us today, who is the author of Leadership Is Not a Title, and we’re going to talk about leadership in those seven stages. So welcome David.
David Anderson 01:00
Thank you. Glad to be on. Thank you very much for having me.
Samantha Riley 01:06
Such a pleasure. Now you do talk about the seven stages of business growth. Let’s set the context right at the beginning to make it nice and easy. What are those seven stages? And then what makes leadership so critical at each of those stages?
David Anderson 01:21
Yeah, that’s a great question. And you know, any of your listeners here can do, you know, any type of Google searches, do your ChatGPT searches, and you’re going to see the stages of growth. And you know, there you’re going to see five stages of growth, seven stages of growth. So it’s a broad area from the seven stages of growth standpoint. Mostly, you know, how I’ve learned about them and defined really evolves as you go through the number of team members that you have. You know, there’s a correlation between the number of employees and the, you know, stages of growth revenue that you go through. But it’s, it’s even more, that’s more blurred this day and age, when you have a global workforce anymore of people working all over the world. We have virtual assistants. We have contractors. You know, two of my businesses alone, you know, we’ve gone from over 50 full time head counts down to, you know, in the 20s, because we can utilise the freelance economy, gig economy, you know, whatever you want to call it. We have virtual assistants based out of the Philippines, and looking at, you know, other places there. So I would just say there’s no exact sciences. But you know, some of the things that I have learned and gone through is, you know, stage one is that startup, tell about 10 people. That’s really the, you know, we’re gonna make this work, come heck or high water, grinding it out. Stage two is the, you know, 11 to 19 employees. And then it goes from there, from the 20 to 34 ish, then, you know, kind of take the bigger 58, to 100, 100 to 150, 160 and then, really, once you get to that 150 plus, you know, you got, you know, 500 or so. And then it takes, you know, even another bigger leap from there. But again, this differs a little bit by industries, by where you are in the world. So I would take the seven stages an exact headcount or exact numbers kind of as parameters, but not hard written rules, if that makes sense.
Samantha Riley 03:32
Yeah, it just gives us some guidelines to work on.
David Anderson
Absolutely.
Samantha Riley
So let’s talk about that lower end of the scale. Because I think that when you’re in that, sort of that traction to scale sort of phase, what like, there’s a big jump there from a leadership perspective. What makes leadership, or what trait, let’s go with that. What trait is usually missing through that stage?
David Anderson 04:08
You know, in the, like I outlined, the, you know, startup stage, the first one to 10 employees type of phase, I will tell you, from my standpoint, the biggest single trait you need to have is grit. You just need to have the grit trait that you were gonna, you know, power through thing every day you were gonna wake up to the worst news that you’ve had some days, and the next day you’re gonna work up to the best news that you’ve had. You are going to find the exact right person to join the team, and they’re going to be a rock star, and your next hire is going to be the absolute worst person you’ve ever hired in your life. And you got to deal with that. You’re going to have a client that, a potential client, you’re going to win business and be everything you expected it to be, and you’re going to win business that is going to be absolutely nothing that you hoped it would be, and you just have to have the mindset of grit that I’m going to get beaten up every day, and that definitely carries on into stage two, but you just have a little bit more resources and people and money and that to help you through that.
Samantha Riley 05:16
Totally. So are you talked about grit being that, you know the good and the bad. What sort of mindset needs to evolve to be able to deal with that?
David Anderson 05:29
Yeah, I had a mentor of ours when I started. I started with a business partner, and his name is Win, and Win said to us when we started out, we asked him for some advice. He said, things will never be as good as you think they are, and they will never be as bad as you think they are. So, you know, it kind of really helped keep us center of, Wow, what a great week. It’s going to go on forever. No, it’s not. And the next week is going to be the worst week you’ve ever gone through. And it’s not going to last forever. The next good one will come around. So you just got to keep that in perspective, that you know this is, this is like life. You have your ups and downs, your bad days, good days, partners, marriages, brothers, sisters, family, friends. It’s, it doesn’t there’s no difference. It’s, you know, when you’re a business, I’m going to assume you know the startup phase. You’re an entrepreneur. Maybe a lot of your listeners, entrepreneurship is 360 degrees, and you just have to be okay with that, that you can’t separate my work life, my business life, my family life, my community life, entrepreneurship is 360 degrees. Does that make sense to you also?
Samantha Riley 06:57
Oh my goodness, yes, absolutely. And I even had a little giggle before you said, when you wake up, it might be a good day, or when you wake up, and I think, no, there’s many times that I didn’t actually, I was just awake like a lot of the night.
07:12
Very true.
Samantha Riley 07:17
What are some of the resources that you have tapped into through that phase, or that you’ve helped other CEOs tap into that phase. Because, yes, it’s 360 but you can’t just do it alone with no resources, no people. So you know, what are some of the things that you’ve helped people with?
David Anderson 07:40
Yeah, there’s a couple things, and that’s a great question. I will tell you. My number one is, have the right partner, spouse, if you’re, you know, if you’re single, and as you go through this, you get with somebody, you have to have that ongoing support. You can’t go home and know you’re going to have a bad day and get criticized. And I have the most wonderful wife in the world for 30 years now. You know, we started the company 26 plus years ago. And you know, you know, too Samantha, Hey, honey, there’s not going to be a paycheck this week. This month, might be two, three months, you know, and she has never once complained. She’s like, Okay, I’ll go get more coupons. Or, you know, we’ll have more pasta this month or, so the support system you have around you, and that’s, you know, mom, dad, brothers, sisters, whoever it is, you gotta have that. Number two is, don’t try to do it alone. Find a mentor, find, you know, somebody who’s been through it that can be a sounding board that you can go to. I am a member of the Entrepreneurs Organization, which is, you know, 20,000 plus entrepreneurs around the world, 90, almost 90 countries, maybe even over 90 countries. And then in my local chapter here in Arizona, there’s a forum, there’s a peer group, a CEO group, and that CEO group has gotten me through just about everything, and I was in Vistage before EO, so I don’t really care what you join, although I’m a big advocate of the many of them are listening. Find a group of fellow entrepreneurs, CEO, senior executives, whatever it is that you can go to bounce ideas up. A lot of times they’re like, my psychologist, you know? I go, Yeah, like, Oh my gosh. You know what happened this week? And it always makes me feel good when one goes, oh my gosh, Dave, that’s nothing. Let me tell you what I went through.
Samantha Riley 09:50
Yeah, hold my beer. You just wait for this one.
David Anderson 09:53
Exactly, exactly. They’re like, stop whining. Let me tell you how this went. So, and I didn’t have that when I started. I’ll be honest with you, I come from a very non entrepreneurial family. Dad was a corporate, you know, I think corporate 25 this company, would he work for a huge conglomerate so that, you know, don’t try to do it alone. They say it’s lonely at the top. Yeah, I completely agree with that. But it doesn’t have to be. You know, finding people to help you.
Samantha Riley 10:28
Yeah, totally. Moving from solopreneur, because I want to stay here for just a moment, to a CEO with a team, is a huge shift. I think it’s, I could be wrong, but I feel like this is like the biggest shift, because there needs to be such a change in the way you think and the way you do things. What are some of the shifts from a mindset perspective and, like an action perspective that need to evolve as that, as someone goes from that solopreneur to, you know, a CEO with a team.
David Anderson 11:08
Yeah, that CEO mindset changes to every single stage of growth. But, you know the first one, it’s funny, when we hired our very first employee, oh my gosh, that was the worst decision ever. I’m like, now I’m responsible for other people. And, oh, my, his name was Eric. Eric has a family, and, you know, like, making that first hire was just agonizing, and, you know, hundreds of hires later now I still, I’m like, Wow, I’m responsible for this person. You know it’s, and their family that goes with it. But I would say the biggest mindset shift is letting go, and that continues on through every phase of growth where the CEO, president, whatever your title, founder, pick a title, goes is, CEO executive evolution, to me, is about letting go and trusting other people, how to hold people accountable, being their mentor. As a leader, you know, when you’re a leader, you have influence over somebody, but the only way that, or the only way to lead somebody, is to have influence over them, but as an influencer, you have to know how to motivate them, and so you have to but I’ve seen so many entrepreneurs over the years bring somebody on, but then have the mindset, nobody can do it better than me. I can do it faster than them. Why bother turning it over to them? And every step of your journey is about relinquishing what you do and building the best team around you so that you can, you know, solopreneur, as you call it, each of those steps is about working less in the business and more on the business. And you just have to have the right mindset. And that goes all the way through to the biggest companies, where, you know, then 90% of your job is the working on the business, visionary, looking to the future, where in the early stage, you gotta do this stuff too. My business partner and I used to, my business partner and I used to joke, oh, it’s five o’clock. It’s time for the second work day to start. You know? We would, yeah, we would go meet with clients, get work smooth, take to lunch, do all of that. At five o’clock, we’d start doing the work, you know, that was due the next day.
Samantha Riley 13:40
Totally. It’s very easy to say, you know, you need to let go and you need to do those things. But when you’re in it, it can be very difficult to notice it, like I often say, it’s very difficult to read the label from inside the jar. And, you know, it’s easier to be able to see in others. So what are the blind spots that people can sort of look out for so that they don’t get held in those like held stuck for longer than they really need to be?
David Anderson 14:15
Yeah, first of all, I love that analogy, and I am going to steal it from you.
Samantha Riley 14:21
I don’t know where it came from. It’s not mine. I’ll just let you know.
David Anderson 14:27
Well I heard it from you. I’m gonna steal it because I love that, you know, because so many times we are in the jar looking, you know, wishing we were on the outside and how do you get there? You know, for me, I’m a huge scheduling, time management, time blocking type of person. And you know, you really got to go into each day with a plan of attack. What am I going to delegate? Who do I need to follow up on? I’m going to put time on my calendar to block, to think through this, coming up with ideas. Whatever. So it’s really in, you know, what I have learned and read and everything else as you go through the phases of growth. The biggest thing is, especially from stage one, two and three, is putting processes in place. Because it goes from four of you sitting in a room, you know, working on something, yelling across, hey, you have this? Hey, do you have that? Hey, I need this. Hey, I’m going there, to your team hits, you know, 20 people, even a dozen people that can’t, it’s not functionable anymore. So you have to put the process in place. What are people’s roles? Letting people do their roles. But as the leader, you also have to ensure you put the right accountabilities in place. And what I see so many times is accountability is, Hey, did you do this? Let me see it. It’s not what I want, so I redo it to the way that I want it and send it back, rather than, hey, thanks for this. Lot of good points. Here’s where we need to adjust. Here’s what we need to do. Go back and do it because, you know, I have a term HBUT, highest and best use of time, and every single day I go, Is this the highest and best use of my time? Should I be working on this, or can I be doing something better? And if I can, be doing something more valuable to the organization for myself, whatever it may be, then I need to delegate it and give it to others to get it done.
Samantha Riley 16:30
I love this accountability piece, because I think this is something that I struggled with first when I got team. And like you, I’ve been in business over 30 years. So and I, and like, I’ll be honest, sometimes I still struggle with it now. What are some of the processes, let’s put those two pieces together. What are some of the processes that you put in place for the accountability? For instance, do you do like quarterly check ins, or are there other people watching over like, what could that look like? Or what does that look like?
David Anderson 17:06
Yeah, two things, and believe me, I wish I had it figured out. Also, I will tell you it took me 20 plus years to figure it out, and while I still don’t have it perfected, two things, I talked about processing systems before we use Eos, the Entrepreneurial Operating System with quarterly rocks, annual goals. And that has been huge in holding people accountable, because you meet as a team, you’re accountable to each other, that you know. And there’s, we use the OS, I’m a fan of it, but there’s scaling growth. There’s, you know, there’s Pinnacle, there’s what’s burned, harnesses. There’s a bunch of them out there. I like Eos, but use something is what I would tell people to do. And then I would for me, the other biggest thing is I stopped being the one holding people accountable, and I hired somebody better at it than me, a different president at CI, GM, and now, you know, we have a president that runs it. And so I, you know, just have to kind of work with one person, but I, I have a person who’s 100,000% better at holding people accountable. The details. Holding people accountable is a lot of detail, and I’m miserable at, miserable at detail, like my wife will ask me to do something, and then she texts me because she knows I’ll forget to do something, but if it’s on my text, you know, okay, here, Dave, here’s the detail that I need you know for you to do so. And I not, I think, I know for entrepreneurs, CEOs, founders and that kind of stuff. Sometimes it’s hard to realise, reconcile and accept that there’s people better than you at, other things, and I don’t know if you know Dan Sullivan’s books, Who Not How or 10x is easier than 2x, huge fans of those awesome books. Marshall Goldsmith, What Got You Here Won’t Get You There is also another salute. All three of those are kind of the foundation of my building high performing teams and helping get to the next level. There’s a bunch of others, but those are theirs. And a lot of entrepreneurs, CEOs can’t get past that, and it’s their downfall that you know, who not how is you don’t have the right who’s around you.
Samantha Riley 19:32
Yeah, yeah. I think that so many founders, CEOs, people that start companies are the visionary people. And generally speaking, most visionary people are not really great down in the weeds. And my very first mentor was my first boss. I was so lucky. I had my first job at, you know, 15 or 16 when I was at high school. And the guy, well, it was, I actually worked for McDonald’s, and he owned four stores, and him and I just really clicked. I was a real nerdy kid, and I used to go, like, jump on his desk, sit on his desk. And he was quite okay with that. Go, Hey, Chris, tell me about such and such. Or, why are you doing that? And he mentored me. So a few years later, when I opened my business, I actually rang him and went, will you mentor me? And I was so lucky that he did, and he did that for free for me, just to, you know, give me my start. But one of the very first things he said to me was always hire better than you, and it was one of the most, it was just such a great piece of advice that I still, I still do it to this day. It’s like, always hire better than you. And I think that, you know, you spoke to that piece where coming out of that solopreneur phase, most people just think that they’re better and, you know, do it my way. And it is, I see it as one of the biggest downfalls.
David Anderson 20:58
I totally agree. I may, if I may, adapt just a little bit. You’ve been in business 30 years, so you’re pretty darn good. So better than you. Give yourself some credit. For me, it’s different than you. It’s so many times we want people around us that are just like us, that will agree with us, that will do that. Oh, they’re that. So, you know, building a high performing team is like a sports team. You know, my son plays college baseball. You can’t have a whole team of shortstops. You can’t have only pitchers. It’s getting the right players that work together that win. And I really encourage, excuse me again. You know, whatever role you’re in to have that sports analogy, or what are the pieces that I need to make this a high performing team? I can’t have, you know, no football team has only quarterbacks on the team, you know. So who’s your right tackle that’s gonna, or left tackle that’s gonna keep you from getting sat, you know, it’s that mindset I also, in my book, I talk a lot about leadership is like being a chemist, because it’s the right mix of the right chemicals, the right things. And each time you bring a new person into the team, it may change the outcome of that chemical compound which you’ve put together. How do you, how do you have to adjust your mix of chemicals to ensure that the output is achieving what you want it to be? And so many times, just like you said, the better than you. Yes, I have a lot. It’s not that hard to hire people smarter than me, but also just different skill sets and different, you know, some people don’t think like you and I as visionaries. They just can’t, you know, we use culture index a lot. Also, I’m a big fan of culture index, which is a great source to use for, you know, really helping identify different traits of, there’s a ton out there, disc, there’s a bunch. I just happen to like culture index of what to do.
Samantha Riley 23:12
And I think even layering on top of that, again, something that we’re very aware of when we hire a new team member is not just the skill set, but how like talking about that chemist analogy I love, because we always think, when we are interviewing someone, how will they fit with the team from a personality standpoint? Because they might be someone that you know is going to be working under an amazing team lead that you already have, and you can see that they’re going to butt heads, even though, technically they’re going to be great at the job, you’re just like, oh yeah, I don’t really want my team ripped apart. So I can just see this isn’t going to work. And I think that just understanding that as well, it just brings something else to the mix, right?
David Anderson 23:59
Yep, absolutely, I totally agree. So yeah, the chemistry analogy works well with me.
Samantha Riley 24:14
Yeah, I really like that. For people that are in that early stage, in that startup phase, looking or listening to this even, it can feel like a luxury to have a team. What does effective leadership look like when you’re still wearing all the hats, because just because you don’t have a team doesn’t mean there’s not leadership there, right?
David Anderson 24:26
Absolutely. I mean, John Maxwell, before you can lead others, you have to lead yourself. So, you know, he talks a lot about that, and you know, for me, it’s your core values at that point, what are you going to stick to? As you know, at your core values, you know, I’m sure you’ve realized this too after many years Samantha, that not all revenue is good revenue. So you know, you can take on bad clients that you know end up costing you more. They ask you to do things you know aren’t rightand that so in the early stages, when you’re just dying for revenue, being able to stick to who you are, what you want to do, if your business has a specific niche, and then somebody comes along and though, oh, hey, will you do this, which I’m guilty of. I’m an entrepreneur, so squirrel, I’m always all over. My team hates it. They’re like, yeah, they’re like, they’ll only let me talk to Karen, our president, because then she filters through what I say and that kind of stuff. But you know, staying on course what you want to do, true to who you are, true to what you want to do, can be very difficult when you got bills to pay, but I would just always encourage people and then you connect people around you to help you do that part of that support system, you know, whether it’s your spouse at home, it’s the mentor. For me, my dad was a huge help, even though it wasn’t an entrepreneur, it’s what you surround yourself with.
Samantha Riley 26:13
I love that. So you’ve worked with lots of people from multiple industries. What have you noticed to some of the telltale signs that a business owner is ready to grow into the next stage of leadership?
David Anderson 26:18
My favourite thing is I have no time. I’m always working. I can’t do that. I don’t even have time to hire somebody. You know, the business needs me or whatever, is a sign that you need to start finding ways to relinquish, hire the right people. You know, it’s really, you can see entrepreneurs stressing, and you’ll also cap out. You’ll only get so big if it’s all about you as the entrepreneur, again, going back to Marshall Goldsmith, What Got You Here Won’t Get You There. You have to constantly look, okay, man, I’ve hit half a million dollars in revenue. Now it’s a service business. I’m selling hours. There’s only so many hours I can sell in it, you know. So what do I need to do? I need to hire people, you know, to do that. So the first thing is, is that feeling of over, being overwhelmed, I have no time. You’re neglecting your family, which I would say I was guilty of at stages of this going forward, and also you stop having fun.
Samantha Riley 27:32
Oh, I’m so glad you brought that up, because we only got this one short life, right? And what’s it all about if you’re not having fun? And fun is actually something that we’ve bought into our company goals, because I want my team to be having fun too, because it’s so much easier to achieve a goal if you’re having fun. So I’m not talking about, you know, just mucking about, but bringing gamification into the projects that we’re doing and celebrating as a team, I think is so important. So I love that you do that up.
David Anderson 28:09
Mucking around. I’m going to steal that.
Samantha Riley 28:13
I forgot that some of our Australianisms don’t cross over.
David Anderson 28:18
Oh, I totally know what you meant, but I’m going to go home tonight. Be like, will you stop mucking around, Debbie, my wife, I’ll see what, I’ll let you know what look I get.
Samantha Riley 28:29
WHo have you been speaking to today?
David Anderson 28:31
Yeah, I’ll send a few emails tonight to the team, saying I feel we’re just mucking around. Interesting to see what I get back.
Samantha Riley 28:49
Oh my goodness, you made me laugh. So obviously, we’ve been talking about leadership. You’ve got your book, as I mentioned earlier, leadership is not a title. For people that want to stay connected to you. Where else can they find out about you or stay connected?
David Anderson 28:57
Yeah, absolutely. LinkedIn is always a great place. David Anderson, I’m sure there’s not another one of us in the world. So you can track me down through, you know, David Anderson, Arizona, DWA leadership, you’ll track me down. But the best way to get a hold of me is my website, my personal website for coaching, speaking, sitting on boards of directors and that, which is DWA as in David Wayne Anderson, leadership.com, and there’s a bunch of information, there’s a bunch of content. There’s a you can reach out to me. There’s all kinds of stuff on there.
Samantha Riley 29:32
And of course, we’ll put all of those links in the show notes below wherever you’re listening, so that all you need to do is go and find the link that you want to connect with David on and click that. David, I’d like to finish with one last question for the founder, the CEO, the leader that’s listening or watching us and they’re feeling overwhelmed and they don’t really know what their next step is. What’s the very first leadership move they should make today?
David Anderson 30:09
Yeah, first of all, don’t try to do it alone, you know, find a community, find a tribe, find a single person, find somebody else that you can talk through things. It’s really hard to go through it at all. And what we all go through, I would say 99.9% of it, somebody else has gone through, you know, and so the answer is out there, what we’ve done really well, and also what we’ve done well. I’m not a big fan of telling people what to do, but we all, think of how many experiences you and I have been through Samantha, you know, in 30 years of business, so find the right tribe community to go that through that with. Another lesson that took me a long time to learn. You got to find the time to get away, to just think through things. You know, go spend three hours of Starbucks with your email turned off. You know, a pad and paper. Imagine what that use is, pad and paper that’s unheard of anymore. Sit and make notes, think through things, but you got to find the time to allow yourself to really think and go through things. We make hundreds of decisions a day. Find the time to deal with the big ones that you need to do. And you know, on my schedule, every day I have a timeout period, 45 minutes to an hour. Yes, sometimes it moves around based on my schedule, but every single day I’ve locked off, my assistant puts it on my schedule, 45 minutes of time out, I just put myself in timeout. Sometimes I read, sometimes I just think. Sometimes I go sit outside, sometimes I go get a Starbucks, but it’s always just by myself and no electronics.
Samantha Riley 31:53
I absolutely love that. And I couldn’t agree more. A friend of mine, and I’ll say, a friend of mine. I can’t actually remember which friend to be able to let you know that, but she calls it CEO time, and it’s we’ve got a little sign in our office, just like, protect the CEO energy at all times, because if we are trying to give from an empty cup, it just won’t work. It all starts at the top and it comes down. So I love those analogies, or those tips there. David, thanks so much for coming on the show and sharing your wisdom with us and your stories. It’s been absolutely fabulous.
David Anderson 32:32
Oh, I loved it, and I have a couple new slang terms thanks to you, so I learned here too. So thank you very much.
Samantha Riley
Such a pleasure.
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