Whether you’re a new CEO trying to navigate chaotic workdays, or a veteran of the C-suite trying to reignite your passion, focus is your most important asset. Many owners and CEOs think they need to be involved in every aspect of their business. But before long, they’re overworked and burned out. Instead of doing everything, it’s time to focus on the right things. Trey Taylor’s new book, A CEO Only Does Three Things zeroes in on the three pillars of business which are culture, people, and numbers.

Steeped in 20-plus years of practical knowledge, training, and consulting with some of the world’s largest companies, he shows how to articulate the right culture for your business, hire people with the right mindsets, and inspire your team to produce optimal results.

Drew Applebaum: Hey listeners, my name is Drew Applebaum and I’m excited to be here today with Trey Taylor, author of A CEO Only Does Three Things. Trey, thank you for joining us, welcome to the Author Hour podcast.

Trey Taylor: Drew, thanks for having me, I’m a big fan of the podcast, it’s on my favorites list in the podcast app that I use to listen to podcasts. Really, a thrill to be here with you.

Drew Applebaum: Trey, you flatter us, just 10 seconds in and I’m already excited. Let’s kick this off, can you give us a rundown of your professional background?

Trey Taylor: Yeah, sure. I did my undergraduate work in business, economics, and history, a little bit of political economy. I studied overseas for a little while at Oxford and came back and finished up at the University of Atlanta. Like a lot of people, trying to figure out where I wanted to go from here and ended up in law school at Tulane in New Orleans, where I studied tax policy, complicated transactions, negotiations, and things of that nature.

Just as I was getting out of law school and figuring out where I wanted to go next, we were in the middle of the .com bubble and one of my mentors had just recently taken a position at a company that came up with WebMD. I joined this business and the office I joined, and a legal office were combined at that point at WebMD. I was a really early person here.

It was like a graduate education all on its own, we did the largest private placement of US equity in history while I was there. It was a team of four of us doing it. You would do a deal on Monday, it would be the front page of the Wall Street Journal on a Tuesday, that sort of thing. So, it was really a good education. I did that kind of work for a little while and then really got interested in the venture capital and investment space.

I got into that space, helped raise a small fund, did some venture consulting in a small boutique firm, that sort of thing. I did that until 2001, 9/11 when that industry effectively was erased from the map for a couple of years. I went in-house at that point at a couple of large internet companies–Earth Link, AOL, those kinds of companies.

Then a personal family tragedy brought me home to where we live now. I ran our family business for 15 years until I have moved from that up into a family office and consulting role, to that business and some other businesses.

The common thread, through all of my career, has been that I’ve always been either the CEO or in the CEO’s orbit. So, I really have been able to study the challenges, the techniques, the mindset of what makes a CEO effective and not effective, which is the only measurement that really matters.

Identifying a Need

Drew Applebaum: Now, what was the inspiration for the book? Did you have an aha moment, and why was now the time to write it?

Trey Taylor: Yeah, it’s a great question. I was in a mastermind of a lot of people from my industry, my core businesses, all of whom were exceedingly high performing professionals with businesses that didn’t match the energy they were putting into the business. What I mean by that was, effectively, they were good salespeople, they were good technicians but when it came to running a business and acting as the chief executive, as the place where the final decisions rested on all the important questions, there wasn’t a mindset that people thought they should be doing that. CEO sounds like an awfully corporate title and most people didn’t want to run businesses in a corporate manner. That was one thing that popped up.

Then in the consulting that I do what I noticed in the super big businesses was a lot of burnout early stage, and long burnout from these high executives. I noticed that those two roles sort of shared a challenge on that front tier which was, what exactly am I supposed to work on in any given day?

I began to ask CEOs that. And the fact that I never got the same answer twice, showed me that there was a need to take a sharpie and outline that order and say, “Guys, this is what we’re supposed to focus on.”

Drew Applebaum: Who is this book for? Is it for current CEOs, is it for folks who are starting a business soon, or is this for folks who want to be in the C-suite one day?

Trey Taylor: Yeah, we wrote the book primarily for people who are in the job today. So that they get a dunk in cold water, they get an awakening that says my mission has creeped over time. I started out as the CEO and now I’m doing a whole bunch of stuff that other people in the organization are capable of doing, they are compensated to do but, I find my hands on those things for a lot of different reasons.

Most of them frankly are valid reasons but we wanted to remind people in the CEO’s chair that you really only have three reasons to show up at work every day, here are those three reasons, and focus on those. What we found though, since we began to introduce this information into the market and especially through our consulting clients, is both CEOs and the people who want to be CEOs want to learn this type of information so that they can either be a better CEO or be the best CEO hire, once that job is offered to them.

What we’ve seen is even CEOs who mentor other people deep in the organization are using the book and the material to share with those people so that they know how to develop the right skillsets to take the top job.

Drew Applebaum: Now, the foreword in your book is by Kevin Harrington of Shark Tank and Infomercial fame. I have to ask, how do you two know each other?

Trey Taylor: Kevin and I are in a mastermind group together called Board of Advisors. Kevin is one of the big names in the group. It’s a group of very accomplished business people, I was shocked when I first walked into the room and I looked and I said, “Hey, I’ve seen that guy on TV.”

You wouldn’t think that somebody of his stature would go to mastermind events and spitball business ideas, help entrepreneurs with their businesses, and do the work. Kevin was right there with a note pad, writing down answers to questions. He takes the floor in the same way that any other member of the group does and that sort of thing.

He and I had lunch one day and he was asking me what I was working on, that’s his stock question, he asks everybody that. I told him that I had a little passion project in this book and he was very interested in it, because as somebody with entrepreneurial ADD, a term that he uses, we get very excited to work on whatever the shiny object is. Instead, what we should be doing is focusing on the three things that drive our businesses that we can control.

He really liked that. He asked me to send him a draft of the book, I did, and he read it. In a couple of days, I got a note back from him the next day or two that said, “This is great, I wish I had had this book when I was starting out.”

I said, “Well if you really feel that way, why don’t you write the foreword for it?” And so, he did, he wrote it himself, and it really expands on his idea that this is a necessary book for CEOs to have. I was quite gratified by that, very proud of it, and really happy to have him on the team.


Drew Applebaum: Now, you had a pretty big pivot earlier in your career that came out of a really unfortunate event. Can you tell us the story of how you ended up in your family business?

Trey Taylor: Yeah, my family business is an employee benefit and financial advisory firm, headquartered in rural Georgia. It’s a multigeneration business, lots of the family has worked in it, my grandfather founded the business in the 60s. The business has always been there for us. My dad and my brother were running the business and I was working in the internet field, I had just accepted a job with AOL and it really was a dream job for me.

They wanted me to come and head up their divestitures arm. Because they had acquired lots and lots of companies over the years and the idea upon acquisition was, this is going to be helpful for us, but in reality, a lot of those companies were never integrated and, the shine had come off and maybe it was time to move on from those. They had so many brands that were just really, in a conglomerate, not realized of their full value.

They hired me to come in and develop a plan to raise a billion dollars in investment capital by selling off those businesses, and then they would then take that billion dollars and put it into whatever growth initiatives they thought were on the horizon. I was really excited to have that job, it was the first evidence to me that that the work that I was doing inside corporate entities was important and working. A billion dollars was a lot of money and it was just really a good valuation for me.

They wanted me so badly that they bought my house in Atlanta. They said, “Look, we’re not going to wait on you to sell your house, we’re going to buy it, we’ll sell it later, you just get to Virginia as soon as you can.” So, one Saturday morning, moving trucks were on the way, they called me that morning, and said we’re headed that way to load you up. I hung the phone up and almost immediately, I mean, within 40 seconds, the phone rang again, I figured it was them and it was my mom.

My mom and dad were in Vegas, this was right after the new year, they had gone to have a good time and see some family and friends that we had there. My mom said, “Hey, your dad is in the hospital and we’re worried, it doesn’t look good.” I said, “Gosh, please let me know how that turns out, let me get my stuff done here and then I’ll see what I can do to come home as soon as possible.” She said, “No, Trey, you don’t understand, you need to be here now.”

I called the movers back and said they needed to turn the truck around, I flew to the airport as soon as I could and jumped on the plane. Unfortunately, we didn’t get to bring my dad back the way we wanted to.

So, two weeks later, I was sitting here, running a business that I had never wanted to be in, had never trained to be in, and in a role specifically where I was the head person in the business, which is a recipe for disaster really.

The need for the book is really born out of the need that I had that day. Be kind to the earliest version of yourself. I needed this book at that point to save him. I had no idea what to do.

That’s how I got into the business, and then matured the business, and have been able to increase top line and bottom line and all those things that are important in business. Really, I learned how to be a CEO from doing the work inside this business.

Drew Applebaum: Yeah, that’s my next question. Is the book done with any outside research or is it all based on the wisdom that you’ve lived and lessons you’ve learned as a CEO?

Trey Taylor: Yeah, my mind works in such a way that I need the outside research, I need the benefit of other people’s experiences all the time. As I was going through the process of learning how to run the business, I was constantly in search of–you can call them sort of mini networks.

I would have a problem, I would go find people who were going through that same problem, discuss with them how they are resolving it, and watch their results. I’m a pretty strong reader and I try to read about a hundred books a year. I would always turn my brain toward whatever problem I was facing at that time.

It was really lucky to get some intellectual mentors in that timeframe. Ron Willingham, who had a company called Integrity Systems, he and I co-authored a book, summarizing his philosophy, and the book was called Authenticity. We put that material together because what I needed it at that point is how do you authentically run a principled and ethical business structure that still is capable of growth?

As I was living a problem, I would try to go find others living the same problem with the answers to it. I think the answer to the question is that it is born out of practical experience, but also, the theoretical knowledge that I used to get over various humps and hurdles. That’s what we’ve tried to put into some very usable models in the book.

Drew Applebaum: Now, you have a lot of historical examples in the book which are really fun by the way. I have to ask, are you a history buff or did these just fit the narrative that you were writing about?

Trey Taylor: Yeah, history nerd is the term there for sure.

Drew Applebaum: I didn’t want to say it, I didn’t want to call you a nerd.

Trey Taylor: My undergrad degree is in history and like I said, I had done some time overseas and every time I was overseas, I would always go to the battlefields or go to the cathedrals. It doesn’t make it a lot of fun for my traveling companions sometimes, but I draw a lot of wisdom from history, from how the greats in our past have solved certain problems, I extrapolate models from that and use that. And people tend to love it, when I speak about the material in the book, I always use the story of Julius Caesar crossing the river Khan and machining that first really big choice that defined who he was throughout history.

I find that if we use examples of stories like that then people can relate to what otherwise could be really dry material.

The Big Mistakes

Drew Applebaum: Yeah, they are really interesting and so compelling and just fun facts along the way, it is a really fun read. I have to ask you, what are some of the big mistakes that CEOs are making today?

Trey Taylor: It’s really interesting you ask that because I just hosted a round table with this discussion, at an event a couple of weeks ago. The wisdom on that panel accorded 100% with my beliefs and what’s in the book, which obviously makes it a good panel to be a part of. The number one management sin that we see today is people not tackling the really big amorphous challenges in the business so that they can attack the small, tactile, the things you can touch and feel. That’s a problem.

The other problem is this concept of the buck stops here, which means that the CEO has to be responsible for everything in the building, which is not necessarily wrong on its face but in application, it’s extremely wrong. What becomes of that is that CEOs become involved in decisions that have absolutely no strategic importance to the business whatsoever.

I tell the story in the book about a friend of mine who chooses the kind of coffee creamer available in the break room. There’s no value to that whatsoever and PS, he chooses the wrong one. He doesn’t choose the one that the people want, so they go to the grocery store and buy their own and bring it in.

It’s a little micro chasm of wasted decision-making time. That example is probably quick, but it would be better placed somewhere else. I don’t think CEOs think in terms of levels of work nearly enough. So, what I like to do is to make sure that when I’m structuring my day and my week, that I am spending time on the really big why based questions that only I can have an informed opinion on.

Everyone else has literally multiple plans of attack on their job but really, my job should be to sit back at least a large portion of the week, to say, “Knowing what I know about the business today, where does that take us to the future, is that place desirable, and what course corrections do we need to make today?”

That was the big management send that the panel agreed on and that I have been seeing in my consulting practice for the last five or six years.

Drew Applebaum: Now, what are the issues that could arise when the CEO is unfocused or if they’re overworking themselves?

Trey Taylor: Well, I use the mental image of, if you have a concrete parking lot and you’re doing all of the things necessary around the perimeter of that parking lot to keep the weeds paired back and keep it looking clean on the outside but you never go into the parking lot to make sure that the spaces are painted correctly, and that the weeds are killed and the cracks are fixed, and that sort of thing. If you do that long enough, then the parking lot takes over itself. It doesn’t matter what you’ve done on the perimeter.

Well, the same thing happens in our businesses, if we are not focused on the things that only we can focus on as CEOs, those three magic things that I call The Trinity. If we’re not focused on those three things, then the question becomes, who is going to focus on them, and the answer is no one.

What happens there is that the weeds are taking over the parking lot. In other words, these bad ideas begin to produce the lowest common denominator of culture and it is very hard to build a highly productive business on lowest common denominator cultures.

Drew Applebaum: What would you say to the CEO who is wearing many hats in an effort to stay lean, which is the buzzword of startups these days?

Trey Taylor: Yeah, for sure and one of the things people would question me on this is that the title says, a CEO only does three things, and then you look at your to-do list and there are always more than three things on it. Yeah, it is a bit of a sleight of hand title. Of course, a CEO operating a company does more than three things a day but in the process of reductionism and in the process of removing everything that someone else could do, what are you left with are the three things that we talk about in the book.

That doesn’t mean that you don’t have other things on the to-do list, especially in the earlier stage of your businesses. So, if you are the only person in the business and you only do these three very, very high-level things, you will not have a business. You need to do everything in that business at some point.

The challenge for startup CEOs, of course, is to figure out how you can automate the things that can be automated. How do I delegate things to other people while maintaining a good balance of workload productivity? How do I outsource other tasks that people can do far better than I can do in a shorter period of time with less of an investment? In the earlier stage of the organization, I think the CEO really has to be focused on automation, delegation, and outsourcing.

Drew Applebaum: What would you tell a CEO that is struggling with the world right now? How has 2020 changed the life and business for a CEO?

Trey Taylor: So, without a doubt 2020 has produced its own set of challenges in every frame that we would put it in, from politics to business to family life to school, everything. We obviously know that it is such a trite thing even to point out, but that is obviously the case. The amazing thing to me is across all of the businesses that I am exposed to–these are not scientific numbers but my feeling is about 15 to 20% of the businesses are struggling.

2020 has thrown them some sort of curveball that has really made doing business a lot less profitable and less efficient. Well, that leaves 80% of businesses that are either doing the same thing that they were doing before but maybe in a different way, and a whole lot of businesses that will be much, much better than they were before. I think some of that comes down to the fact that there is a shared understanding in our country and around the world right now that things are topsy-turvy and everybody gets a second shot.

We are a little bit more forgiving when it comes to that, but to the CEO who is struggling, my analysis, my recommendation, all of that sort of thing would come back to the idea that you have to re-evaluate the businesses as if it was a startup today. You have to make those changes necessary to be competitive today. Sometimes the answer to that is this business is no longer a fit for the world and that is unfortunate but that is sometimes the case.

I have a client who has been in business for several years. They run a cruise based travel agency, and no one has been booking cruises in the past six to seven months. They have made the very difficult decision to close that business because it is not going to exist in the same way in the future. They don’t want to ride that horse again through that same rodeo if the rodeo moves differently.

Then we have clients who are in the e-commerce space and their challenges are different challenges but still existential challenges. So if you go from an average of 12 orders a day to an average of 1,200 a day, you are disappointing that customer base, you don’t have the infrastructure built to handle it–those kinds of things are very challenging things to do, and you could just as easily go out of business if you can’t meet the demand adequately.

So, the first thing is to say if you started this business today, what would you build to make it viable? What is the new normal? Start building that today or make the decision not to build it and go find something else to do.

Drew Applebaum: You and the book speak about great leaders having two abilities that set them apart from others. Can you tell us what they are?

Trey Taylor: Yeah and this is a lesson that I have learned from watching the really good CEOs in my orbit over 25 years, and even back to when I was in middle school and high school. I tell the story in the book of Mrs. Brownley, who was a 7th-grade algebra teacher, and she was head of school for the small school that my brother and I attended. She was a legend. She was a really older lady, very, very tough, tough as nails, she wore these polyester suits from the 60s and 70s.

She was a quirky character and we all respected her a lot. What Mrs. Brownley taught me was that great leaders have the ability of perception and invocation. Perception means that you can see other people the strengths that they cannot quite see for themselves yet, and invocation is when you call those strengths out of them into the world so that they can use them to achieve their highest potential. I saw her doing that. She did it for me when I was a kid going into high school.

I have seen great CEOs time and again say, “You know, I know that you have the strength, I know that this is something that you can do, go and do it and show us how well you can do it,” and then sort of drop the mike and walk off. That person is left there with a little bit of fear and angsts about disappointing somebody. But a whole lot of confidence in the ability that they kind of know they have but didn’t know that it was valuable or recognized by other people in the same way.

So, it is a complete skillset that the naturals have. I think that you can always teach what the naturals have if you put it out there. That’s why I wanted to end the book on that and there’s a homework assignment that goes with it in the book, it’s to go find someone that you can precept an ability in, and then you invoke that ability out and shower it with praise so that it can grow.

Drew Applebaum: Now we have to dig in because it is the title of the book, the CEO only does three things, what are those three things or those three areas, those three pillars that a CEO should be focusing on?

Trey Taylor: I thought you’d never ask. So, the three things are culture, people, and numbers.

Drew Applebaum: Now, culture is another buzzword for startups these days and how does a CEO help form the culture for their company?

Trey Taylor: Yeah, in my argument in the book and in all of the material that we talk about is that the CEO is really the only one that can define the culture. So, I want to be really specific about that. So culture is a definition, and I like Emmett Shay’s definition, it is the water in the fish tank that we are all swimming in. We can alter that water PH or cleanliness or put some food in it or we introduce another fish in it that sort of thing, but culture itself can change over time.

We need someone who is paying attention to the culture, as a result, to be achieved on its own. We then look as I often do to the language behind a concept. The word culture shares the Latin root word for other words that we would recognize, like cultivated. So, a culture is a business environment that we care enough about to cultivate. So with that definition in mind, it becomes clear about why the CEO who sits at the top of the organization, who is tasked with moving the organization through time towards a vision, that hopefully he or she is sharing with the rest of the people and the company, it becomes the sole providence of the CEO to define that culture.

Now, we talked a little bit a second ago about the parking lot metaphor that I like to use. You can have a lowest common denominator culture. You can have a culture where the CEO doesn’t focus on the culture and what the business looks like. They don’t cultivate it, they do not remove the things that are bad for the culture. Delegating culture development in effect to everyone else produces what I call the lowest common denominator culture. That culture benefits the individual at the expense of the group. So, what we like to see is a CEO who cultivates a culture that will benefit the entire group as a whole and that everyone can enthusiastically support.

It becomes the number one strategic advantage over competitors, completely. The very first interview that I do with any candidate is a discussion about our culture and how they may not fit into that culture, and why we need to be very careful about that. That is before I talk compensation, before I talk about the needs of the position. Then at the end of that conversation, I send them out. We don’t bridge into other things, I send them home after that. That is the first time that they will be able to see how important culture is to a CEO.

Culture, People, Numbers

Drew Applebaum: Let us dig a little bit deeper into that because it seems like one of the first things a CEO would look to outsource or pass along to someone in the company is the hiring and hiring process, but people are such a huge part of the culture. So, your stance is a CEO should be in that room for every hire?

Trey Taylor: I think the CEO should have the ultimate hiring decision for sure. I don’t know that you need to be in every single interview, in every single answer of a question or anything of that nature. As a matter of fact, when I hire somebody here, I let other people, of course, in the organization interview the person. They are interviewing for technical know-how in positions where I wouldn’t know the answer.

They interview also for cultural fit and personality fit and that sort of thing as well. But when it comes down to it, if I am the ultimate arbiter of who I want in the culture or not then I have to be the one that makes the final hiring decision. I do let myself be over-ruled in that decision from time to time if my team feels very strongly that this person is a good fit, but I don’t let that happen if they are not a good cultural fit.

If you look at really high-level CEOs, Larry Page at Google reviewed resumes for all the first 25 to 35,000 people that Google hired. My point has always been if Larry Page is running Google, which is this monolithic company that came out of nowhere less than 20 years ago, if he has the time to dedicate to that, then somebody who is running a 20 person organization or 500 person organization, should be able to find the time to hire a team to carry out the vision.

Vanity Metrics

Drew Applebaum: Right, now moving on to numbers, I have to ask this question due to some startup experience I have. How does a CEO avoid the trap of vanity numbers and vanity metrics?

Trey Taylor: Oh man, is that not the biggest challenge.

Drew Applebaum: It’s the biggest pitfall.

Trey Taylor: It certainly is and so much of that is because of misaligned symptoms. So many startups are built to appeal to investors and so in order to appeal to investment dollars, you have to fit an investment formula, and so you build your company to fit that. I will comment on whether that’s the right thing or the wrong thing because I think it is both. I think sometimes it is the right thing and sometimes it is the wrong thing. I think sometimes it is both the right thing and the wrong thing at the same time.

But with that said, I think that that’s where the banking of vanity numbers come about. I love the idea that there is only one vanity number that matters, and it is profit and what you do with it. So, I would always rather brag at the country club or wherever I might socialize, about how much profit I made rather than how many widgets I sold or how many likes I got on something. So, it is a real issue and we face it often.

The way that we in consulting use it or attack it is to use a very simple profit-first mentality of what’s your revenue, what are your expenses, how can you increase one, decrease the other, and produce more profit? Then what you do with that profit becomes the most important question.

Drew Applebaum: Now moving forward with the numbers, you say that opportunities are actually hidden in the numbers. What areas should a CEO look in to find these hidden opportunities?

Trey Taylor: So, a key point to me with numbers is transparency. I see so many of my clients who have almost a double set of books, one that really matters for them, and one that they share with certain members of the team but definitely not the whole team. I am completely indebted to a book called Ownership Thinking by a guy named Brad Hams, which really exposed this concept to me.

We are entirely transparent in our numbers in all of our businesses. So, anybody that works for one of our businesses, they can see how much profit we earned last month and what was that profit spent on. Sometimes it is a first-class flight for me or sometimes it is a nice dinner somewhere for a sales guy or something of that nature. People may have opinions on those things, but it is much better to have those things out in the open where those things can be questioned. So, we really believe in transparency.

Transparency creates an opportunity in numbers. You could bring your team around a set of numbers and say, “I want to increase the top line. I am going to decrease the expenses so that the bottom line increases. That makes more profit for everyone. One of the things we can spend that on is better business operations, better people, better benefits for our people that are here.”

What I have seen time and time again is if you are open to the feedback and can get over the natural reluctance to be transparent on the inner workings of your numbers, then your people will astound you with the amount of opportunity they tell you is in the business that you had no idea about.

Drew Applebaum: Trust your employees in a way, right? Why is that so hard?

Trey Taylor: It is hard, and I don’t mean to diminish anybody who has reluctance on that because I had the same reluctance. Salary is an exception to this by the way. So, we don’t say, “Jamie makes X amount of dollars but, Jamie down the hall makes less than her,” we don’t do that. We involve salaries in a different category because that can create problems that are hard.

Although some businesses do navigate that properly, the point is that you can be reluctant to share data that is extremely personal. You can make that choice and it is absolutely fine but you are missing opportunities and business that only your employees know about. I’ll give you a great example for one of Brad’s case studies, the author of Ownership Thinking. He did a consulting project with a carpet manufacturer in Georgia.

He went and interviewed the guys on the line and showed them, “Here are the numbers that we are trying to hit. We think that there might be some opportunity in your job, how would you contribute to help us hit these numbers?” The foreman who had been there for 30 years or so, said, “Well, we have this brand new machine, a Japanese machine, a very highly engineered thing that does XYZ on what we do on a daily basis, but our protocols on how we operate the machine were not updated when we bought the machine.”

The protocols, the instruction manual for how we run and how we schedule shifts are still from the 1968 machine that was replaced over 10 years ago. An example is that when we finish one run on the machine, we then let the machine cool down for an hour or two hours. Well, this machine doesn’t need to cool down for two hours, but we still take two hours off between every single shift.

They totaled those hours off over the course of a year and they found more than a million dollars in lost productivity. All they had to do was ask the guy who was running the machine, and nobody ever thought to do that. That is the power of transparency. It gives you those opportunities.

Drew Applebaum: Trey, writing a book especially like this one, which will empower and educate, is no small feat so congratulations on putting this out.

Trey Taylor: Thanks so much. It was definitely a labor of love but a message that I really knew that people needed because I had needed it myself.

Drew Applebaum: It’s been a pleasure to chat and there is so much more in the book. I am excited for people to check it out. Everyone, the book is called, A CEO Only Does Three Things, and you can find it on Amazon. Trey besides checking out the book, where can people find you?

Trey Taylor: Yeah, the best place that we try to put a lot of our resources is our consulting company website, trinity-blue.com.

Drew Applebaum: Awesome, Trey, thank you so much for coming on the show today.

Trey Taylor: Drew, thanks for having me. Always fun to do these things and to be with you, especially on a podcast that I follow so regularly as well.