The Swift-Kelce Engagement: What CEOs Can Learn About Strategic Partnerships

On August 26, 2025, Taylor Swift and Travis Kelce announced their engagement in a joint Instagram post:
“Your English teacher and your gym teacher are getting married.” Let me tell you, as a pretty much since pigtails (oh who am I kidding – I still rock pigtails) girl, I’ve been a Swiftie. And this news has me over the moon. But as an expert in organizational resilience who loves M&A, its brain candy for me.

At first glance, this might look like a celebrity headline. But if you’re leading a company and considering a merger or major strategic partnership, you’d be wise to look deeper.

Why? Because this “deal” is now the most financially successful partnership in modern entertainment and sports history—valued at $1.7 billion. And the principles behind its success are the same ones that determine whether your merger thrives or fails.

Why This Partnership Works

Complementary Market Positioning
Swift brought a $1.6 billion global entertainment empire, while Kelce contributed NFL credibility and access to an $18 billion industry. Rather than competing for the same audience, they expanded into new, complementary markets.

McKinsey research reinforces this: mergers succeed when they protect core business momentum while unlocking new revenue streams. Swift kept touring at record-breaking levels, Kelce kept winning Super Bowls, and together they unlocked new fan segments (female NFL viewership grew 53%).

Cultural Compatibility
Up to 80% of corporate mergers fail due to cultural mismatch. This is where Swift and Kelce excelled. Both emphasize authenticity, family-friendly images, and community engagement. Their compatibility created trust and longevity.

Authentic Narrative
Audiences (and customers) can smell forced partnerships. From friendship bracelets to Kelce’s jersey sales spiking 400%, this relationship was rooted in authenticity. That authenticity created exponential engagement—1.2 million Instagram likes in 10 minutes on their engagement announcement.

What This Means for CEOs Considering M&A

The Swift-Kelce case validates three insights every executive should apply:

  1. Look for Complementary Strengths, Not Redundancy
    If you’re evaluating a merger, ask:
  • Does this partner give us access to markets we can’t reach alone?
  • Are we duplicating capabilities or expanding them?
  1. Prioritize Cultural Due Diligence
    The financial model might work on paper, but culture is what drives long-term success. Assess:
  • Do our leadership teams share values?
  • Will employees feel energized or alienated by the merger?
  • Are customer experiences aligned?
  1. Anchor the Partnership in an Authentic Narrative
    Whether you’re merging companies or entering a strategic alliance, the story you tell matters. Stakeholders—employees, investors, customers—need to believe in the why behind the deal.

Action Steps for Executives

Before moving forward with a merger or major partnership:

  • Conduct Complementarity Analysis
    Map both organizations’ markets, audiences, and assets. Look for expansion opportunities, not overlap.
  • Run a Cultural Integration Assessment
    Interview cross-level employees, review decision-making styles, and evaluate leadership approaches. Research shows culture-driven failures outpace financial-driven ones in M&A.
  • Stress-Test the Narrative
    Craft the “why now, why us, why this” story. Test it with trusted insiders. If it doesn’t inspire confidence internally, it won’t land externally.
  • Protect Core Momentum
    Don’t bet the farm on synergies. Like Swift and Kelce, keep the base business thriving while integration unfolds.

Final Thought

The Swift-Kelce engagement is more than a celebrity milestone—it’s real-world validation of modern M&A theory. For CEOs, the lesson is clear:

  • Complementary markets expand value.
  • Cultural compatibility ensures durability.
  • Authentic narratives drive stakeholder buy-in.

Partnerships built on these three pillars don’t just grow—they transform industries.

If you’re weighing a merger or partnership, don’t go it alone. The right strategic lens can help you spot hidden risks, evaluate cultural fit, and turn opportunity into sustainable advantage. Connect with People Risk Consulting for help. We even have a very accessible on-demand level open now. You know you vibe with us if you love travel, culture, music, pop culture, and learning outside of the board room. We can trade friendship bracelets.

When Luxury Meets Reality: How LVMH’s Labor Crisis Exposes Modern Business Vulnerabilities

The luxury fashion industry has always been built on exclusivity, craftsmanship, and premium positioning. But beneath the glossy surface of €3,000 handbags and €5,000 cashmere jackets lies a reality that’s forcing executives across industries to reconsider fundamental questions about business practices, reputation management, and operational risk.

LVMH’s ongoing labor exploitation crisis in Italy offers a masterclass in how seemingly distant supply chain decisions can rapidly escalate into existential business threats. With two subsidiaries—Dior and Loro Piana—placed under court administration within 13 months, the world’s largest luxury conglomerate has seen its market value decline 22% while ceding its position as the most valuable luxury company to Hermès.

The story isn’t just about fashion. It’s about how modern business practices, regulatory evolution, and stakeholder expectations are colliding to create new categories of enterprise risk that traditional management approaches struggle to address.

The Anatomy of Modern Business Vulnerability

What makes LVMH’s crisis particularly instructive is how it reveals the hidden risks embedded in common business practices. The company’s Italian operations relied on a multi-layered outsourcing model that many industries would recognize: primary contractors who subcontract to specialized facilities, creating cost advantages through competitive bidding and operational flexibility.

On paper, this approach delivered exactly what executives wanted: handbags produced for €53 that could retail for €2,600, generating profit margins exceeding 4,800%. The outsourcing structure provided legal distance from manufacturing operations while maintaining cost efficiency that enabled luxury pricing strategies.

But this same structure created what risk management experts now call “systemic opacity”—organizational blind spots that amplified rather than mitigated operational risks. When Milan prosecutors investigated, they found workers sleeping in factories for “24-hour availability,” safety equipment removed to increase productivity, and wages as low as €2-3 per hour in facilities producing premium luxury goods.

The revelations forced uncomfortable questions: How much operational control can companies surrender while maintaining accountability for outcomes? And more fundamentally: What constitutes acceptable distance between brand values and production realities?

Reputation in the Age of Transparency

LVMH’s experience illustrates how reputational risk has evolved from episodic crisis management to continuous stakeholder relationship management. The luxury sector has historically operated on brand mystique—the less consumers knew about production realities, the more they could project aspirational values onto premium products.

That dynamic is fundamentally changing. Social media amplification, investigative journalism, and regulatory transparency requirements have created what scholars call “radical accountability”—environments where operational decisions across global supply chains can rapidly become public brand liabilities.

The financial impact has been immediate and measurable. LVMH’s first-half 2025 results showed net profit declining 22% and Fashion & Leather Goods sales falling 9%, with management specifically citing “labor scandals” as a key performance factor alongside economic headwinds.

But beyond immediate financial metrics, the crisis has damaged something more valuable: the aspirational premium that justifies luxury pricing. Consumer forums reveal deep disillusionment with the disconnect between premium pricing and production realities. When Loro Piana customers discover their €5,000 jackets were produced under exploitative conditions for €118, the entire value proposition becomes questionable.

The lesson extends well beyond luxury goods: In interconnected markets, operational practices anywhere in your value chain can rapidly become brand positioning everywhere in your market.

Risk Management’s Evolution

Traditional enterprise risk management focused on direct operational risks—supply disruptions, quality failures, regulatory compliance within your immediate operations. LVMH’s crisis demonstrates how this approach has become inadequate for modern business complexity.

The company conducted 4,066 audits on 3,690 suppliers in 2024, implementing extensive monitoring systems and compliance programs. Yet systematic labor exploitation continued across multiple subsidiaries, suggesting that conventional audit-based risk management may be structurally insufficient for complex global operations.

The problem isn’t execution—it’s conceptual. When you design business models around cost optimization through operational distance, traditional risk management becomes reactive rather than preventive. You’re essentially auditing your way around fundamental structural vulnerabilities rather than addressing root causes.

Modern risk management requires rethinking the relationship between business model design and stakeholder accountability. Companies can no longer treat supply chain partners as arm’s-length vendors whose practices don’t reflect corporate values. Every outsourcing decision is now a brand positioning decision.

The Change Imperative

LVMH’s response reveals both the scope of required change and the difficulties in implementing it. The company has committed to accelerated vertical integration across multiple brands, enhanced supplier monitoring systems, and new compliance frameworks. But these changes require fundamental operational restructuring that will pressure profit margins while regulatory penalties await companies that delay reform.

The broader challenge is that incremental improvements to existing models may be insufficient. The EU’s Corporate Sustainability Due Diligence Directive, taking effect 2027-2029, requires companies to implement mandatory human rights due diligence across supply chains, with penalties reaching 5% of global revenue for serious breaches.

This represents a fundamental shift from voluntary corporate social responsibility to legally mandated operational accountability. Companies across industries need to evaluate whether their current business models can survive in regulatory environments where supply chain practices carry direct legal and financial liability.

Strategic Implications for Modern Business

LVMH’s crisis offers three critical lessons for executives across industries:

First, competitive advantages built on operational opacity are increasingly unsustainable. Cost advantages achieved through complex outsourcing may create short-term profit margins but long-term reputational and regulatory vulnerabilities that ultimately destroy shareholder value.

Second, stakeholder expectations have fundamentally shifted. Consumers, investors, and regulators increasingly expect alignment between corporate values and operational practices across entire value chains. The days of brand positioning divorced from production realities are ending.

Third, early action on operational ethics creates competitive advantages. While LVMH faces regulatory scrutiny and market share losses, competitors who proactively address supply chain transparency and worker treatment can gain market position and regulatory credibility.

Executive Action Plan: From Crisis to Competitive Advantage

LVMH’s crisis provides a roadmap for proactive leadership. Here’s your 90-day-to-3-year action framework:

Phase 1: Immediate Assessment (0-90 Days)

Supply Chain Reality Check

  • Map complete supplier network—every layer, every subcontractor
  • Calculate operational distance: How many degrees of separation between your brand and actual workers?
  • Identify blind spots: What percentage of your supply chain can you monitor in real-time?
  • Document cost structures: Where do your biggest margins come from and why?

Regulatory Risk Assessment

  • Review incoming regulations: EU due diligence laws, state transparency requirements
  • Calculate financial exposure: Penalties as percentage of revenue, not just dollar amounts
  • Identify liability gaps: Which current practices could become illegal under new frameworks?
  • Benchmark competitor vulnerabilities: Who else is exposed and how are they responding?

Brand Position Stress Test

  • Compare public values with documented supplier practices
  • Run transparency scenarios: How would customers react to full operational disclosure?
  • Quantify reputation risk: Current brand premium versus potential reputational damage
  • Test stakeholder reactions: Survey key customers, investors, employees on operational priorities

Phase 2: Strategic Restructuring (3-12 Months)

Redesign Supplier Architecture

  • Shift from cost-only to values-aligned supplier selection
  • Replace audit-based monitoring with direct operational oversight
  • Launch supplier development programs focused on practice improvement
  • Establish supplier scorecard including labor, environmental, and governance metrics

Integrate ESG into Business Operations

  • Link supply chain accountability to executive compensation
  • Create cross-functional teams: procurement + legal + brand + risk management
  • Build early warning systems for regulatory and reputational threats
  • Establish monthly executive reviews of operational vs. brand alignment

Build Proactive Communication Systems

  • Develop transparency-first communication strategies
  • Create regular stakeholder reporting on operational improvements
  • Establish crisis protocols emphasizing accountability over deflection
  • Train leadership team on integrated stakeholder management

Phase 3: Long-Term Competitive Positioning (1-3 Years)

Business Model Evolution

  • Evaluate outsourcing sustainability under emerging regulatory frameworks
  • Consider strategic vertical integration where brand reputation requires operational control
  • Design competitive strategies using transparency as market differentiator
  • Restructure profit models to account for true cost of responsible operations

Industry Leadership Development

  • Position company as operational practice standard-setter
  • Use accountability as premium positioning tool
  • Build regulatory partnerships as solution provider rather than enforcement target
  • Create industry coalitions around best practices

Measurement and Continuous Improvement

  • Establish new KPIs: supplier practice metrics alongside traditional cost/quality measures
  • Monitor regulatory landscape changes and compliance costs across all markets
  • Track brand sentiment specifically related to operational transparency
  • Implement board-level oversight of supply chain and stakeholder risks

The New Business Reality

The luxury industry’s labor exploitation crisis isn’t really about luxury—it’s about how global business practices are adapting to new stakeholder expectations, regulatory requirements, and transparency demands. Companies across industries outsource operations, optimize costs through complex supplier relationships, and maintain brand positions that may not fully reflect operational realities.

The question isn’t whether your industry will face similar scrutiny—it’s whether you’ll be prepared when it arrives. The executives who act proactively on these action steps will create sustainable competitive advantages, while those who wait for regulatory pressure may find themselves managing crisis rather than leading change.

LVMH’s experience suggests that companies who delay addressing these vulnerabilities risk facing regulatory intervention, market share losses, and fundamental business model disruption. But organizations that implement systematic operational alignment with stakeholder values across their entire value chains can turn transparency and accountability from threats into strategic assets.

The luxury industry’s reckoning may be just the beginning. The real question is: What will your leadership response look like?

This analysis draws from extensive reporting on LVMH’s Italian labor crisis, including court documents, regulatory filings, and industry analysis from Business of Fashion, CNN, Fortune, and other sources documenting the systematic nature of luxury supply chain vulnerabilities and regulatory responses.

Strategic Reinvention Lessons from Music’s Master Transformers

Anyone who knows me, knows I love music. And yes, I was up at 12:12 EST last night for the TS12 announcement. IYKYK. The entertainment industry’s most successful artists have mastered something that eludes many corporate leaders: the ability to completely reinvent their brand, pivot their business model, and transform their market position while maintaining stakeholder loyalty and core identity. After a late night of clowning for Taylor Swift’s latest release, I woke up inspired to explore the business transformation concepts that have made three of my favorite female artists, Taylor Swift, Lady Gaga, and Chappell Roan, so successful.

So with the rise of the morning sun I began to dig into the transformation success of Taylor Swift’s $1.6 billion empire, (Harvard Business Review). Lady Gaga’s crossover into film and beauty, (BBN Times) and Chappell Roan’s meteoric rise (Billboard). My goal is to use their inspirational actions to offer C-suite executives a masterclass in strategic transformation. These artists have navigated crisis, managed explosive growth, and executed radical pivots while preserving what made them valuable in the first place.

The Swift doctrine: Customer community as a competitive moat

Taylor Swift’s evolution from country teenager to global business icon represents one of the most sophisticated transformation strategies in modern business (Harvard Business Review). Her approach provides a blueprint for how companies can reinvent themselves across market cycles while building unassailable competitive advantages through customer loyalty.

Strategic reinvention through blue ocean creation

Swift’s transformation from country to pop with 2014’s “1989” exemplifies how market leaders can create new competitive spaces rather than fight within existing categories (Discover Music). She didn’t simply compete with other pop artists—she positioned herself as an authentic alternative to the EDM-dominated landscape, capturing consumers who wanted “dance-y” music with genuine artistic expression (University of Oregon). The album debuted with 1.287 million first-week sales, making her the first artist with three consecutive million-week debuts (Taypedia)

This blue ocean strategy worked because Swift understood a fundamental business principle: great products expand markets rather than compete within existing boundaries. Her gradual evolution through “Red” (2012) served as market testing for pop elements (University of Oregon) demonstrating how companies can manage transformation risk through staged implementation.

Reclaiming the masters: Asset recovery

Swift’s response to losing control of her master recordings in 2019 offers corporate executives a powerful framework for asset recovery when direct acquisition isn’t possible. When Scooter Braun acquired her catalog for approximately $300 million, Swift launched her “Taylor’s Versions” re-recording campaign—essentially creating superior competing assets to depreciate the originals (Billboard +2).

The results were remarkable: Red (Taylor’s Version) achieved 10x streaming performance versus the original, while Fearless (Taylor’s Version) outperformed the original by 3x (Billboard). Swift successfully mobilized her customer community as an economic weapon, forcing the industry to extend re-recording restrictions from five years to 10-30 years for future contracts (Billboard).

For corporate leaders, this demonstrates how customer loyalty can become a strategic asset for competitive battles. When direct acquisition of intellectual property or market assets isn’t viable, creating superior alternatives backed by customer community support can effectively neutralize competitor advantages.

Crisis transformation: Reputation as a strategic narrative

Swift’s management of the 2016 Kim Kardashian phone call controversy illustrates how strategic silence and long-term thinking can transform crisis into competitive advantage. Rather than immediately defending herself, Swift deployed a four-phase framework: strategic withdrawal from public view, narrative patience, conversion of crisis into content (the “Reputation” album), and eventual vindication when the full phone call leaked in 2020. (Rolling Stone)

Reputation generated 1.2 million first-week sales despite negative press, proving that authentic crisis response can strengthen rather than weaken market position. Corporate leaders facing reputational challenges can apply this model: focus on long-term vindication over short-term damage control, and use crisis periods as transformation catalysts rather than defensive retreats.

Gaga’s blueprint: Multi-platform transformation through authentic risk-taking

Lady Gaga’s career evolution from avant-garde provocateur to Academy Award winner (BBN Times) demonstrates how organizations can execute radical strategic repositioning while maintaining stakeholder trust and core identity (PR Over Coffee). Her journey offers specific frameworks for crisis recovery, calculated risk-taking, and stakeholder management during major organizational pivots.

Strategic crisis recovery methodology

Gaga’s response to the 2013 ARTPOP commercial failure—which debuted with weak 258,000 first-week sales compared to previous multi-million sellers— (Yahoo!Billboard) provides a tested crisis recovery framework (PopCrush). The album’s overcomplicated rollout (including Jeff Koons partnerships and multimedia apps) (Yahoo!Yahoo Sports) taught critical lessons about strategic focus during challenging periods (Billboard).

Her recovery strategy followed five phases:

  1. Immediate damage control (maintaining professional obligations despite internal chaos)
  2. Strategic simplification (returning to core competencies)
  3. Stakeholder realignment (new management)
  4. Brand recalibration (the Tony Bennett collaboration)
  5. Gradual market re-entry through proven formats. Billboard +2

The results validated this approach: Her 2015 Oscars Sound of Music tribute became career-defining, leading to her $5-10 million “A Star Is Born” role and Academy Award win (Parade) Corporate executives can apply this framework when business strategies become overcomplicated—return to fundamental strengths, realign leadership teams, and rebuild credibility through proven performance areas.

Calculated diversification: the multi-platform expansion model

Gaga’s transition into acting demonstrates how organizations can diversify into adjacent markets through comprehensive preparation and authentic alignment. Rather than pursuing film opportunities opportunistically, she invested 10 years in method acting training at the Lee Strasberg Institute, staying in character for years to ensure authentic execution.

Her Haus Labs beauty brand illustrates the importance of strategic iteration. The initial 2019 Amazon partnership failed to achieve market fit, but her 2022 relaunch through Sephora—with clean beauty positioning and TikTok marketing generating 9.4 billion views—established it as the third-largest celebrity beauty brand (BBN Times).

Corporate leaders can extract two key principles: First, extensive preparation precedes successful platform expansion, and second, initial market failures should inform strategic pivots rather than complete abandonment of diversification goals.

Stakeholder communication during transformation

Throughout her transformation, Gaga maintained three consistent storylines that preserved stakeholder relationships:

  • Authentic identity (“Who Am I?”)
  • Community connection (“Who Are We?”)

Her 5x daily Twitter interactions and creation of LittleMonsters.com with 1 million registered users (Harvard Business School) demonstrated how organizations can maintain stakeholder engagement during major strategic shifts.

This multi-stakeholder approach—managing fans, industry partners, media, and business relationships simultaneously—provides a framework for corporate communication during transformation periods. The key insight: stakeholder groups need different messages, but the underlying values and vision must remain consistent across all communications.

Roan’s paradigm: Sustainable hypergrowth through principled boundaries

Chappell Roan’s transformation from struggling indie artist to mainstream phenomenon—growing from 2.5 million to over 20 million monthly Spotify listeners in just 15 months— (Billboard) offers the most relevant lessons for modern corporate scaling challenges. Her approach challenges traditional “growth at all costs” mentalities while achieving unprecedented expansion rates.

The 100% rule: Decision-making during hypergrowth

Roan’s management team implemented a crucial decision filter during her rapid scaling: “With every decision, if it’s not 100% yes, then it’s no.” This framework helped them pass on high-profile opportunities that didn’t align with strategic vision, including lucrative support tours and early record deals (Music Business Worldwide).

This principled approach to opportunity evaluation becomes critical during hypergrowth phases when companies face overwhelming options. Roan’s album initially sold only 7,000 units but eventually reached 423,000 cumulative sales (Billboard) by maintaining quality focus over quantity maximization. Corporate leaders can apply this by establishing clear decision criteria before entering rapid growth phases, ensuring alignment between opportunities and strategic vision.

Boundary-setting as strategic differentiation

Roan’s revolutionary approach to fan relations—including direct TikTok videos establishing physical and emotional boundaries—initially generated criticism but ultimately created sustainable operational frameworks. Her August 2024 Instagram statement clarified professional expectations: “When I’m performing…I am at work. Any other circumstance, I am not in work mode.” (Billboard +2)

Rather than treating boundaries as customer service failures, Roan positioned them as professional requirements necessary for sustainable operations. Her willingness to accept short-term backlash for long-term sustainability (Rolling Stone) demonstrates how organizations can establish operational boundaries that protect core assets (talent, creativity, innovation capacity) from unsustainable stakeholder demands.

Anti-maximization philosophy: sustainable competitive advantage

Roan’s strategic decision to “pump the brakes on anything to make me more known” during overwhelming periods (Elle Australia) challenges conventional scaling wisdom. Her team focused on sustainable growth over maximum short-term gains, prioritizing health, quality maintenance, and community relationships over revenue maximization (Music Business Worldwide).

This approach paid dividends: Her Lollapalooza performance drew 110,000 people—the largest daytime crowd in festival history— (Brand Vision) proving that sustainable scaling can achieve superior long-term results compared to burnout-inducing hypergrowth models.

Corporate executives can implement this anti-maximization philosophy by building recovery periods into growth strategies, maintaining quality gates regardless of demand pressure, and filtering business decisions through team sustainability assessments.

Strategic transformation framework for corporate leaders

Drawing from these three transformation case studies, corporate executives can implement a comprehensive framework for organizational reinvention:

Phase one: Strategic assessment and blue ocean identification

Before initiating transformation, organizations must identify whether they’re competing within existing market categories or creating new competitive spaces. Swift’s success came from expanding markets rather than fighting for existing market share (digitalnative). Leaders should evaluate whether their transformation strategy creates new value propositions or simply repositions within current competitive dynamics.

Phase two: Stakeholder loyalty architecture

All three artists built customer communities that became competitive assets during transformation periods (Billboard). Organizations should audit their stakeholder relationships and develop engagement mechanisms that create genuine loyalty rather than transactional connections. This involves moving beyond traditional customer satisfaction metrics toward community-building strategies that make stakeholders invested in organizational success.

Phase three: Crisis as transformation catalyst

Rather than treating crises as purely defensive challenges, these artists used difficult periods as opportunities for strategic repositioning. Corporate leaders should develop crisis response frameworks that include strategic simplification, stakeholder realignment, and brand recalibration components. The goal is conversion of challenges into strategic advantages through authentic response and long-term thinking. My workbook, Creating Critical Opportunity, can show you how to do that.

Phase four: Calculated risk with comprehensive preparation

Successful transformation requires calculated risk-taking backed by extensive preparation. Gaga’s 10-year acting training before pursuing film roles demonstrates the investment required for authentic platform expansion (london). Organizations should distinguish between reckless risk-taking and strategic moves supported by comprehensive capability development.

Phase five: Sustainable scaling with principled boundaries

Roan’s anti-maximization philosophy provides a framework for managing hypergrowth without sacrificing core organizational values or operational sustainability (Music Business Worldwide). Leaders should establish decision criteria based on strategic alignment rather than pure opportunity optimization, implementing quality gates and health assessments throughout scaling processes.

Lessons for modern corporate transformation

These entertainment industry case studies reveal that successful transformation requires authentic leadership, stakeholder-focused communication, and unwavering commitment to core values. The most successful transformations don’t abandon organizational identity—they evolve it strategically while maintaining stakeholder trust and market relevance (London Business School).

The competitive advantage comes from treating transformation as strategic narrative development rather than tactical pivoting. Swift, Gaga, and Roan each maintained consistent storylines about their identity, community, and vision while dramatically evolving their market positioning and business models. (Warmstreet)

Corporate executives facing transformation challenges can apply their frameworks by focusing on customer community building, treating crises as transformation opportunities, making calculated risks backed by comprehensive preparation, and implementing sustainable scaling approaches that preserve organizational core values (London Business School). The artists’ billion-dollar valuations reflect not just creative success but sophisticated business execution (BBN Times) across brand management, stakeholder relations, and strategic transformation— (Harvard Business Review) proving that principled approaches to organizational change create sustainable competitive advantages across industry disruptions.

Do you want to transform like a superstar? I’m putting together a group of motivated executives who want to tap into opportunities to change, maximize the adoption of change initiatives, and innovate to the top of their market. Are you ready for it? I invite you to join me.