Simulating Business Processes with John Vaughn, COO of BusinessOptix

(Joel Beasley at 00:00:02) Hello, my friends. Today we're talking to John, COO of BusinessOptix, and we discuss how digital twin simulations are being used to simulate and optimize business processes, how GDIT leverages their business process expertise to help clients get the most out of their digital twin simulations, and how to attract and retain top talent. All of this right here, right now, on the Modern CTO Podcast.

(Intro Narrator at 00:00:34) Here we go. This is the Modern CTO Podcast.

(Joel Beasley at 00:00:47) So how did you meet the team at BusinessOptix and end up where you're at today?

(John at 00:00:51) So I actually met the team at BusinessOptix when I was running DST's business process business. And we were noticing in the sales process that a lot of companies were coming to us to buy a BPM tool, but really didn't understand the problem they were solving. And so we wanted to kind of change that dynamic and make sure that people weren't doing just technology projects. They were actually really changing their business with these projects. And so we went looking for what we called it a GPS for transformation, a way to show somebody the whole picture and have them understand all of the moving parts and where the real valuable nuggets were to transform.

(John at 00:01:33) And so we partnered with BusinessOptix and used that as a major part of our sales initiative and sales efforts with great success. After I left DST, I actually believed enough in the business that my wife and I decided to invest our own money in the business. I joined the board, and I went and did a couple of other things for a couple of years. But as a board member, you know, was very close to the business. Peter, the founder and CEO, and I had lots and lots of conversations, and we ultimately decided, let's join forces and see what we can do.

(John at 00:02:05) And so I joined right before the whole world decided to go work from home. And so, you know, we built all these plans about what happens. But we were only focused kind of on the worst case scenarios, and we were blessed actually with our best year ever that year. Because I think as companies started to lose their safety nets of the way they always did business, they started to realize, hey, we need to get a better handle on what our business really looks like so we can improve our adaptability and improve our responsiveness to change and these things that are unpredictable.

(John at 00:02:42) And it really started a two-year run for us that's been absolutely amazing.

(Joel Beasley at 00:02:48) That's awesome. So can you give me, like, the 10,000-foot overview of what BusinessOptix actually does?

(John at 00:02:54) I like to say that we sit at the intersection of enterprise business process analysis and digital ops slash digital twin. We're all about helping people understand your current state of operations and build scenarios and simulations to understand how could you transform your business before you actually go make all the time and energy in that initiative. So it's really about operating and changing confidently. And we provide the platform and the solution to help people kind of make that come to life in a digital way.

(Joel Beasley at 00:03:31) So I'm familiar with digital twin a little bit from when we had Mike Cole of GDIT on the show. He was really excited about digital twin. That's actually how we got introduced. But for those that maybe didn't hear that episode, can you describe what digital twin means?

(John at 00:03:50) Sure. Digital twin is really a digital representation of a physical object. For most people, that's what they think of. And when you think of digital twin, you think about product design. So from airplanes to cars to any number of things, they have digital models, and then they go through a lot of planning and scenarios and simulation around those instead of building real-life full-scale models.

(John at 00:04:15) You've also seen that in manufacturing of, you know, how can you increase throughput, improve efficiency, quality, those kinds of things. And there's a growing trend around digital twin called DTO or digital twin of an operation or digital twin of an organization, and it's a very similar mindset. It's about how do you build a dynamic, holistic, digital representation of your business so you can understand what it is and what it could be. And, obviously, when you move into an organization or an operation, the variables aren't quite as controlled as in a manufacturing plant. Your instrumentation isn't as good across the board.

(John at 00:04:57) Your measurement is hard because we have humans involved in the process. And when humans get involved in the process, either in doing the process or humans are actually part of the process as in customers, your variance becomes much wider. And so how do you manage all of those pieces inside that model? You can't control all of that. And so can you actually get to a perfect digital twin of your business?

(John at 00:05:21) No, you don't. But you can go on a journey with that same mindset and that same approach about continuous adaptability instead of isolated episodic process improvement projects. And that's really what we're trying to convey to our clients is help them take them on that journey, if you will.

(Joel Beasley at 00:05:40) So when trying to simulate business processes, as you said, so much of it is dependent on humans. What does it look like in practice implementing the human variables? Do you have to change the simulation as people are brought on to the organization and put in their personality traits to it to make it more accurate to how those people might behave within the business processes? Like, how granular does it get to the people?

(John at 00:06:13) It can actually get very granular, and some of the points that you're raising are very good ones. You know, when we talk to a customer about kind of moving, maturing through this phase, we kind of talk about it in five stages. So the first one is descriptive. Build a process diagram of what you're doing today. And, you know, every company out there has got Visio diagrams that are out there that show them what their processes look like.

(John at 00:06:41) The next step is make those diagrams informative, and now we call them process models. And the model part is the information that is now appended or that metadata that's appended to that model. And that could be volume of work. That could be arrival rate, work time, wait time, all of those different variances in individuals because you can see wide variance between a very experienced person who's working in that process and somebody who's brand new. I mean, that could be four to five times more efficient based on where they are in that curve.

(John at 00:07:17) And then you take those models, and you then move into scenarios and simulations. And it's not about running one simulation or scenario. It's about running through, you know, using Monte Carlo simulation, running through a lot of them, looking at all the different outcomes that can be, and then gelling those together to try to understand what the most likely path is for that transformation exercise. And that transformation exercise can be built around, do I want to add more people? Am I adding more volume?

(John at 00:07:45) Am I automating things? And, you know, we'll also hopefully later on talk a little bit about the fact that these models are moving well beyond just does it save me money? That is certainly one thing, but there's so many other dynamics that come into play now. And once you then have those scenarios and simulations of processes, you can then start to say, well, what if I take all of these processes and try to move my business forward to a new target operating model? And so for us, that's kind of the fourth maturity level, which is transformation.

(John at 00:08:18) You know, how do I now start to move that business? And then lastly, how do I become aware, situationally aware, continuously aware of what's going on? And that's digital twin. So how am I feeding that real-time data back into the model and identifying my variances and where things are happening like I expected them to happen?

(John at 00:08:41) And then what do I have to do to get those back into play? And so we just take our customers through that journey as they are able to take parts of their business and transform.

(Joel Beasley at 00:08:53) So how many people does it take to, is it someone's full-time job to keep the data feed updated going into the digital twin? Or is it a much more broad thing where you have to have a really close relationship and implement it into the company's culture? Like, this digital twin is a part of how we operate.

(John at 00:09:14) It is. It absolutely becomes part of how you operate. Now starting off is key. You know, a lot of folks have heard about process mining, the ability to go into a system, mine log data, and then use that log data to understand what's happening in the process. And so we do that a lot as well. You could go into a platform like SAP or Salesforce or a line of business system, grab that log data, and then stratify it into its different levels, and we can actually build visual process models from that data. Taking the metadata, bringing it all in, and now you have a model. For a lot of people, one of the very first kind of surprise moments is when they pull that log data in, they then realize there's 172 variants of what I thought was one process.

(John at 00:10:02) And you then have to understand, well, what is in that variance? And a lot of times, you know, our stats kick in. It's like, oh, we'll only take the top part of this to look at what's happening. But your risk might be in the tail of that variance. And so how do you sort through that and understand all those different variances and what's important and what's not important is a big part of how you then take that next step of action.

(John at 00:10:26) There's also a whole world that's hidden from that log data that happens outside of those line of business systems. We all know of the Excel spreadsheets and the Access databases and the workflow that's happening in email or the workflow that's happening, you know, between folks sitting next to each other. And how do you gather that to understand the holistic picture of that? You can do that through task mining, which is putting an application on the desktop and capturing keystrokes and understanding what people are doing. You can do that through the old time motion studies, actually watching what people are doing and trying to grab that.

(John at 00:11:05) And we've also developed what we call rapid process discovery, which sends a survey out to people who participate in the process and lets them tell us in English what they do, what happens from an input point of view, what they do when they have it, the systems they use, and what output goes out to the next step. And we're able to take all of that English data that's in those surveys, and we turn that into process flows as well. And then we can go through a consolidation process where we can take process mining, task mining, and survey data and bring it together to what we believe is the most comprehensive look at what's happening in your operation right now. And then it is a tuning process from there. It is a tuning process of the mining data coming in, maybe making sure it's mapped, and then constantly checking back in with your staff and making sure that those hidden factories aren't popping back up again to understand what's going on.

(John at 00:12:02) And that's where that variance analysis comes in. Because if you said, hey, I think this step in the process should take this long, and now it's taking X times that, you can then take a step back and say, what's happening that I can't see? As an example, one of our clients is an aviation regulator, and they have built very precise models of a flight from preflight to postflight. How long should climb take? How long should the route take? How long should service take to that level of detail?

(John at 00:12:32) And when a particular flight doesn't meet that pattern, they're able to go in and start doing analysis and understand what happened in that. Sometimes it could be a weather delay. It could be a reroute. It could be ground issues. But they've actually found much bigger things than that. They have found that pilots are turning off beacons and making unplanned stops and then coming back online. And all those things are happening because they're aware of their process and performance at the same time.

(Joel Beasley at 00:13:09) That's really crazy. That actually reminds me of when we had someone that's working on AI at Deloitte, the director of the Deloitte AI Institute, her name was Bina. She was talking about, like, in terms of ethical AI, where you wouldn't expect to see ethical dilemmas pop up from AI. Like, they made an AI that just analyzes fuel efficiency in jet engines. And they realized that from that data that the algorithm was generating, after analyzing all the inputs coming in from the engine, they could determine how good of a job the pilot was doing. And so now they have the question in front of them, like, should this impact the pilot's performance reviews? This was just supposed to be like, does the plane work well? But now it's impacting a person, and there's questions that need to be answered there. And so I'm curious.

(Joel Beasley at 00:14:09) It sounds like with all the analysis you can do of the business processes, it can come back to the individuals. Like you said, pilots were getting caught turning off their beacon for unplanned landings. So how do you think about that? Like, the implications on the people at the companies that you work with.

(John at 00:14:30) I think with awareness always comes responsibility. Technology is not going to answer those questions. We're going to have to answer those questions and understand where they fit in importance and what we do with them. You know, I think my whole career over business process, there's always this moment when you work with a client and they truly understand what's happening in their business, and you can see that look on their face and there's this worry. And the answer—and now is not the time to worry because now you know.

(John at 00:15:05) This didn't just start yesterday. This has always been there, and we're now giving you the tools to make better decisions. But, ultimately, it comes down to us as humans to make better decisions with that data. Are we going to be punitive, or are we going to drive the initiative and the business forward in an enlightened way? You know, a really good example of this is, I worked in regulatory environments almost my whole career.

(John at 00:15:37) And when regulators came in, they spent 99% of their time looking at what had already happened. They're going through all of your logs, all of your records, trying to figure out were you compliant with the rules and regulations. And there is a place for that, but the past can't be changed. And so we're seeing a move for regulators with this new awareness and these new tools moving from one of firefighting to one of fire prevention. And so if you look in the UK, some of the rules around operational resiliency, they're now going into organizations and saying, okay, if these set of things happen to your business, how well are you positioned to respond effectively?

(John at 00:16:17) And now businesses that never thought they would have to worry about scenario modeling of their operations are being forced to do it by regulators because that is really the question that we want to answer. We want to be better prepared for the future, not understand our failings of the past. We can learn from those failings, but let's make sure we're prepared for what's coming at us. And I think that's this big shift as we really embrace digital as you talked about earlier in the conversation.

(Joel Beasley at 00:16:56) Yeah. So it's like looking forward, you have to think a lot more about providing the right systemic incentives for the right things to happen rather than providing the right threats because people will just avoid those in one way or another.

(John at 00:17:14) Right. You know, I would say, as humans, we do have a tendency to pay attention to threats a little bit. I mean, it's meant to be around regulation. You know, there's the saying that the cost of regulation is high. The cost of noncompliance is even higher. As you know, as we've seen the fines against banks and other things like that. But I think that's this drive to look forward and as you said, approach it systemically. And the only way you can address things systemically, truly, is understand your as-is. What is my current state and be brutally honest about it?

(John at 00:17:50) And then how can I move it forward even if it's an inch at a time? But you have to know where you're starting.

(Joel Beasley at 00:17:57) Absolutely. So we mentioned GDIT earlier just because that is how we got introduced. But can you tell me a little bit about your relationship with them?

(John at 00:18:09) Right. GDIT is one of our partners. We have a great relationship with a number of partners. And I think with GDIT, it's very fitting, we're about helping our partners show the art of the possible. I think Mike actually used those exact phrases in his—

(Joel Beasley at 00:18:29) I think it was the title of his episode.

(John at 00:18:30) Oh, is that the actual title? There you go. And when you think about helping somebody understand where they currently are and show them the scenarios and simulations of where they can be, and then with a company like GDIT that has so much intellectual property around best practices and golden processes and the right way to do things, you can go to a customer and say, here's your current state. Here's what your business could look like, and here's how that compares to our golden processes, to our intellectual property, and how we can make that come to life for you. And you're not doing that in a static analog way like in PowerPoint.

(John at 00:19:15) You're doing that in a model. And when the customer says, oh, well, what if we did that? You're already starting to change the dialogue with them about the art of the possible, about what could be. And that opens up the conversation to one of—usually technology or outsourcing or cost savings—to one of true business transformation and outcome. And that's where the real success comes in in those projects.

(John at 00:19:44) And if we can help our partners elevate that conversation and bring their value to their customers faster, then we've done our job.

(Joel Beasley at 00:19:53) So is it that GDIT is bringing their business process expertise and your digital twin technology to their customers and helping them implement best practice business processes using a combination of both? Am I understanding that correctly?

(John at 00:20:10) Absolutely. So one of the processes that we're working on is hire to retire. And right now in the workforce, you've got the great resignation coupled with the great retirement, both of them happening at the same time. And how are you capturing all of that intellectual property in your business and all of that knowledge so that you can sustain it and grow it and move your business forward? And there is a systematic way to be able to do that and a way to enable that and a way to then share that with your staff.

(John at 00:20:42) And then you couple that with the pandemic and the fact that line of sight management doesn't work anymore because we're all in our houses. How do you push change to that organization? How do you know that people have understood that change, that they've even realized that change has happened? Putting all that in the context of a process and a best practice standard operating procedures helps to bridge that gap that we used to manage just through line of sight.

(Joel Beasley at 00:21:10) Yeah. I mean, through the past couple years of the extremely competitive hiring landscape, attracting and retaining top talent has been a pretty hot topic on the podcast. Can you share a little bit about what kind of things you can do within the architecture of business processes to retain talent? You're talking about hire to retire. In practice of implementing in the process, what does that look like?

(John at 00:21:38) Well, I think transformation—that is one of those factors that should be taken into account. So process improvement and transformation used to kind of be—people thought of them as the same way, and cost savings was the driver. But there are other things now. There's net promoter score. There's associate satisfaction.

(John at 00:21:57) There's associate retention. There are ESG variables like carbon footprint. There are regulatory variables. And so how do you lay all of those lenses on top of a process to make a 360 degree informed decision? And, frankly, that's how we got our name, BusinessOptix, is how many lenses can we put on your business so that you make the most comprehensive, confident decision you can make.

(John at 00:22:23) And when you think about transformation, robotic process automation, RPA, big topic that's out there for a lot of folks right now. And RPA is how do you take those routine tasks away from your staff to free them up to do the most value add parts of your business and the things that are actually gonna help them grow and expand? If I'm sitting there doing the same thing seven hours a day, I'm not growing, and I won't be long for that job. And how do you then take that away so that you create more comprehensive jobs? So one of the things a lot of people talk about is, well, how do I hire A players?

(John at 00:23:03) We believe very strongly hiring A players starts with building A jobs. Is the job worthy of an A player? And a lot of times when you go in and look at the process, it's not. It's still based on the old patterns of how we used to work, and those patterns can be deconstructed and reconstructed to create different jobs, different accountabilities, and different responsibilities. And if you have the ability to understand your current state and simulate what could be, you can understand how to make more of those jobs, quote unquote, A jobs.

(Joel Beasley at 00:23:39) Yeah. Absolutely. I mean, even if you slap a good job title on it, you gotta look at what the day to day looks like for whatever VP job. If they're slogging through a bunch of paperwork, that's not gonna be super attractive versus getting to spend time solving hard problems and being able to see your ideas make change in the business.

(John at 00:24:02) Right. Right. And I think when you talk about that journey and you talk about RPA, obviously, it's having a big impact in a lot of places. But there is some hesitation or some confusion in the marketplace around how to get the value out of that. And I think that's because so many times those initiatives are started as technology projects instead of business projects.

(John at 00:24:27) And if you can see again your current state and understand the end to end, you can see those points where putting in RPA or AI or ML or any number of the hyper automation tools that are out there—you can see the real value that can be derived from that. And a lot of times when you start a technology journey, you kind of look at well, let's go grab the lowest hanging fruit. Well, the lowest hanging fruit usually doesn't have the biggest return. And some of these technology initiatives have big step changes to them.

(John at 00:24:58) So okay. I understand you may wanna understand it, but how do you get to real value quick and ensure that that real value isn't just real value at that step, but real value in the value chain? Did I actually remove it completely from the value chain, or did I just push it to some other part of the process and now it's even more confusing than it was before? And, again, that end to end process lets folks see that bigger picture and make those more strategic durable decisions.

(Joel Beasley at 00:25:25) So what are some ways that people can mess up running their digital twin of their business processes?

(John at 00:25:35) I think one, trying to be too perfect. You know, we're really not at this point in the technology evolution trying to replicate what's happening in manufacturing. You can have great gains by just getting on the green. And so don't look for perfection before you start. Number two, don't go in with any preconceived ideas about what you think your business is really doing and what it really looks like.

(John at 00:26:06) Because you can get caught up in the fact that reality doesn't match expectations. Just accept that that is what it is, and now you have the opportunity to start making those moves forward. And then I would just say, thirdly, and we've talked about it a lot, it's not a technology project. It is a business project. It is part of your DNA, and that means it infects all of your folks.

(John at 00:26:31) This is as much about a cultural change as it is a technology change. And if you're not embracing what it does to your culture, what it does to your organization, what it may even do to your compensation structure, all of those things when embarking on a digital twin, you're going to run into unneeded friction.

(Joel Beasley at 00:26:50) If you could design the perfect leadership training program for your direct reports, what would be the most important topics that you would want them to learn?

(John at 00:27:02) Well, that's a question. In looking at hiring, for me, it's always been about looking for talent and temperament and moral compass. If you've got those three pieces right, you can teach a lot of skills and you can teach a lot of business. And for me, looking at my career and looking at the folks that I've worked with, honestly, quote unquote, tours of duty I think is one of the best ways to get experience. Making sure that somebody is prepared and has the training and the skills and the learning to be able to take that next step, but then trusting them and putting them in the right environment to showcase what they can do. I look over my career and accountability to me was the biggest gift that could be given. And I believe that accountability isn't shared. I can't say, well, you're accountable for this except when something bad happens, and then I'm gonna swoop in and take it over.

(John at 00:28:06) Accountability really is I am giving this to you to run. And when somebody would say that to me, it just empowered me to go do what we needed to do as a team to get that stuff done. And I think when we pass that gift onto our staff by truly making them accountable—everybody says the accountable word, you think about, well, what happens if I fail? Well, what happens when you succeed? What happens when you knock it out of the park?

(John at 00:28:38) And I think that's really embracing that accountability, and it also goes back to those A jobs of how do you build a job big enough for somebody to really show what they're capable of and show their decision making and show their ability to handle failure because it's gonna happen for all of us. And then as a leader, what happens in that failure? Do you work through that as a learning experience, or do you kind of swoop in to try to make it alright, or do you just react out of anger and emotion? And I think if it's accountable, you've really gotta let that person understand that and grow through that. Don't put them in situations that will put your entire business at risk, but every single one of us makes mistakes.

(John at 00:29:26) We're human beings, and that comes with the category. And with that also comes the opportunity for them to knock the cover off the ball, and that's what it's all about.

(Joel Beasley at 00:29:36) Yeah. I think it's kind of the knee jerk reaction to—because, I mean, you care about the people that you work with, and so you want to swoop in and fix it. But, yeah, some of the things you remember the longest are the mistakes that you had to work through and fix yourself and learn from.

(John at 00:29:55) I made a mistake in my career once that I was convinced we could get this client through this project and win this piece of business. And we spent a lot of money trying to make it happen. And after a large period of time, we took a step back and said, this is really—I don't think we're ever gonna get this to where they need to be, for a variety of reasons, expectations, all these other things that can bog a project down. And so we decided to cut bait. And so I had to go to my board and explain why we were cutting bait on a project that we had spent a lot of money on and a lot of time on.

(John at 00:30:37) And so, of course, we went through all of the analysis that we could possibly do to try to understand why we got to where we got to. We did our postmortem. We shared it all. We sent it ahead of time to get to the board meeting. I start to explain it all.

(John at 00:30:49) And our board chair basically looked at me and said, what are the things you learned the most? And we went through those items, and he said, we're good. And in that moment of failure, trust me, I felt the heat of that moment. I never felt more empowered to run the business than in that point in time. Funny story, though, at the coffee break, he comes back and he's stirring his coffee, and he says, just for the record, if you ever think there's anything else you need to learn, I'm more than happy to send you back to school because it's imminently cheaper than what we spent on this project.

(John at 00:31:32) So he got his one little thing in, but still just that approach basically was, hey. We are in this together, and we both understand how we got here, and we were in it together in this journey. It wasn't you alone. We now know what we—we made mistakes. Let's go run the business.

(John at 00:31:51) And as I said, never felt more empowered. And I think that's the kind of way—that's the kind of space we need to have for each other and the kind of grace we need to have for each other and the way we truly need to support each other as we try to build businesses.

(Joel Beasley at 00:32:05) That's awesome. Yeah. That sounds like it was extremely helpful to your career to be able to fail like that.

(John at 00:32:14) Yeah. It's weird to say, be able to fail like that. But you know, there were other failures as well. And the question is, what do you—I mean, that's cliche, but what do you do and how do you get back up?

(Joel Beasley at 00:32:27) Absolutely. Well, I got one more question for you. What are you learning right now as a leader?

(John at 00:32:33) I am learning that adaptability is probably the most important skill. Somebody a long time ago told me be confident in yourself and find uncomfortable situations. You don't even have to go looking for uncomfortable situations in today's economy and in today's world. We never know what's around the corner for us, and being adaptable to me isn't about having all the answers. It's about being curious and asking all the questions because the whole landscape just changes in a moment. And all the answers that you may have known are irrelevant now. So how do you get curious and how do you ask those questions to figure out, okay, what's this new world?

(John at 00:33:18) What are the new opportunities? How do I build on those and move forward?

(Joel Beasley at 00:33:25) Yeah. I mean, that's been my experience as well on just the importance of adaptability. Like, Modern CTO, we're technically a startup. You don't usually think of a podcast as a startup, but we are. And through my time here, I've been here two years, and we have pivoted the direction that the business is going a bunch of different times.

(Joel Beasley at 00:33:51) The most recent one really seems like it's working, making podcasts for other companies because a lot of people want podcasts and so it actually—I didn't know this before, but having one can be a really smart business decision and I learned how to make that argument. And so I've done production and sales and hosting a podcast, not something I thought I would do. But yeah, and I've been really uncomfortable in a lot of situations. The first sales call I ever got on, I thought that afterwards, man, sales is terrible. I can't believe people do this.

(Joel Beasley at 00:34:33) But I later found out from doing other sales calls that it was just one of the most difficult ones objectively I ever had to deal with, and it just happened to be my first one.

(John at 00:34:44) Right.

(Joel Beasley at 00:34:45) But learned a lot from it. Flopped. Guy did not respond to any emails after, but definitely learned a lot from it.

(John at 00:34:54) Well, but I think you hit the nail on the head that if you live in a state of adaptability, you're ready to pivot because you're already predisposed to it. And spending my twenty-eight years in kind of corporate America, we were blessed with an amazing founder CEO who really ran it in a very entrepreneurial way, but we were still really big. After leaving there, I've worked with a lot of entrepreneurs, and that ability to pivot is a key factor in successful entrepreneurs. I mean, failure is only failure if you stop. Right? So if you tried something and it didn't work, that's not failure.

(John at 00:35:33) It just didn't work. Go do another thing. And you might do that four times in a week trying to get that right message, that right model down to where you need to go, but it's only failure if you stop. And if you're constantly adaptable, then you're ready to be able to do that. And so I can say over the last two or three years, that's been the biggest thing that I've taken away and that I've worked on in myself is just be ready for—

(Joel Beasley at 00:36:00) And you haven't stopped. Yeah. Well, this has been fantastic, man. Before we wrap up, if people are out there listening and they want to improve their business processes, how do they get in touch?

(Joel Beasley at 00:36:14) Do they go through GDIT or get in touch with you directly? How does it work?

(John at 00:36:19) They can absolutely go through GDIT or any of our partners, and they can also find us directly at businessoptix.com. And BusinessOptix is ends in an X instead of a C.

(Intro Narrator at 00:36:35) Thank you so much for listening. And if you found this episode useful, please share it with a friend or colleague who you think would get value from it. And if you have topics that you'd like to hear discussed on the podcast, either add me on LinkedIn or send me an email [email protected]. Every time I get an email or LinkedIn message, it absolutely makes my day and inspires me to keep going.