How frequently do you run into hardships? If you run a small business it is probably every week or every month. When is the last time you explored those hardships to see how they have helped to shape who you are?
Shafik Mina is interviewed in this week’s episode as he talks about being the CEO and President of the world’s leading children’s enrichment provider in 2inspire kids, the Mad Science Group, and Crayola Imagine Arts Academy.
To learn more about 2inspire, Mad Science, and Crayola Imagine Arts Academy please click on these links:
If you are ready to talk about franchising your business you can schedule your free, no-obligation, franchise consultation online at: https://bigskyfranchiseteam.com/ or by calling Big Sky Franchise Team at: 855-824-4759.
Tom DuFore:
You’ve worked hard to build your business, and now it’s time to grow. Welcome to the Multiply Your Success Podcast. I’m your host, Tom DuFore, CEO of Big Sky Franchise Team and a serial entrepreneur. Join me each week as I interview leading entrepreneurs, executives, and experts who share their misses, makes, and multipliers. If you are a growth-minded entrepreneur, investor, or franchise company, then this podcast is for you.
Tom DuFore:
If there’s one thing I’ve learned in business and in life it’s that you can always learn something new to make things better. Our purpose for this podcast is for you to glean some wisdom and practical ideas to implement on your expansion journey. We look forward to being your guide to multiply your success.
Tom DuFore:
Thank you for joining us today for another great edition of the Multiply Your Success Podcast. As we get going today, I’m wondering if you have ever run into some hardships along the way. I mean, it’s probably a little rhetorical, right? Some challenging times that we are all living in and living through and things that probably happen regularly for you. But what’s your view on those hardships?
Tom DuFore:
I have a business coach, or had a business coach, who would say, are you a victim or a victor? Which is your interpretation, are you a victim or a victor? Today’s guest, Shafik Mina, who is the CEO of 2inspire Kids, which is the head primary company which owns the Mad Science group and Imagine Arts Academy by Crayola. The world leader in children’s enrichment education joins us today and shares his fantastic, sometimes unbelievable, journey on how he came to where he is today and the lessons he’s learned along the way. I’m telling you, some of these things are so incredible, it seems unfathomable. But when you listen to him, listen to his mindset and how he chose to view the things that happened to him along the way.
Tom DuFore:
So with that being said, let’s jump into my interview with Shafik Mina.
Shafik Mina:
Sure. Well, listen, it’s a pleasure to be here, Tom. We go way back. It was an honor when you asked me to join this podcast. I see what you’re doing with it and it’s, it’s very cool and timely and needed.
Shafik Mina:
A little bit about me. So I have a very fun background, I would say. I was in university studying political science, and then kind of halfway through I started a business which resulted in me quitting school because the business was growing so fast, so I never finished my degree. I ended up, at the time I was 19, running that business for 10 years. It was a catering company and it was started, honestly, on a fluke.
Shafik Mina:
At 29, I decided to sell my business and go back to school and finish my degree, and I went back and I finished that. I was doing a BA. I finished my BA and then I decided to go to law school at 30. I practiced law for a couple of years at a large firm and I felt that I wasn’t using my entrepreneurial skills enough, so I joined a company that was looking for a part-time lawyer because their full-time lawyer was going on maternity leave. That was Mad Science, and that was back in 2009.
Shafik Mina:
After the year, they asked me to stay on and I stayed on as their lawyer for a couple of years. Then there was a need to change management a little bit and they asked me. Actually, I threw my hat into the ring. I said, listen, I have a been an entrepreneur before, and I’d love to try and run this company.
Shafik Mina:
Funny enough, they said, “Okay, but we’ll do it for a year. So you’re going to be the interim president and that’s going to be your title and we’re going to go search for a real president.” That was the words that were used. I said, “Okay, great. That sounds like a wonderful plan. I’ll be the pretend president for a year.” A year later they said, “Listen, we love what you’re doing. You’re the guy. Please stay on.”
Shafik Mina:
So I did that for three years, and then at the end of the three years, we kind of came to agreement that it was time for me to be part of the ownership of this company and take it to the next level.
Shafik Mina:
So that’s how I got here. I think it’s just a coincidence, a bunch of coincidences, and then flukes that ended up where I am. But I’m very grateful.
Tom DuFore:
Wow, what a ride. That’s incredible. I think when we had first met, I think you were in that interim stage is when we had first met and started our conversations and going through all of that. So I didn’t realize all of the background behind that.
Tom DuFore:
Of all things, just curious, with this catering business you started, that’s a really incredible thing that I’m sure a lot of our listeners can relate to. So on a fluke, if you don’t mind sharing, what was the fluke that got you into the catering business?
Shafik Mina:
So, okay, I’ll tell you. It’s funny. At the time, as I said, I was in university and I was working at the university coffee shop, the coffee shop that was run by the students. I was managing that coffee shop. I had to earn my spending money.
Shafik Mina:
One day, the guy who supplies the coffee shop with sandwiches just kind of stopped delivering. So we started making our own sandwiches in the coffee shop. Forward kind of three weeks later, my buddy and I are at a gas station and we’re filling up gas and we go into pay and there’s two gentlemen in the uniform of the gas station and they’re talking to each other. This is like in the mid nineties. They’re talking and I kind of overhear the conversation a little bit and they’re like, “We need to change our business model and move away from just being a gas station to introducing kind of food and coffee so that people, when they come to the gas station, they pick up their coffee, they pick up a sandwich. We need to find suppliers that could provide us with this.”
Shafik Mina:
I hear this and I don’t know what possessed me. I was 19 years old, probably naive, a little bit of arrogance, a lot of dumb, but I went up to them and I said, “I apologize. I didn’t mean to overhear your conversation, but I heard that you’re looking for fresh sandwiches. Well, we produce sandwiches.” They’re like, “Oh, okay.” They’re like, “Well, why don’t you bring some samples and a price list?”
Shafik Mina:
Of course I had no price list. I was making them for the coffee shop. So I went back home, and at the time we were producing, I don’t know, 30 sandwiches a day for the coffee shop. So we decided to produce 40 that day and we kind of put together a price list and then we brought them back the next day. I said, “Here are 10 samples, here’s our price list, and let us know.”
Shafik Mina:
They call us two days later. They’re like, “This is amazing. Your sandwiches sold out and the prices seem right. But his is new, so we want to do a pilot with 10 stores.” I said, “Oh, okay, sure.”
Tom DuFore:
A pilot with 10 stores?
Shafik Mina:
I was saying yes. I had no idea what I was doing. I had no idea what I was getting into. Sure enough, the pilot goes well, now they want us to distribute to all their locations. They’re like, “Okay, great. You know, the next step is 50 stores.” We’re like, “Okay.”
Shafik Mina:
Then we did that and we were scrambling. I mean, we were working out of my house. I had all my family delivering sandwiches all over the town, and my buddy’s friends. I mean, I had everybody I knew working for me for like a three week period. Then we realized, oh boy, we’re onto something here.
Shafik Mina:
They gave us the contract for all their chain. They had 200 gas stations. So they’re like, “Okay, great. We love your product. It’s going to go into all 200 gas stations.” I’m like, oh, we don’t have a place to make sandwiches from. We don’t have trucks. We don’t have any employees. So we actually built the business in like two weeks. That was the story.
Shafik Mina:
That’s why I say it was pure luck. I had no plans of getting into the catering business. I had no expertise in the catering business. But the lesson was, if you see an opportunity, I think that’s entrepreneurship. You see an opportunity, you take a bit of risk, and sometimes it pans out. That’s what happened for me.
Tom DuFore:
Wow. That’s incredible. Well, and certainly a whole lot of hard work that went along with that. That is not an easy business, making sandwiches, especially any kind of fresh food or fresh food delivery. I mean, it has to be fresh and it has to be delivered now, otherwise your inventory literally goes bad and you just can’t use it anymore.
Shafik Mina:
You know what, Tom? Had I known all these questions at the time, I probably wouldn’t have gotten into it. I learned, and you’re absolutely right, you have to manage inventory tightly. You have to you, at least where we were, the trucks have to be refrigerated when you’re delivering product. I had no clue about this. To me, it was simple. I was going to make a sandwich for X dollars, I was going to sell it for X dollars, and that was going to be my profit, and I can make many of those.
Shafik Mina:
When we started off, we were doing by hand. We were making, I remember, the day started at four o’clock in the morning and there was maybe 10 of us making 1000, 2000 sandwiches by hand and preparing them so they could be delivered by nine, ten o’clock in the stores.
Shafik Mina:
It was madness, but you learn a lot. You learn a lot about yourself. How hard you’re willing to work. You learn about your commitment to things. You learn how to deal with when things go bad. Because eventually things do go bad, then you got to turn that around. So it was the best school of entrepreneurship I could’ve gone to, you know?
Shafik Mina:
The only reason I actually sold the business was it 9/11, and 9/11 happened and it was a moment of reflection where I said, “Okay, this is awesome, but was this the plan I had mapped out for myself?” It wasn’t. I had always wanted to go to law school. I said, “Okay, so it’s good to pursue your dreams, but you can’t let the wind blow you wherever you want.”
Shafik Mina:
Plus, I was working with my family and that was difficult. I was the majority owner. This is a funny story. I was a majority owner with my dad. We didn’t start off like that. I had started the business and a couple of years into it, he’s like, “Well, you look like you got something going here. I want to partner up with you.” I said, okay, and he took a 30% stake in the business.
Shafik Mina:
Every time we had a strategic decision, we would kind of have a discussion about it. I’d say, “Okay, well I’ve kind of heard all sides. I think we’re going to do A.” And he would say, “No, no,” if we disagreed. He’d say, “I think we should do B.”
Shafik Mina:
I’d say, “Okay.” It’s my dad, so I’d be polite. I’d say, “Look, I understand. But at the end of the day, kind of, I own 70% of this business and I started it, so I think I want to do A.” He would constantly use what I call the parent veto. He says, “But I’m your father.” Then you’re like, “Okay, well, I guess, fine.”
Shafik Mina:
We did that a couple of times and then I said, “Look, we can’t run a business like that.” So I sold the business and decided to go to law school. Finish my degree, go to law school, and here we are.
Tom DuFore:
That’s amazing. What an amazing ride. Then how did you end up in North America? How did that happen?
Shafik Mina:
Yeah. Well, listen, I was born in Egypt, but I lived and grew up, until I was 17, in Sudan. At the time in Sudan there was a military coup took place and the people who took power were fundamentalists. We’re a Christian family, and my father said, “Look, we can’t, it’s not safe for us. We’ve got to go.”
Shafik Mina:
So we literally packed what would fit in our suitcase and we left to Egypt, where my mom is from. We stayed there for a year or two. My parents had a long time ago, prior to that, applied for immigration to Canada. While we were in Egypt, they kind of pursued it more and then finally got the acceptance and we moved to Canada. I arrived, I was 17 years old, and my family, my mom and my dad and my sister.
Shafik Mina:
Yeah, it was a blessing. I love my homeland. It’s where I grew up. But I love Canada. It’s my home now. I’ve lived here longer than I’ve lived back where I was originally from. So yeah, I guess I’ve learned, I’m telling you this, and as I’m saying it, I realize that these hardships or these challenges are part of who I am. I think it’s part of what has driven my success is that you just had to make some choices and you get lemons and you make lemonade. That’s how it works. There’s no other choice. You don’t complain that you got lemons. You don’t sit out and hope it changes. You do something about it and you make it happen. That’s how I’ve conducted my life and I think it’s contributed to where I am.
Tom DuFore:
Wow, what a story. Well, I’m always fascinated with the immigrant story. I mean, I’m wowed because here you are. So you immigrate to Canada, and then two years later, this business starts and it booms. I mean, truly. I mean, in one aspect, what? Maybe from what it sounds like timeline, from 10 years you went from literally running potentially for your life, fleeing a country, it’s taken by fundamentalists, going to another country to just kind of survive, and then you’re overseas in North America and Canada, and then poof, you’re in college or in university and getting things started, and boom, now you’re a professional sandwich maker.
Tom DuFore:
Now here you are with the Mad Science group, which is the world leader and pioneer in this whole afterschool children’s education, kind of that, what I view, as the pioneer and world leader in what’s commonly called the edutainment kind of space.
Tom DuFore:
So talk a little bit about what you’re doing with Mad Science, Imagine Arts, and everything that’s going on there.
Shafik Mina:
So I will, and the theme is, I guess, from what I’ve been saying is that necessity is the mother of all inventions or opportunities. When you don’t have a choice, what you do next could be huge. So when I joined Mad Science, and when I kind of took over the leadership, one of the opportunities I saw is that Mad Science is the dominant player in the science enrichment for kids, the edutain category, as you say. So we take science curriculum and we deliver it to kids in a fun and entertaining way so they don’t realize they’re learning. I mean, that wasn’t my vision, that was the vision of my partners who started that business many years ago. But we kind of had grown to become the dominant player.
Shafik Mina:
Where I saw the opportunity was to take that same concept and apply it to other silos, if you want. So in the arts or in sports, and kind of deliver that same level of excellence and quality of product that has come to be established with the Mad Science. Which led to the partnership with Crayola and our second brand, Crayola’s Imagine Arts Academy. Which is very much like Mad Science, but whereas Mad Science is focused on science enrichment and edutainment, Crayola’s Imagine Arts Academy is focused on art enrichment and art education and using art practices to promote collaboration, history, team building, all these things that I think moving forward are going to be critical skills for the workforce.
Shafik Mina:
I think we’ve spent a good period of time in the last 40, 50 years building the technical skills of people. You had to go and learn a technical skill, whether you were going to be a lawyer or you were going to be a plumber, you needed to learn the technical skills of that job. I’m taking a bet that in the future it’s the soft skills that are going to differentiate. You’re going to need those technical skills in whatever you do, but your soft skills of being a collaborative worker, being able to think outside of the box, these sounds like cliches, but these are going to be the differentiators in countries that want to be leaders worldwide. It’s, does their workforce have those soft skills? And this is what Crayola’s Imagine Arts Academy is all about, is using art to develop those soft skills that I think will be the game changer.
Tom DuFore:
That’s amazing. That’s amazing. I agree. I think I would imagine that there’s plenty of research and data to support exactly what you’re stating, as well, that those soft skills are really the differentiator as a whole there.
Tom DuFore:
Well, Shafik, I’d love to talk and get into some of the questions for our formula here on the program about these misses, makes, and multipliers. So would you mind sharing? We start with a miss here to talk about maybe something that didn’t go as planned that you could share as a lesson learned for us.
Shafik Mina:
I think if I had to look back, one of my biggest misses is being in a business and knowing that it wasn’t a successful business and letting it drag for longer than we should. It was a great idea. We had developed a concept that was focused on helping kids around anti-bullying and it was packaged this way. We realized that the way we had positioned ourselves and the offering we were bringing to the market was not done well, to be honest with you, and it was at the wrong time. We were so committed to the project and we were so committed to making it successful that we let it drag on for longer than it should have.
Shafik Mina:
That’s a lesson that I think I’ve learned in that you have to constantly evaluate how your project is going and have the courage to admit if you’re making a mistake and if you’re failing and to do something about it and put your pride aside. Successful people are not hampered by their pride. I think so. You do it, you’re going to fail. If you succeed, great, but if you fail, you move on. You learn from that and you move on.
Shafik Mina:
So that’s probably one of my biggest misses, in hindsight.
Tom DuFore:
Well, certainly. When you’re in the middle of it, it’s one of those situations, I think, as an entrepreneur and a business owner and a leader in your company, you run into those situations. They’re inevitable. But when you’re looking back, it’s easy to say I should have pulled the plug sooner or cut bait or what have you, but when you’re in the middle of it, it is a challenge. When is the right time? You know there’s something there, but there’s part of you that wants to keep it going, so I certainly understand that.
Shafik Mina:
Yeah. I guess that’s the ying and the yang of the question, right?
Tom DuFore:
Yeah.
Shafik Mina:
What was my learning experience? What was the multiplier? It’s almost the flip side of that coin. I think there’s two different multipliers I can think of. One was allowing failure. So the worst thing we could have done after that happened is to communicate to our our team that failure wasn’t acceptable. Because when that happens, it just kills innovation. Everybody starts operating with the fear that if they fail it will have a bad consequence. It’s the worst thing you can do. So you’ve got to allow people to fail. You got to let them know that failure is part of success.
Shafik Mina:
To me, failure now is one step closer to success. What did I learn from that failure? How am I going to take that failure and make it a win? Again, it’s lemon to lemonade. I’m starting to see the theme in my life. But what did we do wrong there, and how do we make sure it doesn’t happen again? That turns that failure into a positive. That’s something that has to permeate your whole culture in a company. I think that was a giant multiplier.
Shafik Mina:
You have to empower people to do that. It can’t be just you who’s allowed to fail, but your staff is not allowed to fail. That’s difficult. That’s difficult as a business owner or as the leader because you want to make sure people are performing at their best and you want as much as possible perfection. But in reality, that doesn’t happen all the time. You probably fail a couple of times more than you should, but you do and you learn from them.
Shafik Mina:
That was the game changer for me. After we went through that experience, I made a conscious effort to communicate to my team that that failure was okay. We’re going to fail. We’re going to try a lot of things, a lot of them will fail and a lot of them will succeed, but we will not stop trying out of fear of failure. I empowered my direct reports and I empowered them to empower those under them that that was okay, that was going to be part of our DNA. I think that was a game changer for us, allowing us to go from, in a short period of time, from a one-brand concept to who we are today, multibrand, with two and more to come. Honestly, it was all the difference.
Tom DuFore:
Wow. Wow. So truly turning that. That miss really became that multiplier for your company. That’s incredible. That’s incredible. It makes a lot of sense. Because you’re right, all too often, it’s easy to get caught in that rut of thinking, well, I have to win. I have to perform. This can’t fail. When really the failure, just it helps eliminate choices now. So now, you know, okay, well, that didn’t work. Okay, let’s tweak it or change it or drop it and do something new. That’s admirable. Not a lot of leaders would do that, Shafik. I think that says a lot about you as a leader of the company.
Shafik Mina:
Yeah, look, I wish I could take credit. It’s just, I guess it’s how my brain is wired. The expectation that you will never fail, I think there you’re setting yourself up for failure because that’s not how life turns out, right? You hopefully have more wins than losses, but losses is just part of the game. It’s what you do with those losses, if you turn them to learning opportunities, every single one of them.
Shafik Mina:
So I’m more interested when we fail in what are we going to do about it rather than we failed. Because that’s just half the sentence. Okay, why did we fail? What is the learning, and what are we going to do, and how are we going to do things differently next time so that we don’t repeat the same failure? It’s okay to fail again, but let’s not do the same failure twice because that means we’ve learned nothing.
Shafik Mina:
You’re right, it’s hard. It’s easy when you’re at the top to blame the failure down the line and you feel good about yourself. It wasn’t me. But you have to take ownership as the leader. The leadership strategy that I like to follow is you lead by example. So I have to be able to say, yeah, I think I made the bad decision when we did this too. It wasn’t just you guys or your recommendations is why we went wrong, I was involved in that. Then that tells people that, “Hey, okay, this is part of who we are. We are human and we make mistakes and we learn from them.”
Shafik Mina:
It’s a fun ride. To some people it’s counter-intuitive. To me, it’s just how you do it.
Tom DuFore:
Mm-hmm (affirmative). Wow. Well, that’s amazing. Well, I mean, that was a whole lot of, in just that one story, how you transitioned and used that as a catalyst for you. Well, in terms of talking about make, would you lump that into it? Is there another make you’d want to share with us, a story or an example of something you did?
Shafik Mina:
I think it’s related to it. The other make is acting on this statement – I am not the smartest person at the table. I think leaders make that mistake often because they’re in a leadership position, so it’s easy to justify. I got to become the leader because I’m the smartest person at the table. I think that’s a huge mistake as a leader because you are under-valuing the people you’ve put around you. If you put them around you is because you think they’re good at what they do, so you have to empower them. Which means you have to step back and say, “Hey, marketing director, I’m going to rely on your expertise. I am not as good a marketer as you, and if I was, then I wouldn’t need you, right? But I need you because you are the market marketing expert, so I am going to defer to you.”
Shafik Mina:
So that, to me, was another multiplier. I get to choose who sits with me at the table. That’s my privilege. But my other privilege, and my other obligation, is to always remind myself that I’m not the smartest person at that table. Each one of those people sitting at the table with me is equally, if not more smarter than me, in their specific domain, and I’m going to use that to my advantage as a group.
Shafik Mina:
That that was a giant multiplier. I’ve worked in the past with leaders who came to the table and dominated. I mean, they just wanted people around them that were yes-people. Yes, you’re right, we’re going to do that. But that’s so limiting. You’re so disadvantaging yourself when you do that. So I guess that’s the other multiplier that, to me, made a difference in how my career developed as fast, I think, as it did.
Tom DuFore:
Amazing. That’s a great lesson for all of us, and a great reminder. Shafik, as a closing question that we’d like to ask every guest, is what does success mean to you?
Shafik Mina:
So I believe that you’ve got to be a well-rounded person. That means as a family man, I want to be the best husband I can be. As a father, I want to be the best father I can be. As a leader at work, I want to be the best leader I can be. So success for me is being the best I can be in all the different roles that I play in my life. It’s not just about financial success, or it’s not just about recognition in my career. It’s trying to balance all of these different roles that make up who I am on any given day. That to me is success.
Shafik Mina:
I know it’s not maybe as clear as an answer, but it’s balancing all of those and making sure I give each one of them their due and my best. That’s what I can do. I can only bring my best to the table in those different roles.
Shafik Mina:
From a career perspective, right now, just to kind of for the benefit of your viewers, for us success is to see Mad Science remain the dominant player in the marketplace in science enrichment. It’s to grow Crayola’s Imagine Arts Academy, which has been on a phenomenal run. You know, we launched this in September of last year. We’re at 19 franchises already.
Shafik Mina:
To add more brands to our roster. Our goal is to be a house of brands. We want to be number one or number two in every category we get into. So that’s success from a career perspective, but that’s just one of the silos that make up a person. They’re not just about their career, they’re about everything else too.
Tom DuFore:
That’s wonderful. That’s wonderful. Well, Shafik, I really appreciate you being here. Is there anything you like to leave with the audience before we go? Anything you wanted to make sure you got in or didn’t have a chance to say?
Shafik Mina:
No. Listen, thank you very much for this opportunity, Tom. I mean, you’re a wonderful guy to speak to on any given day, so this has been a lot of fun. What I do hope is that whoever listens to this is to find some passion in them and pursue whatever it is that they want to pursue, whether it’s a new career, whether it’s a new business opportunity, and not be afraid to take some risks because success does not come with risk.
Shafik Mina:
Mitigate your risk. So make intelligent decisions, make sure you’re not putting it all on the table all the time, because that’s not smart risk. You’ve got to take smart risks, but don’t afraid to take the risk because that’s how you kind of step out of your comfort zone and achieve all the goals you’ve set for yourself.
Shafik Mina:
So that’s what I hope people take away from this, if there’s anything. But again, thank you for the opportunity to share this, my thoughts with you, and I wish you much success in the future, Tom. I really do.
Tom DuFore:
Well, thank you so much, Shafik for being here on our episode today. We are so grateful for your time and for the information and wisdom that you shared with us.
Tom DuFore:
So let’s go ahead and jump into today’s three key takeaways. So the first key takeaway that Shafik mentioned is to keep your eyes open for opportunities in unexpected places. I think that’s one of the resonating themes of this whole interview that Shafik has gone through in his personal life, professional life, but keeping your eyes open and finding opportunities where there may be difficulty.
Tom DuFore:
Number two is that hardships help shape who you are. Hardships help shape who you are. As you go through these hardships and these challenges, from things that happen personally, professionally, during a global pandemic, all of these things that happen, they help fundamentally shape who you are. Don’t lose sight of that. Hardships help to buff off those sharp edges.
Tom DuFore:
Number three, know when to cut bait or to pull the plug or to stop doing something that isn’t working, is essentially what he was saying. I think that’s a great lesson for all of us. Sometimes you try something new and it just doesn’t work for one reason or another, or maybe many reasons, and pulling the plug and stopping that is okay. Remember that losses are a learning opportunity. As Shafik mentioned, at his company when a loss happened or something that they decided wasn’t maybe working quite the same way they wanted it to and they had to stop, he decided to go ahead and to use that as an opportunity to celebrate and to show his staff and his team that it’s okay for that to happen.
Tom DuFore:
Now it’s time for today’s win-win. So today’s win-win is when Shafik said, “Be the best you can be in all of the roles you play in your life every day.” Personally, professionally, spiritually, in all areas of your life. As a parent, as a friend, as an advisor, as an employee, as whatever it might be for that role that you’re playing at that moment, be the best that you can be at that. Remember that it’s this being the best in all of these areas, not just one of these areas.
Tom DuFore:
So Shafik, these were great bits of information that you shared with us. We really appreciate your time being here. That’s our episode, folks. Thanks for tuning in. Please share this with your friends. Please subscribe, give us a review. We’ll see you back here next week.
