Independence by Design™

Ryan Tansom
  • 4.9 (38)
  • ENTREPRENEURSHIP

Independence by Design™ is a framework to help owner-operators get out of the weeds and lead from the boardroom. I built it because I lived this trap. In 2009, I joined my dad in our $21M family business. We turned it around and sold it for eight figures in 2014 — enough to pay off debt, cover taxes, let my dad retire, and leave me with a chunk of cash at 27. But the sale gutted our team, systems, and identity. It looked like a win, but it didn’t feel like freedom. I bawled in the driveway. After 450+ interviews, thousands of owners, and multiple ventures, I saw the real issue: we didn’t know the difference between being owners and operators. Our goals weren’t aligned. And we had no framework to guide us. That’s why I built iBD — to help owners avoid regret, reclaim their time, grow real equity value, and build a business that gives them freedom — whether they stay, scale, or sell. This show is the one I wish I had.

  1. 4D AGO

    #490: Alex Chausovsky | Supply Chains, Inflation, and Your Profit Battle Plan

    This interview is about why the old playbook of waiting for certainty is dead, and what owners need to do instead. Alex Chausovsky walks through how supply chain shocks, inflation, and a broken global system are hitting real P&Ls right now — input costs moving, margins under pressure, and customers who may or may not have the money to keep buying. Kim Clark and I then turn it into the owner's next move: three decision vectors (pricing, inventory, supply chain), pricing as an ownership decision — not a sales problem, segment your customers so a 12% increase doesn't blow up your tier-one relationships, and communicate the move in a way that builds trust instead of burning it. Build the battle plan before you need it — because by the time you need it, it's too late to build.  Watch on YouTube   Top 10 Takeaways  Stop waiting for clarity and start building scenarios — pricing, inventory, and supply chain are the three decision vectors you stress-test now, not when the crisis hits.  Every CEO should have a filing cabinet of pre-built scenarios. When the Strait closes, you open the folder. You don't start planning.  A 2% global disruption is not a 2% hit — Qatar LNG, aluminum, diesel trucking, and fertilizer all chain off the same chokepoint, and the tail kills the whole machine.  Availability is becoming a bigger moat than price — "I can get it to you when you need it" is worth more than being ten cents cheaper.  Pricing is an ownership decision, not a sales problem — the math runs through your valuation, distributions, and cash flow, which makes it a boardroom conversation.  A 12% increase dropped in a week without a "why" reads like collusion; the same 12% broken into transportation, material, and wages lands.  Don't push uniform pricing across every customer — your Tier 1 relationships can absorb what Tier 2 and below cannot, and segmentation is where the margin gets protected.  The top 20% drives 60% of US consumption — be honest about whether your customer actually has the money to keep buying what you sell.  You're not in business to grow revenue — you're in business to make a profit, and that means running your P&L by customer and product line.  The five-year forecast is the destination — scenario planning is how you course-correct to actually get there when the world gets loud.  Alex Chausovsky is the President of 3DM Consulting. He is a highly experienced market researcher and analyst with more than two decades of expertise across subjects including economics, manufacturing, automation, advanced technology trends, and business cycle analysis. He has consulted and advised companies throughout the US and Canada, Europe, South America, and Asia. Alex has delivered over a thousand presentations, webinars, and workshops to small businesses, trade associations, and Fortune 500 companies across a spectrum of industries, and is the go-to source of industry data and insights for business owners and leaders. Alex's analysis has been featured in the Wall Street Journal, on the BBC, and on NPR, and he is a Top Voice on LinkedIn.    Chapters:   (00:00) Introduction of Alex Chausovsky, President of 3DM Consulting, economist and geopolitical analyst  (03:30) Alex's lens: geopolitics as geography plus leadership personalities driving global policy  (16:00) A 2% disruption is not a 2% hit — Qatar LNG, aluminum, diesel, and fertilizer all chain off the same chokepoint  (24:16) Availability is becoming a bigger moat than price — "I can get it when you need it" beats ten cents cheaper  (28:48) Stop waiting for clarity: every CEO needs a filing cabinet of pre-built...

    1h 15m

  2. APR 16

    #489: Ryan & Kim | The Profit War Room. Inflation Is Coming. Do You Have a Battle Plan?

    My protein powder went from $62 to $122. The company's response was a mass email that started with "we understand your frustration." That is exactly how most businesses handle price increases. No plan. No segmentation. Just a surprise and an apology nobody asked for.   Watch on YouTube Kim Clark and I sat down to talk about pricing. Not theory. The real conversation that happens when your input costs are moving and you have to decide what to do about it. We started with a protein powder subscription that went from $62 to $122 in a single month with no warning, no communication plan, and a mass apology email nobody asked for. From there we got into why pricing is an ownership decision that runs through valuation, cash flow, and distributions. I walked through the income statement to balance sheet to ownership decision chain the way I do it in a quarterly board meeting.  Kim broke down rates of change analysis on your input costs as the early warning system, the customer segmentation framework for who gets a phone call, who gets a personal email, and who gets the mass communication, and how to give your sales team the "why" and the training to hold the line. We also talked about what is happening right now with the Strait of Hormuz, what that means for supply chains, and why this is different from every other inflationary cycle most of us have lived through.    Top 10 Takeaways  Pricing is an ownership decision. The math runs through valuation, distributions, and cash flow. That conversation belongs in the boardroom, not with your VP of Sales.  The Strait of Hormuz is closed right now. Twenty percent of the world's oil and fifty percent of its helium are not flowing. Pull up IMF PortWatch and see for yourself.  You cannot print molecules. Money printing is one problem. Physical supply chain disruption is a different problem. Both are happening at the same time.  The boiling frog kills more businesses than the crisis. A container going from $2,500 to $20,000 gets an emergency call. Margins sliding from 43% to 37% over seven months gets ignored.  Rates of change on your input costs are the early warning system. The 3-month rate leads the 12-month rate. When those diverge, your tire pressure light just came on.  Build tiered battle plans before you need them. If input costs hit 8%, here is Plan A. If they hit 12%, here is Plan B. Do the math now so you are not doing it in a panic.  Your salesperson is caught between company pressure, customer pressure, and the fear of losing the deal that pays their mortgage. Without the "why" and the tools, you are sending them into an impossible position.  Segment your customers before you communicate a price increase. Tier 1 gets a personal visit. Tier 2 gets a personalized email from leadership. Tier 3 gets the mass communication.  State what is NOT changing before you discuss what IS changing. Casey Brown calls these power statements. Anchor the customer on the value that continues, then explain the adjustment.  Run at least one full pricing analysis per year and rotate which customer segments get increases. Pricing discipline is a cadence, not a crisis response.    Kim Clark- This is a co-hosted episode with Kim Clark, iBD's Chief Revenue Officer. Kim spent years at ITR Economics before joining iBD, and her background in economic forecasting and revenue operations is all over this conversation. Ryan and Kim recorded this as both a standalone episode and an introduction to the Profit War Room workshop (April 27, 2026). The protein powder story that opens the episode came from a real text exchange with Ryan's buddy Michael the week be...

    1h 9m

  3. APR 9

    #488: Dr. Sabrina Starling | $10,000/Hour Work and the 4-Week Vacation Test

    Dr. Sabrina Starling is the founder of Tap the Potential and the author of The Four Week Vacation. This is her second time on the show. We got into what $10,000/hour work actually means for the owner and for every person on their team. Watch on YouTube We talked about how AI is accelerating the opportunity to delegate. How A-players are 900 to 1,200% more productive than average performers. Why delegation always goes down the org chart, never up. And the 4-week vacation test as the single best forcing function for figuring out what you are still holding onto that someone else should be doing. Sabrina works 10 hours a week now. Her team of 7 part-time A-players produces what people assume takes 20 full-time staff. Two years ago her husband passed away suddenly and she was out for six weeks. Her team never missed a beat. We also got into something most owners do not talk about: the friendships, the hobbies, the life outside the business that disappears when work becomes the only identity you have. Top 10 Takeaways $10,000/hour work is not about billing rate. It is any activity where you are working from your strengths and making everything else easier for yourself or others. If it does not meet that test, it should not be on your calendar. 41% of a knowledge worker's week goes to discretionary tasks that could be delegated or automated. In a 50-hour week, that is 20 hours you are giving away for free. The 4-week vacation test is not a perk. It is a diagnostic. Take four weeks completely unplugged. Whatever breaks is what you have not actually delegated yet. Once you delegate something and it works, do not take it back. The moment you pull it back, you just told your best person their growth has a ceiling. A-players try three things before they ask for help. When they do ask, they show you what they already tried. If your team leads with "what should I do?" you have a hiring problem, not a training problem. You cannot afford not to hire the more expensive person. Sabrina's framing: treat the hire as a loan to yourself. The right person frees hours immediately that are worth more than their salary. Five direct reports. That is the cap. More than that and your weekly one-on-ones become status updates instead of actual development conversations. A-players are 900 to 1,200% more productive than average performers. Before AI. Sabrina's team of 7 part-time people produces what outsiders assume requires 20 full-time employees. Boredom is the prerequisite for creativity. Every time you pick up your phone when you have nothing to do, you kill the process before it starts. Cal Newport calls scrolling "Doritos for your brain." The owner who cannot sit still for 10 minutes without checking email is the same owner who says they never have any good ideas. Q-Storming: instead of brainstorming answers, brainstorm questions. The right question reframes the entire problem. Most rooms full of smart people are solving the wrong thing. Dr. Sabrina Starling is the founder of Tap the Potential, a business coaching firm that helps entrepreneurs build businesses that run without them. She is the author of the How to Hire the Best series and The Four Week Vacation, and co-hosts the Profit by Design podcast. Sabrina's work centers on building A-player teams, delegating effectively, and helping owners identify and protect their $10,000/hour work. She was previously on this podcast in Episode 335. Chapters: ...

    1h 7m

  4. APR 2

    #487: Casey Brown | The Fear That's Eating Your Margins

    Most owners plan their transition around money. Pete Walker thinks that's why so many of them end up with regret. Watch on YouTube Pete grew up on a 100-acre potato farm in a community of 90 people in Prince Edward Island. When his dad shut the farm down, 15 neighbors lost their seasonal jobs, local businesses lost a customer, and the tax base shrank. That story is now playing out across thousands of communities in the U.S. and Canada as owner-operators approach retirement without a plan. Pete spent 14 years at TD Bank, served in Canadian government economic development, and now runs Boughton Riverview Consulting, where he helps owners figure out what they actually want before a crisis forces a binary choice. We got into his "story of you" framework, why employee ownership is gaining traction in Canada, and how to normalize the hardest conversation most owners will ever have. Top 10 Takeaways If you don't decide what happens to your business, someone else will. And you probably won't like their version. The false choice between maximizing sale price and preserving legacy is eating owners alive. If you plan early enough, it doesn't have to be binary. Pete asks every owner one question: "What is the story of you that you're trying to create?" Most have never been asked. Their eyes bug out because they don't have an answer. When Pete's dad shut the family farm, 15 neighbors lost their jobs, local businesses lost a customer, and the tax base shrank. That's what happens when a business leaves a community without a plan. Multiply that by thousands of retiring owners across the U.S. and Canada. Employee ownership isn't charity. It's a strong economic case. 8-12% more productive. More resilient in downturns. Faster loan paybacks. Employees retire with roughly twice the wealth. Private equity isn't evil, but the incentive structure is baked in. Shorter hold periods, higher leverage, and a built-in need to sell create a fundamentally different game than employee ownership. Canada just launched an Employee Ownership Trust with a $10M capital gains tax exemption for sellers. But the incentive sunsets at the end of 2026 if it doesn't get made permanent. The advisory ecosystem is broken for the lower middle market. Fees have tripled. Minimums have gone up. The $2-3M EBITDA company with 120 employees can barely get anyone to return their calls. Most owners conflate cash flow and wealth. Separating the two, and understanding how time connects them, is the first step toward making a confident decision instead of a panicked one. If you or your advisor even hint at projecting a decision onto the owner, it won't work. It's their story. Your job is to help them write it. Pete Walker is the principal consultant at Boughton Riverview Consulting and a board member of Employee Ownership Canada. He is a Certified Exit Planning Advisor (CEPA) who helps business owners figure out what they actually want from their transition before they get pushed into a decision by a crisis or an unsolicited offer. Pete grew up on a 100-acre potato and cattle farm in St. George's, Prince Edward Island, a community of 90 people, where his family had been on the same land since the 1800s. He attended Yale University (BA) and Ivey Business School (MBA, Honours). His career spans three acts: political advisor for Atlantic Canadian economic development, 14 years as an executive at TD Bank in Canada, and now business transition planning and employee ownership advocacy....

    1h 18m

  5. MAR 26

    #486: Pete Walker | Your Business Built This Community. What Happens to It When You're Gone?

    Most owners plan their transition around money. Pete Walker thinks that's why so many of them end up with regret.    Watch on YouTube Pete grew up on a 100-acre potato farm in a community of 90 people in Prince Edward Island. When his dad shut the farm down, 15 neighbors lost their seasonal jobs, local businesses lost a customer, and the tax base shrank. That story is now playing out across thousands of communities in the U.S. and Canada as owner-operators approach retirement without a plan. Pete spent 14 years at TD Bank, served in Canadian government economic development, and now runs Boughton Riverview Consulting, where he helps owners figure out what they actually want before a crisis forces a binary choice. We got into his "story of you" framework, why employee ownership is gaining traction in Canada, and how to normalize the hardest conversation most owners will ever have.    Top 10 Takeaways  If you don't decide what happens to your business, someone else will. And you probably won't like their version.  The false choice between maximizing sale price and preserving legacy is eating owners alive. If you plan early enough, it doesn't have to be binary.  Pete asks every owner one question: "What is the story of you that you're trying to create?" Most have never been asked. Their eyes bug out because they don't have an answer.  When Pete's dad shut the family farm, 15 neighbors lost their jobs, local businesses lost a customer, and the tax base shrank. That's what happens when a business leaves a community without a plan. Multiply that by thousands of retiring owners across the U.S. and Canada.  Employee ownership isn't charity. It's a strong economic case. 8-12% more productive. More resilient in downturns. Faster loan paybacks. Employees retire with roughly twice the wealth.  Private equity isn't evil, but the incentive structure is baked in. Shorter hold periods, higher leverage, and a built-in need to sell create a fundamentally different game than employee ownership.  Canada just launched an Employee Ownership Trust with a $10M capital gains tax exemption for sellers. But the incentive sunsets at the end of 2026 if it doesn't get made permanent.  The advisory ecosystem is broken for the lower middle market. Fees have tripled. Minimums have gone up. The $2-3M EBITDA company with 120 employees can barely get anyone to return their calls.  Most owners conflate cash flow and wealth. Separating the two, and understanding how time connects them, is the first step toward making a confident decision instead of a panicked one.  If you or your advisor even hint at projecting a decision onto the owner, it won't work. It's their story. Your job is to help them write it.    Pete Walker is the principal consultant at Boughton Riverview Consulting and a board member of Employee Ownership Canada. He is a Certified Exit Planning Advisor (CEPA) who helps business owners figure out what they actually want from their transition before they get pushed into a decision by a crisis or an unsolicited offer. Pete grew up on a 100-acre potato and cattle farm in St. George's, Prince Edward Island, a community of 90 people, where his family had been on the same land since the 1800s. He attended Yale University (BA) and Ivey Business School (MBA, Honours). His career spans three acts: political advisor for Atlantic Canadian economic development, 14 years as an executive at TD Bank in Canada, and now business transition planning and employee ownership advocacy. He is passionate about keeping businesses locally owned, operated, and thriving in their communities through the generational transiti...

    1h 27m

  6. MAR 19

    #485: Steve Moss | You Found the Leader. Now How Do You Make Them Stay?

    Steve Moss has spent his career figuring out why senior executive hires blow up. It almost never has to do with whether they can do the job.  Watch on YouTube If you are thinking about hiring your first real C-suite leader, or you have already been burned by one who didn't work out, this conversation is going to hit close to home. Steve runs Executive Springboard. He matches new executives with mentors who have sat in that exact chair, and his retention rate is 95% over 18 months. We got into the real stuff. Why coachability matters more than IQ. What Steve calls the "passed over and pissed off" problem. Why he thinks the CHRO is the missing seat at the table. And how to build a leadership bench when your company can't afford the price tag of an off-the-shelf C-suite.    Top 10 Takeaways  50% of senior executives fail within 18 months. And it's almost never because they can't do the job.  Mentoring is not coaching. Mentors share their scars. Coaches ask questions. Consultants tell you what to do.  The "passed over and pissed off" problem will blow up your culture if you don't address it head on.  Consider building before buying. Your internal person who knows the culture might beat an external hire who takes six months to find and another six to ramp.  The CHRO is the missing seat at the leadership table. Not open enrollment. Strategic talent and culture as a counterweight to the CFO's numbers focus.  Executive presence is character, substance, and style. Change your style to fake presence and everyone will smell it.  AI adoption is lumpy. Most organizations know they're behind. The real risk is employees adopting unsanctioned tools while leadership sits on their hands.  AI doesn't replace the need for leaders who can think. It amplifies whatever's already there. Clear goals or confusion.  Coachability is the number one predictor of executive success. Not functional skill. Not IQ. The willingness to ask for feedback and act on it.  Managing change is managing other people's grief. Go too fast and you'll turn the corner to find nobody followed you.    Steve Moss is the founder and president of Executive Springboard, a network of 100+ current and former C-suite executives who mentor leaders to help them excel in new roles. Before founding Executive Springboard, Steve was the chief marketing officer at Pillsbury International, Nestle Ice Cream, and Imation. He reversed Smirnoff's decline in Canada and set the brand on six consecutive years of growth, expanded Goldschlager from the US to 20+ countries and four continents, and has had 50+ direct reports go on to become VPs or presidents. Steve holds a BA from Georgetown University and an MBA from The Wharton School. Executive Springboard offers structured 8-month mentoring programs for senior onboarding, promotion readiness, executive engagement, off-boarding, and outplacement. The company works with organizations from $20M to $10B in revenue across all industries. Steve previously lived in Minnesota for 26 years and now operates from Maryland. Learn more at ExecSpringboard.com.     Chapters:     (00:00) Steve Moss, founder of Executive Springboard - AI roundtables reveal most organizations know they're already behind  (03:21) Executive Springboard expands from onboarding to full executive career lifecycle  (16:00) 50% of senior executives fail in 18 months — almost never the job skills  (18:24) The "passed over and pissed off" problem will blow up your culture  (22:42) Mentoring is not coaching: mentors share their scars, coaches ask questions  (34:00) The CHRO is...

    1h 17m

  7. MAR 12

    #484: Meg Gold | Your Best Leaders Are Out There. They Just Can't Find You.

    Here's something I keep running into. My clients need leaders. Not bodies. Not fractional band-aids. Real people who can think, decide, and own results. And every time I ask where they're looking, it's the same answer: recruiters who send resumes written by AI for roles described by AI. Nobody is talking to anybody. Watch on YouTube Meg Gold has been on both sides of this. She spent thirteen years at ADP. Sold payroll door-to-door in Stillwater (my town). Rose to VP in San Francisco, where she was sent to flip an underperforming region. She fired a top performer for being a cancer to the culture and caught heat from every direction for it. She knows what it takes to build a real team and what it costs to lead one honestly inside a system that punishes you for it. Then she held her son for the first time and realized she was done being someone else for a living. She and her co-founder, Parnian, built Bonde, a vetted community for women leaders who are done being stuck and ready to do real work. If you're trying to build a team that doesn't need you in every room, listen to this one. Top 10 Takeaways The authenticity gap between corporate leaders and owner-operators is the biggest hidden talent problem in the middle market. Most career pivots don't start with clarity. They start with action. I call it "effing around to find out." Your network is narrower than you think. Thirteen years heads-down at one company and Meg looked up to realize her entire network was ADP people. Bonde accepts 30% of applicants. Vetting isn't gatekeeping. It's how you protect the room. The best recruiter for your next leader is the person already on your team who loves working there. If your interview doesn't feel like two people grabbing a beer at an airport layover, you're doing it wrong. An inch of cancer can kill a 300-pound man. Fire the toxic top performer. The team will cover the number. Leaders don't need to be taught to be human. Leadership is human. Corporate just trained it out of them. The demographic cliff is real. For every five boomers retiring, there's one of us. Authentic leadership is about to become the scarcest asset in the market. Owner-operators have what everyone wants. Real autonomy, real culture, real impact. Start telling that story.   Meg Gold is the co-founder of Bonde, a private professionals club for women in the second and third stages of their careers. Before building Bonde, Meg spent over 13 years at ADP, starting as a door-to-door payroll rep in Minneapolis and rising to Vice President overseeing the San Francisco Bay Area region, where she was tasked with turning around an underperforming territory. Meg's career has also included private equity advisory work with Globalization Partners and fractional revenue and leadership consulting for venture-backed companies. She and her co-founder Parnian built Bonde after experiencing firsthand the gap between what corporate environments offer and what experienced women leaders actually need: vetted community, authentic connection, honest career support, and access to opportunities through trusted relationships rather than broken recruiter pipelines. Bonde launched in September 2024, currently has over 150 members with a 30% acceptance rate, and a waitlist of over 2,500. Learn more at joinBondee.com. Chapters: (00:00) Building Bonde: a vetted professional community for women in their second and third career acts

    1h 20m

  8. MAR 5

    #483: Cyndi Gave | Stop Guessing If Your People Can Think

    How do you grow your leadership team when you can't afford a full C-suite, your best people are buried in tactical work, and you have no idea whether they can actually think strategically? Cyndi runs The Metis Group and has spent 30 years turning fuzzy leadership development into something tangible and measurable. Watch on YouTube In our first conversation, she walked us through her Job Scorecard, a tool that quantifies what a role actually requires instead of hiding behind vague job descriptions. Once you know what the job is, how do you know whether the person in it has the cognitive horsepower to own outcomes, not just execute tasks? We unpacked the Watson-Glaser Critical Thinking Test, the TriMetrix assessment, and why most behavioral assessments (DISC, Culture Index, Predictive Index) only tell you half the story. If you're trying to figure out whether to elevate your controller into a CFO, promote your best salesperson into a sales leader, or just understand why your team keeps waiting for you to tell them what to do — this episode is a roadmap. Top 10 Takeaways If you can't afford an off-the-shelf C-suite, then stop trying to buy one. Elevate internal talent instead of chasing expensive fractional magic bullets. The Job Scorecard is the foundation — quantify the role before you evaluate the person. Every leadership role needs separate buckets for oversight and talent management. Outsource the tactical to create space for strategic development. A 5-year valuation goal is non-negotiable; without it, your leaders are flying blind. The Watson-Glaser test quantifies critical thinking, and a raw score of 28+ is the magic number. Behavioral assessments tell you how someone communicates — not whether they can think. Strategic thinking has atrophied across all generations — and COVID made it worse. If someone says, "Just tell me what to do," that's a red flag — not a work style.   Cyndi Gave is the founder of The Metis Group, a behavior-expert consultancy focused on getting the right people in the right seats — and getting extraordinary performance out of them. Celebrating 30 years in business in March 2025, Cyndi is a self-described "recovering HR person" who built her practice around tangible, process-driven tools that entrepreneurs actually have the patience to implement. Her specialties include the Job Scorecard, the Watson-Glaser Critical Thinking Test, and the TriMetrix assessment — a three-part diagnostic that measures behaviors (DISC), motivators, and the Hartman Value Profile. Previously based in Michigan, Cyndi now operates out of Charlotte, North Carolina, and hosts a monthly leadership podcast through The Metis Group. Chapters: (00:00) Introduction of Cyndi Gave and the leadership development challenge (02:18) The Metis Group: 30 years making leadership tangible and measurable (07:37) The demographic cliff and why internal talent development can't wait (17:06) Can't afford a full C-suite? Stop trying to buy one (29:00) Job scorecard: quantify the role before you evaluate the person (44:00) Elevate internal talent: outsource tactical to make space for strategic (47:00) "Just tell me what to do" is a red flag, not a work style (01:00:41) Watson-Glaser Critical Thinking Test and the magic score of 28 (01:11:34) TriMetrix: behaviors, motivators, and the Hartman Value Profile (01:20:55) Why using only one assessment...

    1h 35m
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About

Independence by Design™ is a framework to help owner-operators get out of the weeds and lead from the boardroom. I built it because I lived this trap. In 2009, I joined my dad in our $21M family business. We turned it around and sold it for eight figures in 2014 — enough to pay off debt, cover taxes, let my dad retire, and leave me with a chunk of cash at 27. But the sale gutted our team, systems, and identity. It looked like a win, but it didn’t feel like freedom. I bawled in the driveway. After 450+ interviews, thousands of owners, and multiple ventures, I saw the real issue: we didn’t know the difference between being owners and operators. Our goals weren’t aligned. And we had no framework to guide us. That’s why I built iBD — to help owners avoid regret, reclaim their time, grow real equity value, and build a business that gives them freedom — whether they stay, scale, or sell. This show is the one I wish I had.

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