Maureen Farmer & Maddison Shears

Maureen Farmer is CEO and Founder of Westgate Executive Branding and Career Consulting. She leads a successful career development and executive leadership optimization firm with a major emphasis on executive branding.

Maddison is Westgate's Digital Marketing Manager & Career Success Strategist. She is a marketing professional with expertise in digital marketing, content development, social media strategy, event planning, and strategic writing for public relations.

Access our 90-day plan here.

Access our 12 weeks 12 sheets here

Transcript

Maureen Farmer

Today, Maddison (our Digital Marketing Manager) and I discuss the CEO 90-day plan, downloaded thousands of times by executives from Disney, Adidas, Tesla, NBC Universal, American Express and others. This simple but powerful tool has paved the way for a safe exit strategy, a CEO job interview pitch and the first 90 days in the new role. I hope you enjoy our conversation!


Today, I'm going to be having a conversation with our digital marketing manager about a product that is incredibly popular at Westgate. For more than 18 months, we've received a lot of attention from industry relating to our 90 day plan, which has been downloaded thousands of times from the Westgate website. The plan garnered a national industry award in 2021. And we were invited to present the plan at an international Industry association conference recently in Philadelphia. Used in many ways, but most often it's used as the first 90 days in their role to quickly optimize performance, as an exit strategy for the CEO, and enhance the investor pitch or as a CEO job interview strategy. The product includes the actual plan sample, based on a real business plan. It's not made up. It is slightly fictionalized. But it's not made up. It includes a process template and detailed metrics. So today we're going to have this conversation to talk about how our clients are using it. So Maddison, thank you for joining me on the podcast today.

Maddison Shears

Thank you for having me! It's very exciting to be on this side of the podcast.

Maureen Farmer

Right because Maddison is also the producer of the Get Hired Up! podcast. And I'm absolutely delighted to report that we have more than 35 episodes under our belt right now. And I'm so delighted to have Maddison here to talk about her insights. So not only does Maddison do the podcast editing and post production, editing and marketing. She's also very active in our content management strategy for Westgate. Why is this important to you as the listener? Well, we believe that this particular 90 day plan can help you as a business leader in your current business, for the business that you want to start, or for the business that you're moving to. It can also be used, as I just mentioned as a really effective exit strategy for leaving your current organization. So I guess with that said, I would love for you, Maddie to talk about the types of people who are downloading the 90 day plan from the website.

Maddison Shears

Yeah, absolutely. So as Maureen said, the 90 day plan has been downloaded thousands of times. And it's exciting to see that it's quite a broad range of individuals. So we do have a pretty high download rate for executives at the C suite level. But we also have had a lot of downloads from individuals that are at the director level, managerial level, business owners, solopreneurs, and just a huge, broad range. So it looks like it's being used in a lot of different ways. as Maureen said it might be being used in the first 90 days of an onboarding process with a company and might be being used within the first 90 days of building, you know, a consultancy agency. Or it might be used as an exit strategy for exiting a company. It's really, really a we like to call it a Swiss army knife, because it can be used in a lot of different ways. And it's really just about keeping an individual on track and accountable for the goals that they have set out for themselves, what they want to implement and be effective in the first 90 days. And what is the interesting stat that we have come to Maureen—in the first 90 days when it comes to CEOs specifically?

Maureen Farmer

Well, it's the most critical time in the tenure of a leaders time in the organization. It's absolutely critical that certain metrics and milestones are completed, not just completed, but also communicated to the board and communicated to the senior leadership team. And so we've seen in the past and there's lots of information in the industry literature that talks about the fact that oftentimes CEOs struggle during that first 90 day period, and subsequently lose credibility with the board that just hired them. So really, the 90 day plan is a granular tool that helps to formulate the metrics, track the metrics, and communicate the metrics. And there's another surprising statistic that we have been using, and it's sourced through a number of different credible organizations. And that's the degree of CEO turnover in the first 18 months in a CEOs role. So the statistic is that between 30 and 50% of new CEOs will leave the organization in under 18 months. And so what challenges does that present to to an organization if they have a constant turn at the CEO level?

Maddison Shears

Well, it's a huge costly event to have happen, obviously, to bring on an employee at that level is a lot more costly than other employees in the company. I believe it can be around the million dollar mark?

Maureen Farmer

No, actually, it's I've just read this the other day, it was a Spencer Stewart report. $1 billion, it will cost the organization to replace a CEO for a fortune 500 company.

Maddison Shears

Wow. Yeah. So, not something that a lot of companies are going to want to have to consider. And it's a huge problem. And I don't know, Maureen, what do you think in terms of, you know, we get asked, well, for a CEO to be hired on they must be ready for the role, they must be, you know, eligible for the role. So why is a company hiring on somebody that might fail in those 90 days? Being asked that question, I mean, obviously a company, they know who they want to have on the board, it's, uh, or sorry, not on the board, in that position, it's going to be probably a pretty grueling interview process. So why why are these CEOs failing? And I'd love to ask for your expertise on that question!

Maureen Farmer

Well, it's a great question, and we get it a lot. And it doesn't make sense that an organization would hire someone, and then not support them, you know, throughout that process of onboarding. So my research, this is both primary and secondary research into privately held companies and publicly traded companies, private equity backed company portfolio companies, is that oftentimes the CEO doesn't understand or doesn't understand his or her relationship with the board of directors—is one one part. And just as an aside, there is a slight difference between boards of directors and CEOs in the Canadian context, and the US context. In Canada, most boards separate the role of chair of the board and CEO, where as in the United States, many, many companies, most companies have the chair of the board and the CEO role combined. And so the CEO will, at some point, the new CEO will at some point take over as chair of the board as well. So that's the delineation between the two. And it's not semantics, because the relationship with the CEO is with the entire board. The reporting relationship is not exclusively with the Chair of the Board of Directors, the relationship is with every member of the board. So what's critically important is that the CEO, the new CEO, understands the relationship. And remember, the new CEO must balance the relationship and the requirements and accountability with the board, as well as with their own direct reports. And the employees inside the organization. And the 90 day plan, if we want to map it out, is the actual plan itself. And we'll put a link at the end of show notes. And we'll also mention where to get this 90 day plan in case you're interested, it is about a 15 page document. That's how granular it is. It's for a manufacturing operation. It's for a turnaround operation. So the CEO who came into this particular operation was required to do a pretty big turnaround for it in terms of supply chain, inventory, financial reporting, there were a whole list of deliverables that he was accountable for. He wrote it all down. And every week, he would do an outreach to his senior management team, and update them on the metrics. And you know, there's only so much a person can do in the run of a week. But there is always a report out to the direct reports in terms of what the status is on each one of these deliverables.

Maddison Shears

Right. And I think that's a good segue, just to sort of, you know, we wanted to share a little bit with you about why the 90 day plan has been so popular, who it's been popular for, I actually do have some numbers now in front of me, so about 30%, C suite titles download it, about 45%, director and senior titles, 20% managerial titles and 5% sort of other...

Maureen Farmer

Is it okay, if we take a moment to share the names of some of the companies that are downloading this? Just to give people a sense of the different types of industries that are actually interested in downloading it and actually using it. 

Maddison Shears

Yeah, definitely. So we've had some leaders at Nike and Google, Amazon, Adidas, MasterCard, PepsiCo, Tesla, and Disney as well, a lot of companies...I don't have them in front of me, but in the pharmaceutical industry, so many, it's incredible. And the reason that we have that information, is we do have a thorough due diligence process that we do on figuring that out. That's not a conversation that we're going to have today. But it is a conversation that we will be sharing with our audience at some point. So if that does interest you look, for that in the future. But for today, I think what Maureen was just sort of discussing and giving further detail to is the new CEO, and a 90 day plan for onboarding, which for the sake of the conversation today, that's what we're going to be talking specifically about because again, it can be used in so many different ways. So we really, we want it to be focused.

Maureen Farmer

That is a great segue into well, it throttles between onboarding and interviewing for that role. And I think a lot of people listening to this podcast are very interested in that interview process at the board level. So yes, we can use it in multiple ways. We won't talk about exit strategy today. We'll save that for another time. But the actual interview process, we have a senior growth officer, chief growth officer of a large joint venture healthcare company in the southern US who has volunteered to give her specific feedback on the plan:


 MF: I would love it if you could tell us a little bit about your experience with a 90 day plan.

Christina: Yes, absolutely. So just backing up a little bit, maybe we can talk about how I even found it. So I was in a position where I was looking for an opportunity in, I'm already in the C suite, but was looking for the CEO opportunity. And there was one that I was very interested in. And in preparation for that. I really wanted to blow the interviewer away by coming to the table with a plan. And in my past, it's there's typically been a 90 day plan. And we've asked folks that have interviewed to say, hey, what, you know, if you're given this position off of the position, what would you do? So I said, Alright, it's probably going to be a little bit different for CEO than a vice president or even somebody else in the C suite. So I just literally went online, and I Googled CEO 90 day plan. And your information came up right away. And I went in and clicked on it. And I took a look at it. I thought wow, there's this isn't just kind of a marketing ploy. There was really some, some robust content there. And I looked at it, I thought, Okay, this makes sense. And there were also pieces of a marine that I wouldn't have normally thought about in terms of, you know, checking environmental Stan, for example, that was an area I hadn't really heard of before. I thought the way that it was put together made a lot of logical sense. So I took the plan, and I downloaded the plan. And then of course, I created my own plan based on this particular position that I was interested in. And I'll tell you what it took it was actually good to go through the exercise because as I went through each piece of your plan, I was able to reflect on you know, what, really what I do and what were some of the gaps that I had maybe coming into the role, which actually helped me even be more prepared for the interview portion of the entire recruiting part. process. So at the end of the day, I put together a very robust plan and PowerPoint. But what I did is I transitioned that to my own tailored word based document. So it was a 90 base plan in Word format. And I was able to prepare that and present it in the interview process. And after the interview process had concluded, I later found out that the reason I made it into the top two candidates final candidates, one of the compelling reasons was the thought and the detail that I had put into that 90 day plan, which set me a lot higher up in their process in terms of the candidates they were looking for.

Maureen Farmer

This particular person was seeking a 90 day plan that she could present to the board of directors, as she was preparing for a CEO role. And the feedback that she received from the board was that she exceeded the expectations of the interview panel, as well as differentiated herself among the other CEO candidates. But the beauty of it is, is that the plan itself becomes an operating plan. And it can be used over and over and over again. And yes, there are enterprise resources out there, large, you know, Oracle, and other types of big, big software programs enterprise wide, that can help you track a 90 day plan. The beauty of this is that it's very, very simple. It's simple, but it's powerful. And it's powerful, because being able to report out to the board with various specific metrics, measured week by week by week, is a way to improve the relationship with the board, and improve the confidence of the CEO in that first 90 days.

Maddison Shears

Yeah, and I think the reason we chose the new CEO, and the onboarding process is that, you know, Maureen shared those sort of shocking statistics with you. And Maureen and I talked about this often, you know, to be a new CEO in a company, you don't really have peers. So you report to the board, and then you have a lot of people that report to you. So the 90 day plan, you know, which can be used alone by the CEO, or, you know, they can work with a coach or a consultant to help them and sort of become that peer, the 90 day plan assists with that, so that it's a little bit, you know, less lonely there. It's a tool that can be used to, you know, put your best foot forward in those in those first 90 days.

Maureen Farmer

Yeah, and some of the examples, you think of the low hanging fruit that a CEO wants to, of course, carefully do as he or she, or they navigate their way through the organization. On the first days, the low hanging fruit, we have had some clients who have gone in and they have completely changed the way that their financial reporting is done saving sometimes days off the month and close. And so what that does, it adds to the performance optimization of the organization, it also saves real daughter dollars off the bottom line. And so when a CEO has that degree of focus and specificity around the planning, it can have a tremendous positive improvement in the early days. And I'd like to go for a moment to the communication because just the fact of doing it, the mere fact of doing it is very, very important. But just as important, or if not more important, is the communication of the milestones with the board. And with the direct reports. And oftentimes as the CEO candidate is going through the process with the Board of Directors when they interview, they often they mean the CEO candidate will often assume that the interview process with the board takes the place of onboarding with the board. And our experience, the most effective new CEOs take the time to report out to the board at the individual level. Now, I'm not suggesting that every reporting metric is is reported to the Board. I mean, that's what board meetings are for. But establishing a relationship early on with each member of the board. For example, part of the 90 day plan could be going to visit the different sites in the manufacturing operation. And, you know, potentially having a board member go with them.

Maddison Shears

Right. So would you say that the 90 day plan also just naturally becomes part of building trust within the first 90 days?

Maureen Farmer

Oh, I like that, yes, absolutely. Building trust and building that relationship building transparency into The relationship with the board of directors. Yeah, I'm glad you brought that up trust is very, very important. And the way that trust is built is is ensuring that you're consistently communicating both up and down in the organization. So to the board and to your direct reports and keeping them apprised of the milestones that are being achieved. One particular client that we had who worked in the conductor industry, he would often not often he consistently would send out a Monday morning memo. And in the Monday morning memo he showcased the week before so what he had done the week before, what clients he had visited, what suppliers he had visited. And then the week ahead, what customers is he going to be meeting with? What what employees? Is he going to meeting the way the meeting with what locations will he be visiting. And through that consistent and transparent communication with the organization, he was able to improve his employee engagement significantly over the traditional and former metrics. So that's another really important use for the tool is it serves as a communication vehicle. So interestingly, with this particular CEO, he was the first CFO in the organization in the history of the organization, which was well over 50 years old, that was appointed as a CFO before he became the CEO who didn't have a CPA. And that is quite extraordinary. And when I asked him, you know, why you why he, you know, why were you appointed the CFO without the CPA designation certification, he said, because the board trusted me. And so he was very accustomed to being very focused on on building that relationship with the Board of Directors, we have lots of stories like that they're quite exciting. And when you're able to protect the reputation of the organization by doing a good job as a CEO, that is not lost on anyone, when you think of the shareholders, investors, regulators, lobbyists, and individuals like that, who have a vested interest in the success of the organization, we follow a number of resources that do, I don't know if we can do a shout out to Edwin Dorsey, I think I'm going to anyway, he runs a a service called the bear cave, and every Sunday, and when published is a list of companies whose top cheese chiefs have left the organization. And we've been following them for about eight months now. And it's absolutely shocking the the number of publicly traded companies that that are leaving, in short order some some will only within nine months, some 18 months, some a year. It's quite shocking. And when you think of the opportunity cost of that turnover, I really have to scratch my head and wonder, you know, what is the board doing?

Maddison Shears

Right, right, because this is kind of the question I was referring to earlier that we get is like, well, obviously, these these companies...they're very capable of hiring the right people, especially at that level. So like, why is it happening? And I don't know that the answer is simple. I don't know that it's, you know, I do I think that these leaders that are being hired on I think are absolutely suitable for the role. They just don't necessarily have the tools to execute the most important days, which as we've said is the first 90 days on the on the job. 

Maureen Farmer

It's such a huge topic, and I think there are so many...it's a multifaceted process. And sometimes it can take I think, when I the research says that organizations that invest boards of directors that invest in succession planning, do a much better job in terms of, you know, earnings per share and profitability, profitability, all things being equal, of course, we've just gone through COVID. So that's certainly not comparable period in time. But overall, Apples to Apples succession planning seems to be a an excellent vehicle for ensuring that there is, you know, succession that is predictable and appropriate for the organization. And in my experience, you know, speaking with executives around the world, for the past 11 years, is that oftentimes there may be a new member of the board, you know, that comes into the organization that whose interests may not align with the CEO. And in that case, if we want to simplify the the descriptor should have the 90 day plan, the 90 day plan then becomes the exit strategy. So the very same strategy that the CEO used to onboard and maybe serve the organization for 10 years or more. And we just talked to someone this afternoon who's been with an organization for 32 years, and she's planning to retire at the end of June. So having a predictable plan that you can use, in a situation like that can also be very comforting to the CEO, who knows he or she needs to leave the organization in fairly short order. And we've had situations where people have had to do that, for reasons I won't go into here. But you can, you can yet likely use your imagination to, to understand some of the complexities that CEOs are dealing with when it comes to board transition, new shareholder transition, and there's all kinds of different times when a CEO can use that 90 day plan as an exit strategy. And I'd love to take a moment now to talk about an exit strategy given that we're here.

Maddison Shears

Let's do it.

Maureen Farmer

So oftentimes, executive struggle to leave the organization, feeling as though the reputation is intact. And when you think about what's required to leave an organization, excuse me, an organization at this level, of course, your employment contract, may lay out the terms of your departure. Ultimately, your fiduciary duty is to ensure that all of the projects are closed out and communicated to the board and to the senior management team. That 90 day plan can be golden in that planning process, because oftentimes the CEO when when they decide to leave, unless it's a, you know, a termination scenario, if it's a resignation type of scenario, then they have full control over when they when they leave, and 90 days in advance is a beautiful window, it's one quarter, where the CEO can help with succession planning for their team succession planning for themselves. If the board doesn't have a succession plan in place. It is an excellent way to communicate with customers, with suppliers, with regulators and ensure that everything is in place when you walk out that door, so it's as seamless as possible. For for the organization and the continuity of services. You know, the number one concern that employees have when a CEO leaves the organization is, you know, what's, what's next for us?

Maddison Shears

Right. And Maureen, have you ever worked with a client before where you've had to sort of guide them through that process so that they're not too hasty, once they've made the decision to leave? Have you had to sort of, you know, put this sort of tool, this 90 day plan exit strategy in front of them to explain why it's important to set these goals?

Maureen Farmer

Yeah, yeah, it happens, you know, occasionally, where a CEO decides, I'm leaving, I can't stay here for whatever reason. And oftentimes, what they don't think about is, and sometimes they don't have another role to go to right away, they just may decide that they want to take some time off or, or whatever it might be. And then they may hastily leave the organization without thinking about things like professional references, and contact lists, and, and so on, and so forth. And so having a 90 day, exit plan strategy can help with that transition. It's a transition plan. And leaving it behind. I don't know if you've ever had the experience medicine, of going into a new job with just a desk, a phone, and an office and no instructions. The the incumbent did not leave any instant I've had that experience before. Yes, really is. It's, it's it's not good practice. And it makes it very difficult for the new CEO to come in and take over when there's nobody planning.

Maddison Shears

Exactly. And even if you could figure it out, you know, even if you could get there and be like, alright, well, I haven't been given much but I will sort it out and even if you successfully figure it out, I don't know that that's going to leave a good impression in terms of longevity for your CEO or for your employee. Because, you know, to me that speaks you know, I have experienced that before and to me it makes me feel as though you don't really have you know, faith In my success and my ability to do what I need to do for the organization, because you've literally just left me with nothing.

Maureen Farmer

And some people don't care. You know, and we talk about this all the time, you know, your brand speaks for you when you're not in the room. So if you decide to leave an organization abruptly, without a plan in place, what does that say about you to the board or to your direct reports? Or the employees overall?

Maddison Shears

Right, right. And so it goes, it goes both ways. It's, you know, the new CEO that's being brought on, or the person exiting, it's important to have, to your point, the communication all the way around, because it's important for implementation and for effectiveness, but it's also important for company morale, and company culture, and executive engagement and employee engagement.

Maureen Farmer

Oh, 100%. So it's, in my opinion, business continuity planning, that that is what the 90 day plan is doing for the team and for the board is, is laying out, you know, what needs to have happened, what needs to happen as an exit strategy. So he's you've likely implemented many of the things in the exit strategy 90 day plan. When you get to a certain point, you're going to need to disclose your departure, your upcoming departure to the stakeholders in the organization. How do you do that? How do you have that conversation? Right. And I have had the experience working with CEOs who have decided to put off their departure from an organization for years, because they didn't want to harm impact negatively the relationship that they had invested years in developing, so therefore, they remain miserable, or, you know, whatever it might be. And it's a little bit of a rabbit hole, but it happens a lot. And with a 90 day plan, it's really an action plan for departure. And so having a clear communications plan, with employees, with customers with suppliers, protect your reputation and your brand so that when you go to the new organization, you need a favor from somebody, or you need to collaborate with a supplier from your former company. They know they're not they're not met with a surprise, at the end of the phone call, saying, Oh, I thought you were still with ABC company. We know what's going on. And there are so many other implications of of not leaving on good terms, that the 90 day plan can certainly help the CEO in the company overall.

Maddison Shears

Yeah, I agree. I think it also makes sense to discuss... I know we said we were going to focus specifically on onboarding, but I think it makes sense to pair it with the exit strategy. Because ideally, if companies are, you know, putting this practice to play, then the exit strategy goes smoothly, and then when they're moving into their next position of that company, you know, they're prepared with an onboarding process. So, it really is, it's a full circle, kind of process, isn't it? It can just be used in so many ways. It's kind of like it can be used in the full lifecycle of a career really.

Maureen Farmer

That is a really good point, it can be used, yes, it's part of a career management strategy. And at the end of the day, you want to make everyone look like a hero, when you're leaving the organization. You know, you want the board to look great, you want your direct reports to look great. You know, you want everyone to look great, and it's your job as a CEO to do so in my humble opinion, and it's very accessible. It's very achievable. With this type of a planning process in mind. I'm thinking of some of the other tools that are companion tools with the 90 day plan sample that we've just spoken about. It's absolutely available. Anyone can access it on the website. We have a couple of other companion tools that go with a 90 day plan. One is the 12 weeks 12 sheets, and the other one is the actual template. The 12 weeks 12 sheets are one sheet of paper and yes, we use real paper for this. We we use blue paper one sheet for every week that corresponds with the 90 day plan. So we have at the end of the 90 days you will have 12 sheets and on the sheets will be listed a number of things, some some KPI tracking, there's a calendar on one side and yes, I do realize that organizations are using digital calendars as do I. I like the tactile feeling of the paper in my hand and so I like to have it I was just showing a client this morning on a zoom call what look like and I actually sent it over to him after the call. And it really, it's a tremendously helpful tracking tool. At the end of the, the 12 weeks, the 90 days, the quarter, you can staple the sheets to the 90 day plan, and then you have a permanent record of it, you can scan it and have it done electronically like that. The template itself is customizable, that you can use to report out to your board of directors, because it has a 30 day, a 60 day and a 90 day synopsis. So you will look like a hero in front of the board, when you are able to demonstrate all of the milestones that you've achieved the KPIs over that 90 day period. And the beauty of it is because you meet quarterly quarterly, you can always be prepared for the board meeting because you have it in front of you. And then you can take that material. And you can repurpose it, Madison and I always say to release two birds with one key repurpose the content to use with your own executive team and direct reports.

Maddison Shears

Yes, exactly. And then I would also just add, if you have all of that information tracked over the duration of your career with a company, because you've been on top of it, then you'll be able to have that for building your brand. And you'll be able to kind of you know, have all these things. A lot of times we'll have a client come to us and they're like, I know I was successful in this way and this way, but I'm not crystal clear on the metrics, I'd have to go back and figure it out, that might take some time. Well, if you've been doing this the whole time, then you know, you'll already have it.

Maureen Farmer

And think about it, there's four quarters per years. So if you were with an organization for a couple of years, you'll have you know, eight files that you'll have with granular metrics at your fingertips. And when you can pull those granular metrics at your fingertips and show them to a board of directors at a meeting, then it's going to make you look like a hero. So Maddison, where can the listener here get a copy of the 90 day plan and all of the assets that go with it?

Maddison Shears

Yeah, definitely. So you can get the the 90 day plan which again, the granular one that Maureen is talking about that is pretty long. But again, granular, you can get it on our website at westgatecareercoaching.com. And if you just go to our blog page and do a quick search on 90 day plan, it's the first one that pops up, I will link it in the show notes. And I will attach these links where we're sharing this podcast so that it's easily accessible. But just in case, you want to kind of know the pathway to it. That's it. And then at the bottom of that blog page, then you just give us your email and your name. And then you can download the template that you can customize—the other item that Maureen was talking about. And then 12 weeks 12 sheets is also accessible on the blog. So again, same thing, you would just go to westgatecareercoaching.com, head over to the blog, just put in the search bar, 12 weeks 12 sheets, and then you can download that there.

Maureen Farmer

Excellent. So we always like to close off the podcast with our favorite restaurant. So I am going to talk about a restaurant that I just went to here recently. And then maybe you can talk about one that you went to in Toronto. So Maddison is located in Toronto, Canada, I'm located in Halifax, Nova Scotia, Canada. And I just went to a restaurant a couple of weeks ago called The Bicycle Thief. It's in Halifax and has the most excellent food, it was hot, there were eight of us for dinner, they brought out all of the food at the same time, the service was exemplary. I would go back there in a heartbeat. And I think I'm going to ensure that it makes its way on to our restaurant list that we're going to publish at the end of the year.

Maddison Shears

Amazing. Yeah, I can attest to that restaurant as well because I've been there before and it is very, very, very good. Really good food. It's like Italian mostly, isn't it Maureen?

Maureen Farmer

Well yes, there was a lot of Italian food on the on the menu for sure. So Maddison, you're in Toronto, what would you say is one of your favorite restaurants?

Maddison Shears

One of my favorite restaurants is ODDSEOUL. It's on a popular street in Toronto called Ossington Ave. And it's Korean inspired. So it's kind of like Korean Tapas. So sort of small plates, but very, very, very delicious. Super flavorful, unique. They're always kind of switching it up. It's not your typical Korean restaurant. It's more Korean infused. So it's really lovely. And the atmosphere is amazing. And it's on Ossington Ave. So if you do go there, then you're kind of like amongst a pretty fun street. Very lively, lots of music. And yeah, it's really nice.

Maureen Farmer

That is great. So Maddison, it was an absolute pleasure getting to do the podcast with you today. Thank you for joining me.

Maddison Shears

Thank you for having me. It was very exciting, like I said to be on this side, and I'm looking forward to editing it and publishing it.

Maureen Farmer

So, if you are interested in learning more about our 90 day plan, you can see it at westgatecareercoaching.com and we are so honored to have you listening to our conversation today. And if you have any questions whatsoever, you can reach out to me at maureen@westgatecareercoaching.com. Have a great day, Maddie.

Maddison Shears

Thank you, you too Maureen.