Jeremy Weisz 16:30
Were you worried about your job though, at that time? I mean, because obviously, when there was mergers, just they slash heads sometimes?
Dorothy Czylyski 16:38
Absolutely. Yeah, absolutely. A little bit. I mean, I was young, still, I didn’t really understand what it meant. But I did understand because the boss who recruited me to Publicis Welfare she was no longer because well, you don’t need, right, you don’t need two bosses running an agency that just merged. So I leave that part I understood. And of course, I thought, wow, like, do I still have a job? They said, yeah, we’ve transferred your contract, just go there. But do what you do best. And we’ll kind of figure out where to put you. And I threw myself in like headfirst. I think I felt at that time that I really needed to prove myself. Like I knew I was a good writer, I’ve had now five years of experience. And I did well, throughout. So that’s all I could do just throw myself in headfirst, I think being open to meeting the people in this new agency. Who do they work with? What kinds of clients do they were kind of support do they need. So I did that a lot. Like I didn’t kind of retreat into a cubicle, and just write, I made sure to introduce myself, let people know the value that I could potentially bring. And that was actually really important, because I think that is what kick-started my career in account service. Because again, I was a writer, and writer is still a role that is very key and very important in agencies. Another type of role is account service, right? And an account service. They don’t write, it’s a different kind of the you’re the one in accounts, you’re the one dealing with clients. And in my experience at Medicus, I was working very closely with the account directors, which they valued my skills for the science background, mostly the medical writing, but then the science background, the fact that I was able to understand the drug we thought we were working on I could explain the therapeutic area. They did not have science backgrounds at the time, some do now, but it wasn’t common 20 years ago. And so there was value there. So that’s when I got to work with them. They brought me into client meetings, I started doing presentations in front of clients. Again, mostly around my knowledge of this is the drug, this is the therapeutic area, etc, etc.
Jeremy Weisz 19:18
Yeah, you have to be a translator in that sense, translate the science to layman’s terms, in layman’s terms back to Science in that sense. At what point do you decide, I think I want to start my own agency?
Dorothy Czylyski 19:35
A little bit much later, right, of course, because I think we feel we had to. I’ve been doing this 20 years and NFA Health will be five years in January. So this was now 15 years in. So what happened probably I can explain very quickly within, I’m at Medicus and then how do I start my own agency. So I did end up moving into client service. And that was, again, that same mentor who said to me do what you do best. I worked with her for several years, she saw the value saw that what I could do. And one day, an account director ended up leaving quitting the agency. So, of course, now she had to backfill, and came to me and said, well, this person just left, you want to try being an account director because we need somebody. And I think you’d be really good in the role. Again, she’s seen me now doing presentations, I have the knowledge, but I was just never in account service. And I said, sure. Let’s try it. I was interested in it. I said, I would love to do that. Which is a weird path. Because I had a colleague come to me when that happened and said, wow, a medical writer turned account director overnight, like how does that happen? I guess there was a need, right? Sometimes, if you’re in the right place at the right time, things like this can happen. But I failed actually, I had to have a good story for you guys. I failed initially. Because as an account director, you get different clients that you work with, you’re not just working with one client, I had probably maybe four or five, because I took over the client base that the previous account director was working on, and just had to figure it out very quickly. And so a very big learning that happened there is because I’ve never done the role, one of the clients was actually right in the middle of filming a commercial for a drug. It was a birth control, filming a commercial that was in Toronto. And probably the next day that I became the account director, they’re like, well, you’re going to go to this studio with the client. Because you represent the account. I have never filmed a commercial been in production. I didn’t know anything about the role what to do. But again, I’m like, all right, so I went into the studio, I met the client introduce myself, I had no idea what I was supposed to do. And I think over time, probably a matter of weeks, it showed the marketing director at the company ended up going to my boss and said, like, this person does, like she’s lovely. But she doesn’t have the experience. Like we’re just not getting anything from. I mean, I’m not surprised. I had no idea what I was doing. And he actually asked me off the account, like just can you please find somebody else, which I mean, that for me, that’s a big fail, I was just put into this new role. And he asked me off the account, that was one account, I still had other clients, and I thought, okay, well, if somebody else is going to be managing this account, then I better figure out what to do with the other clients very quickly. Now, the other clients was a little bit different. We weren’t making a commercial it was I would say a little bit more traditional and more of what I was used to. And I dove in headfirst there and not was successful. So what does success mean in an agency, I mean, the clients then really enjoyed working with me the way that I was leading the team, internally at the agency, I ended up growing that business that I was working on, I doubled it in probably 18 months or so. So, okay, I can do this. And then that propelled me forward. I ended up leaving Medicus I was there also five years and went to another agency to run Client Services. I was VP of Client Services at another agency. And kind of quickly going to that’s kind of when it started, people started saying to me, like maybe you should run your own agency, which did not even cross my mind at the time. It just sounded really hard. And then I ended up at a different kind of agency. They did more strategy and insight work and not execution. It was important I’ll talk about it why kind of later for a reason. But I ended up there we did a lot of more strategy consulting for pharmaceutical companies, Insight generation market research. and they hired me to run their healthcare practice. So I was managing director of health care, they also had a big consumer arm working with Nestle and McDonald’s, which I didn’t have any idea about, but learned, learned the consumer space there. And then I became president. So it’s managing teams, managing operations, business operations. And I think it’s at that time that I thought I think I can do this, right, because you’re gathering experience from different places. And then when I ended up leaving there, because one of the partners sold to another partner, another one of these what you talked about earlier, that’s when I thought, what am I going to do now? And it’s hard when you’re a president of an agency to just go and find, I’m going to be president of an agency. Well, those jobs don’t come around very often, right. And that’s where somehow I thought back to, what can I do? How can I do this, and it just seemed really hard for me to just open up an agency from scratch. And as they say, like, sit in my basement and do what is right to try to get client’s ideas. No people, no capital? Nothing, no support.
Jeremy Weisz 26:35
At the time too, Dorothy, what was family life looking like? Did you get married, have kids at that point? Because we’re not just operating in a vacuum. Right? I mean, you probably had other stuff going on in your life that would make life makes it difficult sometimes do those things.
Dorothy Czylyski 26:52
Yeah, absolutely. And actually being throughout my career being in account service, does require a lot of travel. So in the, like, 15 years leading up to when I started NFA Health. My kids were young, and I was traveling a lot. And it wasn’t easy. I can tell you, my husband did not enjoy that. Because I was traveling, sometimes I’d be on a plane once a week, not for any long stretches of time. But even going for a day is a 16-hour day, if you have to get on a plane and go to a meeting. So my kids were little five years. So my kids are now 13 and 16 today, so five years ago, they were what like eight and 11, so bigger, but definitely not independent. But absolutely that then it’s something at that point, you’re having conversations right with your family with my husband, he was actually very supportive. I think he also believed that this was something that I could do. And was so he’s like, “yeah, you should do this, start your own agency.” Actually, he said, “we’ll try it for a year.” That kind of gave that leeway like and see what happens that we’ll try it for a year. And I get it, he was also working full time. So then what ended up happening is I approached Serge, we were connected throughout my career, even though when I left Medicus, probably in the mid-2000s, or so I wasn’t in touch with him. But LinkedIn makes everything a very small world. So if people move around, you kind of have a sense, right of what people are doing and where they’re going, even though you’re not connected. And actually, that’s exactly what happened with Serge. He, after many years, left Publicis and opened with another partner, an agency. So I kind of knew he was doing that then I was very aware that him and Dave started No Fixed Address Inc., which started in 2016. A lot of press releases at the time were coming out about this new agency that was on the block. So I started reading those like what Serge doing now what’s the philosophy? And I liked what I read, the philosophy of No Fixed Address was not that we didn’t have an address we did because they had an office from the very beginning it was a no fixed philosophy. So from the beginning, from all the experiences that they had Serge coming out of Publicis and his you know, great experience and agency world. David Lafond, having run cassette in Canada and being part of Publicis, proximity, they had a lot of experience and you kind of gather what the need is In the market, and what they felt the need in the market at the time was, we kind of have to go back to the madmen days, I’m sure we’ve all watched Mad Men where an agency was able to basically provide and do for the client, whatever they needed. See, the market was very fragmented, I think kind of post that digital where everyone started splitting up. And we’re now a digital agency, and we’re a creative shop, we do market research we do. And what started happening is clients were working with five, six agencies on one brand. Why? Well, because this agency has this expertise. And this agency has that expertise. And it kind of made sense. That’s how they explained it to themselves, well, I need these different partners, because they have varying expertise. And of course, I want the best partner to do what I need. But it was very fragmented, inefficient, right, expensive, probably took a lot of time, like for clients specifically. And then the client, if you’re managing six agencies, you’re a project manager, a lot of the time, and then you’re explaining the same things over and over. So Serge and Dave’s idea was to kind of bring that back and we do everything for that client in a one-stop shop. And it’s not to say that we’re the agency that knows and that can do everything. It was can we bring in the expertise that is needed those subject matter experts, whether you’re a creative, whether you’re a digital expert, or have UX, lead, or media, or public relations, or production, right, those are all components that, working with a client, you need to make something whether it’s a brochure, a website, a TV commercial, the idea was just bring that all in-house, and offer it to clients as a one-stop shop. So it was the no fixed philosophy translated into no fixed solutions. And it was about solving for the client and not selling that one thing that we were capable of. And I really liked that. So that kind of truly full-service model was a big part of it, the digital expertise at the time, that was important. And then strategy. I think strategy was really important. Dave’s wife was one of the lead strategists at Publicis and that was important too, because it’s the, if you have good thinking and good strategy, then that translates into the execution, like what is it that we need to do? So I learned that when I was part of the insight and strategy company, you really have to figure out what is the market looking for? In my case, it was what does the doctor need? What are the patients looking for, you have to understand that first, in order to come up with what are we going to make for them that’s meaningful, that’s relevant, that will make an impact that will get them to do an action, right, that’s marketing, at the end of the day, we want them to do something, but it doesn’t just come, we have to go back to the market. So No Fixed Address, was doing that in the consumer space. And after my 15 years of experience, I thought this is what pharma needs that they didn’t have. So there really wasn’t an agency that was offering this truly full-service, one-stop shop. And I knew that at least in the pharma space, I thought, well, that’s really important to them. The second part was pharma and digital. I mean, I think pharma figured out digital during COVID, which was just like yesterday, right? So consumer space is very well ahead of that. So having that digital expertise, which No Fixed Address had was the second component, and then just being strategy LED. So again, coming out of and really understanding why insight and strategy is important and you leading with that, so that you can do execution. Well, I thought, if I can take those three things, which I know No Fixed Address has. That was what I asked myself, can I introduce that model to the pharma space in Canada, and that’s what I want to Serge with. So that was the vision that I had the idea. I contacted Serge he invited me to come to No Fixed Address and have a chat. And that’s exactly kind of how I pitched it to him. I thought you guys have a really good model at the time, No Fixed Address was two years old, two years old, and they were 85 people. I remember that the day I walked in. So I thought, wow, for an agency that’s two years old to have 85 people, clearly your model is working, you’re successful with the consumer clients that you have. Can I take that model Serge and introduce it to the pharma space? Here’s why I think it will work. Serge is very entrepreneurial, as his days. And they thought, sure, let’s do that. They gave me a laptop, pretty much that’s all I got, a laptop, because I think they were taking a very big risk. And I understood that. And when my husband said, let’s try it for a year. It was, you know what I even said to surgeons, they don’t pay me. Because I need to be able to prove to you that I can do this, don’t pay me a president salary, because then there’s an expectation, right, you’re getting paid, in terms of you know what, so I really kind of came at it from an entrepreneurial perspective, if I was doing this from my home, I mean, nobody would be paying me either, right, I would have to go find the clients, I would have to find the work and then I would get paid. And that is the model that we working with the Chief Financial Officer at No Fixed Address at the time, I said, you know, I’ll get paid when I bring in clients. And it would be very clear what that would be because those clients would be pharmaceutical companies, which is very different from what No Fixed Address is doing. And January 2019, is when No Fixed Address Health opened its doors, we created a press release to announce that No Fixed Address is going into the healthcare space, which is exactly what it was doing. And I started reaching out to my network. That’s how it started, just from the 15 years that I’ve been working in the space. I started contacting people and saying, I’m now doing this. Remember, we had a good relationship we worked very well together. Here is I am now part of this agency. Here is what we offer. And it was a lot of coffees and a lot of meetings. I had a spreadsheet that I wrote everything down on. And the goal really was to have as many conversations, coffees, meetings, whatever it is that they wanted as possible.
Jeremy Weisz 37:45
What was the first time? Maybe you can’t share names. But the first big milestone where you got a client?
Dorothy Czylyski 37:48
Yep. I remember it. Well, of course, because that was the first time we ever got to record revenue. So it took a while. I think over probably 200 meetings, coffees, chats with potential clients. I’ll tell you I mean, we’re all like, human, and we all knew each other. So if I knew you, and we had a working relationship, and I came to you and said, hey, I’m doing this, you’d be like, great, Dorothy. Congrats. That’s amazing. Let’s have a coffee. Of course. Right? You welcomed the meeting, we would chat. The problem was these were pharmaceutical companies. It’s not that easy. You need a master services agreement to work with them. Nobody is waiting for an agency like, everyone’s like, we have agencies that we work with. So the idea was, can we get a project? Can we do something, given this unique model that we have the capabilities that we have? Is there something that you can give us I understand you have an agency, and I understand I don’t have an agreement? Right? Could we do something that’s project-based? That was the idea because I had to break in somehow. So one of those meetings, again, somebody that I actually worked with at Medicus in my agency life, was working at a pharmaceutical company, and she said, we were sitting over lunch, and she said, and this was July. Remember it well, so it was six months in six months. And she said we’re putting out a request for proposal RFP, which is what companies do, right that agencies pitch on. We’re putting out an RFP we want to build like a really cool interactive digital medical education program for physicians. I said please, give me an opportunity to respond to the RFP, right like it’s no kind of skin off her back because she could give the RFP to whoever and it’s competitive. So RFPs might just give me a shot to respond to this RFP. She said, yeah, sure, I can send it to you. That’s no problem, because then it’s on us to come up with whatever it is that they were asking for, and present it back. But I remember at lunch saying, Dorothy, did you know what the budget is that we have to build this digital, innovative medical education program? I said, well, I mean, I have no idea. And she looked and said, it’s $800,000. I’m like, wow, like, they’re clearly looking to do something really big. If it’s $800,000, I thought, well, I have to try. I mean, I had no idea what I was gonna do at the time, give me the RFP, I got it. I spent all of July, figuring it out, writing it, of course, working with the team, like I only had two people at the time, myself and I hired one other person who’s now my business partner from a previous company, he ran insight and strategy there and knowing if we’re going to lead with insight and strategy, that’s who I need to have. So we were working together along with the digital team at No Fixed Address, and we came up with an idea for this medical education program. It was a choose your own adventure for physicians, where we thought we’re going to incorporate video, we’re going to record patients talking about their experiences, and then based on what the patient’s said, and the physicians would be listening to that they would then choose the appropriate next step. So that was the idea that we had for this program. And we built it out into like a proposal and a presentation. And we went in to big boardroom in this pharmaceutical company, and we knew it was competitive. And we won. We won this project. And it was a project. But it was big. Yeah, it was exhilarating. I mean, the idea was very good. And I knew kind of, in the back of my mind, like they have to pick this, this is so good. Like, it’s going to be amazing if they do this, and we won it. And of course, that project was going to take I think our timeline was probably six months to build this platform. But now knowing that we would have the budget that kind of allowed me to hire thing I hired maybe only like two people because we were working with our digital team at No Fixed Address Inc., to build this thing. But that was the first as you ask big project that kind of, I don’t know, set our trajectory and put us forward. And then somehow, I think people say the first one is always the hardest. And then the second and the third somehow just comes. And that’s exactly what happened. And then we started getting another pharma company asked us to do a workshop, again, another project, we did a workshop. And another company towards the end of 2019, towards the end of our first year asked us, if we again RFP to be an agency of record, which, again, that was another big opportunity, because being agency of record now means you’re no longer just doing one project, you now have the opportunity to do everything that that company needs for that brand. So pitch that we won that. So we now had agency of record, we had this project, we had other little projects. So by the end of year one, we were five people at No Fixed Address health. And I think we tripled our revenue goal. Because initially, I think I said to Serge and Dave, you know, if we just break even then they’re really not making any investment. Right? If we’re breaking even we’ll kind of see what happens. And Dave always would say to me, I would always kind of meet him in the kitchen, as we were making our morning coffee, because I would always report back how many meetings I had Dave this week, nine meetings next week, I have seven the week after 14 meetings. And Dave was always like, just keep going, keep going because having so many meetings, someone’s got to give you something at some point, right? They’re going to convert and that’s what started happening. I think is just you have those conversations and if you stay on it. If you keep following up, it takes a long time. I think for us, it probably took about a year. They started coming, they started converting. So we’re now in a very different spot five years later, but it’s been amazing.
Jeremy Weisz 45:16
Dorothy, I don’t know if you still have a little more time, I have a couple more questions. I know I want to respect your time, but six months to get the first client. It takes a toll mentally, especially having 199 meetings, and this is 200. How did you keep your spirits up because now you say, looking back, we’re smiling? We know what happened. But at the time, you’re like, I be like, this is my 167 meeting. Five months have gone by? I don’t care if it’s like, oh, yeah, well, we’ll give it a year. Like I’m still in my mind nervous. I mean, all these emotions will be running through my head. How did you just stay positive? And just keep going?
Dorothy Czylyski 46:11
Yeah, it’s a great question. So of course, I was thinking that I think a big part of it was knowing I gave it a year. Right. So I think, in a lot of things, if you set a goal for yourself, often think a lot of people will tell you mentors, books you read, when you set a goal, don’t just set a goal, but put it against a timeline. Right. So I think it’s for that reason, so that you don’t give up too easily. And so my timeline was a year and I fully realized, and I even remember saying to myself, if I don’t get clients by a year, I will not have a job by the end of this year. I was fully aware of that. And so yes, I had a goal. But then I also had a timeline. So I think maybe a little bit of that was knowing that we’re still within the year. Right? So July, yes, was a long time. Because it was that five, six months to get a first client, but I was still within my timeline. I am also in general, a very optimistic and positive person. Always, for sure. That helps. Like I get criticized sometimes that I wear pink glasses everywhere I go, like the world to you is like rosy all the time. And it’s the glass half full versus glass half, I’m always glass half full. That’s definitely that contributes because then, you don’t beat yourself up over it or think well, like this is impossible, or oh, I can’t I can’t I can’t do this anymore, right, and you give up maybe too quickly. It’s just stay within the timeline. And I think keep at it. And I did keep at it with the same like energy, and like fervor that I had from day one and just keep at it. Like I was staring at that spreadsheet every single day. And if somebody didn’t get back to me, I would follow up. And then I would record that. Did I hear back from this person? Do we have a meeting? We don’t have a meeting, let’s get a meeting. Can I come? Okay, what is the outcome of that meeting? Well, they said to call back in three months, because they might have something then sure, I would write that down. And then when that three months came, I would reach back out. Hey, I remember you mentioned three months is now a good time. Right? And you kind of once you build up your list of contacts, so I was doing that very strictly.
Jeremy Weisz 48:39
I mean, logically, I realized, okay, well, the sales cycle, maybe six months or maybe a year, whatever it is, but emotionally, I feel like it’s still takes a toll even though we know that. I love to highlight what you do for a second. And I don’t know, I know, we maybe only have time for one of these. But I know you did something in the prostate space, you did something in the overactive bladder space. I don’t know which one would be best to kind of highlight how does it work to work with NFA Health? What does it look like? Which one would be better?
Dorothy Czylyski 49:17
We can talk about the prostate example. So what we do with pharmaceutical clients. So as I mentioned early on, it’s supporting the marketing teams that are within the pharmaceutical companies. There’s pharmaceutical companies make drugs that they, I say sell, doctors ultimately have to prescribe the product in order for that drug to be sold in a way. So the doctors are the customers. They’re not our customers. They’re the pharmaceutical companies customers. So, what we do is make all of the materials that they would need, again, whether it’s a patient brochure or whether it’s, they want to build a website for that brand that a doctor might go to, or a patient might go to. Those are two different kinds of websites, etc. But they also create campaigns, the TV commercials that you see, that is a big part of what a pharmaceutical company marketing team would do with an agency. So we create a lot of these materials, we create a lot of these kinds of campaigns in the prostate case, specifically, we’re working with a company that has a couple of drugs that are for prostate cancer. So you need to be diagnosed with the disease in order to be prescribed these treatments. And there’s many different treatments available on the market, at different stages of your disease. And in this campaign, we were working with the client simply to make men obviously aware that there’s many other treatment options that are available. Kind of it sounds common sense. But what we discovered through our insight and strategy process, which again, is really important in terms of what are we going to say in the advertising, what is important to that patient, we discovered in speaking with men with prostate cancer. So of course, for the most part, these are older men, men don’t like to go to the doctor, right? Number one, it’s usually like the wives or the family who tell them to go and then if they go, it’s like, oh, I’m going to the doctor. And then they kind of sit there and they don’t say anything. They listen to what the doctor tells them. Okay, I’ll take the pill, and they go do that, that for the most part of you, you’re laughing, because I think maybe it’s true. But that is what we uncovered in speech, they’ll talk to their buddies, their friends.
Jeremy Weisz 52:09
I’m laughing, Dorothy because, I call myself a recovering chiropractor. And when a man would come in my office, I would say there’s three reasons why you’re here. Something’s about ready to fall off your body. Your significant other told you to come in, or it’s a combination of those two. Right? And that’s the like, which one is one, two, three? So it was usually one of those three options?
Dorothy Czylyski 52:37
See. That’s it. And so they find it really hard to have conversations with their doctor. And especially as you just say, prostate, like it’s cancer, it’s scary for many people. But absolutely, there’s things going on in their heads, right. They’re thinking of so many things themselves, they’re thinking of being well, having a good quality of life, surviving, supporting their families, their jobs, they have lives, of course that they want to be able to maintain. And so the insight was, can we help these men have conversations with their doctor? And why would we want to do that is because we wanted to give them the opportunity to open up a conversation about treatment options, and not just kind of go and not say what your goals are, men have different goals, I want a good quality of life, because or I want to extend my life as long as possible, because or sometimes, depending on the goals that you have, there’s different treatments different, someone may be appropriate for surgery, someone may not want surgery, right? So there’s different circumstances. But if you’re not having that conversation with your doctor, then the doctor often is just guessing, and they do what they know to do or what they have done with other patients. So if we can just get them to speak, to tell the physician that that was the goal, how do we get them to do that? Right? Because if men can’t open up, can we help them? So that was the idea behind the campaign, and it wasn’t easy. And what we ended up doing was the campaign was called Crucial Rehearsal. Right? Again, if you don’t know the words to say, then you rehearse. We have to give you something that then gives you the confidence, the ability to be able to say what you want to say.
Jeremy Weisz 52:38
Because sometimes people don’t even know what questions to ask.
Dorothy Czylyski 52:48
That’s exactly it. Actually, it’s part of our, men don’t know what questions to ask. So we created a website it is still alive. It’s called crucialrehearsal.ca not com it’s .ca because it ran and Canada crucialrehearsal.ca. And you’ll see on that website what it gives men is three questions that they need to answer. Again, we wanted to make it quick, we wanted to make it simple, because we wanted to keep the attention of the men that were going there. And the questions were around their goals. It was around their goals, their lifestyle, things that they wanted to maintain that there, there it is.
Jeremy Weisz 55:35
If you’re listening to audio only, you can see the video, there’s a video here, we’re looking at nfahealth.com. But then we’re at crucialrehearsal.ca right here.
Dorothy Czylyski 55:48
And all they had to do was answer three questions, what matters to you most? What’s your top priority? Right? Easy for someone to answer, you can click on that. And in seconds, go to the next one. Second question, what’s most important to me? The various things could be important to different people? And what am I most interested in as it pertains to my treatment, really quick questions, and then that generated less than a one-page script that, hi, Doctor, I’d like to take a few minutes to talk to you about my prostate cancer care. And it incorporated the answers just from those three questions that they had answered, they could download it, they could print it, and they could just bring that with them to their doctor’s office, either. If they’re going on their own, they could even just read it, and the doctor would know what’s going on. Or they could go with somebody, but at least the idea was, those kinds of things that we know men were thinking about. It’s sometimes embarrassing to talk about, how can I bring that forward? There’s a video on the website that kind of explains kind of the emotional state of men. And why it’s important to have that script. So it was very successful. That ran last year and actually was so successful that the company we’re doing a another iteration and version of the campaign, it will also be called Crucial Rehearsal. But it will have a different insight attached to it. Different creative and different executions. We’re actually working on that as we speak.
Jeremy Weisz 57:33
I love it. And you could see here, there’s obviously get the facts on prostate cancer. So there’s a lot of information here, which has probably what you have found the most common questions, what is prostate cancer, what happens when it spreads, treatments, side effects, all this stuff here is also on the website. Absolutely. I just want to first thank you, Dorothy, and thanks for going a little bit over, this is really fascinating. Your journey is fascinating. And your specific niche and expertise is really fascinating, especially in the health space. So I really want to thank you to share your journey. And if anyone wants to learn more than go to nfahealth.com. It had me hooked because when you like navigate around on the page, it actually has this cool feature that is like you’re actually looking at faces here. So I started to like okay, what else is on here? I’m poking around, but there’s a lot of really good information. They have a new section. And just check out NFAhealth.com to learn more. And Dorothy, thank you so much.
Dorothy Czylyski 58:51
Thank you so much. It was a pleasure. Thank you for allowing me to talk about what I’m passionate about.
Jeremy Weisz 58:57
Thanks everyone.
Dorothy Czylyski 58:59
Thank you.
