@Lauriann Greene Hi! I may be able to help with SEO and metadata for books, and I’d be happy to connect if you’re still looking for the person who was recommended. Do you happen to remember anything else about the specialist or where you saw the original recommendation?

@Julie Ruiz Rotte Thank you for sharing the update, and I’m glad you decided to try it again. It sounds like you finally got through to the correct page without the warning appearing, which is a good sign. Hopefully, everything goes smoothly and the books aren’t delayed. I really appreciate you keeping me updated as well. Do you think you’ll hear back or see any progress on the books soon?

@Julie Ruiz Rotte Okay no problem, I will be looking towards your update on that.

@Gary Anderson Haha, I completely understand that frustration! Page numbers somehow have a special talent for making a simple task feel like a battle. But I think you’re being a little hard on aging, it may not be the aging itself, just the fact that computers refuse to make the simple things simple. What part of the page numbers is giving you the most trouble this morning?

@Joan Grant I completely understand that struggle. One thing that helps is to avoid trying to proofread everything at once. I usually recommend doing separate passes, first for structure and clarity, then grammar and spelling, and finally reading it aloud to catch awkward sentences or missing words. Fresh eyes also make a huge difference, so taking a day or two away from the manuscript before the final pass can help. What part of self-editing do you find the hardest, grammar, consistency, or spotting mistakes you’ve read over too many times?

@Darla Mondragon I think the key is to keep operations as lean as possible at the beginning. I’d personally handle the core decisions and customer-facing work myself, then bring in a VA or operations support for repetitive tasks as the workload grows. That keeps overhead low while still giving you room to take advantage of launch momentum without trying to build a large team too early. I’m curious, what part of the day-to-day operations are you finding most difficult to manage right now?

@Darla Mondragon Hi Darla, thank you for sharing that. I actually think your approach makes a lot of sense, especially since you want to enjoy retirement while still having the business structured properly. An operations manager would essentially make sure the business runs smoothly day to day. They could oversee systems and processes, coordinate contractors or team members, track deadlines, manage customer support, monitor workflows, and make sure projects like the course, licensing, and speaking opportunities actually move forward. You would stay in the oversight role rather than getting pulled into every small operational decision. Since your son is creating the book and you’re building the business side, I’d recommend getting the core systems and responsibilities clearly defined first, then bringing in an operations manager when there is enough ongoing work to justify the role. The course, licensing, and speaking could also become separate revenue channels rather than trying to launch everything at once. What is the main goal you and your son want the company to accomplish in the first 12 months?