When things go wrong, most leaders jump into problem-solving mode. But in this candid and insightful episode, Diego Camacho reveals that what really transforms teams in crisis isn’t the fix—it’s the framework. Claire and Diego unpack how pressure exposes gaps in trust, clarity, and leadership identity, and why repairing those moments requires more than action. It requires presence, values, and the courage to pause.
00:00 – Intro
02:14 – When everything went off script
05:47 – The instinct to fix vs. the need to pause
10:01 – Identity, presence, and values under pressure
14:30 – Real trust-building moments
17:42 – The power of honest reflection
20:58 – How leadership evolves through failure
26:04 – Neuroscience: the brain in crisis
30:55 – When you realize you’re the system
34:10 – Wrap-up and key takeaways
Follow Claire on LinkedIn: https://www.linkedin.com/in/clairehayek/
Follow Diego on LinkedIn: https://www.linkedin.com/in/diegocstern/?locale=en_US
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What real leaders do when things go wrong (and why it changes everything) with Diego Camacho
[00:00:00] Claire Hayek: Think about the last time something went wrong at work. It may might've been a missed target, a client issue, or just a tense conversation. In moments like that, most leaders instinctively look for who is responsible. Maybe we're pointing fingers here. Today's episode is about a leader who did the opposite, and how that single decision reshaped the way people around him.
[00:00:26] Showed up under pressure.
[00:00:37] Claire Hayek: Welcome to the NeuroLeadership Edge. I'm Claire Hayek. I'm a NeuroLeadership expert, TEDx speaker, founder of Mind, soul Purpose Team Building, and my work focuses on one thing, pressure breaks leadership and team performance, and I design the systems that prevent it. This show is about what actually happens in your brain [00:01:00] when the stakes are high, and how to stay clear, grounded, and effective when it matters most.
[00:01:06] In this episode we're talking about leadership. When things go wrong, you're gonna hear what happens to teams when leaders lead through blame versus protection. Why psychological safety changes performance under pressure, and how staying human actually strengthens authority instead of weakening it. My guest today is Diego Camacho.
[00:01:31] Diego is head of his division in the digital advertising industry with over 11 years of experience across multinational companies in consumer goods, pharma and tech, working across Mexico and Latin America. What stood out to me about Diego isn't just his role or his results, it's how intentional he is about leading people.
[00:01:54] Especially under pressure. Diego, how are you?
[00:01:59] Diego Camacho: Hey, Claire. I'm [00:02:00] doing great. Thanks for having me.
[00:02:01] Claire Hayek: Yes. Well, we're really happy to to have you on the show. It's been a long time waiting, but here we are. So that's cool. All right, Diego let's dive right in. Can you walk us through that experience with the client, that meeting that went wrong, and what happened when you went back to the office?
[00:02:19] Diego Camacho: Yeah. So I wanna talk about this experience in particular because it changed the way that I thought of leadership, right? So I had, at this point in my career I was managing an account. It was rather early on and. I was a bit direct with the client. I used to be pretty straightforward not managing what I said or when I said it, or to whom I was saying it.
[00:02:45] And in this case, I came out quite rude, I think. I didn't measure what I didn't measure what I was thinking and how to explain it. So everything came out like if I was talking to, not to a client, basically. After this, the client [00:03:00] obviously didn't like my attitude and they said that this was gonna be a big problem and that they'd rather not work with me anymore.
[00:03:08] So obviously after all, after the confrontation and everything, and I am going back to the office. Expecting my boss to tell me something, to let me know how I messed up or all the things that went wrong because of how I acted. And instead he was the first person that said, Hey, you know what? The client called me.
[00:03:29] I stood up for you. I don't know what happened. I don't care, but I know you so. I took the hit for this one because my job is precisely that. My job is to be the one that fights for you to be the one to take the hits the bad guy. When we need a bad guy in the situation and you have the, you're the one that needs to be there for the client.
[00:03:48] So never be afraid to ask for my support instead of trying to take everything on your own. It was the first time that I had a boss that did, that, did this, like in the past it was a [00:04:00] complete opposite types of bosses who just told you what to do and to be focused and to be every step of the way, like challenging and be aggressive and everything.
[00:04:09] And this was the first time where I saw someone. I respected and had a successful career, but was taking a different approach to leadership than the ones that I was used to. So this truly had an impact on how I saw things from that moment on regarding leadership.
[00:04:26] Claire Hayek: Right. I bet. I mean, it's not really the reaction.
[00:04:29] You might have expected, because obviously you're somebody that's very responsible. You probably, and you said it right at the beginning, you felt that, you know, maybe I was a bit out of line or maybe I said something I shouldn't have. Maybe I should have put the filter a bit more, a bit, maybe dosed it down a little bit.
[00:04:44] But what's really powerful about this is this moment basically is what didn't happen. So your boss at the time didn't look for someone to blame. He didn't throw you under the bus. He actually absorbed the pressure. And from a brain perspective, that really [00:05:00] is important more than people realize.
[00:05:02] This is not about not having your team members take responsibility for their actions. This is not about that, and always taking the blame. That's not what we're saying. But what's important from the brain perspective is when a leader steps in like that. And has your back. What? What it tells your brain, basically the employee brain is that I'm safe and safety is what allows the brain to stay online under, pre, under, under pressure, under stress.
[00:05:34] So you, he really helped you help ground you, even though you probably. Stressed out and everything. He was able to just calm you down instantly by absorbing a bit of that pressure and saying, listen, you're safe here. You made a mistake. Maybe I got you. And this is really important. I really am.
[00:05:53] I'm glad we're having this talk because I think people don't realize this in these situations. But let's keep going. I wanna unpack this a bit [00:06:00] more. So when your boss said, my job is to fight for you. How did that change the way you showed up after that moment? As a leader, as an employee, as an ambitious person how did that shape you?
[00:06:20] Diego Camacho: That's a rather good question. It made me think of this something similar to what happens in friend groups or in families. It made me. It made me see things where,
[00:06:37] where you need to, where you need to think more of what can you do for the group or what can you do to improve the others, the other people's, let's say lives or the other people's confidence or the other person's trust in, in, in them. And which ha, which I think brings out the best version of people because as you said before.
[00:06:57] Once you stop being worried about the [00:07:00] difficulties, once you stop being worried about being challenged or at being scolded or whatever, you truly believe that what you say, what you do, has the back, has back pass enough support.
[00:07:14] Claire Hayek: Yeah.
[00:07:14] Diego Camacho: That's
[00:07:15] Claire Hayek: the word. Yeah.
[00:07:16] Diego Camacho: To let's call it, to try different things.
[00:07:19] To try and being yourself to try amp. Do things differently to get a different result than what's traditionally expected. So by doing this I shifted completely the way that I think of, towards that type of leadership that this boss of mine had to fight for my team, to fight for the people that are there.
[00:07:39] Because in the end, if I make sure that they're, they have the resources, they have the capabilities to. To deliver, then they can do their job well, and by them doing their job well then I also do my job well. So I think that instead of approaching this on a high stakes, high pressure, high motivation, like this [00:08:00] traditional tech culture that has been predominant for the past years,
[00:08:04] Claire Hayek: yeah.
[00:08:05] Diego Camacho: I think that by doing this you also get exceptional resort, exceptional results. Yeah. But without the burnout that sometimes the other types of leadership bring. Because in the end, yeah, you can always ask for a hundred percent from someone. Until you can't, until there's not enough or there's nothing left for them to give.
[00:08:23] So in this case, I think that it has allowed me to be there for them, which in turn make them be able
[00:08:29] Claire Hayek: to deliver and feel safe. So this is exactly what we're talking about. So the brain is this is the, this is what's going on. The brain is always asking me one question, am I safe or is there a threat?
[00:08:42] Do I run for my life or I'm okay, I can relax. Right? So when you start blaming people, it pushes them into protection mode. Like they have to protect themselves, they have to stay safe, right? And, but when you support them. It pulls them back into focus it, it gets them to relax. [00:09:00] And this is where performance is, when pressure is not taken away from your focus, right?
[00:09:06] They're calm, they're focused, and they're doing what they're supposed to do, which they're great at, right? So this is why teams don't perform better under fear, under toxic environments, under threat. It's just normal. And I think a lot of. A lot of leaders, unfortunately, I'm not saying, you know, everybody's like that, but when we are under pressure as a leader, so we are now in fight or flight, we're trying to stay alive, and then we project that as well onto our team.
[00:09:35] 'cause you are not able to regulate our own pressure. We're not able to. Bring it back to our prefrontal cortex where we are managing and with calm, we are bringing it back to clear decisions, focus, alignment. We cannot regulate our own thing, so how do you want us to support others when we are not solid?
[00:09:58] This is why [00:10:00] pressure proof, performance is something that. Is practiced and is learned and is trained. It doesn't automatic. Nobody teaches a school when you're in fight or flight and you're freaking out how to bring it back to your prefrontal cortex. Nobody teaches you that. Yeah, they do teach us breathe, which is great and it helps, but there's way more than that, especially for leaders.
[00:10:20] So anyway it's great to see that, you know, this experience was kind of a gift for you because it really put you back onto that focus. Focus on, oh, so that's how it works. This is how he made me feel. So I'm gonna change the way I react towards my people. Which brings me to my next question.
[00:10:40] You did mention to me one, something really important about remembering that everybody. Is different. So how did that, when you realize that, how did it change the way you lead your team daily when you are like looking at your people going, they're [00:11:00] all different. They can't all be in one box.
[00:11:02] How did that change your leadership and how you dealt with the day-to-day with your team?
[00:11:08] Diego Camacho: I think that was another thing that. That had a big impact on how I did things. Not only when I became a leader, but even from before when I started being like a person of trust of the, of my boss in another company, I started to notice that yes I know how to do things.
[00:11:29] I know how to deliver. I know how to perform right. That way that I do. But at the same time, there are other ways of doing the same thing and delivering. So this started to, to become like, it sounds so obvious, but it, I it started to become. Notice I started to notice this when another person that I was working with started to also like, also delivered results.
[00:11:53] Also was a high performer and everything, and I noticed that the types of work that we did the way that we [00:12:00] approached the different tasks that we had to do was quite different. So I started thinking, okay. I know my way works, but it's not the only way of things
[00:12:10] Claire Hayek: working. Right.
[00:12:11] Diego Camacho: And then as I continue to develop I liked to, to take different courses about leadership, about both psychological psychological topics me being me being a person with a DHD and everything.
[00:12:26] So you start to. Get a lot of different tools, a lot of different let's say information that helps you evolve both personally, and that you can then start to reflect on maybe this is something that somebody else is also going through, or they are going through their own battles. So this mix of, okay.
[00:12:44] There are different ways of doing things that are not my way of doing things Right, but still deliver. And people are going through different things or have gone through different experiences in their life, which shaped them differently than what, than who I am. It's rather, I am [00:13:00] I'm not finding the word it, but the word for it.
[00:13:02] Empowering. No. The other way. It's it would be presumptuous of me to think that everybody can, oh,
[00:13:08] Claire Hayek: no, you're not. Okay. Right. Yeah.
[00:13:10] Diego Camacho: Yeah. So. I started to notice this and it's like, okay, me as a leader now I have a say on how people will be working and I can be the person that I would've liked to have in the past.
[00:13:24] So by remembering that people are different, they approach things differently. They have different backgrounds, different experiences, different triggers, different expertise. There they are obviously individuals. So if I try to manage everyone the same way I may be. A good leader for some, but a terrible leader for others.
[00:13:43] The type of leader that I wa, the type of leader that I had in the past, I had both good leaders and bad leaders, and the difference I think, between them was how they approached my way of doing things, my way of being an employee, my way of performing. So once I worked with someone that. Started to [00:14:00] notice the opportunities that I have, but also the strengths that I have.
[00:14:03] I was able to take the next step. I was able to truly become a better performer. So that is the type of thing that I wanna do. Obviously there are certain profiles or there are different types of people that I get along better. Yes. But at the same time that,
[00:14:18] Claire Hayek: yeah,
[00:14:18] Diego Camacho: that shouldn't be the reason why I.
[00:14:21] I try to be a good leader for them. Like, okay, maybe we won't be friends, but I'm for sure gonna do the best thing the best that I can to give you the resources and to be the type of boss that you need. Be it a more involved or a less involved being. Be someone that's more emotionally engaged.
[00:14:39] Exactly. Or let them process their own things. But at the same time, I'm gonna make sure that I give them the resources and that I give them the opportunities. To continue developing themselves.
[00:14:49] Claire Hayek: Yeah. So I mean, you know, this is one of the biggest blind spot in leadership that we see, unfortunately, that we see a lot that, you know, same role.
[00:14:58] It doesn't mean the same [00:15:00] brain.
[00:15:00] Diego Camacho: Yeah,
[00:15:01] Claire Hayek: same title. Doesn't mean it's the same triggers. Same patterns, same way of doing things. And when leaders like you, like what you mentioned, when leaders adapt to the person instead of forcing the person to adapt to the system, the engagement changes completely. And it's a huge blind spot.
[00:15:21] Especially with leaders that have very this score very high on self-sabotage when it comes to control. They are not able to flex enough in order to see another way of doing things because they, their brain is resisting. Yeah. It doesn't want that means it's out of control. If I let them do it their way, then this might not go well and then you know, then it goes into that, you know, fight or flight survival mode.
[00:15:46] So it puts pressure on them. So, but when you see that blind spot and what that is doing and allowing people just to breathe around you. It actually is extremely good for the leader. Now you are [00:16:00] tapping into their full potential, getting them engaged, and you get to relax. You get to learn a little thing or two.
[00:16:06] Yeah. And you get to grow and you set it, you have to work on yourself in order to be able to to anticipate that. And anyway but you know what, a lot of leaders think they're actually alone and wanting to do things differently. And I'm actually curious to know, what would you say to someone maybe listening right now, who feels the pressure to try too hard?
[00:16:29] You know, that's trying too hard, that, feels that pressure to be tough, to be distant or just results driven. Purely a hundred percent results driven in order to gain that respect or be taken seriously. What would you say to someone like that feels that pressure or putting the pressure on themselves Really?
[00:16:48] Diego Camacho: It's a tough place and it's tough the say, the first time that you do it, but. Do you, you have to take a chance. In the end try. If you think that the only way of [00:17:00] getting, earning respect is by continuously doing what you think is the way of doing things, and always trying to make people bend to your will, and always asking for more, demanding, more, trying to be even more only thinking results.
[00:17:15] Results, results. It's not sustainable. It's if you see it from both professional a professional viewpoint and from a personal viewpoint, it's unsustainable in the end. Professionally, what happens when you just can't? Because there comes a time there, like there are certain situations that no matter how strong your W Wheel is.
[00:17:37] They just won't happen. And if the only thing that you have going for yourself is that you have your determination and your will, and you are going to plow through everything, when something like that happens, when something that no matter how much you do, it won't change. It's life altering. It's. It's so [00:18:00] complex because it's not only limiting what you are asking for, it's also limiting the perception that you have of yourself.
[00:18:06] Claire Hayek: So I think that, and this is where it shifts. It shifts to the personal part. To the personal part, right? 'cause I understand that being vulnerable, this is Being vulnerable. Yeah. Vulnerable. Accepting that you don't have all the answers, accepting that you have to bend. That you have to shape yourself in certain situations to a way that you're not used to it.
[00:18:30] Diego Camacho: It is scary, but once you do that, once you start trying to be more flexible. Once you start trying to understand the others and maybe changing a little bit. You get amazing results and you notice that certain situations where you were the one that was handling all the pressure, that was trying to get everyone on board, on the on, on the topic, and that things weren't, were just not getting there.
[00:18:54] Sometimes you see that the only thing that was happening is that you were the one that was blocking.
[00:18:58] Claire Hayek: Yes.
[00:18:59] Diego Camacho: [00:19:00] Changing.
[00:19:00] Claire Hayek: Absolutely. I couldn't agree more with what you're saying. Diego. And thanks for really sharing. 'cause what I see again and again is that being human. It doesn't take away from your authority as a leader, and I always talk about calm authority.
[00:19:16] You don't have to be pushy, tough, hard to get respect or to be to claim that authority. Right. And it's not about, when I say authority is being grounded. That's what I mean. That's what I talk about. Calm authority, that respect. It's something that you just. It, it usually, you can feel it around somebody.
[00:19:38] It's not what I say to you that's gonna let you respect me more. It's how I act, how I walk, how I speak, how I respect, how I listen to you, you know how I support you. That's what gain respects. This is what stabilizes the room. That's what stabilizes the team. And when the leader, this is why I always [00:20:00] say when you regulate yourself.
[00:20:02] You are gonna regulate the team, it automatically will regulate the team without you trying anything. It's just because you are in control of who you are. You're being the best version of who you are. And that literally inspires everybody to follow. So when the leader kind of diffuses the pressure, instead of passing it down, which is push, push, push.
[00:20:23] Teams just don't feel better. They think better. They're just so empowered, and that is a huge tool that, you know, unfortunately, a lot of leaders think that I need to push them, that I'm just pushing them, encouraging them no. Just calm down and then leave the room for people, whether they make a mistake or excel, just give them time to breathe and give yourself.
[00:20:49] Right. Yeah. Room to breathe. Anyway, very interesting conversation.
[00:20:53] Diego Camacho: Sorry, before, before going ahead. Just this one part, this one this one last thing that you said about letting them [00:21:00] do things, even if it's a mistake.
[00:21:03] Claire Hayek: Failure.
[00:21:03] Diego Camacho: That is
[00:21:04] Claire Hayek: failure. Yes. Learn
[00:21:04] Diego Camacho: from
[00:21:05] Claire Hayek: failure.
[00:21:06] Diego Camacho: People are so scared of failure.
[00:21:07] Failure, and I think that is because we've created a stigma around failing that we think of failure as something definitive.
[00:21:16] Claire Hayek: Yes,
[00:21:17] Diego Camacho: which it's not. Failure is an opportunity to learn. Failure is an opportunity to understand what went wrong and how can you prevent future failures. So once you also let your teams fail, once you also let them do the wrong thing, let them try the wrong way, even if you know the answer.
[00:21:34] Yes. It's
[00:21:35] Claire Hayek: hard.
[00:21:37] Diego Camacho: Their own knowledge. Yes because that's the other thing. I don't wanna be there telling them what to do all the time. Yeah. There's not enough time in my day to be there telling everyone what to do. I want them to learn. I want them to be. Yeah. Someone that can solve things for themselves and then come and ask maybe for sport or whatever.
[00:21:57] But once they learn that they can fail without being afraid [00:22:00] of losing their job, of being reprimanded, of being screamed at or whatever, they understand that, okay, I'm gonna try this and I may fail, but if I fail, it's not the end of the world, and if I succeed, it's because I was able to take this risk.
[00:22:14] Claire Hayek: Yes. And if I fail, it's not the end of the world and I'm gonna learn a thing or two. Yeah. That's where it changes like, okay, I failed, but I learned this. Have I not failed? I wouldn't have learned that. And I feel much better now because I learned I, I'm better, I have better skills now. Yeah. So, again, I mean this is such a conversation that keeps coming back on this podcast, the fear of failure.
[00:22:40] Don't be afraid to fail. So you ready for the rapid fire questions? I'm gonna, I'm gonna ask you a couple of questions, very short answers, and we're gonna run through them. Ready?
[00:22:51] Diego Camacho: I hope I am.
[00:22:52] Claire Hayek: Oh, you are? You are. All right. So, if you can share with us a book, an idea, a conference, a podcast that [00:23:00] really reshaped how you think about leadership, what would it be?
[00:23:05] Diego Camacho: Okay, in this case I think there are two, two different books that I like, and they're not necessarily related to leadership, but it shifted the way that I think of things. Yes. So one of them I actually do have them here. I like to read, I like to see topics, different topics. So one of them is Scattered Minds by Gabriel Mate.
[00:23:24] He's a psychologist and one of the things that I like about him is. He has a DHD and he started approaching it and understanding it from a different way that of how it was seen in the past as as an issue to be tackled, as a problem to be solved. But he started seeing things more of how can I do different things in my life to improve my the opportunities that you have to succeed to prevent.
[00:23:50] Issues that affect me before they happen, even knowing all the challenges that, that we have. So I like a lot the way that he focuses on this and [00:24:00] how he presents it, having this this issue himself. And this is one of the things that made me truly think of, okay, I need to. Go one step further, right?
[00:24:10] And the other one, it's called what Got You Here Won't get You there.
[00:24:14] I like this book a lot. This one shifted. The way that I saw myself as a leader, because I used to think that to be a successful leader also, you had to be the best at what you're doing. Like you have to continue doing what you did before. You had to continue doing all the, like all the tasks, all the analysis, telling everyone what to do and showing them and whatever.
[00:24:36] So this book helped me. S take a step back and be confident on the approach that I was taking on the more human, let's call it more human approach, right? That all the things that I did to be successful and all the things that helped me achieve this position of leadership.
[00:24:53] Were now not meaningless, but they were in the past. I wasn't going to be the best boss because [00:25:00] I was the best salesperson or the best account person.
[00:25:03] Claire Hayek: Okay.
[00:25:04] Diego Camacho: If I'm gonna be the best boss, I need to have the tools to be the best boss or the best leader. I have to have the knowledge, the resources, the skills to be there and to be better at this new stage in my life.
[00:25:16] Claire Hayek: Yeah. And you need to have the right foundations. And I think you mentioned that earlier in the podcast that you. Really took time to work on yourself and working on ourselves as leaders is part of the job. And by the way, it doesn't stop. Okay? No, spoiler alert. If you're not working on yourself daily you are not mastering your craft.
[00:25:38] You're not mastering yourself and the master of the self. That's what makes us a leader. And again, I always mention this leadership, it doesn't mean that you are in a power position. You could be a leader with a very regular job, regular responsibility. Leadership is in innate. It's not it's not defined by the title because I meet sometimes people with the big titles and I feel they don't even [00:26:00] fit.
[00:26:00] The definition of a leader, my 2 cents. But I like to normalize leadership and a lot of people are sometimes uncomfortable saying, I'm not a leader. Really, I'm not a vp. I'm not a CEO. I'm like, no. It has nothing to do with the title. It's how you're being and how you show up. In your day-to-day, even with your family, with your kids, with your parents with your partner.
[00:26:21] But anyway let's we took a bit too long on that first question, so let's run through the, quickly through the next two ones. Yeah. But that was a good one, and thanks for sharing those books. I appreciate it. Okay. What helps you reset? One pressure is high. What keeps you grounded? When you're really high pressure, what do you do?
[00:26:37] What's the quick go-to thing to do?
[00:26:41] Diego Camacho: The quick go-to thing.
[00:26:45] I think that either I, either my family, it's like a cliche answer, but one of those is my family, because in the end, with my family, I'm just me. I'm not, yeah, I'm not the boss. I'm not the leader. I'm not the employee or I'm just me. [00:27:00] So if helps me, like, take a step back.
[00:27:02] And the other thing would be either reading it helps me. Stop talking. Stop thinking. Stop being everywhere else and just be in the letters, in the words, in the pages.
[00:27:14] Or I like to fly drones. So
[00:27:17] Claire Hayek: there you go. There you go. You have to do, you have to find the thing that calms you down, right? And recenters, you,
[00:27:23] Diego Camacho: it recenters you because you have to be doing that. You can't be thinking of next quarter. You can't be thinking of the results. You can't be thinking of the strategy.
[00:27:31] No, you're thinking of not crashing,
[00:27:33] Claire Hayek: right?
[00:27:33] Diego Camacho: So
[00:27:34] Claire Hayek: it helped. If you're in the present, you're in the present moment, you.
[00:27:37] Diego Camacho: Yeah.
[00:27:38] Claire Hayek: Yeah. And Diego, actually, this is proven in research, is that the, when you're feeling high pressure, what really grounds you very quickly and brings you back to your prefrontal cortex is just anchoring in the present moment.
[00:27:50] Whatever you do, whatever you're doing, whether you just get up and or do squats. It's like, I'm doing squats right now. This just present moment, snap it back. Focus right now. [00:28:00] So if you're flying a drone Exactly. It's basically what you're doing is focusing, or you're reading a book. You're slowing down your brainwaves, you're be, you're being just completely slowing it down to a flow.
[00:28:11] 'cause you need to be focused to be reading and really absorbing. So it from a neuroscience point of view, a hundred percent makes sense. And I love your answers. Thanks so much for sharing this. We're already at the end of the episode and I just wanna say something, what stayed with me from this conversation is just how powerful it is when leaders choose responsibility.
[00:28:31] And over blame and what really? Also learning how to grow and how to read the room and be inspirational just by being more, invest more in yourself and your own growth. This is what pressure proof leadership, and that's what I'm always talking about. Diego, thank you so much for you know, agreeing to come on the show and for sharing this experience.
[00:28:55] Any last quick words you wanna part with?
[00:28:58] Diego Camacho: Yeah. [00:29:00] Also, thank you very much for having me, Claire. It, it took some time, but we were able to finally make it.
[00:29:05] Claire Hayek: We did. It was really great having you everybody listening as I always mentioned if you enjoyed the show, if you find that this show added.
[00:29:14] A lot of value to you. Please click the subscribe and follow button share this episode with somebody that needs to hear it, because sometimes, you know, maybe it doesn't speak to us directly, but you can think of somebody's like, oh my God, this is gonna help. So do please. Share it. And you can scan the code here.
[00:29:31] I always have resources that I share. Do reach out if you have any questions, and as always, lead boldly, stay human and turn every challenge or every failure into a gift. See you all next time and have a wonderful rest of the day. Bye for now. Bye, Diego. Thank you.
[00:29:50] Diego Camacho: Bye. Thank you.