61. Leadership Meets Flexibility with Whitney Munro

When leadership meets flexibility, real impact happens. 

In this episode, Sara sits down with Whitney Munro, Founder and CEO of FLEX Partners, a mission-driven consulting firm that’s reimagining how nonprofits get the strategic support they need. Whitney shares her journey from corporate PR to building FLEX Partners. A business with a model rooted in flexibility, purpose, and impact.

Tune in for a powerful conversation on leadership, adaptability, and creating meaningful change in the nonprofit world.

Thanks for listening!! Let’s keep the conversation going: Connect with me on Instagram and LinkedIn, or subscribe to my weekly newsletter. Excited to be here with you!

Transcript

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Sara Greco (00:00)
You're listening to episode 61 of the Lead Into a Podcast.

Hey everyone and welcome back to Lead Into It. I'm your host, Sarah Greco. In today's episode, I'm sitting down with Whitney Monroe, the founder of Flex Partners, a mission-driven consulting firm that's re-imagining how nonprofits get the strategic support they need.

Whitney's journey is such a fascinating one. She started out in corporate PR, moved into education, and eventually found her way into nonprofit world. Along the way, she realized she wanted to do something that really made an impact. And then she also saw how many nonprofits struggle when they partner with large consulting firms that deliver what could seem like cookie cutter solutions. So she decided she wanted to do something totally different. Determined to build something with more intentionality, she built Flex.

a flexible, affordable, and purpose-driven model that connects nonprofits with skilled, independent contractors who can help them multiply their impact. In our conversation, we talk about journey, how she's challenging traditional consulting models, and the story behind building a company that leads with both innovation and heart. So get ready for an inspiring conversation about leadership, purpose, and the creative ways we can support the organizations

making our little better. Let's dive in.

Sara Greco (01:20)
Welcome Whitney to lead into it. I'm so excited to have you on and talk with you and to learn a little bit more about your journey. How are you doing today?

Whitney Munro (01:26)
I am doing it very well. Thank you so much. I'm excited to be here.

Sara Greco (01:29)
So a little bit of background is we met last, earlier this year, very early this year, around March timeframe at a conference in New York City. And it was such a cool conference and we just happened to be sitting next to each other during one of the sessions and hit it off. And so it's been interesting to like develop a relationship. Cause you live in Dallas where I used to live or like just outside of Dallas. And I now live in Florida, but we're on the same time zone.

Whitney Munro (01:45)
Yes.

Yes.

Sara Greco (01:56)
even though most people don't realize that, and the panhandle of Florida is the same time zone as Dallas, Texas. ⁓ Yeah, it works. And so it's just been good to chat with you, and I'm excited to learn more about you today.

Whitney Munro (02:03)
Pretty fantastic.

Well, I'm excited to share and so thankful that our experience in New York lent further relationship.

Sara Greco (02:16)
⁓ So I'd love to start with kind of can you just tell me a little bit about your journey and kind of what brought you to today?

Whitney Munro (02:22)
Yes, okay. So I grew up as a military brat. So I tell people that I have this insane love for people, new people, relationships. ⁓ And I've got a great respect for how there is a lot of diversity in the world and in each of us and our incentives and what makes us happy, what makes us sad, what makes us tick.

settled in Texas, finished all my school here, went to college, boomer sooner, and my first job out of college I was doing corporate PR and there was something missing. It was great work, I loved the things that I was doing, but.

I didn't love the why. There was nothing about it that when I got up in the morning I was like, I'm making the world a better place. I am helping someone. Instead I'm like helping craft copy to sell chicken wings, right? Which, God bless chicken wings, they're delicious, but they're not, they are not. And so I actually got into education. I had my son, got into the education space, learned so much

Sara Greco (03:06)
I'm not saving the world.

Whitney Munro (03:14)
education communications, ⁓ but really again was like something's missing. And at the time I was in grad school and I was studying public policy and administration and really how policy shapes lives, how public policy is influential both from the local level to the state level to the federal level. And then what has worked and not worked with social welfare policies and education policies and other things. And really got to learn and see.

how the impact of public policies truly do shape almost everything that you do in a day from the red light rules in your town and the fees levied at your local library all the way up to we're in the middle of a government shutdown and that's having a direct effect on lives. Whether you can't go to the museum or maybe you're not getting benefits. So got to do that. And that's what brought me into the nonprofit space is I ended up moving to Washington DC for a while and I led strategy

communications, kind of outreach for various nonprofits in the DC area, and got to experience just about every aspect of work that you could possibly imagine working for various nonprofits. And through that experience, I also got to see that there are a lot of people willing to take advantage of nonprofits. So these are groups out there promoting civics education and improvements to education or

healthcare or all sorts of different things. And then there's these agencies that come in and a lot of times they're gonna charge a huge paycheck to these nonprofits that have smaller budgets to do very basic things. Maybe it's very templated work. Maybe they're selling the same thing to every single one of the nonprofits. So over the years, as my career expanded and as I moved up within the organizations that I was working with, I started taking on side gigs to provide those things and guidance for nonprofits on how to

to make the right decisions. How do I identify a vendor that's a good partner? But also just the strategy behind a lot of the work that they do, whether it is their marketing and their advertising or their business strategy, things like that. Got to know a lot of great people. And I had some mentors say, you need to do this. You need to start your own thing. You need to do this for more than one nonprofit at a time. I was kind of like, no, I don't. You know, I'm good at this. You know, I've got the time for But in the back of my head, and I think for almost every entrepreneur out there,

Sara Greco (05:20)
Yeah.

Whitney Munro (05:25)
When the bug starts like formulating in the back of your brain, it doesn't leave and it just kind of grows. And then you start seeing opportunity everywhere and you're like, I wish I could handle this. We could do that. At the same time, COVID hit and we all learned that we could work remotely. And there were lots of ways to create opportunities for people to continue working in the modern era.

And so I was like, oh, you know, this is I know so many great, talented people across the country that I've had the pleasure of working Lots of independent contractors. I wonder if I could do this and start a mission focused consulting firm that taps into these skill sets of people all over the country and provides those services for nonprofits in a way that's affordable and meaningful and strategic and really does fit their unique individual needs. so it's kind of all of those experiences that led up to Flex being formulated

in my brain and then talk to the first few people who came to work with us, to employers and they're like, nope, we want to be your first client. So really just got lucky and are now able to provide, like I said, meaningful, driven by the organization's mission, purpose, budget and vision services to them that help them achieve making the world a better place.

Sara Greco (06:32)
Thank you.

That's amazing. And also, what does Flex stand for again?

Whitney Munro (06:40)
So Flex is both for you as a client to be able to flexibly use our services. We flexibly meet your needs, but also for our internal team, it is the flexibility to work the best way that you work. most of the partners that we work with are not full-time employees. They are amazing independent contractors with their own lives, their own businesses.

their own structures that they want to work in. we are very open with our clients on that flex piece that we do have that structure. So, ⁓ you know, we're not going to be able to respond to you 24 seven. We are going to be responsive, but we're achieving also for women, Sarah, think remote work has been so powerful because women who oftentimes had to leave their careers when they had children or when there was life change now can still hone those skills and practice them and build a reputation.

without having to try to have it all or do it on nights and weekends and sacrifice time with their kids. And that's really important to us as well.

Sara Greco (07:36)
And even like you brought up the fact that you grew up as a military brat, military spouses, every time they move, if they're required to work in office, every time they move, they have to leave that role. And so the flexibility that a provides is the opportunity to grow in a role over the course of time, which isn't an option for many military spouses.

Whitney Munro (07:46)
Yes.

That's such a good point, both from having to leave that office job, but also the licensing for moving state to state a lot of these jobs is very onerous. ⁓ And so you're giving people a pathway to be able to work directly through a business that carries a lot of those certifications and licenses and can work directly with them on that.

Sara Greco (08:05)
Mm-hmm.

Yeah, and I'm sad to see a lot of the culture for corporate work is starting to go back into the office. I don't think it's a bad thing to go into the office. I just think the intention behind going back into the office is super important. And so having the opportunity to have the flexible work environment, have that be part of your work culture, making sure that you're keeping it, I think is very impressive.

Whitney Munro (08:33)
Yes.

thank you. not just stear us off Course, but what you said is so interesting, because I think such a great lesson is...

There isn't just like we say, we're not offering one size fits all solutions for our clients. There isn't one size fits all work that works for every person or every business. Um, and so I totally believe that there are businesses that obviously need you to come to work because you're, you know, you're providing a service at the, you know, at the place of business, but recognizing even within your company that there may be roles that are great for hybrid or talent you don't want to lose because they can successfully still engage remotely. You know, I challenging lots of leaders that we talk to to really think outside

Sara Greco (08:44)
Right.

Mm-hmm.

Right.

Whitney Munro (09:10)
box on that front and not try to basically limit the talent that they have access to simply because they have an address they want everybody to show up at every day.

Sara Greco (09:11)
Mm-hmm.

Right. And that must be an interesting conversation to have with them. And I wonder, is there a lot of back and forth when it comes to having that type of conversation?

Whitney Munro (09:27)
It depends on who you're talking to. To be honest, there are some people who are probably never going to see the value of that. They've been used to one thing for a really long time. And I think some of this comes down to your own leadership and management style. So if, as a leader, you know that you need to be in an office and have this setting, you're assuming that everyone else does need that as well. And then managing people.

is different. know, you have to kind of shift your leadership and management style. I think that's intimidating for people and maybe a little scary. And so they hold fast to the thing that they know.

And so I think there's going to be an evolution of that as time goes on. It's also dependent on a business like ours. works. If you are a business that's heavily reliant on new to workforce straight out of college staff, it is harder because you don't have people coming in with a sense of what work patterns and schedules and programs and processes looks like. Those are skills that are often built well honed in an office with with mentors. And so, yeah, it really, again, the back and forth is unique to each business and the perspective of the

Sara Greco (10:08)
Mm-hmm.

Whitney Munro (10:30)
and their willingness to have a back and forth versus no.

Sara Greco (10:33)
Right, Well,

and it's, I mean, we're talking a lot about remote work, but I think the culture behind it has become so interesting because right when the pandemic hit, everyone was forced to do remote work. But now everyone, seems like they're like, well, we're gonna do 180 and now everyone's gonna come back to the office. You bring up such a fascinating point about the younger workforce if they don't have guidelines and kind of

Whitney Munro (10:44)
Guess.

Yes.

Sara Greco (11:00)
template to go off of it is hard to figure out what in work would look like or hybrid or something like that if you've never seen it before. So I wonder now are we gonna kind of hopefully maybe meet in the happy middle where it's you are new to the workforce, test out in office first and then maybe you can be remote once you prove that you're able to do the minimum expectation or what is expected of you in your role. Just an interesting topic overall. think.

Whitney Munro (11:08)
Absolutely.

Yes.

Sara Greco (11:26)
with everything going on in our culture, it's just an interesting concept to kind of see the evolution of what we have right now.

Whitney Munro (11:30)
Absolutely.

Yes, 100%.

Sara Greco (11:34)
So, Talked a little bit about your background. You talked about your corporate PR and doing some work that is very like chicken wings or I don't know, was it actually chicken wings?

Whitney Munro (11:45)
Yeah, so one of the clients I first worked with was a major chicken wing company.

Sara Greco (11:46)
Okay.

Okay,

so you try to figure out how to be fulfilled in that role, and then you went to DC and did some of that strategic work and saw how all of that came in. and now you work in nonprofit and work with nonprofits a lot of times, how have those diverse areas shaped who you are as a leader?

Whitney Munro (12:09)
Great question. I think this sounds cliche, but I saw a lot of what I didn't want to be. And that's not saying I had bad leaders. I just saw a lot of what I didn't want to be or what positions I didn't want to put people in. I also think that when you have a diverse array of experiences and then you do move and you've moved a lot, you start to see how important that the people you surround yourself with are on the way things work out for you. ⁓

Sara Greco (12:34)
Mm-hmm.

Whitney Munro (12:34)
And I got to know a lot of really amazing people through the last two decades of my career. And I learned so much from them about what they would come to me for. Like where I was being asked to step up and lead, where I was being told like, hey, I need you for this because you have this skill. I really wanted to dive in on those things and make sure that I was amplifying those through my leadership and then asking for a lot of feedback on what I wasn't doing right or what I needed to learn about

Sara Greco (12:45)
the whole

Whitney Munro (13:02)
learning to take feedback not as personal but as constructive and what can I take from feedback and not get bogged down and my gosh I failed at this or I didn't do this right but how can I flip the switch and use this to make myself better is another thing that I learned.

Sara Greco (13:14)
Mm-hmm.

Whitney Munro (13:17)
The public policy world can be tough and there's a lot of change. There's a lot of anger between different groups, things like that. Learning how to not burn bridges and maintain relationships is a difficult thing to do at times. And then you see a lot of bad behavior. And again, like I just learned a lot of what I didn't want to be and how, I don't know, Sarah, it's almost like...

how I never want to make someone else feel. And it sounds like a lot of emotional stuff, right? But at the end of the day, humans are humans. And leadership is emotional, good or bad. And so really honing in on how do certain things make people feel and what stops them from being exceptional so that I've never put them in a place to not try to be that way.

Sara Greco (13:54)
Yeah, and that's a good form of leadership to realize like, this is, I've seen what I don't want. I've seen the worst, some of the worst of it maybe, and this is a place where I never wanna take people who aren't leading. And so that's incredible to take that forward. And I feel like almost those bad experiences are some of the best teaching opportunities and the ones that we learn the most from.

Whitney Munro (14:15)
Yeah, I was with a client last week who I've known for a long time and we actually joked and we said, hey, we shared about experience together, but now we're working together in such a good and positive way because you do meet amazing people in some of those situations and learn a lot about each other and then get to potentially work together down the road.

Sara Greco (14:28)
Mm-hmm.

That's

so interesting that now you're working together. But it was just like a tough situation in the past that you both happened to be involved in. ⁓ rough.

Whitney Munro (14:36)
Yes. Correct. Yeah. It was one of those,

what you like, you get on the other side and you're like, we're all better for it. But you know, at the time we didn't feel that way.

Sara Greco (14:44)
Yeah.

Always a good opportunity. So looking back over the course of your career and what you've experienced and how you shaped your leadership, how did you decide to kind of build flex because you were trying to build things that actually matter?

Whitney Munro (15:01)
So a little bit of selfish, like I said, those early days.

there wasn't that thing in the back that was driving me that so you know you're working till midnight, you're working till 1am because you know you're gonna do something good. And then there's times where you're working for values or things that maybe are antithetical to your personal values and so both of those really over the course of my career have taught me that like life is short.

Sara Greco (15:20)
Mm-hmm.

Whitney Munro (15:25)
And kind of a segue there, my father passed away 15 years ago. And it was an unexpected, he was in a car accident, but he lived life to the fullest. And when I tell you that that guy taught me so many things, like I'm constantly probably annoying people with, well, my dad would have said. But.

you don't lose a parent that young and not also have such an appreciation for life and how you want to live it and how you don't. And so really, if we're gonna be in a society today where women work, men work, we're all trying to achieve good things, I wanted to be doing something good for the world. And so that kind of all came together to just, could...

Sara Greco (15:46)
Thank you.

Whitney Munro (16:00)
spend all this time creating outcomes for people that really don't make anything better, or I can spend all this time and energy creating outcomes for people that are hopefully going to shape the world for a better place. And that sounds super like, oh, I don't even know how to describe how I know cheesy that sounds. But it's more like when you're going to work, do an amazing job, and when you're going to set high standards and expectations, it's really cool to see the good that comes out on the other side.

Sara Greco (16:24)
I love that. And it's like the evolution that has taken place. And it was almost like the pandemic kickstarted, cause you had the idea and then the pandemic kickstarted you going into actually developing and creating and executing it.

Whitney Munro (16:33)
Yes.

Yes, absolutely. And I think we all talk about the pandemic and lockdowns and all of the things that happened. another really great lesson was community became intentional because we all were stripped of our sense of community almost immediately that February, March. And we had to find it, whether it was like going to church online or setting up groups of friends where you knew you were safe to be around each other or whatever it was that we did to maintain and create that. And that's also a lot at the core.

of

what we do and how we've structured our team is just maintaining a sense of community, even though we're not required to be remote, we're choosing to be, there's that intentional sense to it and maintaining those connections to our clients and the outside world. Because even though the pandemic is over, I feel like we are still struggling with senses of community across society. so that's still at the forefront of our conversations all the time is like, how can we help create that and ensure people don't feel alone or siloed or

work is happening in silos, all of those things. Because that is a from the pandemic, is just being intentional with relationships.

Sara Greco (17:42)
Mm-hmm. And I mean, there was the pandemic of COVID and now we're finding the pandemic of loneliness where it's like we're on social media constantly being fed information through an algorithm and without the external community, besides social media, it's interesting what kind of loneliness can develop without authentic connection.

Whitney Munro (17:48)
Yes.

And then you, you know, the headlines right now are people who have actually formed relationships with their chat bots and like their chat GPT and like a non-human relationship is the most prominent in their life. And it really makes you sit back and think like, okay, where are we now?

Sara Greco (18:10)
I

Right,

like learning how to build community and the connection is a skill, and I think that relates back a little bit to remote work, where it's like, unless you authentically know how to do that or have learned growing up, it's hard to develop. And I'm a military brat myself, and you mentioned how you become friends and learn almost instantly because we were taught that as a military brat, and that's 100 % true. This is an eight.

Whitney Munro (18:24)
Yes.

Yes.

Yes.

Sara Greco (18:46)
to like how we have grown up and how we to live our lives. If that skill is not taught, you notice it right away.

Whitney Munro (18:54)
Yes, 100%.

Sara Greco (18:56)
so let's go a little bit more into Flex and you developed it, it was during the pandemic. One of the things that I read in, I think it was an article that you were featured in or it was an interview that you gave, was that Flex was born out of frustration with consultants who had to make a plan and walk away because either of a move or a new role or whatever. So what was it?

for you to make something different that gave them an opportunity to grow or to stay.

Whitney Munro (19:21)
That is,

yeah, that's so interesting. So.

We're all kind of familiar with the traditional big box consultants. They do good work. There's nothing wrong or bad about the traditional consulting space in general. But what happens with a lot of smaller groups is that they get the big box consultant who isn't familiar with their space. They don't know their mission. They don't know their vision. They don't know about them. And they come in and they deliver the same solution to that group that they would deliver to a Fortune 500

I experienced it as the client.

when I was working directly for advocacy groups and policy groups and nonprofits of just like, my gosh, either the client delivered me a solution that didn't apply to us. There was no reporting about results. It just felt impersonal or there was a constant sale. Like here's this thing that we agreed to do together, but really to do it, you need add on A, B and C and then we'll actually be able to get you those results. So like, oops, you know, that's like the steak knives guy, but wait, there's more. And so, you know, kind of experience.

all of that. Again, don't ever want clients to feel that way. want to build relationships with honesty and integrity. And then, you know, for the contractors that we work with, for the partners, you know, we give them the opportunity to work with us and participate in those processes at the level and with the skills that they feel the most comfortable so that they're, if their schedule gets really busy, let's say they have outside clients or something happens in their life, they get to just come to us and say, hey, next month I've only got 40 hours total. And can we like,

allocate those across the clients and we're like, yeah, absolutely. Let's make it work so that you don't have to walk away. We also give all of our partners the full background on any client. So there's never a sense that they're being asked to work on a client that is antithetical to their personal views. If it happens to be an issue based client or just work that they're uncomfortable with. So there's a give and take on both sides of like, Hey team, we've got this client who is interested in being a part of it. Then we'll get the skill based teams put together.

So I don't know if that directly answers your question, those experiences, we also felt like, and I say we, because as I started to build FLEX, the partners started to come on board. And there really is this OG group of people who I could never have done this without. I've got our EVP Kelsey and several others that were really integral into making this thing real. experiences with like,

there's a middle manager at the agency, at the consultant, that's the only face you see. So if you're the client, you're, you're seeing Sarah on a once a week call and that's pretty much the exposure you have. We have a very different model where all of our skill-based professionals interact directly with the client. And so they get visibility and feel the impact of their work and they get to also be a part of that client community instead of kind of being walled off behind a big box wall.

Sara Greco (22:01)
And everything that you're saying about consultants is so true, because I've also saw it from a corporate standpoint, where it's like all of sudden these consultants just appeared and they're like, here's what we're doing. And I was like, okay, well, how does this fit? And they're like, well, it's this. And they would have this like big, really pretty picture. And I'm like, okay, how is that gonna work? And they would just be like, it is. Like, I don't understand how this is, it will. And I just never understood how that they provided worked.

Whitney Munro (22:15)
Yeah.

Yeah, they're like, trust me.

Sara Greco (22:29)
Some of it may had, but I never got to see the fruition of it. And so it's interesting how you really incorporate your consultants into itself instead of being behind a wall. And it's just this like magic. It's literally like a magic show for some of the consultant agencies where it's like, and then they'll just disappear, voila. But you actually get them to do it in the nitty gritty. The one thing that we haven't talked about yet is

Whitney Munro (22:32)
Yeah.

Yeah!

Yes.

Sara Greco (22:55)
you have a very few amount of full-time employees at Flex. So how does that work? And you mentioned Kelsey, which is one of your full-time employees. But that's a very different model than most small businesses or companies.

Whitney Munro (23:00)
Yes.

Yeah.

Yes, that's a great question too. It gives us the opportunity to not have the type of overhead that many consulting firms have when they go in and partner with a client. so clients tap into our full-time talent, but they're really, from us building the strategy and helping guide implementation, what they need is all of the consultants that work with us and bring those great skills and implementation tactics to the table. And so if I had a ton of full-time employees that were doing that,

we would be overcharging the client for what they actually need in working with us and then not potentially giving them access to all of the skill-based partners that they could be tapping into given the budget that they have. And so we're pretty intentional with knowing it's more important for us to have a strong staple of writers, editors, designers, producers, ops specialists we're tapping in on projects than it is for us to have 10 people on full-time staff to manage the machine kind of thing.

Sara Greco (24:05)
Mm-hmm.

Whitney Munro (24:05)
know our strengths and weaknesses because I think

we're able to go in with a lower overhead rate for a lot of these groups that we can be competitive in that sense and then ⁓ intentionally put our teams together with what they actually need. Because one of those things with those big pictures and all of this stuff and the consultants that come in is that they're massive teams of people that are coming in to do that and they're all very expensive. And so whoever paid for they paid a lot of money and they got a lot of really talented people. But then afterwards it's like, what do we do?

and we're able to help them with we do next.

Sara Greco (24:36)
How did develop a concept like this? Had you seen it before or is it something that you just took away from the experiences that you had?

Whitney Munro (24:45)
That's such a good my brain was kind of wild and it's constantly coming up with ideas. I could tell you 10 business ideas I have right now that are formulating in the back of my head. So Flex is, it came together over several years of me saying, if I'm going to do this, it needs to be something that really makes sense that no one else is doing. And there is a definite spot in the marketplace for something that we're doing. I don't want to replicate anything anybody else is doing. really how the idea came together was, what is the

What are these groups actually need? Where are their pain points? I can not tell you how many groups will say things like, we don't do video because it's expensive. And then you get to go back to them and say, actually, you can do video. Let us show you how you can do video within your budget and open that door for them. it's hearing a lot of that too. I'm just like, we can't do that because it's pricey or we don't have capacity or we don't have anybody to manage it or to manage the vendor. And we're like, well, we can help you with that. lots of those conversations to put a puzzle together of, all right, there is

Sara Greco (25:24)
Yeah.

Whitney Munro (25:39)
is definitely a place in the market that needs a business like this.

Sara Greco (25:42)
Well, and you picked a great area because nonprofit, have to be creative when it comes to funding and money and figuring out how to really amplify that message.

Whitney Munro (25:52)
Yes, 100%. And is so important. the tone that you take, every group has its own unique voice and its own unique tone and its own unique way of doing things, their own culture. Some of our clients are fully remote as well. And we help them with that internal intentional tone and culture, while others are fully in person. And then we work with them in that way. But it's being able to also address those differences effectively.

Sara Greco (25:55)
especially now.

love it sounds like you get to use a lot of different parts of your brain in different aspects of the business because you're leading a few full-time employees and then you're being strategic in how you're utilizing your field of consultants that you have fulfill the client's needs. And it's almost like a big puzzle.

Whitney Munro (26:31)
Yes.

It is totally like a big puzzle. And it's also a lot of trust. think I obviously had great people that I knew from the earliest days of my career that.

I trusted immensely and I know how their brains work and we know how we compliment each other. So we know when to tap each other in on the full time side of, you know, what do we have capacity for? What we not? And then we've learned and we're still learning what we should be hiring for, for the full time roles and what really is a good compliment, what expectations we should have and what personality traits and things like that. So that the model works for everyone as we do grow because people are getting the same level of expectation and attention and service that we're trying to

provide and so and people who can tap into all the parts of their brain and want to do that as part of their daily work that's definitely something that not everyone wants to do and we're open about that if you've ever read one of our job descriptions we're really open about our values and expectations straight up in the job description to be like all right here's what you get.

Sara Greco (27:30)
What would you say

the biggest challenge that you've had to overcome either while building the business or leading a diverse team?

Whitney Munro (27:36)
That is another great question. I'd say it's It is that, you know, it's talent, right? Like is hiring and maintaining the right talent that lives up to your expectations and also setting realistic expectations that not everybody is going to be able to do things the way you do exactly how you do

Sara Greco (27:51)
Mm-hmm.

Whitney Munro (27:53)
And that's, think, for any small growing business, that is a challenge that you're going to face. Don't have founder syndrome. Not everyone's like you. And I think navigating, going to sound so silly, time, time zones, balancing time. And everyone's different. Everyone has a different.

like light bulb time of day where they work their best and they're awesome and everyone has that time of day that they're and creating and teaching how to balance your calendar, your time, where you work your best and how you work your best is an art that we are always trying to master but it's haven't quite done it yet but we recognize it's a challenge.

Sara Greco (28:31)
Yeah, and it like everyone is different treating people as humans and recognizing that differences are there I think that's why flex works like in a lot of ways where you get to be flexible and how you approach as long as you get your job done and why people are going back into the office is because some people just couldn't figure out how to Do that balance and didn't understand how to learn that about themselves Yeah

Whitney Munro (28:41)
Yes.

Yes.

100%.

I don't know what your light bulb time of day is, but mine is like 5.30 to 9 a.m. where my calendar is structured that those are my hours to get things done. Do deep reading, get the heavy work cleared out because even though it don't take that for our time that we're filming right now, but usually like two, three in the afternoon, I need to go take a walk and I need to jump start, clear out the clutter, jump start the rest of my brain. And it takes time to figure out how you work and what works best. ⁓

Sara Greco (29:04)
Mm-hmm.

Mm-hmm.

Whitney Munro (29:23)
you gotta give people that time to figure that out.

Sara Greco (29:25)
Mm-hmm and it's

so I think there's I forget what book it is, but it's like you could you can also split up your day into four days But I love that mindset because a lot of people are like ⁓ I'm not productive the first part of the morning I'm just gonna cancel out where in actuality you can actually restart like if you're the beginning part of your morning was just a wash you're like I got nothing done blah blah blah you can switch it and then

Whitney Munro (29:49)
Yes.

Sara Greco (29:49)
like

mid-morning you're like, I'm gonna rock this for the next two hours. And then that might give you motivation for the rest of the day. And so it's like understanding how your brain works and how you get motivation and how you like eat the frog first or whatever it's called. If you do better with that or if you do better with doing a tiny email first and that actually gets you rolling. Everyone's different and trying to figure out how to lead each person in office remotely. However, it's all gonna be different for every single person.

Whitney Munro (30:01)
Yeah.

100%.

Yes, absolutely. Now wish I could remember what book that's from. ⁓

Sara Greco (30:19)
I know, me

too. It's such a good book, whatever it was. Yes, yes, yes, we will. with your clients and trying to come up with how to provide them with solutions, seeing nonprofits from an external, and I'm also a volunteer for a few here, it's so hard to get going, because there's so much opportunity and there's so much work that can be done.

Whitney Munro (30:22)
Yes, we're going to think of Edison as we're done.

Yes. ⁓

Sara Greco (30:43)
And then

you get to a place where it's like, well, I'm just not going to do it. I'm just going to check boxes because that's all you can do. Limited amount of people, limited amount of resources, all these things. How do you work with those types of clients who you see the potential, but they have a hard time looking at what could actually move the needle in their business? And how do you actually help them be strategic and provide them with a process? Cause that's a different type of leadership.

Whitney Munro (30:52)
Yes.

100%. So with nonprofits too, would, I mean not everyone, but for the majority that we've worked with.

They're led by people who have a part for the work that they're doing. if it's programmatic, for example, one of the partners that we work with, they provide services to children. And everybody who is in leadership of this organization is passionate about providing services to children, children in need, that kind of thing. Not one of them has a business background. They came up because they have worked somewhere in social services or various places, and they want this nonprofit to be real. So they don't have any experience with fundraising. They've never run a business.

don't know how to complete an audit and they have no idea how the back end systems of a business work. And while they're nonprofits, they're still businesses, right? And so they have to function. so our initial relationship with a lot of these groups is through a product we have called flex 360, where we say, Hey, we're not even going into a retainer with you. Let's sit down and do a bare bones analysis of where you're at. What's good, the bad, the ugly, what's working, what's not. and we provide them a roadmap. So we actually individually put the team together. We interview the staff, we do assessments of all the

Sara Greco (32:01)
Yeah.

Whitney Munro (32:08)
data and then we put a road back up and say, here's where we think you should be or what you should be doing. Here's the, usually we give them like priority areas of like, these are the red flags you probably want to address really fast. And then we tell them where we can be helpful. So we say, all right, you have these skills on your team. Maybe you want to shuffle some people around. Here's where we can help you. Here's where we can't help you, but we can definitely identify people that could facilitate success and change in these areas. And we're usually really well aware of their budgets at that point.

Sara Greco (32:17)
Yeah.

Whitney Munro (32:37)
And so that's one way that we start those relationships is just through that assessment. It's also a great way to establish trust so that when we come back to you and say, here's how we can help you and here's what it would cost, they have a sense of the quality of your work. They know that you will come through and be honest and candid with them. And we didn't just say, OK, well, now hire us to do these things. We'll say, if you don't want to do all these things, let us know where you want to start and we'll help working with you on those pieces.

But knowing and keeping in the forefront of our minds that even the messiest nonprofit was started because somebody cared about something. usually most of them don't have MBAs. And they're not marketing professionals and they've never thought.

how to message to an audience, especially when it comes to fundraising. That's usually the number one concern of a nonprofit is how can we raise money? How can we tell our story? How can we get people excited? So we kind of help showcase to what the pipelines can look like for those things and how it shouldn't be as intimidating as it probably feels on a day-to-day basis.

Sara Greco (33:32)
Yeah. That's so interesting.

So how would you, if somebody came to you and was like, I want to start a nonprofit. would you say based on a lot of these three 60 reviews, what would you say is probably the first step that they should take?

Whitney Munro (33:44)
To be really frank, they need to do a market assessment and figure out who else has got nonprofits that are doing the exact same thing you want to do. There is nonprofit bloat in society. There are thousands of organizations dedicated to every other cause. And at some point, there's donor fatigue. So there's only so much donor money to go around to these nonprofits. And in some of the niche areas, there's only so many donors that are going to care at the end of the day. And so really assess, your best foot forward to create

Sara Greco (33:51)
Okay.

Interesting.

Mm-hmm.

Mm-hmm.

Whitney Munro (34:14)
change in this space to create your own nonprofit, let's do an assessment. Because it could also be, let's go and introduce you to this nonprofit. What could you all do together? How could you help them be better if there's another one in your area or somewhere? Because yeah, there's a lot of well-intentioned, very small nonprofits that want to be bigger, but they're operating in a space where there's so many others that it's probably not a good idea to start it.

Sara Greco (34:37)
so interesting.

it's like everyone's heart is in such a good place when it's understanding, so really how can you make the best impact? Not just can I make an impact? It's how can I make the best?

Whitney Munro (34:40)
Yes.

Yes.

Yes,

absolutely. And a lot of people, so we run into them where they'll say, I think I'm to start a nonprofit for X and they run a small business. we'll say like, partner and sponsor something specific with an existing nonprofit. Name a program after you and your small business. There's creative ways to approach helping in whichever way you want to help. So it's having that curious conversation.

Sara Greco (35:06)
Mm-hmm.

What would you say is probably most common pain point that you encounter in your work?

Whitney Munro (35:20)
So there's a couple. Generally for doing what we do, if you go back to what we talked about earlier to the kind of experience with

more traditional agencies that have a lot of overhead that kind of come in and over promise and either deliver a templated

package or under deliver, it's rebuilding trust. So people will get recommendations to talk to us. I mean, it happens all the time where people say, oh, I know this firm, you should talk to them. And they're like, oh, yeah, I don't do agencies. I don't do consultants anymore. Like I got burned. It's overcoming that and providing enough relationship, like trust building opportunities that they see past their negative experiences in the past. And then I think the other is actually teaching nonprofit.

to think like a business, you know, and to really get into that mindset of like, we are actually running, you know, a business and we need to think about things from an operational efficiency and communications high

Sara Greco (36:14)
That's so interesting. Because again, people, you don't think of nonprofits as business, because as a nonprofit, you're like, well, actually, you shouldn't be making money. But in a way, you should, because you not money for the nonprofit, but you need money for the purpose, the mission itself. And so to switch your mindset a little bit, not in a negative way, but a business-empowering way.

Whitney Munro (36:28)
Yes.

Yes, absolutely. How can we make you so operationally effective that your impact is doubled and tripled in the next couple of years, right?

Sara Greco (36:44)
I love that. Yeah.

creating that higher impact. Let's move a little bit more into your leadership You have such an interesting background, so diverse, and then you're leading an interesting organization that is very outside the box. So you've had to maneuver and kind of figure out your leadership style, as well as kind of what works for you and your team and the consultants that you lead. And then, in the other way, you advise.

Whitney Munro (36:50)
Okay.

Sara Greco (37:09)
your nonprofits that you work for and the organizations in what could be the most impactful way. And sometimes that includes leadership in some ways. So it's a lot of different leadership aspects that is just in your day to day. So you seen or helped either in your own experiences or advising others? is the best way to...

Whitney Munro (37:18)
Yes, it does.

Sara Greco (37:33)
change or a new obstacle into either your organization or advising an organization about a change that might be occurring.

Whitney Munro (37:42)
This is such a great question. tap out of your own head and listen. Know your audience. say a big change was coming to Flex and it was going to affect our internal team. It's knowing who they are and how they're going to be impacted by it and communicating to in a way of like, you

Everything's gonna be great. Here's the plan. Here's the vision for this, you know, not like, okay Well, so it says gone and we're moving on just that kind of thing is just knowing how they would react and respond and it's the same advice that we give our clients with their external audiences as well of Step outside your head step outside the very

Confined a box of the work that you do day to day and think about your audience is know who they are know What influences them why they care about you so that you can communicate change effectively to them in a way that they're going to understand and feel okay about Whether that is a change in leadership or a change in focus and mission of an organization or a big expansion with a new piece of the Nonprofit maybe they're venturing into a new place all of those things can have massive effects internally and externally and we always say

And this is something I know personally is if your internal team isn't on board, your external work is going to be garbage. Like if your internal team isn't 100 % aligned with you, your message, your approach, everything, and if they don't know the plan, then you're going to have a train wreck when you go outside with whatever the change is. And it's, you know, being very clear on those pieces and getting your internal house in order first before you ever take anything out the door. Oh, thanks.

Sara Greco (39:10)
So good. So

good. And Herb Keller said that, the founder of Southwest, like, take care of your employees, they'll take care of your customers. So good. So, and it's simple, but hard, very challenging. It's a simple concept, but challenging to do. And also it sounds like you've had to give this advice a lot, or advisement, because that came so quickly and smoothly to you. Like, that was incredible.

Whitney Munro (39:15)
Yeah.

100%.

Thank you, I appreciate that. And I do feel like that is something that we actually remind ourselves all the time because we're reminding our clients. And it has driven us to do, to honestly identify. Like we will give that speech or work with a client and I'll be like, oh my gosh, but I didn't do it for this thing. And then we'll come back in and be like, all right, we need to talk about XRZ. But it is, you you're leading,

Sara Greco (39:54)
Yeah.

Whitney Munro (39:58)
you're kind of like looking at numbers and you're looking at data and sometimes you're reporting to your board, right? Your board's expecting your report. They're not getting your report on like, wow, our employee retention is amazing and everyone's charging forward and the culture is great. You know, they're like, we have this many, this much money on the table and this is coming in, this going out. It's easy to lose sight of those pieces if you aren't regularly reminded that like, you know, you can make all the money in the world, but your company could fall apart in 60 days because everyone leaves.

You know.

Sara Greco (40:27)
It's important to have that buy-in in a way from the employees, but also just to have it as a reminder. Super important. man.

Whitney Munro (40:31)
Yes.

Yeah, very.

think you probably saw it. So we have our core values, and one of those is being growth-oriented. And not everybody at company can afford to do it on a grand scale. But having regular conversations with people about why they're there, like, why do you work here?

Why are you here? Like, what are you getting out of it? What are you hoping to get out of it? What do you want this to have done for you in a year, three years, five years? Just because it's a nonprofit and it's very altruistic work doesn't mean people don't have goals and dreams and objectives and aren't wanting to grow. I don't know anyone who's ever come in and said, you know what? I want to be at this job for the next 25 years making this salary doing the exact same thing. And so when you give people the opportunity to have those conversations and they're thinking forward, they're not just thinking forward for themselves. They're thinking forward for you and the organization and how that all

Sara Greco (41:08)
Yup.

Good one.

Whitney Munro (41:18)
works together and you do create great opportunities for good things if you open up the door to have those conversations too.

Sara Greco (41:26)
I love all of this. And then having those

conversations as a leader, then you know once an opportunity comes up, you might be able to think of that employee that was like, I have this thing that I wanted to do. This person said they wanted to do it. Let's connect the dots here. If you don't have those conversations to begin with, then it's hard to connect those dots. Yeah. Great leadership. Love it. Love it. Makes me so happy. ⁓

Whitney Munro (41:41)
Yes.

It absolutely is, yes.

Thanks. You should interview

the team after this and make sure that like I'm living up to what I'm telling you for sure.

Sara Greco (41:54)
Hahaha!

Well,

and then the other part of it that you mentioned a little bit earlier was the self-reflection in like, you can offer advisement all the time, but if you're not taking that advisement for yourself, then what are you doing? So you need to live by whatever advisement that you give. And that is huge self-reflection, self-awareness as a founder, entrepreneur, and a leader in a company, like all of these things. So it's cool to see you applying those moments of like their ahas for the organization that you might be working with.

But actually you're like, ⁓ I need to do this too.

Whitney Munro (42:29)
Yeah, and they're actually really fun moments, even when they're a challenge. It's like, just kind of like all this is working the way it's supposed to, if that makes any sense. Like it's happening the way it's supposed to, so.

Sara Greco (42:38)
So looking for Flex and for yourself, where do you see Flex going in the future and what are you most excited for?

Whitney Munro (42:46)
is a great question because we just earlier this month wrapped up a big strategy session, an intentional one. think again, like being intentional, we're offering strategy to others, make sure we're thinking about it ourselves. And we have some exciting things ahead that have also been living in the back of my brain on how do we multiply our impact? We're helping our nonprofits multiply theirs. How do we work with even more of them without growing beyond our bounds? And so I don't want to give too much away because it's going to launch early next year, but we're looking at an accelerator program.

Sara Greco (43:08)
Mm-hmm.

Whitney Munro (43:15)
where we're able to actually form our own nonprofit that donors could give to, corporate giving could give to, that allows us to use our skills basically pro bono for nonprofits around the country that need it but can't afford it, or where the donor's like, I'm not sure if I give them the money that they're actually gonna spend it to do the things that they need to do. ⁓ So really looking to increase the number of nonprofits we're able to work with in a creative way that benefits them, benefits the donors, and allows us to do that. And then you mentioned the accountability piece.

Sara Greco (43:32)
Hmm.

Whitney Munro (43:43)
No shame here. Like I was like told on my team. I think that I need even though we are not currently a nonprofit, you know, we're a for-profit business. I need a board and so I'm actually recruiting an advisory board to help hold me accountable to all these big goals and dreams we have. And we launched our new AI strategy and implementation program vertical earlier this month. I'm so excited because we're going to be offering some great workshops aimed specifically at various industries within the mission-driven space.

Sara Greco (43:55)
cool.

Whitney Munro (44:11)
to help teach them about AI, the safe use of AI, the appropriate ethical use of it at a nonprofit, data privacy, how all of that works together so that these groups are not left behind by groups that are able to harness it and utilize it faster than they are.

Sara Greco (44:26)
Wow, that's incredible. So many good things happening on the horizon. And let me just restate this. You guys have been open for five years. Three. Okay, I mean, that's even less than what I, like, this is incredible what you've been able to accomplish in such a short time period and how the growth has happened.

Whitney Munro (44:28)
We're very excited.

Three, we just had our third anniversary, yes.

We've had,

yeah, we've had so much luck and I will go back to it. There's so much in relationships. To date, I'm pretty sure we're still like 90 % of our clients are all referral-based, not cold-sourced because, and we're proud of that, of just, you know, we're being referred by other clients because we're delivering for them and we wanna continue doing that for more and more people.

Sara Greco (44:57)
That's amazing. Yeah.

Very, very cool. What a great accomplishment and change that you're making to give nonprofits a place to go so that they can grow in the resources that they have available to them. So looking at you a little bit, what do you think you've learned most about yourself during this chapter, these past three years, probably surprised you the most?

Whitney Munro (45:10)
Thank you.

Yes, absolutely.

I've always been a toxic people pleaser and I say that just because people pleasers are like they're gonna tell you they know it's not the best trait right? You can't run a business and be a people pleaser. just they too do not

than to success. So I've really had to dig down and address that and be OK with saying no to people, telling people things are, know, all the things that maybe they don't want to hear, getting really comfortable telling people the things that won't please them. So that's one big one. And telling myself it's OK to turn off. I think any entrepreneur is going to tell you that they're going to go, go, go, go, go.

Sara Greco (45:45)
Mm-hmm.

Whitney Munro (45:59)
because you're growing and you need it, know, all the things. And teaching myself that it's okay to actually take the vacation day, it's okay to turn off and that it's not a lack of trust in the people who I work with because they're amazing and I trust them implicitly. It's like just a weird quirk in my brain of like I need to be ready and responsive and ready to go. So, you know, I'm my best self when I've turned off a little bit. So.

Sara Greco (46:20)
Well,

it's not a weird quirk. feel very responsible for this organization that you've built and that it's like your baby. You're going to take care of your baby to make sure it continues to grow. And even taking one day off is scary because you're just like, well, I need to make sure that everyone who works for me is taken care of and that my organization continues to do what it needs to. So we're on you for recognizing that. Yes, even a short time period off really does help with a reset.

Whitney Munro (46:24)
Yeah.

Absolutely.

Yeah.

It

does, for sure. I'm a little less reactive if I've had a break, so.

Sara Greco (46:51)
I've done that, I have done that. I've given myself a half day when I'm like, everyone around me would just benefit from me taking six hours off. Like this is for everyone, not just for me. Actually, so this is a good segue into this question. So how do you personally flex? What helps you stay adaptable, creative and grounded as a leader?

Whitney Munro (46:58)
Yes.

Knowing that like what we kind of just talked about like being able to take a break or turn off like knowing the things that helped me do that to take a breath like I love walking my dogs I know how to start my day now like you don't like learning all of those things

Sara Greco (47:21)
Mm-hmm.

Whitney Munro (47:21)
Having, this is gonna sound really silly, but having that to look forward to. So like we always have a vacation plan. There's like always one that I know, okay, I'm gonna get to go do this really cool thing that I love to do. And then I love being outside. like, again, like just switching up where I'm working and working from the patio instead of my office and giving myself, you you could start working remotely as a business, like a entrepreneur. Like you could start to feel like you've been trapped in four walls if you're not intentional about walking,

Sara Greco (47:32)
Mm-hmm.

Yeah.

Whitney Munro (47:50)
And then this is gonna sound terrible. So if you're my client and you're listening I don't do this to you, but there's times where I'm just like I Do I'm going to have a better conversation with you on the phone than on video? Because I my brain is working when I'm walking and if I'm walking I'm thinking my best for you and being open and telling people like hey This is gonna be a phone call rather than a video call and you might hear wind because I'm gonna go for a walk or whatever It is that's okay because they're paying to get the best out of me or the team making them feel like it's okay

Yeah, it's just kind of being more open with those things in general.

Sara Greco (48:22)
Yeah, and

I love that you know that about yourself. The fact that you're like, prefer to talk on the phone versus being on video because I feel myself getting antsy and want to walk. I can, like, it's almost like, I think there's a study out there where it's like, if you're doodling in a meeting, you're actually paying attention better than those that are just like staring off because there's mindless work that is happening. And because of that, you can hear a little bit better.

Whitney Munro (48:43)
Yes.

Yep, 100%. That is exactly what I think.

Sara Greco (48:48)
the rapid fire. So this season I have been closing my episodes with like a quick rapid fire, like four or five questions, super fun, I think personally, I hope you do too. And it's just to get to know you a little bit better and kind of have a fun close to the episode. Are you in and are you ready? Awesome.

Whitney Munro (48:58)
Okay.

in and ready in the hot seat.

Sara Greco (49:08)
What is one leadership myth that you wish people would let go of?

Whitney Munro (49:12)
That is a really good question. Okay, so there's this.

Everyone that I talked to, especially the first year that Flex was around, would be like, did you take out a business and are you in debt? How are you handling? How did you fund your business? Did you have to go raise all this cash? And I was like, no. You don't. And it was almost like people were like, you must not be able to whatever. And I'm like, You don't have to go into debt to start a business and become a leader and be to do this. And then the other would just be, I think,

Sara Greco (49:26)
my gosh.

Yeah.

Whitney Munro (49:41)
Leaders don't necessarily have to tell everybody that they're a leader and I feel like there's this like sense out there that leaders kind of constantly have to be like well I am the leader and I am the CEO and I am the whatever you don't have to like you can be completely successful and people will know you're a leader even if you didn't tell them and shout it out and make it your LinkedIn bio and all the things you know you can run a business and be successful without reminding the world that you're doing it

Sara Greco (49:49)
What?

I love that one. Also, I like that you, like as a leader, but an entrepreneur too, because like we heard Sarah Blakely speak where she's like, I did not go into debt when I invented and started Spanx. It is possible that you don't have to have a VC or something like that to start a company. Like you don't have to start super large. You can just go and do and launch. Yeah. I think that's very impressive. Okay. Book.

Whitney Munro (50:05)
Thanks.

Yes.

Yes.

Yes.

Sara Greco (50:28)
podcast or person like a person who has been inspiring you lately.

Whitney Munro (50:33)
Let's see.

Okay, well this is meant to, don't let this be depressing, but there's a family that I follow on Instagram. I started following about a month ago, a little girl. She has cancer and it's Brielle. We'll come back to you so you can add the Instagram account. But this is the most inspiring, wonderful family who are through their own challenges have redirected to helping to raise money from other families of kids that have cancer and inspiring people to do fun things. And she has people around the

Sara Greco (50:48)
Yeah.

Whitney Munro (51:03)
dancing and they send her videos of them dancing to inspire her as she's having her tough days and so they repost them and in what could be the you know in what is no doubt the worst thing that will ever happen to them they are doing everything they can to inspire others and make them happy and you know also tell their story but doing it in a way that's just I don't know it's extremely inspiring

Sara Greco (51:25)
Yeah, know that sounds inspiring and I love that your inspiration is somebody else inspiring. So that fits your nonprofit world.

Whitney Munro (51:32)
Yeah,

I guess, I guess that makes sense. I I could have told you like a true crime podcast, which is my like dirty little like when I need a total break from life, I will pop like listen to a true crime podcast and it helps. So it's not inspiring, but it does help like with the workday. Yes. Yeah.

Sara Greco (51:36)
Okay.

Same, same, it's my favorite. Decompress, for sure.

Coffee or tea? Morning or nighttime? Nice. And then last one is, what is your flex? Something you're proud of that you don't talk about enough.

Whitney Munro (51:57)
Tea.

morning.

this doesn't mean I just talk about all the things that I'm proud of. ⁓ I think it would be, I'm really proud like a lot of people, well you see people say all the time like you need a small circle and your only real friends are this small circle of people and those are the people, as you get older you need a smaller circle and I'm actually really proud that as I've gotten older my circle is bigger but I have great relationships with them and that

Sara Greco (52:12)
You

Whitney Munro (52:33)
Pretty much every city that I go to, there's someone I can text or call to hang out with or whatever that would meet up and is excited to do so. And I think that that's just that intentional relationships thing of I like my closest friends, but I don't know that I want a small circle. And I'm really proud that my circle is actually really big. thanks.

Sara Greco (52:50)
I love that. Well, and

again, I'm going to go back to the military brat thing. We're very good at creating a good friend group and like creating that wide variety. And so I think military brats are the best at keeping in contact with people. Like because we're used to having to in order to have kept relationships.

Whitney Munro (53:04)
Yes. Yeah.

Absolutely, to that point, we're also really good at...

getting to a good place with people fast, because you've done it so many times. So you kind of know lower boundaries on yourself. You're more open and friendly to other people faster to let them in. Because there's a running joke with even the people at Flex that they're like, we're going to go somewhere and somebody's going to have told Whitney their life story before we leave. And it's honestly true. And then I'll have their phone number. So it is something that there is a comfort level. And some people are just innately more used it. And I do think you're right. It goes back to the military bra thing.

Sara Greco (53:40)
sure. So you made it through the rapid round. Thank you so much for participating. You did great. Thank you so much for joining me on the show. I really learned a lot from you. I love hearing more about your story, about where your ideas have kind of come from. If people are interested in learning more about you or Flex, where would you recommend they go?

Whitney Munro (53:42)
Woohoo! Thank you.

Yeah, so flexpartners.org is our website. That's where you're gonna find out the most about Flex. And then from there, you can follow Flex itself on social media. I love LinkedIn and Instagram. And so you can go follow me in those places, send me a message. There's a lot of people out there who say they don't offer free advice, but I do. So if you're having a pressing business question or you're even thinking to yourself like, hey, I might wanna start a business or a nonprofit. Like I'm always happy to tap in and answer any of

Sara Greco (54:16)
Thank

Whitney Munro (54:24)
questions.

Sara Greco (54:25)
Well, thank you so much Whitney. So glad we met back in March and so glad that you were able to come on the Such an interesting conversation and I know everyone will get some really good information out of it whether you work for a nonprofit, are looking to build something or just looking for some interesting ways to lead. This was a great conversation. Thank you.

Whitney Munro (54:28)
Yes.

Thanks, Sarah. This has been a blast and I'm also so glad we met.