Jonathan Gross’s journey in the behavioral healthcare space is one of adaptability, mentorship, and leadership development. He started in direct care, managing sober living programs and supporting individuals in early recovery. Over the years, he took on increasing responsibilities, learning the operational side of addiction treatment and behavioral healthcare. His path led him into leadership roles in programming, admissions, and eventually sales—giving him a unique perspective on both clinical operations and business growth within the industry. One of the key themes in Jonathan’s career has been the importance of relationships. He credits much of his growth to the mentors and colleagues he has aligned with along the way. Whether working within a treatment center or leading a national sales team, his ability to connect with others and build strong professional networks has been instrumental in his success. He emphasizes that leadership isn’t just about overseeing people—it’s about fostering a culture where team members feel supported, heard, and empowered to do their best work.
Jonathan’s transition into larger organizations like Acadia Healthcare, Recovery Ways, and Discovery Behavioral Health gave him firsthand experience in scaling operations. In these roles, he was responsible for building sales teams, optimizing admissions processes, and navigating complex acquisitions. He discusses the nuances of integrating newly acquired facilities into an existing system, balancing the need for structured processes with the flexibility to maintain the unique culture and strengths of each organization.
A pivotal part of Jonathan’s leadership philosophy is curiosity. He believes that asking the right questions—rather than having all the answers—is what separates great leaders from the rest. By remaining open to learning and seeking input from those around him, he has been able to continuously refine his approach and adapt to the evolving behavioral health landscape. He highlights how this mindset has helped him guide teams through periods of transition, whether it’s merging with a larger organization or pivoting sales strategies to meet new industry challenges. After years of working within major behavioral healthcare organizations, Jonathan took a leap into entrepreneurship. Launching his own company was a natural progression, allowing him to apply everything he had learned in operations, sales, and leadership to build something of his own. He shares candid insights into the challenges of stepping out on his own—balancing risk with opportunity, finding the right business model, and surrounding himself with a strong support system.
Throughout the conversation, Jonathan emphasizes the importance of mentorship in his career. From his early days in direct care to leading high-performing teams, he has always sought out guidance from those with more experience. At the same time, he has paid it forward by mentoring others, helping them navigate their own careers in behavioral health. He believes that the best leaders are those who invest in their people—not just in terms of professional development but in understanding their motivations, goals, and challenges on a deeper level.
Another key takeaway from Jonathan’s story is the necessity of adaptability. The behavioral healthcare industry is constantly evolving, with changes in regulations, treatment approaches, and market demands. His ability to pivot and embrace change has been crucial in his success, whether it was shifting from a direct care role to sales leadership or integrating new facilities into a corporate structure. He encourages professionals in the space to stay open to new opportunities and be willing to step outside their comfort zones in order to grow.
For those looking to advance in the behavioral healthcare field, Jonathan offers practical advice: focus on relationships, seek out mentorship, and never stop learning. He stresses that career progression isn’t about chasing titles—it’s about continuously improving, developing leadership skills, and aligning with organizations that share your values. He also underscores the importance of understanding the full spectrum of behavioral healthcare operations. Even if someone starts in a niche role, having a broad understanding of how admissions, sales, clinical programming, and operations work together can set them apart as they move up in their careers. Jonathan’s story is one of professional evolution, driven by curiosity, resilience, and a deep commitment to the people he works with. Whether you’re an aspiring leader in behavioral healthcare, a sales professional looking to build high-performing teams, or an entrepreneur considering your next move, his insights provide valuable lessons on growth, leadership, and the power of relationships in shaping a successful career.
Read the Podcast Transcript Below
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Steve Donai: Let me know when you click. Okay.
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Jonathan Gross: Here we go!
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Steve Donai: Okay, hey, Chris? We are going to pause and raise the hand if we need to edit something out. So I’m gonna be really respectful of Jonathan on this. Wanna make sure I don’t accidentally put them on any land mines. So be on lookout for that. We do my best, but if you see that we’ll hopefully give you ample time for editing. Thanks, Buddy.
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Steve Donai: Alright. Great glad to have you here. Well, who alright great.
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Steve Donai: So so welcome. So today we have Jonathan Gross today from is it? Fuck me, Jonathan, is it? Jg, health associates? Jg, what’s healthcare.
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Jonathan Gross: Jg. Healthcare solutions.
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Steve Donai: Alright.
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Steve Donai: Take 3,
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Steve Donai: all right, great. So today we have Jonathan Gross, CEO of Jg. Healthcare solutions, Jonathan, welcome to the podcast. The lead climb podcast for those who don’t know. You want you to tell us a little bit about who you are and what Jg. Does.
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Jonathan Gross: Well, thanks for having me, Steve. It’s good to be here with you after our long conversation of what we’re going to talk about today. And like I said, I’m the CEO of Jg. Healthcare solutions. We’re a new company. So we started in June of 2023, and prior to that my whole career has been in behavioral health care, mostly focused on patient acquisition, and
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Jonathan Gross: worked for some pretty large companies and had a sales, roles, admissions, roles.
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Jonathan Gross: you know, direct performance production roles, you know, focused on b 2 b partnerships and how to get people into treatment efficiently and effectively and make sure they get the resources they need.
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Steve Donai: Awesome. So you’ve had a pretty quick trajectory through this industry, from like individual contributor, the b 2 b roles up to executive leadership for some really respectable programs out there. What would you attribute that to? Can you talk a little bit about your journey, or a lot of people who are watching. This might be in that place right now, where they’re trying to find themselves to that growth like.
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Steve Donai: can you talk a little bit about that?
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Jonathan Gross: Yeah, no, I’m happy to. I think the one parallel that I’ve had with a lot of people I talked to in the space is that I’m sort of a genuine artifact of the space, especially in, like the young adult failure to launch space. So that was the space that I worked in for the 1st 6 years of my career, and how I found myself in that position was I was an alumni of a young adult program, and
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Jonathan Gross: while I was in that program built the relationships with the owners where they asked me to represent them. So I started doing alumni, speaking engagements, talking about my experience at the company. It was a company that was open for 18 years, called Life Designs Ranch, up in the Pacific Northwest in Washington. So I worked there for 6 years after that, and in various roles, we opened a transitional living program
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Jonathan Gross: in 2,009. And I was the program director of that it was called creative transitions. So I ran creative transitions as like the extended care of life Designs ranch, and still continued to do alumni speaking engagements. I represented them at the Natsap conferences, the Iecas for educational consultants and
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Jonathan Gross: kind of wore all the hats over those 6 years admissions. Bd program director coaching. The people that came through the program never went back to school for anything clinical. So I don’t have a clinical or medical background more just like
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Jonathan Gross: program development admissions and Bd. But the owners made the decision to shut down the program after 18 years, and
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Jonathan Gross: and and part of that sort of like dovetailed into my next chapter. There was a new group in Washington that came up from from Arizona, and they were starting commercial, insurance-based treatment, which at that time I had no experience, and they were starting a detox and a
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Jonathan Gross: a residential program, a Php Iop with a lot of sober livings. And so the sober, living, transitional program that I was running kind of got absorbed into that larger network of sober livings. They had 8 houses, and you know, 30 people on support staff and a bunch of the full continuum of care. And so when I when I met those those folks, they asked me to come on and be their head of
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Jonathan Gross: programming. So I was over all the support staff, and so all the sober livings, all the all the you know, overnight staff. And so I did that. And then when we opened the detox, I did all the admissions for the detox. And so you know a lot a lot of changes in behavioral health care over the last 10 years.
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Jonathan Gross: but that company was acquired which is happening a lot more and more. And so when that company was acquired.
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Jonathan Gross: I ended up going to work for Acadia healthcare because I wanted to. I wanted to learn everything from from the big dogs and learn salesforce, and people kept talking about Kpis, and I wanted to know what that meant. So I went to work for Acadia as a treatment placement specialist for a couple of years, and
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Jonathan Gross: and I think in that role it became clear to me that I did. I did want to be back in in leadership. It was. It was like this initial relief that I didn’t have a lot of direct reports, and I could just like kind of run my own business and focus on getting people the care they needed, and I had an awesome
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Jonathan Gross: boss and and coach there at that company who’s still in the business. Her name is Marina, and she’s recently gone over to Meadows, and is someone that I still really look up to?
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Jonathan Gross: And so, anyways, I had a really good experience there. But after a couple of years, you know, I wanted to get back into leadership. I wanted to lead teams. I wanted to coach people, and so I took an opportunity to go work at recovery ways and and build their sales team out and got to recruit a lot of people and and create culture and
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Jonathan Gross: and really kind of hone. My skills as a sales leader and the boss and mentor that I had. There is a gentleman I’m still connected to James Bailey. He ended up becoming the chief operating officer at discovery, behavioral health. And so, when the timing was right and we were doing
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Jonathan Gross: a lot of acquisitions that made sense here in my local market, the acquisition of Casa Palmera into their portfolio. When I was living in San Diego, it made a lot of sense for me to jump on there and and do some sales leadership stuff there. So for the 1st year we focused on integrating all the sales teams in the substance use disorder division.
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Jonathan Gross: and had a really good time doing that. And I was working with Joe Tennervin as the president of the substance, use division and still work with him today. And we’ve gotten really close and become good friends. And we worked together at Acadia as well. He was actually the main
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Jonathan Gross: sort of catalyst that led me to Acadia. We met at a networking event, and in Seattle he was given a presentation about Bayside Moran, and
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Jonathan Gross: really like the guy. And so I guess, like the theme of my trajectory is relationship. You know, it’s like I meet people I connect with people. We have a shared vision. I feel like we align ethically and and so I follow those relationships. And
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Jonathan Gross: even though if you look on my Linkedin. There’s been all these different companies. The people have really stayed the same. And so I’ve been really fortunate to get larger positions with more direct reports and larger teams. So I can, you know, just continue to do that leadership thing. But on a larger level. And when I left to start my own companies. It was the 1st time that I was kind of doing it for myself. So that’s been an exciting.
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Jonathan Gross: you know, year and a half journey to really build my team of people that I’ve met over the years at conferences. And as I mentioned, Joe’s 1 of those people that’s now our president of operations. So it’s it’s really cool to see some of those people in situations come full circle.
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Steve Donai: Yeah, that’s awesome. Yeah. And you, you definitely had a lot. It sounds like scale of responsibility jumps. Right? You you from Tps to leading departments. And and
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Steve Donai: how did you? Because I know this was something I always found interesting in my own journey was.
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Steve Donai: you’re not always given the playbook right like you’re expected to use responsibilities, and you have these tasks, and it’s due soon, and you’ve never done it before. Like, how did you find your playbook when it was just kind of saying, Hey, here you go. This is your job. Now I think that happens a lot to folks not just in our industry and business in general, and I’m always curious to hear how that that works out for folks.
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Jonathan Gross: Yeah, I think there’s a couple of things. It’s it’s a great question. I think the number one thing that
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Jonathan Gross: that I have in my life is the ability to ask for help. You know I find myself in new situations, and there’s people there that are, you know, far more the subject matter, expert than I am of that individual company. They’ve been there longer than me. I’m the new guy, even though I might be their boss in a lot of circumstances. And so.
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Jonathan Gross: you know, it’s it’s in my best interest to lean on those people and say, Hey, what? What’s going on here? What are the systems we’re using? Help me understand the process. And just and just really listening. Right? So,
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Jonathan Gross: I think that’s the big thing is like like asking for help. And then, you know, I, when I see things
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Jonathan Gross: as like glaring deficits of of like problems or inefficiencies, I like to point those out, and and just like use people as sounding boards and say like, Hey, are you seeing this the same way as me? It’s pretty similar to asking for help. But it’s just like, Hey, here’s something that I notice. Is there a reason why we’re doing this? Is this like a learned helplessness situation, or is there, you know.
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Jonathan Gross: Is there something that I’m not seeing? Are you seeing it differently? And so I think that that is pretty relevant to the conversation of leadership. Right? It’s like finding consensus finding buy-in we were talking about. You know, I just start that process of just like really asking for help and leaning into the people that know more about the system than I do. And going from there.
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Jonathan Gross: yeah, seeking to understand versus seeking to be understood in those situations is so. Vibe. I remember early in my career.
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Steve Donai: I was with universe uniform rentals and in the Facility Services Division. Of course I’m 25, and I know everything right. I’m a sales manager. I’ve had these, you know, 2 years of experience in the corporate world. And it was. It was amazing me, I thought, what are we doing here with this higher turnover rate? Because, you know, Cintos is a universe, and adps and paychecks, and all those 1st early sales gigs for a lot of people. But the you know, the role is, go there for a year, maybe to get
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Steve Donai: awards, get trained, and then go do pharmaceutical or med device, or something from that that was very commonplace. And I was seeing the same turnovers from my teams and my peers and thought, Man, this is a huge problem, how can they do this?
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Steve Donai: And then it was about 15 years later I was in my vet’s office, and I sold that Vet. 15 years prior about $40 a week worth of revenue or $50 a week worth of revenue of sales.
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Steve Donai: and they’ve been doing that consistently for 15 straight years off that one sale.
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Steve Donai: And I kept thinking, Okay, that’s that’s how like, that’s something I didn’t understand. The turnover isn’t the problem. It’s the longevity of the accounts. The service members are the true heart and and soul of that organization. But of course, me at that that early age, with limited experience, it was more of a I see things only through the prism of my experiences. And how how could how dare they? You know sales be as high turnover? So
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Steve Donai: Looking back, I see that and go. Oh, man, if I was what asked if I were to try to understand if I would talk to the general manager or my regional director like, how does this make sense like? Why are we turning people over? The big picture would have been really helpful? And and so I think that’s 1 of those skills. And as I coach younger reps in our space now, because, you know, growth started a lot as fractional Bd leadership and one-on-one coaching has morphed quite a bit over the last year and a half.
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Steve Donai: A lot of that is coming through with with the younger reps in our field, who have tons of energy, tons of passion and tons of desire to change the world. I think that’s a great millennial trait is the desire to change the world around you, but not asking for that help. Right? It’s like seeing the problem or perceived problem jumping right in and going all right. I’m going to fix it. And then everyone else around. Whoa!
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Steve Donai: There’s probably a little more to that. So I I love hearing that I know I made that mistake. I see it being made a lot in coaching currently. But I think that’s a miss, a positive mistake. It’s a mistake of passion. It’s not a mistake of malice.
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Jonathan Gross: I agree? Yeah, I think it. It changes, or it’s changed for me over the years of like.
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Jonathan Gross: When I was younger in my career. I had this idea that I was supposed to have answers like I was supposed to have things figured out like I was supposed to present myself in a way where I had the solutions to leadership.
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Jonathan Gross: and I and I think there is a certain truth to that. But I think, as I’ve gone further.
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Jonathan Gross: you know, I don’t know if it’s laziness or what, but like it’s, it’s actually a lot easier to not know if that makes sense, especially as a as a new CEO of companies. Because I’m not you know.
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Jonathan Gross: like I said earlier, I’m not clinical and medical. I’m not the expert when it comes to accreditation or contracting credentialing. And so, you know, I have to really surround myself with people that know more than me, which this is easy in my case. So. But I think back to my in my corporate
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Jonathan Gross: sort of trajectory that became more and more apparent as I go. It’s like
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Jonathan Gross: it’s it’s actually a lot easier to use that, you know, asking for help, finding the consensus method to finding solutions. And instead of trying to feel like it’s up to me. I’m the leader. I have to solve all these things. I have to figure out all these things myself. I have to be the smartest person in the room. I’d much rather not be the smartest person in the room and ask all the people like, hey, what’s best practice here like.
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Jonathan Gross: you know, a big part of it, because not not only was I responsible for sales in my last role, and for you know,
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Jonathan Gross: the whole clinical outreach team and the various types of teams and all the levels of leadership. But I was also over what we call care coordination, and referral relations, like tracking the patient journey. And and the reason that’s relevant is because that a lot of that is a clinical function, and so to have a have a senior leader like myself, with no clinical background, is a little. It’s a little unusual, and outside of the norm. And so how do you reconcile that? And I think it was by.
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Jonathan Gross: you know, conversations, and and like the cultural component of it, was key like talking to the clinicians about the clinical function of it like, no, it’s your job to communicate clinical needs of our patients, and we have to be in compliance for joint commission to give them all the resources and all the recommendations for step down.
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Jonathan Gross: But it’s our team’s job to handle the logistical function of that, getting the Rois in place, making the phone calls, making sure the other providers have availability. And so I think it was just like a really healthy dialogue around, like the various natures of our business, like, there’s the clinical business. There’s the people side of the business. There’s the cultural component.
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Jonathan Gross: And a lot of it is is just the logistical function of like crossing t’s and dotting i’s and making sure that it all flows smoothly. And I like that stuff. I like
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Jonathan Gross: the the complexity of it. I like problem solving, and I love situations where, like, the only way it all comes together is if there’s consensus, is if we’re working together as if the right hand knows what the left hand’s doing, and so
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Jonathan Gross: you could have the best policies and procedures and protocols in the world. If you don’t have people that are getting along that are trying to help one another. That’s where you know culture is key on all of it. And I think that’s that’s the biggest subject when you’re talking to other leaders is, how do you create healthy culture and minimize turnover and get people, you know, where they’re all trying to be of service to one another, so we can accomplish our goals.
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Steve Donai: Yeah, I love this idea, too, because for patient care, we as executive see treatment centers as kind of siloed departments. Right? You have your clinical, your admissions, your outreach, your medical, etc, etc. But for a patient that’s 1
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Steve Donai: process for them, right? It’s it’s 1 team they don’t see the differentiation, or they shouldn’t be seeing it right. And so they expect you talk to an outreach, rep, and get passed on to admissions, and then to intake, and so on. It should all be an aligned process, and it’s all an ecosystem of their patient journey right?
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Steve Donai: But if you don’t have a cohesive team or as an executive leader. You haven’t put things into place for your departments to all be able to collaborate and resolve it happen there’s never. You know a Pandora of of organization. There’s always gonna be complexities and lodges and disagreements. And that’s what makes them great.
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Steve Donai: You know, it’s the toxic cultures where no one disagrees, everyone just kind of goes with it. I think that’s the bigger issue. But from the patient journey, having all those aligned just as better health care. And I think that’s why we all got into this line of work in the 1st place, to some degree, is saying, I want to make a positive impact. I want to. As we were talking earlier, I want to make sure that the better I am at my job the more people get. Well, that’s pretty cool.
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Steve Donai: Yeah, I’ve sold a lot of things in my life, and I can’t say that about air fresheners I sold in the past, or things like that. You know, it hasn’t really happened. But for this, I think if everyone’s aligned and rowing the same direction.
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Steve Donai: you know all things else equal. You’re going to have a better, patient experience, better outcomes and and better. You know better sobriety, better mental health, better communities. So I think that’s a pretty cool component of the leadership in our space is that it’s a little bit better than just
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Steve Donai: it’s a little bit more, a little bit more grand than just us working together on a team in a in a corporation.
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Jonathan Gross: Yeah, no, it’s well said, I don’t like telling people. No, either. You know, I like, it’s okay to say I don’t know, and I’ll find out the answers. But you know, when I 1st was doing admissions in that, in that more like young adult focus space, all those programs or most of those programs, especially at that time, were all cash pay programs. And so if you had people contacting you that
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Jonathan Gross: that really needed help, and they didn’t have the resources. Then you had to say I’m sorry we can’t take you. You know we don’t. We don’t have the scholarship availability, and that was like soul crushing for me. So I wanted to find out.
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Jonathan Gross: You know how to say I might not know what you’re looking for, but I’m going to find out, and I think you know that that sort of has been the baseline of my journey. It’s like I might not know the answers. I usually don’t. But I want to find solutions, and I want to figure it out for people whether you’re in admissions. And you’re talking to the patients and the family members, or you’re talking to your teammates. The ultimate goal in leadership is to overcome barriers and find solutions for the challenges of the day.
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Jonathan Gross: And so that’s what my brain sort of like focuses on. And that’s why I like being in leadership is because it’s, you know, it’s a team effort of continuing
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Jonathan Gross: to to fine tune whatever process we’re in, to ultimately like, deliver a desired outcome which is saying yes, and finding those resources and adding that value to our customers or our, you know, contracted partners, and that’s the at the end of the day. We all want to feel like we’re being of service, and we’re bringing value to the people that we’re working with. And so I like to try to just like work it backwards and figure out what’s the easiest, safest, most effective way to have the desired outcomes where everybody feels good about it.
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Steve Donai: Alright, we do a quick break. I’m going to. Since we’re getting short on time, I’m gonna try to wrap with
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Steve Donai: a positive way of talking about some of the changes that I’ve seen.
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Steve Donai: You can have plausible deniability. All you need to. I haven’t really seen that, but it kind of makes sense sort of thing totally cool. Is you mentioned? You reset it part of your career back to Acadia, and and had that actually, I had a some very similar story also with Acadia.
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Steve Donai: We’re seeing now, I think, a lot I’ve really seen now a lot of people who have
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Steve Donai: been executive director roles, and now have started their own companies afterwards. Do you think that might be a part of that
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Steve Donai: returning to roots returning to passion, returning to core competencies. What do you take on that? Would that be a good way of phrasing it for you, or should we just completely ignore it?
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Jonathan Gross: No, I think that’s fine.
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Steve Donai: Okay, cool. Alright, Chris, you got all that. Thanks, Buddy.
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Steve Donai: Okay. So we’re running a little short on time. So I did want to ask you something. You you mentioned kind of going back to Acadia and resetting and kind of taking away from the responsibilities of leadership and things like that. I actually I did a very similar thing. In my career as well. Where actually, several times in my career, I would manage. And I go back to being in the field for a while. Reflect on what I did. Well, what I didn’t do. Well, go back to leadership and and kind of go back
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Steve Donai: over the last couple of years. I don’t know if you notice this, but probably like the last 2 years or so I’ve noticed, there have been a lot of senior directors, executive leaders for organizations, people we all we all know and love, leaving the more corporate spaces to start their own companies. Obviously, you, you and I have done that. In our our journey.
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Steve Donai: How much of that do you think is them returning back to the core roots of what made them passionate about this industry to begin with, and and by that I mean
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Steve Donai: for those who haven’t been 1, 2, or 3 steps removed from the patient, or from what got you into this space?
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Steve Donai: You know you can end up getting this decision tree. In my experience of saying, Okay, I can be at a conference. I can do a field ride. I can do my budget. I can review my kpis. I can be in a board meeting. I can do the work that I need to do to catch up. I can’t do it all I got to pick and choose, and ultimately some really good stuff gets laid to the cutting room floor. What are your thoughts on that? Have you seen that as well? Or is this is something that you you can relate with, as far as
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Steve Donai: finding that I guess that core passion, that core competency. Again.
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Jonathan Gross: Yeah, I I mean, I talked to a lot of people, you know, that have left larger companies to go start their own thing. And
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Jonathan Gross: it’s certainly a a common denominator of people wanting to recalibrate, wanting, you know, to.
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Jonathan Gross: you know, recommit to their own development to find their passion for what it is that they do. I mean, I had a really good experience like my my why and my partners know this is to is to help the people that I’m working with accomplish their goals. And so I was able to really do that. And with large teams in corporate settings. And that’s what I’m trying to do now as the CEO of Jg. Healthcare solutions. And the companies that that we’re operating is.
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Jonathan Gross: you know, really empower the people that I’m working with, to stretch themselves, to grow as professionals to grow as humans. I mean, I think a lot of the conversations that I’ve had over the years with people that directly report to me. They’re not always focused on work, either, you know, like we rely on each other to talk about. I mean, we went through a pandemic together, and a lot of us were having little kids at the same time. And so
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Jonathan Gross: that’s that’s what I love about what we do in the behavioral health care. Space is that it’s not all clocking in at 9 to 5. It’s connecting with people and and really having more intimate relationships and learning about them as humans, and as fathers and mothers and wives and husbands, and all the things that they do in their personal lives. And you know their passions, their hobbies. And so I think, people.
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Jonathan Gross: you know, when you leave larger groups and you go to start your own thing, one of the real
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Jonathan Gross: benefits that that you can do is you get to choose those relationships. You know. I listened to this guy, Jim Vandehei, give a speech at the 1st marketing exchange in Vegas, and he said, a lot of people have heard me tell the story, he said. I don’t really care how good people are at the core functions of their job, and how many letters they have after their name, if I don’t also align with them morally and ethically, and think that they’re good human beings.
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Jonathan Gross: Then they don’t have any business working for me or any of my companies, and when I heard him say that I told him afterwards I was like that. You said that with like such conviction that it actually like changed my life
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Jonathan Gross: because I want to be on a journey, regardless of what services we’re providing, regardless of what type of programs we’re opening. I want to be a journey on people that are like on a journey with people that are my inner circle, that are people that I love, and I trust, and I know them, and I know their families because we talk all the time like we want to do things out of work together. We want to travel together and vacation together and have our kids know each other. And so
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Jonathan Gross: I think there’s so many people in behavioral health care that that’s what they want. They want connection, and they want community. And so, you know to be able to create that for yourself, after having these experiences, creating that in large corporate systems is really attractive for me and a lot of people that are doing it themselves like you. And ultimately it’s all a blessing, and it’s all a gift to have had that experience and be in a position to do that now for myself, and I think we all feel the same way that are doing it.
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Steve Donai: Yeah. So that’s so. Well said, well, Jonathan, I appreciate having you on. Can you tell everyone where to find you?
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Jonathan Gross: Yeah. So I think right now you find me on Linkedin under Jonathan Gross. We have a few websites. Our women’s program in Atlanta is revelarecovery.com. We’ll make sure there’s tags and links and stuff, because it might not be the easiest one to spell jghealthcaresolutions.com Kansas Renewal Institute. Those are our 3 websites, and so
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Jonathan Gross: always happy to be of service and connect with new people.
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Steve Donai: Excellent thanks so much. And if you guys have watched or listened this long, thank you. Really appreciate that. That’s awesome, and make sure you like, share all the things that youtubers say that I’m not good at saying, but I appreciate that for this one thanks so much.
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Jonathan Gross: Thanks, Dave.
