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Ryan Van Ornum with Cynergists

June 2, 2025 by angishields

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Beyond the Uniform
Ryan Van Ornum with Cynergists
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Ryan-Van-OrnumRyan Van Ornum is the founder and CEO of Cynergists, a company that delivers global talent and AI-powered customer service solutions to small businesses, with a focus on the trades and professional sports sectors.

With a diverse background in technology, education, real estate, and business, Ryan is known for his innovative mindset, leadership, and unwavering commitment to excellence. His ability to lead teams, solve complex problems, and drive growth makes him a dynamic force across industries.

In his conversation with Trisha Stetzel, Ryan shared his journey from military service to entrepreneurship, highlighting how his role as a single father fuels his drive to build a lasting legacy.

He discussed how Cynergists sets itself apart with a team-based model and elite specialists, helping small business owners streamline operations through automation and customized support.

Ryan also reflected on his approach to balancing a demanding business life with family and personal growth, offering insight into how purpose and efficiency can go hand in hand.

Connect with Ryan on LinkedIn.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in Houston, Texas. It’s time for Houston Business Radio. Now, here’s your host.

Trisha Stetzel: Hello, Houston. Trisha Stetzel here bringing you another episode of Houston Business Radio. And this is Beyond the Uniform series. I’m thrilled to have Ryan Van Ornum on the show today. He is the CEO for Cynergists. And by the way, he does a whole lot of other things that we may get into today or we may not. So you may have to connect to him. Connect with him one on one. Ryan, welcome to the show.

Ryan Van Ornum : Uh, thank you for having me. Really appreciate your. I really appreciate the time. Thanks.

Trisha Stetzel: Yeah, absolutely. And I can’t remember exactly how we got connected, but we’re both veterans, so we found each other somehow, right?

Ryan Van Ornum : Absolutely. Yeah, that’s the way it went.

Trisha Stetzel: All right, so, Ryan, tell me more about who you are, and then let’s dive into Cynergists.

Ryan Van Ornum : Sure. First and foremost, I’m a single father with full custody of all three of my kids, and, uh, I, I will do anything to take care of them. Uh, I’m building them a legacy. That’s my goal, is to take care of them at the best possible way I can. And we build that out with synergies and my other businesses because of those factors, like, um, I grew up, I didn’t have a lot of money growing up with single mother. So like, I, I it just hits me in my heart that like, I’m gonna, I’m going to leave that legacy for my kids, that they have the ability to do what they choose to do, follow their dreams because of what the hard work and determination that I put in for them.

Trisha Stetzel: Yeah, absolutely. Dad, dad, I love that father. First. I think that’s fantastic. So you have multiple businesses. We were talking a little bit about one that I didn’t know about before we started recording, and maybe we’ll go there, but let’s focus on Synergists. So tell me more about that business and how you’re serving your clients.

Ryan Van Ornum : Yeah, Synergist is a scalable operations company. We run like in like three different verticals. You can look at it through like, uh, like global talent, uh, workforce, you know, being able to help people at a exponentially, uh, lower rate than you would in typical American type of hiring. Uh, we also have, uh, artificial intelligence platforms that we can utilize. So, you know, inbound outbound calls, texting, uh, web chat, uh, it’s all machine learning. It’s really phenomenal stuff that we’re able to build out on, um, each of our clients platforms for that stuff. And then on top of that, we do like the digital marketing aspect of it. So, uh, we have about 80 different services, all on an e-commerce site, so it’s fully transparent. All of them are between 20 and 45% of, uh, typically what you would expect to pay, uh, here in, in, in, uh, stateside. So it’s, it’s, uh, what we what we’re able to do is help people take their business from, uh, you know, instead of hiring one admin person at 50, 60, $70,000 a year, uh, that they get a whole team of people, uh, 10 to 15 people working for them all in that they have all of their standard, standard operating procedures, and everything is done to a T, and it’s a plug and play type of business.

Trisha Stetzel: Yeah. That’s fantastic. So, Ryan, tell me who your best clients are.

Ryan Van Ornum : Uh, our best clients are are, honestly, they’re people, business owners that are, like, between 2 and 20, uh, employees that are looking to grow, that are, uh, you know, open to the next evolution of what, uh, work looks like, uh, the automation side, uh, being able to, uh, you know, take those operational tasks and really streamline their business. That’s the people that we’re looking for. Uh, it would be probably anywhere from 300,000 a year, uh, up to, you know, 25 million. Okay. Those those are the that’s the level of, uh, clientele that we service. The best.

Trisha Stetzel: Fantastic. Any particular industry that you see bubbling up more as clients or other?

Ryan Van Ornum : Yeah, we we see a lot in the trades. Uh, that’s where we see a lot. Um, we’re actually getting we have 3 or 4 professional athletes as well. Uh, just because their schedules are so busy, uh, that we’re able to help facilitate, uh, in those those, uh, realms as well.

Trisha Stetzel: Okay. Wow, that’s fun and interesting. I’d have to. You may have to come back on the show and talk about. I’m just kidding.

Ryan Van Ornum : We’re always open.

Trisha Stetzel: Yeah. So I mentioned earlier that you’re a veteran. Um, thank you for your service. I’m glad to have you on the show. So my question for you around that particular, um, asset is how did being in the military or your military service prepare you for the work that you do now as a serial entrepreneur?

Ryan Van Ornum : First of all, I want to tell you, thank you for your service as well, because you served as well, correct?

Trisha Stetzel: I did.

Ryan Van Ornum : Yeah. Yeah, absolutely. We could not, uh, live in a society that we live in right now without you doing everything you did to serve our country. And it’s not just not just what I did. I was an honor and a privilege to serve. And, uh, I’m. I’m very appreciative of that time. I’ve served in the Air Force. Um, I was combat communications, and the biggest thing that it taught me was like my number one skill set. I’ll tell people this til the day I die. Like, I, I, I played college volleyball, I, I went in, I was in the military. I did really well on the PT testing, but like there was always someone faster. There was always someone stronger. There was like, I got a 93 on my Asvab. I’m a smart guy, but there’s always someone smarter, like, I don’t want to be the smartest person I want to. I, I want to circle myself in the with the best people possible. But the thing that military taught me, and I take it to this day, is you cannot have more resilience than me. I can get my tail kicked and I will tie up my bootstraps, and I will come back at you ten times harder every single time. You can’t stop me. And when you have somebody that has that type of resiliency, there’s, there’s there’s nowhere up but up. Your trajectory may go down a step, but you’re going to bounce back three times faster. And you learn. You learn from those failures instead of like, you know, like if you if you’ve never had a setback, you you really are going to plateau faster. So that’s what that determination and resiliency. You I can’t be stopped.

Trisha Stetzel: Yeah. Can’t replace that. And you probably make your bed every day. I’m just saying. Yep.

Ryan Van Ornum : Yep.

Trisha Stetzel: Right. Uh I accomplished that.

Ryan Van Ornum : So that’s good.

Trisha Stetzel: Uh, all right. So you did communications in the military. Do you feel like that’s what led you to the work that you’re doing or the business, um, that you have with Synergists?

Ryan Van Ornum : It’s funny because, uh, when I was in the military, I did computers, satellites, phone, internet, all of that stuff. And at that time, like, I could have gotten out of the military and, you know, stepped into a job at Microsoft making $150,000 in 2005. Like that job’s is probably a quarter million now, but I just didn’t have the passion for it. When I stepped away like I was, I was kind of burned out of that situation. And then what I’ve what I’ve came to kind of come to realization is I came full circle back to understanding like that technology is is an always improving asset that, you know, you’re you’re always wanting to, uh, streamline and, and, and take next steps in your business. And I had to embrace that. And I’ve always I’ve always enjoyed it. But now I have that passion, uh, for, for helping people through the use of technology, which is really cool.

Trisha Stetzel: Yeah. That’s fantastic. So just for those who didn’t catch what Synergist is all about, because you guys do so many different things, it’s like a virtual assistant service, only better because you have so many tools and things that you’re pouring into that business. What would you say, um, helps you stand apart from all of the other VA services that are out there?

Ryan Van Ornum : Well, and that’s one thing that I love about what we do, because we’re a team and that comes from the military too. Like I when we I, we can offer hourly virtual assistant services, global talent. We can offer that. But what I’ve found is, I mean, you serve too. So you know this like the when when you’re part of a team and everybody has their role that you can’t be beat. So like when you’re trying to be let’s just be honest. If you’re trying to hire somebody cheap to do everything at a certain price point, you’re going to get what you pay for. So, um, what we have found is everybody has a role. You’re still gonna you’re still going to be far, far less expensive with synergist, uh, than it than any other place. But you’re going to have elite level talent across the whole spectrum of your operational business. Like we have somebody that does nothing but website design, nothing but sales funnels, nothing but automations, nothing but the, um, client care piece of it for you like nothing but bookkeeping. Like, why would you try to have somebody try to do all of those roles for a certain amount of money and then just get crap service, and then it’s never the business owner’s fault. It’s it’s always everybody else’s fault. Right? So like, that’s that’s what we found is like, okay, we’ll just build a team for you and then let’s just let us go kick tail for you. Let’s go. You know, let let us handle everything and we’ll we’ll get after it and we’ll get, get it done at a fraction of the cost and a fraction of the time. Like, one of the aspects I can tell you is we had a customer, they were quoted, I think 12,000 or $15,000 for an eight eight page website. And they were they were quoted three months. Uh, we got it done in two and a half weeks, uh, for like $2,700.

Trisha Stetzel: Wow.

Ryan Van Ornum : So and that’s because we have a team working on every aspect of it. When you don’t have one person trying to do all the SEO or all the all the website design or all the automations, it makes it so much faster and smoother that we can handle it all.

Trisha Stetzel: That’s fantastic. So you get access to 15 plus experts in their space for the price of one full time person, right? Correct. Correct. Yeah. I think that’s that’s just fantastic, Ryan. Um, so can we talk a little bit about beyond Synergists? Would that be okay?

Ryan Van Ornum : Because I know you’re doing it on other things.

Trisha Stetzel: Uh, I just I want to show how diverse you are and why I called you a serial entrepreneur in the first place. So tell me about the other things that you’re doing beyond synergists.

Ryan Van Ornum : Yeah. So I have a real estate team in Colorado. I’ve, um. I’ve been in real estate for nine years. It’s Wolf Pack property group, and that’s actually what stimulated me to build Synergist was, uh, I have I have, uh, six agents right now, and then I have my team of synergist working on the back side for all the operations because as as a realtor, you your goal is to get out and talk to more people and open more doors and close more deals. The best way to do that is to help facilitate the operational side, which most realtors suck at anyway. So I want to make sure that I take care of my my, my team as best as possible. So that that’s one endeavor that I have. Um, another endeavor that I have is, uh, above the Net volleyball club in Sacramento, California. Uh, we have, um, we have four teams, uh, of Junior Olympics, uh, female volleyball players. Uh, I actually coached in college and, uh, and played in college with some of my best friends, uh, and, uh, one of the, one of the aspects of building that club out the last couple of years was, um, my best friend Kalani told me, hey, uh, when he. His dad died. He’s the closest thing that I had to a father at the time. He said, hey, pops. Pops is passing away. You know, we we need you to come. Let’s. Let’s build this club together. I said I got your back. So I built out all the operations, all the budgets, all of the, you know, the LLC, everything like that on the backside to make sure that it was operational and set up for his success. And then I’m just so, so proud of what we’ve built out there on the volleyball side of stuff.

Trisha Stetzel: That’s fantastic. I love your passion for everything that you pour yourself into. And did I hear you correctly that your synergist business supports your real estate business? So you’re you’re. I like to say my husband always says eat your own dog food. So you’re totally doing that. Only it’s not dog food.

Ryan Van Ornum : Oh, the The volleyball club is supported by synergies too.

Trisha Stetzel: That’s amazing. Yeah. Is that okay? So if folks want to get in touch with you and have a more in-depth conversation, they’re really curious about the services that you offer through synergies. How can they find you?

Ryan Van Ornum : You can go on our website w-w-w. So it’s c e r s.com.

Trisha Stetzel: Fantastic. I’m going to have that in the show notes as well. So for those of you at your computer listening or watching us today, you can just point and click and it will take you directly where you want to go. I think I found Ryan through LinkedIn, so I know he’s got a profile out there as well. And it’s Ryan Van v a n space m o r n u m is how you can find him on LinkedIn. Good. Okay. So all the business, all the things, all the things that you’re doing. Ryan, how is it that you can pull all of this off and still be such an amazing father to your kiddos?

Ryan Van Ornum : Uh, it’s leverage when when you’re able to leverage your time. I’m not working 80 hours a week. Um, I, I specifically set up my calendar, and, uh, I don’t want to have to show you my calendar, but it’s color coordinated. Um, and everything I do, my kids come first, so their schedule comes. Yesterday, I was at my my ten year old daughter’s play, a midsummer Night’s Dream at 1:00 in the afternoon. I was going to be there no matter what. I set up my schedule to take care of my kids first. Uh, if they have football games, if they have activities, uh, and then secondly, everything is leveraged, uh, with, with people that are better than me because I suck at certain aspects of my business, and I would be an overpaid assistant and I would be horrible at those things. So that’s that’s what I do. I make sure that I run my calendar if I’m as productive as I possibly can. It’s down to the half an hour on my calendar every single day. That’s that’s my biggest thing. And then what that allows me to do is be more present with my kids.

Trisha Stetzel: Yeah, that sounds like a really great piece of advice and why you would even want to think about having a virtual assistant, right? So that as the business owner, you can go and do the things you’re amazing at, and you can allow others who are amazing at the other things that you don’t want to do to do their things. Right.

Ryan Van Ornum : Right. Most, most weeks, because, uh, I, I have to drop off my kids to school at 830. I pick them up at 230. I have six hours a day. Uh, there’s there’s times that I’m working a little bit more in the evenings when, when I have time. But mostly, uh, I work between 30 and 35 hours a week, and I have three businesses to be able to handle it. So that’s that’s how you do it. You just got to be very productive with your time and leverage out the the, the stuff that you’re not good at to people that are better than you at.

Trisha Stetzel: Yeah, absolutely. So from I know a lot of business owners who are they think about you know gosh could I use a VA. It sounds like a really good idea, but I’m worried one about letting go of the control. And two, I don’t know if I have enough work for them. What would you say to those business owners?

Ryan Van Ornum : Watch what happens when you when you do let go. Because when you rewrite your job description and you get better at what you actually focus on, it’s what you what you focus on. What um, what you focus on expands. Okay, so that little quote has resonated with me a lot. If I’m, if I, I put it on my vision board, I want to have like a new if I wanted a new boat, a new house, you know, I wanted a vacation or whatever it is, I’m gonna put it on that vision board and I’m going to see it every damn day. I’m gonna I’m gonna focus on that, and it’s going to happen. But if if you focus on the fear because that’s what you’re focusing on is the fear of the negativity side of it. You’re you’re always going to stay like complacent. And complacency is the destroyer of most businesses.

Trisha Stetzel: Yeah, absolutely. And, you know, allowing ourselves to do what we’re really good at, I think is really the key. And, you know, if you’re if you want to pay someone to change the trash liner in your office for $500 an hour, that doesn’t sound like a very good idea, right? Uh, and so from a virtual perspective, what what kinds of things can a VA take over from you that you’re overpaying your that you would be overpaying yourself to do. Right? Uh, or someone else for that matter? Um, what is the number one thing that your clients come to you with? Like, what is the what is the problem? The number one problem that you solve for most of your business owners.

Ryan Van Ornum : Most most of the people that we we put together a package and we have several different packages, but it usually starts with like our their website is either non-existent or it doesn’t have any call to action. It doesn’t produce them any money. They don’t know how to do it organically. They try to pay for leads and it doesn’t work because, um, they, they may not have any automations behind the scenes. So then, uh, there’s if their CRM is not working for them, if it’s not sending out, you know, emails for them, it’s not checking in with their customers for them. All of those things like, if you’re not, if your business is not working for you while you sleep, that’s what we we do. We solve that problem. We we automate. We take care of those pieces behind the scenes that most business owners don’t really have the, the, the capabilities because there’s go do what you’re good at. If you’re a plumber, go, go plumb. Go plumb the the lines. If you’re an electrician, you know, go run those run those electricity, you know those those lines to make sure that, you know, those houses are getting the the right polarities. You know, like don’t worry about the, the website and the automations and your texting and all of that stuff. Handle handle what you can do because you’re going to make $300 an hour doing that stuff. Why are you why are you causing yourself even more frustrations? You know, if you’re a massage therapist and you have 85 sticky notes all on your desk because you can’t keep anything straight? Look at that. So that’s that’s the kind of stuff that we really focus on. We streamline people’s businesses.

Trisha Stetzel: Yeah, I love that. Okay. So if you’re a business owner listening to this and you have no idea what Ryan was talking about when he said CRMs and SEOs and all of the other acronyms, then you need to talk to Ryan, because that is what runs your business. That is how you’re going to get the prospects in the door and start to fill the funnel. And Ryan’s team can help you with that. So if you’re not nurturing the people that you’ve been meeting over the last year or six months, maybe even three years, you have a stack of business cards like a mile high. You need to go nurture those because you spent the time to build those relationships and have those conversations. Ryan and Ryan’s team can help you get caught up with all of that, and set the automation so that you’re nurturing those prospects all the time while you sleep. That’s what I.

Ryan Van Ornum : Heard. Exactly, exactly. Better yet, if you have, who doesn’t have an Alexa or Siri or a Google in their house anymore, uh, that that you can talk to that that is not SEO anymore. Uh, ChatGPT is taking over the search engine side from Google and Microsoft. So a lot of it’s called Geo now. Uh, it’s Generative optimization. So generative engine optimization. So when you get start showing up like who’s the best plumber in Houston. Who is who is the best solar company in Houston. And we have the ability to get you onto those platforms that you are now making that connection for people on on your on your home devices.

Trisha Stetzel: Wow, GE, I learned something new today, Ryan. That’s very exciting. I had no idea. I suspected, uh, because everyone’s using chat tools way more often than they are just search engines, right? Um, right. To find information or to get information because it seems so much more robust when we’re doing it, uh, tool like that. Okay. We’re getting to the back end of our conversation. I know time flies, but I would love for you to share your favorite story. Something either about yourself or one of your clients.

Ryan Van Ornum : Favorite story that I got is, um, that we we have a we have a retired NFL player. That’s one of our clients that’s, uh, a business coach. And he came to me, uh, he’s like, man, I, I see what you guys are doing, and I and I’m just not sure about how we’re how we’re going to implement. So he’s like, I’ll give it a shot. And then what we found was we had certain marketing pieces, certain automation pieces, and then it’s like just we just chunked it down. Okay. We took little pieces every week. We just started building up, building up, building up. And, uh, it’s it’s it’s he sent me a video because I was like, hey, hey, bro, can you just send me a testimonial? And he sent me like the like it almost brought tears to my eyes, like, and you don’t know how much you impact somebody’s business until they tell you. Because all like when we’re, we’re, we’re in the trenches trying to take care of our people. That’s the kind of stuff that’s so rewarding is when you have that that gratitude coming back to you and, uh, gosh darn it, it’s it’s just so rewarding when you get those type of testimonials and, and, you know, like the, the people, you run through a wall for your people and they, they reciprocate. I, I can’t, I can’t, um, measure how how gratifying that is.

Trisha Stetzel: Yeah. That’s awesome. For those of you who are just listening and not watching, I could see Ryan’s body language shift when he talked about the testimonial that this gentleman sent over. So it was so meaningful. Right. It makes us feel really good that we’re able to give time back to these people who were struggling in the first place. So congratulations. That’s fantastic.

Ryan Van Ornum : Well, and he’s a single dad too, so it means a lot to me to be able that he can go out and like watch his his daughter play softball like that means that means the world to me. He’s traveling all over the country and the world doing professional speaking and business coaching and stuff like that, and just that, that we’re able to help him get his time back. Gosh darn it. That’s that’s that hits me right in the feels.

Trisha Stetzel: Wow. That’s fantastic. I thank you for being on with me today. This has been such a great conversation. I love who you are as a human being. You’re running some amazing businesses and doing some really cool stuff in the background and changing people’s lives. So thank you for being with me today.

Ryan Van Ornum : No, thank you for the time. It’s been an honor and privilege to be on the show. Thank you so much.

Trisha Stetzel: Thank you Ryan. That’s all the time we have for today’s show. Join us next time for another amazing episode of Houston Business Radio. Until then, stay tuned, stay inspired, and keep thriving in the Houston business community.

 

Tagged With: Cynergists

Navigating Nonprofit Challenges: The Essential Role of Association Management Companies

June 2, 2025 by angishields

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Association Leadership Radio
Navigating Nonprofit Challenges: The Essential Role of Association Management Companies
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In this episode of Association Leadership Radio, Lee Kantor talks with Tom Hardiman, a partner at Hardiman-Williams, an association management company (AMC). Tom shares his journey into association management and the founding of Hardiman-Williams. The discussion highlights the benefits of partnering with an AMC, such as financial stability, operational efficiency, and talent retention. Tom emphasizes the importance of aligning incentives between AMCs and associations and shares success stories, including a dramatic turnaround of a struggling nonprofit. The episode provides valuable insights for organizations considering transitioning to an AMC model for enhanced growth and stability.

Hardiman-Williams-logo

Tom-HardimanTom Hardiman, CAE has over 25 years of experience as a non-profit director including serving as the Executive Director of Modular Building Institute (MBI) since January 2004. During his time with MBI, Tom has seen the membership, as well as the market share for the industry, more than double. Tom also serves as the Executive Director of the Modular Home Builders Association since 2012.

Hardiman has experience advocating at the federal and multiple state levels on behalf of the industry. His background also includes banking, insurance, and small business development. He served on the board and as chair of the National Institute of Building Science’s Offsite Construction Council and has served as an advisory board member with the National Renewable Energy Lab’s (NREL) Innovation Incubator.

Hardiman earned bachelor’s and master’s degrees in Business Administration at Marshall University in Huntington, WV and the designation of Certified Association Executive from the American Society of Association Executives. He resides in central Virginia with his wife, Lesley. Tom is the father of one daughter, Grace, who is currently attending school in Japan.

Connect with Tom on LinkedIn.

What You’ll Learn in This Episode

  • Operations and benefits of association management companies (AMCs)
  • The backstory and establishment of Hardiman-Williams
  • Trade-offs between partnering with an AMC versus internal management
  • Advantages of having a dedicated management team
  • Flexibility in service offerings tailored to nonprofit needs
  • Managing volunteers and the complexities of state chapters
  • Focus on the construction industry and advocacy work
  • Transitioning from internal management to partnering with an AMC
  • Common pain points leading organizations to seek AMC services
  • The growing trend of associations utilizing AMCs for management

Transcript-iconThis transcript is machine transcribed by Podsqueeze.

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for Association Leadership Radio. Now here’s your host.

Lee Kantor: Lee Kantor here another episode of Association Leadership Radio. And this is going to be a good one. Today on the show, we have Tom Hardiman who is a partner with Hardiman-Williams. Welcome.

Tom Hardiman: Hi, Lee. Thanks for having me.

Lee Kantor: Well, I’m excited to learn what you’re up to. Tell us a little bit about Hardiman-Williams. How you serving folks?

Tom Hardiman: Well, Hardiman-Williams is an association management company. So we’re we’re set up to manage nonprofit organizations. And we, um, we have two larger, uh, trade associations that we run out of our Charlottesville, Virginia office. And then we also have, um, unlike some other association management companies, We started our own events, uh, that we deliver turnkey. So two big clients and a series of events that we do from this office.

Lee Kantor: So what was the kind of back story? How did this come about? Did you start with one and then it just kind of naturally evolved?

Tom Hardiman: Yeah, probably like a lot of people on association management, you just kind of stumble into it. It’s not really a career path they tell you about in, uh, middle school. You just kind of like, hey, what’s this? Um, I was actually hired by the trade association called the Modular Building Institute in 2004. Um, and after about oh, eight years of, of, you know, really helping grow that organization. It’s a smaller group. Um, my number two guy, Steven Williams, which is where the Williams comes in and the and the company name, we got together and decided, you know, maybe it would be better if we formed our own company and then contracted back with the trade association and then went out and picked up some other business. And it all kind of fell into place in 2012. And that’s what we did. So we’ve we’ve been running the association management company now for um, a little over I guess about 13 years now.

Lee Kantor: Now can you share with the listeners some of the trade offs you get when you partner with an organization like yours to run the association for them, rather than them doing it internally?

Tom Hardiman: Sure. And I’ve been on both sides of it, so I’ll just speak for my experience. Um, when I was a salaried, uh, staff person for the trade association. Captive, if you will, captive staff, um, certainly still worked hard, wanted the organization to to fulfill its mission. Uh, but but at the end of the day, you could kind of, like, turn it off and go on about your business. And I didn’t really have any skin in the game. As to whether I hate to say it this way, whether they succeeded or not, my life didn’t depend on it. Other than, you know, I could move on. I could find another job. Um, and I have somewhat of an entrepreneurial spirit in me. Um, so I always wanted to really kind of. I love the industry we represent, and I wanted to really tie myself to it and say, I want it to succeed, I want my company to succeed. And we really kind of hitched our wagons together. And what it allowed us to do is, um, small trade association. I would have kind of maxed out on my salary and benefits and had to move on and move my family, and the number two guy would have eventually maxed out. There’s a lot of turnover. You just can’t afford to keep everybody. By moving to this model. We’ve been able to keep most of our team intact, but then we can we can contract with the client, but we can go pick up some revenue in other places, um, to help offset the raises and health insurance and things like that. It’s not all dependent on the one nonprofit. So it’s worked out well. Um, our, our business development guy, our sales guy has been with us 13 years. That’s practically unheard of in in. Nonprofit worlds. Uh, marketing guys been here seven years. Event planners been here ten. So we’ve been able to keep the core team together for for much longer this way than we would have had we all just worked for the association.

Lee Kantor: And it sounds like your incentives are aligned.

Tom Hardiman: Oh, absolutely. Um, if if that client doesn’t do well, my company doesn’t do well. So it’s pretty, pretty incumbent upon us to make sure the client and we’ve built them up from, uh, 250 members to now they have about 700 members internationally, the budget went from 800,000 when I took over to now it’s, you know, pushing 6 million in annual revenues. So it’s grown. We’ve put money in the bank for them. Um, the board has always been, you know, very generous to us to say, you know, you’ve helped us grow. We want to help you grow. So it’s it’s a real win win scenario.

Lee Kantor: Now, um, is everything outsourced or do they still do some things internally.

Tom Hardiman: For the for this group? We have a modular building institute and we have a similar organization called the Modular Home Builders Association. So modular construction we do everything we do the websites, events, um, all the advocacy, um, everything communications. We do it all bookkeeping.

Lee Kantor: Now is it, is that your offering to other associations or is it kind of you’ll, um, do whatever they need kind of thing.

Tom Hardiman: We can, we can we can piecemeal out anything. If somebody just wants bookkeeping or just wants a website or email communication, help us. The advocacy is a little harder. You know, if you have, um, state level lobbying needs, that’s a little difficult for us, you know, outside our home state. Um, but otherwise what we found and, you know, I’ve been involved with local, more charitable nonprofits like Boys and Girls Club there. A lot of these organizations are great at their mission, but they’re not always great at the business of nonprofits. Managing the back end, the budgets, the bylaws, the governance, the board meetings, the not so fun stuff there. Sometimes they’re not great at that. And if and if you’re out of compliance, then you can’t fulfill your mission. You know, you your nonprofit shuts down, and then what good is it so we can come in and just do the backroom stuff and let the organization, uh, fulfill their missions if that’s the desired outcome? We’re pretty flexible. Uh, partner and I basically get together and say, does this look like a good fit? Let’s let’s make a proposal. Or if not, we pass on it.

Lee Kantor: Now, how how does the kind of managing of the volunteers go?

Tom Hardiman: Um, it’s similar to any, um, any trade association. So I serve as the executive director. I’m the named director for that trade association. We have, uh, have that. That entity has committee working committees. We have chairs. We, um, we have, you know, our staff serves on some of the committees. So it’s the same. Uh, the only difference is each month, instead of them paying a salary to everyone here, they they pay us a set fee and we pay the salary. So as far as anyone outside looking in, it looks and runs the same as any, um, trade association would. It’s just structured a little differently on the business side.

Lee Kantor: Now, um, what about organizations that have chapters around the country? Do you work with those as well?

Tom Hardiman: Um, that’s a little trickier for us. We’re fortunate in the two groups we have. There are no state chapters. It’s it’s, uh, a national office, and we run it. We’ve got a staff of 15 here. Um, and we run it running a state chapter of a national organization. And it could be a little trickier, um, simply because you just, you know, we prefer kind of having the autonomy of, let’s work with the board and the volunteers and run it the way we think it should be run. And a lot of times you get constraints when you get into chapters and affiliates of other entities. Um, so not our model. It could work for others, but, um, we have not done that yet.

Lee Kantor: Now, um, it sounds like you do a lot of work in this in kind of the the business association world. Uh, are you involved, like, with chambers of commerce or medical or other?

Tom Hardiman: Um, you know, we’ve, uh, good or bad, we’ve always talked about diversifying our client base. Um, and we’ve put a few proposals out there. Um, but we seem to be in that wheelhouse of that construction, that trade association. It’s it’s what our sales guy does very well. Um, we went so far as to launch our own events called the offsite construction summits, um, which are not owned by either of the client. My partner and I own those events. So if it succeeds, we do well. And if it fails, we we take the brunt of it. So that is fairly unique for association management companies to kind of launch their own venture, if you will. Um, but we’ve we’ve kind of stayed in that construction wheelhouse. Not to say we always want to stay there, but it’s been very good for us so far.

Lee Kantor: So now in that world are you dealing with, um, like, who is the target for that?

Tom Hardiman: So in that world we have, um, modular manufacturers, companies that will make, uh, multifamily buildings or single family homes or, uh, we had a company that built an entire hospital, uh, hotels. So the member prospects are the manufacturers, architects, developers, uh, the material suppliers. Um, and like I say, the one group’s international. So we’ve got members in 25 different countries. So that’s that’s always interesting to see how, um, you know, they handle regulations and codes and challenges in different parts of the world. But, um, it’s always a learning experience and always new people to meet.

Lee Kantor: So in some of the advocacy work that you do, are you helping them navigate like right now tariffs are a big, uh, conversation. Is that something that where they can lean on your association to help.

Tom Hardiman: Yeah, that’s a fun one. We we have never had an international issue until this year when the tariffs hit. And our Canadian members are just kind of up in arms. And if you know any Canadians, they’re the nicest people in the world. They don’t get mad. Uh, they were mad. They were not happy. Like, what are you doing? What are we going to do about this? Um, so we we had to walk a pretty fine line on that one because we have a lot of us companies that are are, you know, want to build and keep things, you know, made in the USA. So we had to walk a line with that one. And generally opposed tariffs. Uh, specifically you know we have affordable housing problems. Tariffs don’t help. Um, there’s so many parts and pieces of the construction of the of the built world. That you cannot get in the US. You know the the not to get too wonky, but you know the drywall and the screws and the bolts and aluminum. You know, there’s they’re just not made here to a large degree. So we’re kind of taxing ourselves at a time when housing and construction prices are really sky high. So we’re opposed to those more commonly it’s it’s a state specific issue. Um, you know, we’ve got a member in New York that there’s a bill introduced and there’s a problem. What are we going to do? And we kind of rallied the troops around those type things.

Lee Kantor: So the internally of the United States is more of the issues that you’re kind of.

Tom Hardiman: That’s.

Lee Kantor: The bulk.

Tom Hardiman: Of it. Uh, although we’ve got a, you know, kind of a unique tax issue in British Columbia that popped up. And, you know, if you have business and industry, you’re going to have issues, uh, with with the government at some point, at some level. So it’s total job security. Government’s never going to keep their fingers out of out of anyone’s business.

Lee Kantor: And it seems to be the case now in your experience of having been on both sides of this. Um, any advice for the company that had been doing it internally and is now saying, you know what, I think that, um, we might be better served by partnering with somebody like Hardiman Williams. What does that transition look like, and what’s the easiest way to make that go well?

Tom Hardiman: Well, for for our client, it was very easy because the same staff. Right.

Lee Kantor: It was the same human beings. But if they’re going from.

Tom Hardiman: Same office, same everything.

Lee Kantor: Right.

Tom Hardiman: So it’s not always going to be right.

Lee Kantor: So in most cases it’s probably not going to be that. So how would they navigate that. And what’s the how do you know help them sell it into their board.

Tom Hardiman: Yeah I would I would say they would want to definitely look uh long term. You don’t want to make a reaction. You know, we don’t like this director. Let’s fire him. Let’s fire everybody. Let’s let’s flip this over to an AMC. Um, you know, it’s got to be very well planned out and, um, you know, reach out to us or any other AMC and say, you know, what do you think about this? Can you can we get on the phone and talk about this? There’s advantages to it. Um, what you don’t want is maybe entering it and saying we could save a bunch of money if we move everything to an AMC. Because I can tell you, AMC, the first thing they’re going to do is look at the tax return and see how much you know you’re paying your director and how much you’re paying your staff. And if if you’re trying to save money and your financials are going in the wrong direction, and AMC may not be able to just magically bail you out, um, we’ve always taken a long term approach with, with our clients, um, continuous improvement over time. You know, incremental changes eliminate waste. The whole Japanese philosophy, manufacturing philosophy. Um, and over time, it yields great results. But if you’re looking for that quick fix, maybe firing the whole staff and hiring an AMC is. Um, you know, it’s not ideal. Um, it happens, but it’s not ideal. And, I don’t know, it’s something I want to bring my whole staff in to try to put out a fire that somebody else caused. Um, particularly if it’s an industry we’re not very familiar with. A couple key points would be find an AMC that has experience, you know, with, with, with your field. That would be a good start. Um, and again, take a long term view of of what you want to accomplish. And wouldn’t AMC be the right model for you now?

Lee Kantor: Are you finding that, um, more and more associations are kind of leaning on AMC’s that that is becoming more and more the norm?

Tom Hardiman: I think the latest number I heard, and it probably came from AC, the American Society of Association Execs, um, it’s about 30% or so are managed by association management companies. Um, here in Virginia, I’m on the board of the Virginia Society of Association Executives. Um, and there’s, you know, several dozen in Virginia association management companies, some very big, some very small. Um, so, you know, once you start looking at some of the AMCs have six, eight, ten clients, then, yeah, the number of trade associations or non-profits represented is probably about a third. Again, we kind of specialize in one area and only have, you know, a couple of larger clients. But a lot of these AMCs will have, you know, ten plus trade associations that they’re managing.

Lee Kantor: Yeah. I’ll never forget the first time I went into one of their offices. And you look around and it’s like there’s the beekeeper association, there’s the like, it’s like every, you know, there’s cubicles for six different associations, like just in your line of sight and you realize that, uh, you’re not in Kansas anymore. Like, this is a different way of doing this.

Tom Hardiman: It is. But, you know, if you think about it, you can share a bookkeeper, you can share office space, right?

Lee Kantor: There’s economies of scale, especially on events and, you know, those type of things. That’s where I would imagine the savings is real.

Tom Hardiman: Oh, yeah. You know, you your event planner. And again our groups, they’re similar. So you know lesson learned in one you apply it to the other. Um, so there are definite advantages.

Lee Kantor: So um, what’s kind of the pain that a prospective, uh, client of yours is having right before they contact you? What is something that’s a symptom of. Hey, maybe it’s time to get an expert in here.

Tom Hardiman: Well, I’ve been on. I’m going to give you a different example. I was, um, on the board of a local. I mentioned the Boys and Girls Club. Um, and it’s it’s kind of that back room. That business side is like, nobody on staff really knew how to to plan a. But it’s cash flow usually. Um, we’re running short on money. We can’t pay the director and the staff. Um, nobody’s making dough or the donations. The charitable donations tightened up. People are uncertain, so they’re not giving to charities all those things and you have to come in and, um, I put myself in a just a terrible mess with one local association the director left. They were totally grant dependent and everything. The wheels just fell off the cart as soon as I stepped in and said, let me see what’s going on. And it was a nightmare. Um, but you just had to rebuild it. It’s it’s. What’s the policy? Let’s get the board together. Let’s let’s make some, you know, what’s our mission? Everything else set it aside. It’s not relevant right now.

Tom Hardiman: If we want to keep this, keep the doors open, we’ve got to make. We’ve got to focus on what’s important. And scope creep happens in every organization. Everywhere. You start off doing one thing, and then you just slowly start drifting outside of what you originally set out to do. And before you know it, you’re like, why? Why do we have so many people spending so much time on things that don’t seem important? And that’s the crux of of the matter. And you come in and say, why? You know, what are these three people doing? Yeah. You know, we had we had, uh, we needed money. So that organization hired an event planner who planned these great, elaborate, expensive events that made no money. And we paid her salary. And it’s like, okay, that’s got to stop. Just have somebody start calling people asking for donations. That would be a better use of funds in that case. But typically we find it’s financial reasons, um, cash flow problems or thinking they can save money trying something different. Um, so that’s that’s often the case.

Lee Kantor: Yeah. I can’t tell you how many other times I’ve been to a gala. And I’m like, are they making any money on this? Or is this just because they had a gala last year that we’re doing it again this year? Yeah.

Tom Hardiman: And then you can make money on some of these things. But you’re right, I’ve seen so many of them. It’s like, well, we have to do a golf tournament. Everyone else does, right. Have to do a gala. Everyone else does. And the poor vendors that are just getting beat up, you know, by every nonprofit in town.

Lee Kantor: Yeah. Well, um, if somebody wants to learn. Well, before we wrap, you mentioned, um, how the impact that that, um, your client has had since switching over. Uh, but can you kind of share that again? Because I think that’s important for people to understand that when you put your association in the hands of experts, you know, amazing things can really happen that simplify your life as running the organization and also helping more people that you’re trying to serve within the organization. So can you share, again, that kind of example of how once you became kind of your own entity and then you were able to really help the modular group, you know, get to really amazing new levels?

Tom Hardiman: Yeah, these are these are nonprofit associations, but you have to run them like a business. There’s got to be more money coming in than going out, obviously, or at some point you cannot fulfill your mission. Um, we grew it from $800,000 in revenue to almost $6 million in revenue, you know, 250 members to 700. The other group we run is the home builders group. We took them over after the housing crisis in 2008. We picked them up in 2012 when we started our when we moved to the AMC model, we picked up the residential group. They had three dues paying members, um, and $3,000 in the bank. They couldn’t pay us and we said, just give it to us. Um, if we sell a membership, that’s how we’ll we’ll pay ourselves, you know, we’ll pay ourselves commission only. Basically no other AMC is going to do that. By the way. I don’t know what we were thinking those first two, three, four years. We made almost nothing. But now we’ve had them as clients for, uh, again, 13 years, 150 members. They have a nice conference every year. They’ve got some money in the bank. Um, in fact, we, uh, we made it on the cover of Associations Now magazine for that one, because it was literally they said, we’re shutting the doors. And we said, just give it to us. We’ll we’ll build it back up. And it’s taken years. But, you know, we’ve built it into a really nice, reputable organization.

Lee Kantor: Yeah, that’s an amazing story. And it shows you a lot of times when you get that entrepreneurial spirit injected into a group, amazing things can happen.

Tom Hardiman: Yeah, I think so. Um, you try to run them like a business, but you also, you know, you’re you’re thinking of problems they’re going to have and how we’re going to mitigate the risks. And, um, just like small business owners do every day.

Lee Kantor: Right? And especially when the incentives are aligned, then everybody’s working together. It’s not like there’s a constituent that’s fighting against the other. You both have the same objective in mind.

Tom Hardiman: Absolutely. We set up our contract and our incentives to say. And the board, we, you know, we negotiate with the executive committees, and when we do well for them, we get compensated. You know, it’s it’s pretty straightforward.

Lee Kantor: Well, if somebody wants to learn more, have a more substantive conversation with you or somebody on the team, what’s the best way to connect?

Tom Hardiman: Well, our website is Hartman Williams, and there’s all the basic information there. Um, or they can shoot me an email Tom at Hartman williams.com and I’m more old school email guy so I answer all my emails. So that’s probably the best way to reach me.

Lee Kantor: Well Tom, thank you so much for sharing your story today. You’re doing such important work. We appreciate you.

Tom Hardiman: Well thank you Lee. Thanks for having me, I appreciate it.

Lee Kantor: All right. This is Lee Kantor. We’ll see you all next time on Association Leadership Radio.

 

Tagged With: Hardiman-Williams, LLC

BRX Pro Tip: Speak in the Language of Your Ideal Customer

June 2, 2025 by angishields

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BRX Pro Tip: Speak in the Language of Your Ideal Customer
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BRX Pro Tip: Speak in the Language of Your Ideal Customer

Stone Payton : Welcome back to Business RadioX Pro Tips. Lee Kantor, Stone Payton here with you. Lee, it’s one thing to identify and then find your ideal customer. It’s yet another to think through how you’re going to communicate with them.

Lee Kantor: Yeah. It’s so important to be focusing only on your ideal customer when it comes to communication. When you’re writing any type of copy, it’s critical to speak in the language of your ideal customer. Any time you’re having a sales conversation, make sure you’re using phrases, terms and language that’s resonating and connecting with your ideal customer. And literally, forget about everybody else, because everybody else doesn’t matter. The only people you’re trying to convince to do something are your ideal customer.

Lee Kantor: If it isn’t communicating or talking to or resonating with anyone else, it really is irrelevant because you have to speak directly to the people who matter most to you in the language that they speak and understand. And if other people don’t like it or they don’t get it, it’s okay. And even more important, it’s preferred. You have to find your people and you have to talk to them in the language they hear and understand and resonate with. Then, you’re going to make a difference faster.

Matt Chapman with ProRider Atlanta

June 2, 2025 by angishields

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FF-Matt-ChapmanMatt Chapman, owner of ProRider Atlanta.

ProRider Atlanta is a motorcycle training class to unique that you can’t afford to miss it!

Our advanced motorcycle skill course incorporates the same training exercises used by police motorcycle officers and motorcycle rodeo competitors, like those you have seen on internet videos.

You’ll improve on-the-road and slow-speed skills; learn slow-speed maneuvers, confined space turns, hazard avoidance and understand various breaking challenges.

Follow ProRider Atlanta on Facebook.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in Woodstock, Georgia. This is fearless formula with Sharon Cline.

Sharon Cline: And welcome to Fearless Formula on Business RadioX, where we talk about the ups and downs of the business world, and we offer words of wisdom for business success. I’m your host, Sharon Cline, and I’m so lucky to have a really interesting, cool guy in my studio today. He is the owner of ProRider Atlanta. He gets to teach people how to ride motorcycles safely, and this company has been around since 2011. And he’s got a really great Facebook page that shows you all the different ways that you’re going to learn how to be the safest rider on the road. Welcome. This is Matt Chapman.

Matt Chapman: Good afternoon. Thank you all so much for allowing us to come out here and check you all out. This is a cool experience.

Sharon Cline: Thank you. Well, I’m lucky that you’ve come in today. I’m very much a very happy motorcycle rider. I did take two basic rider courses at a Harley dealership, and then the advanced rider course at the Harley Harley dealership, because I wanted to feel like I was taking care of myself as best I could, as safely as I could, and know that I could at least handle my bike the best I could so that I wouldn’t cause myself any harm or anybody else. And I mean, I heard a statistic while I was taking classes there, which was like nine years ago that, um, most people that you see riding on the road have taken no classes. Is this true?

Matt Chapman: It is very true. Most people, um, they see a motorcycle riding down the road and they go, oh, that would be so cool to be a part of. I want to go get on a motorcycle. How do I do it? What do I do? Where do I start? And so in this day and age, people are just jumping on computer and they’re typing in motorcycle class or motorcycle or how to ride a motorcycle. And there’s a, there’s a, a plethora of different areas you can go to, but we are definitely happy to help anybody get into motorcycling. Whether you’ve been riding dirt bikes, um, any type of motorized bike, street or not, a street. We can get you on the road safely.

Sharon Cline: So you obviously ride.

Matt Chapman: I ride as much as I can. I’m a fair weather rider, though I’m going to be honest. Whenever it’s nice and pretty outside, I’m riding it. I’m not going to be a 365. You know, it’s it’s a hurricane coming. So let’s jump on the Harley. No, I’ll say I’ll stay inside till it’s nice and pretty.

Sharon Cline: It’s funny, the the spring weather is so changeable that, you know, you think it’s like 10% chance of rain, but that one rain cloud will be over you. It’s kind of misery sometimes. But, um, I wanted to ask you then, when your whole history of riding kind of came into your life.

Matt Chapman: So I’ve actually been riding since I was, you know, a knee high to a grasshopper, like I was started off on four wheelers. I was on little peewee 50 dirt bikes. Um, really enjoyed motorized vehicle. Anything that got me going out through the woods. That’s how we started out. Um, I actually didn’t get into street riding until probably the early 2000. Late 90 nines. Um, because, you know, I was old enough to get my own bike and and be out from underneath my parents who said, no, you shouldn’t ride a motorcycle because it’s not going to be safe. You know, there’s thousands of ways to die, and that could be one of them. Um, so when I did get on a motorcycle, um, inevitably, if not, if you wreck, it’s when you wreck, you’re going to get in a wreck. I’ve. I’ve been in a motorcycle wreck. Um, it was not a bad one, but it was, you know, bad enough that I had to actually be life flighted to Grady, but it was just a concussion. I didn’t break any bones. I didn’t have any, like, loss of consciousness, but they were just panicking. So they’re like, we’re going to fly you to Grady. And I was like, okay, whatever it is, what it is.

Sharon Cline: Do you mind if I ask what the details are of your accident? Because I wonder how I would handle something if I were in that situation.

Matt Chapman: So in this situation, it was actually the first time that I had ever rode with a large group and we were going to be taking off to Tennessee. It was like a weekend trip. Um, and so I had a passenger on the bike with me. Um, and so we were driving through a, you know, a backwoods country road. And when we come around the corner, um, the edges of there’s very safe places to ride in a lane. And there’s actually three different locations in one lane that you can ride. You got the left side of the lane, you’ve got the right side of the lane, and you’ve got what’s called the Greece lane, which is the one right there in the middle. We always tell folks, try not to ride in the Greece lane, because that’s where your gunk from the oil and the engine, uh, liquids are in there, and they can get slippery, and they can cause you to get loose on a bike. Um, but I was actually in the far right side, and, um, I don’t know if you’re familiar. There’s a thing called edge rut where the road kind of dips off and there’s, like, little holes on the road. Well, there was I was coming over the top of a hill, and there was a huge hole in the side of the road. And as soon as I hit where the pothole was, where the edge rut was, it just shot me right off into a field. And I was like, oh man. We had been on the bike ten minutes. We had just left the house. We were getting ready to go up to Tennessee and I was like, ah. I woke up to the whirlybird, uh, in the, in the, um, in the field, they’re like.

Speaker4: We’re going to Grady.

Matt Chapman: And I was like, well, that ends this weekend. I mean, I don’t know what else to do.

Sharon Cline: Was your bike damaged?

Matt Chapman: Um, yeah, it was totaled. It was a it was a I think it was a Honda. It was a Honda Spirit. It was a 750. So it was a little bit on the smaller side. Uh, but yeah, it had a we had a proper burial for that thing afterwards, so.

Sharon Cline: So I like that you’re actually saying, look, not everybody is going to be guaranteed to not get in an accident. You’re going to get into one. Yes. What is the way that you kind of prepare people for that?

Matt Chapman: Um, you know, every accident is different and there’s multiple levels of accidents. Um, you can have a strictly a fender bender where someone slows down right in front of you, and you don’t grip the front brake hard enough, and you kind of just roll into them. Those are just things that keep in mind when you run into something. It’s not like a car where you sit back in your seat and you go, oh, Dadgummit, why did I do that? You’re going to fall over. You’re going to you’re going to have a bike on top of you, or you’re going to have your leg pinned. And so there’s a there’s a level of trauma in that situation. You’ve got a bike on top of you. It’s probably a heavy bike. What do I do? How do I do this? Um, the biggest thing is remain calm. The first thing is to evaluate what’s what’s going on. Is there any more immediate danger that’s coming? Am I in the middle of the road? Am I on a highway that people are going to be running over me in a second? What do I need to do to get out of my enemy? Immediate danger. What? You do that. And once you get out of that danger, then you can say, okay, let’s start assessing. Am I hurt? Am I have a passenger hurt? Is anybody else involved into it? Is there going to create another problem? Is my bike in the middle of the highway? You know, whatever it is? Um, sure. If you can lift up your bike and get it off the road, we suggest doing that. That’s one of the things we teach in our class, is how to get up a motorcycle, even the 975 pound Harley’s. We can we can throw them up. It’s really easy. I could teach you how to do it. Not a problem at all. What do you ride, by the way?

Sharon Cline: I have a 2015 Sportster 1200 custom. I also have a 1996 Sportster 1200. That’s carbureted. Nice. Um, it was rattling in a kind of strange way recently, so I wound up going to Harley and getting something that’s not too big. I used to have a 2005 Fatboy. Okay. Um, which was a great bike. It just was a big bike for me. And I’m short and it was lowered and it was very hard to lean because it had been lowered. So this, um, this new bike, the 2015, um, I just got her like two weeks ago, and I’ve been riding around a lot this week, getting used to her and I, and I call her her because she’s a her. Okay. All right. Just making sure.

Matt Chapman: You have a name.

Sharon Cline: I do. Her name is Ayaka. It’s a Cherokee Indian name.

Matt Chapman: Okay?

Sharon Cline: It means she brings happiness. Thank you. Um, so it’s it’s an interesting thing how different bikes, all different bikes have a different feel to them, but I’m still. I remember taking the class at one of the Harley dealerships. They said that it takes about a year for you to really feel like you know your bike. Would you agree with that?

Matt Chapman: Absolutely. I get people that call me every day that have never ridden before, but they said, I want to go get my license and I want to do this. What’s the best way to do this? Um, and, you know, with Harley Davidson, you didn’t train on your bike. You trained on one of their bikes, the advanced class.

Sharon Cline: I brought my bike, but the beginner one is is you’re on a I think it’s a 500. Yeah. That’s right, a street 500.

Matt Chapman: Exactly. So when you when you’ve never ridden before and people call me and they say, well, how do I get a motorcycle license, the first thing I’m going to do is I’m going to say get a motorcycle, because the motorcycle that you learn on is going to be the bike that you need to practice on until you get comfortable enough to where you can pick up to a bigger bike. Um, if you go, you know, want to, uh, go to a Harley class and ride one of the five hundreds, but then you leave the Harley class and say, well, I don’t want to do this. I wanted to write a, you know, a crotch rocket or a R6 or, you know, any sports bikes. Well, everything you learned, you know, the basics are still there. But there’s a lot of aspects of sport bikes that are completely different. So you’ve got to understand what do you want? What’s the image you want to portray? What do you want to be in sport bike. Do you want to be in a cruiser? Do you want to be in a moped? You know, what do they call it?

Sharon Cline: The grom.

Matt Chapman: Little scoot. Scoot.

Sharon Cline: Yeah.

Matt Chapman: Dui cycle. Um, so whatever you want to ride, you need to have that first before you say, okay, this is how I want to go learn. Let’s learn on your bike first.

Sharon Cline: Let’s get smart to think that way. Because my friend Tricia has a Ducati, and we were riding together the other day, and her, uh, you know, not stance, but her position on a bike is so vastly different from mine that I can’t kind of imagine, like what? Even the muscles, I’m sure, that are used to keep yourself upright are completely different than what I’ve been using.

Matt Chapman: It’s all about center of gravity. So like, every bike’s got a different center of gravity, you know, on a sports bike or even the, the Euro bikes, the, the dual sports, you’re going to be sitting a lot more forward to the handlebars where on a cruiser, you know, we lay back and ape hanger it up. So it is what it is. But um, so your position on your bike is also going to determine how you’re driving it, how you’re going into corners, how you’re coming out of corners, how sharp you’re turning in parking lots. You know, I tell people all the time, anybody can go get a motorcycle. They can drive down 400 at 80 miles an hour. It’s easy. You hit, you hit the throttle and you go straight and fast is easy. What’s really difficult is the parking lots. What’s really difficult is the gas stations, the intersections. That’s where your accidents are going to happen. I mean, it’s if people don’t spend enough time in the parking lots or in the slow first gear, second gears, then they’re not going to be as safe. They might they might make it, they might ride for ten, 15, 20 years, but they would be doing much better if they would come and get the right fundamental skills first.

Sharon Cline: Yeah, I always think about the friction zone and how this bike has a different spot where the clutch and where the gas kind of meet. And I’m still getting used to it. So when I’m at a stop, I’m kind of I don’t want to jolt forward too fast. So it’s just this really. It’s like my brain’s learning this very nuanced little timing. Um, but I was really proud of myself because I’ve only ridden two bikes my whole writing life, which is nine years, The Fat Boy, and then the Sportster, um, the 96 Sportster. So for me to get on a bike at the Harley dealership and go ride with Ted, crazy eye over there, who was so helpful to me. Um, I was proud of myself for being brave enough to do it. Like, I trusted the skills that I had enough to be able to handle a new bike. As we’re going into, um, what, highway nine or whatever in the midst of traffic? Um, I did have nerves, of course, because every bike kind of handles differently, But I was like, I got this, you know? Trusting myself enough to know that I have the skills enough to stop my bike when I need to. And I think that’s a testament to the the effort that I really did make in the beginning. I know that, like, I think the statistic is 93% or something like that of people you see ride have never taken a class to be able to really know that they can handle their bikes on tight curves, or even knowing how to stop in a way that’s safe when you need to stop very quickly. Yeah. What are some of the things that you could tell someone who’s considering taking your class? What are the skills that you can say, this is what I know you’re going to leave with.

Matt Chapman: So when you come to our class, we do everything on a very basic level. I know it says advanced motorcycle riding class. Um, but what we want to do is we want to start you off with the pure fundamentals. Uh, we want you to be comfortable with using your rear brake and slow speeds. Your high, your forward brake in high speeds. You never use your front brake at low speeds because, you know, you you just don’t do it. It’s going to put you down into the ground.

Sharon Cline: You push, you’re you’re pulling on that front tire and.

Matt Chapman: Yeah, pulling on that brake lever. And that’s going to cause you to go down. The reason why that’s there is to slow you down from high speeds. Your rear brake is for slow speed stuff. Um, so the first thing we do is we go over friction zone, where your friction zone is knowing your friction zone. Feeling the motorcycle, being able to pull against the friction zone. So that way when you let off of it not using any throttle we don’t use we don’t use much throttle at all at our class. It’s pretty much all friction zone and all rear brake. Most of our class, you can do the entire program with no clutch or with no throttle at all. You can do the whole program with just your friction zone. You got to know where your friction zone is so people end up, you know, romping on that throttle a little bit, but it’s all, um, control of each arm. So your right hand’s got a position. It needs to go up and down. Your left one is squeezing. When you squeeze your clutch, You need to have the control and know where you’re at, because when you turn with the right hand, when you’re in a right hand turn, your left arm is farther out. So it’s a harder stretch to be able to find where that friction zone is. It’s easier in the in the left hand turning position. So most of the time when people are turning right, they’re going, oh well where’s that friction zone? It was right here. But no, it’s now changed because the handlebars have changed. Um, so we go into all those fundamental skills, we teach you how to, uh, have the ready position. You know, when you’re in a ready position, it’s the same thing when you’re sitting at a stoplight waiting on the light to turn green. You’re not sitting in neutral. Your hands aren’t on the not on the the.

Sharon Cline: I go in, I’m in neutral at the light sometimes.

Matt Chapman: Well, we don’t like to do that because we want to be able to respond and react to whatever.

Sharon Cline: If a car is coming up behind you really fast, you need to be able to get out of that spot.

Matt Chapman: Exactly. And that’s why we do that. And then and then your right foot is up on the rear brake, so you want to have your foot on the right brake. And your left wheel is what? Or your left leg is. What’s keeping you up from falling over onto the road. So that’s the ready position. So our first skill is teaching you those basics. Once you go and you’re comfortable with those, that first skill is um amplified in this skill. So when we start turning that handlebar, we’re giving you the option to learn where that stuff is and that goes into the next skill. So everything we do is progressive. So as you move up, if you’re having a hard time with the first skill, you might want to hang on and and work that one out a little bit better before you jump in. Because by skill three, you’re, you know.

Sharon Cline: You’re.

Matt Chapman: You’re look locking and lean in that thing and you’re going, wow, I didn’t think I could do this, but I can do this. I have people all the time that that have been riding motorcycles for 10 or 15 years, and they’re like, I didn’t even realize that I could turn the bike this fast. It’s really that easy.

Sharon Cline: So it’s an eight hour course.

Matt Chapman: So it is an eight hour class. So we usually do it the first Saturday of every month in most cases. Um, uh, it is an all day class. It is difficult. It is.

Sharon Cline: Tiring.

Matt Chapman: Very.

Sharon Cline: Your brain is working hard. Your body’s working hard.

Matt Chapman: It is, uh. And at the end of the day, uh, what we specifically offer, um, is we give you that day of class, but we also give you another day to come anytime in the next calendar year. So, you know, you learn all these fundamental skills, you’re getting good at them. You go home, you practice them, you work in your driveways, you work in your neighborhoods and whatnot like that. We know you’re not going to be a rodeo driver by the end of the day. Obviously, we know that, but we want you the option to be able to come back and say, hey, I’ve picked up friction zone, I picked up my rear brake. Now I really want to look at this, or I want to look at, um, how far I’m looking into a turn as opposed to, you know, getting tunnel vision. And when you’re rounding a corner and you get halfway through the curve, you go, oh, wait, I got to keep looking as opposed to right off the side. So, uh, we give you that extra day to just come back free of charge and do the course over again. Do a portion of the course. We know you don’t have cones just sitting in parking lots. Uh, so you can come back to us anytime after the first class.

Sharon Cline: Great. It’s two classes then.

Matt Chapman: So it is two classes for the price of one.

Sharon Cline: Yeah. Yeah. I like the idea of building on something that you are riding already. Because learning on the street 500, it was a very different feel to have a fat boy where I had four forward controls. It was a heavier bike.

Matt Chapman: Huge difference.

Sharon Cline: Right? Massive. My brain struggled with like, where do I put my feet? How does this handle? I understand that it’s beneficial in lots of ways. These bikes at the different dealerships are set up to be dropped a thousand times, you know, and that’s that’s the way. And I dropped mine a thousand times. Sure. But coming back on to that same course with my own bike was very challenging for me. I felt like I was learning kind of all over again, even like the S curve, just negotiating. How much can I lean? How much, how fast can I go when it’s a a heavier bike or a bigger engine? It responds differently.

Matt Chapman: Exactly.

Sharon Cline: I like that you are having people learn on their own bikes. It’s the safest way.

Matt Chapman: So just I guess it was the 1st of May, we actually went and did a, um, we were contracted out for the whole weekend for the, um, BMW Riders of Georgia. And so we went up to Hiawassee. They were having one of their rallies, and we had a great turnout of people that were that were going to take the class. We had some crappy weather, but it was what it was. Um, but a lot of people that weren’t able to get into the classes, they were really questioning. They’re like, well, you know, you’re riding a Harley and we’re riding these Euro sports and these and these adventure bikes. They’re like, how is this, how is this relevant to what we’re riding? And as I was explaining to them, just because you’re you’re taking your brake pedal, your brake pedal goes straight down in those bikes and we have forward. So you push forward. I said, just because you’re using a different direction doesn’t mean that you’re not using constant slow pressure to find where your rear brake is catching. You’re not, you know, if you if you sit there and, and hop up and down, your bike’s going to be lurching. If you’re lurching, you don’t look cool. And that’s really the only reason why I buy motorcycles is to look cool. Um, so I you have to teach them. Hey, you know what? It’s use this side of your foot to give it easy pressure, and you want to feel that, that pull against your throttle. So that way you can know where you’re at.

Sharon Cline: Who’s an ideal client of yours that would come and take your course?

Matt Chapman: Um, anyone who has either just gotten a motorcycle, just gotten the permit. We do private classes as well. Um, and I’ve had a lot of people that because you’re when you’re in a group setting of 5 to 10 people, you know, that’s about the size of our classes. When you’re in a group setting, if you have zero experience and you’re not familiar with anything, it’s going to be a little bit of a struggle to be in a group class because I, you know, I have to go with the level of the group. When the group is doing really good, I have to stay with the group. Um, when I’ve got an outlier or, you know, a dory, who wants to who wants to be overthinking something, I can’t give that person as much attention. So our private classes that we offer are paramount for someone who has not been riding for a long time or, um, who has never ridden private classes, is really going to benefit. But on those group classes, those 5 or 6 people, you’re getting an opportunity to learn from what the bike in front of you did or did not do. And so what we do is in class, um, as we’re going through the skills, I’ll sit here and tell the person behind it, hey, see what that person did? That’s either good or hey, let’s try and do it different and we don’t do it anything to, you know, point fingers or we’re not any better than anyone else.

Sharon Cline: It’s just it’s constructive.

Matt Chapman: We’re trying to make people safer.

Sharon Cline: I think when I was taking the different times I took the classes, I felt I was I felt like I if it were just me, I would not have gone as quickly in terms of skills. I wouldn’t have pushed myself because I wanted to keep up with what they were doing. So I felt like I almost like trial by fire. You sink or swim like you just do not. Not that I wanted to sink, but I mean, just try to keep up with what they were doing. It made me feel braver, I guess, than I would have on my own.

Matt Chapman: Now we have some people that have literally been riding 15 and 20 years. I mean, I’ve got an older gentleman who have really been driving most of their life, but when they come to the class, what you have to remember is depending on who taught you and the way you were taught, you may have had some good skills. You might have had some bad skills, but everybody develops bad habits. Everybody gets complacent on a bike. And so when you come into the class, whether you’re brand new and you’re trying to learn it, or whether you’ve got the I’m going to ride this way because I’ve been doing it forever attitude. When you come into it, I’m going to show you on the bike how much safer and better you can ride your own bike. And I have never heard or seen anyone leave our class without going. I learned X amount. I learned ten times more than I should if I would have. If I would have been riding like this, I might have saved two bikes from accidents, or I might have had a different outcome than than what I do right now.

Sharon Cline: So what do you think the biggest mistake that riders have? Like, even when I’m right, when I’m riding and I see another bike, sometimes they’re like what I call the statistics, where they kind of are cutting in between the cars and I’m just like, no, you’re just a bad representation of what bike riders can be. But what would you say is something that you see is kind of a classic wrong thing to be doing.

Matt Chapman: Um, you know, there’s there’s so many of them. I unfortunately, I am an extremely hypercritical person when I’m driving down the road on my bike or in a car, I evaluate people and their riding. Um, not because I’m trying to be judgmental, but I’m like, could you use a class? Do I need to race ahead of you and hand the flier out the window, or do I need to pull in behind you on a gas station? Um, duck walking your motorcycle? I’ve seen so many people that when they come up to a gas station, You know, they’re giving it a little bit of gas. They’re easy out on your friction zone, so the bike’s moving forward, but they’re just walking or they’re kicking their legs beside. Um, sure. It’s it’s kind of trite, but that’s could break your ankle. Um, there’s there’s been many cases where, you know, that got caught up on her floorboard. You break your ankle. Well, then guess what? A you’re out a couple months or riding your motorcycle and nobody wants that, but then you’re also. You get scared the next time. Well, how do I fix this problem that I didn’t know was a problem until.

Sharon Cline: I.

Matt Chapman: Really created the problem. So.

Sharon Cline: Wow. So how full are your classes? I mean, are they are you pretty much always booked?

Matt Chapman: We are constantly got people coming in. Uh, we have so many callers. Um, you know, nowadays with Google, everybody Googles us and and thank the Lord we have five star reviews. We’ve never had a negative review. Um, and so everybody sees that and says, oh obviously, you know, reviews nowadays that’s the, the way small business is going. Um, so they give us a call and just depending on where they’re at on their motorcycle journey, whether it’s a baby or whether they’re crawling or whether they’re trying to put their feet in front of their, uh, their foot, uh, or walking. I mean, you know, you got walkers and we got some runners out there. Um, I get calls periodically. Hey, I want to learn how to do wheelies and do endos and do these types of things. We don’t teach that kind of stuff. We teach safe skills that are going to get you to the ride and home from the ride. That’s my biggest thing, is I want to get you home, back to your family. Um, but there are classes that do that and race schools, but we don’t. We don’t offer those.

Sharon Cline: So you also don’t offer, um, like, a your certificate of being able to ride. I mean, as a motorcycle rider. Right. It’s not like a course that you could take with the DMV.

Matt Chapman: So the MSF course, um, has a curriculum that they have to follow. The curriculum that we follow is a a higher level than what they require. Uh, we’ve actually gone to the state board and they said, hey, we said, hey, you should probably implement some of these skills and they would like to do that. But they can never they can never get it passed. I don’t know if you’re familiar with this. When you drive down a country road, you see a yellow sign that’s got 35 miles an hour on its own. That does. And that’s not the speed limit. That’s just the, the the advised turn that it is. That sign is based off of an average person that drives a any car down this road. That’s the speed they have to go at. And the reason they have to have that speed sign there at that speed is so everybody can go through that intersection or that curve at that speed. Not everybody’s the same way. Some of us are going to hit that thing at 80 miles an hour, and we’re going to do fine at it. But they have to have that standard with the state. You’re going to have a minimum standard, and that minimum standard is to get anybody on the road. Now that’s good and that’s also bad. That means anybody that wants to go get a motorcycle license can go down the DMV. Now, you don’t even have to schedule an appointment. You just go down there, sign your name, give them your ID, and you know you can take the 20 question multiple choice take. And then you get a permit for six months.

Matt Chapman: You’re riding around on a permit at any time during the day. You can’t ride at night, you can’t have a passenger, and then you can’t be on the interstates. Obviously, you’re not supposed to be on the interstate. People do all the time. Um, but you’re not supposed to be. So you can have a permit and then have those restrictions lifted as soon as you get the license. When you go to those Harley-Davidson classes and Honda America, they also do the same program. Uh, when you take those, they’ve got a certified individual from the DMV that comes out there and administers the test. So it’s basically a little bit longer of a class. It’s a couple day class, so a little bit longer. But we give you the option of put some skin in the game. You go get a motorcycle because you’re the one that’s going to be vested in the motorcycle. You go get your permit, that’s fine. And then you come to us and do the class. Now I will say we have some people that come to the class without the permit. It’s okay. You can bring you can trailer your bike. We have several people that trailer their bikes to our course. Do the course because we’re on a closed course and then take their bike on home. No problem with that whatsoever. So you don’t have to have your permit, but you need to be in the mindset of, hey, if you’re going to do this, you know, go in two feet, don’t go in, don’t go in half.

Sharon Cline: What would you tell a new rider who would want to take your class? Like what are some of the classic things that you find people struggle the most with as they’re learning to ride?

Matt Chapman: I would say it’s the starting and stopping like.

Sharon Cline: The basics, right?

Matt Chapman: It is absolutely the basics. And if people would spend, it’s not cool. Nobody likes starting and stopping, but you’re going to start and stop ten times more than you run fast down the road. But everybody wants to get on a bike and go fast. Cool, I understand that, but you’ve got to get those fundamental skills. You’ve got to get that friction zone. You’ve got to know where that brake is to be able to keep it up.

Sharon Cline: I remember in class that our teacher told us that parking lots and neighborhoods that have all these driveways and things, those are actually the most dangerous because every one of the driveways is considered an intersection. That’s right. And it’s kind of scary to imagine that, because that’s my parking lots are kind of my nightmare because they don’t expect, I assume that people who are driving a car as they’re backing up, they’re not looking for a smaller vehicle. Um, so I have anxiety about it, I guess when I’m anytime I’m in a space where I feel like, okay, because I’m always thinking, as cool as I look on a bike, okay, I’m just saying that right now. As amazing as I look on a bike, I don’t look at me. I just mean, like, I’m thinking defensively all the time. Like, okay, wait, do they see me? Do they see me? If they don’t see me, where am I going to go? You know, I’m always thinking safety, safety.

Matt Chapman: I’m not going to say that motorcycles are safer drivers than other drivers, because then somebody’s going to get offended by it. Um, but I will say this if you’re a motorcyclist who has had negative experiences and that negative experience could be someone locking them down in front of you. Um, an animal jumping out in front of you. Um, an intersection that the light turned red a little bit faster than you were expecting it to. If you’ve been in those situation, you have that oh crap feeling. And once you have enough of those oh crap feelings, you’re going to go, okay, do I need to take a step back and reevaluate how I’m writing? Am I the mistake, or is it truly someone else who’s not paying attention? And most four wheelers don’t pay attention. It’s not because they’re being mean. It’s not because they’re being rude. It’s just. They’re just not thinking about it.

Sharon Cline: Well, it’s an interesting dynamic of riding in a car, obviously, and riding in a motorcycle. And it’s hard to explain to people who don’t ride why it’s so great, at least in my mind. But when I’m in a car, I mean, I can be thinking about I’m on automatic a lot of times. I hate to admit it just happens. I guess I’m driving to work, driving home or whatever is normal. I can be thinking about other things, but the most dangerous moments are if I’m on a motorcycle and I’m thinking about other things. It is absolutely not. Actually, that happened to me one time. I was on Holcomb Bridge Road and I my mind just wandered for a second and the light changed to fast.

Matt Chapman: That’s an Audubon down there. You don’t want to be not thinking about anything.

Sharon Cline: Oh, my gosh. It was during rush hour. We were going to a bike night. You know, it was starts at seven. So you’re in traffic, you know, at 630. And it’s like one of the worst roads, um, in terms of, uh, like rush hour time. And I could not stop fast enough and luckily was able to take a fast right into a parking lot area. And I don’t know what I would have done if I didn’t have a place to go. And that was the only time that has ever happened where I got just kind of in my head about something, and that scared me straight, if that makes sense. That was I was a terrible feeling and I thought, oh, I probably shouldn’t be riding like, let me evaluate my mindset before I get on a bike. You know, there are times where I’m too tired and I know I’m tired and it’s like, that’s not a good day to be riding a bike. But thankfully I’m doing like a little sign of the cross. It’s been all right. But what I like knowing, too, is that even if you’re a long term rider, there’s still something to learn with you.

Matt Chapman: Oh, absolutely. Um, and kind of going along with that, um, I’m not going to give you my whole class, but I will say this, um, we have some acronyms because all of us are either private law enforcement, military, something like that. So acronyms are the way to go. Um, it’s skippity. Uh, so the first thing you do is you’re always going to be scanning ahead. And I tell the people in the class, I say, when you’re looking to drive ahead of you, how far ahead do you scan? You know, sometimes you get ten feet, 50ft, 100ft. And some people say the correct answer, which is as far as you can physically see at the time, you’re not determining how fast someone’s going to be able to brake. And braking distance is where you start looking, you know, 500ft, 80ft in front of you. Uh, I’m looking at scan space, and scan space is as far as where my vehicle is going to be in 30s or 45 seconds. That’s where I want to be looking, because then I can identify what a problem is. It someone pulling right? Is it someone turning left? Is it a school bus? Is it someone broke down? Whatever the issue is, I can identify far enough ahead so I can start planning what I need to do to figure out whether it’s make a right hand turn, change lanes, whatever I need to do to mitigate the problem that I’ve seen that will allow me to decide, okay, I’m going to do this.

Matt Chapman: Do I have any other issues, like a car to my left that I now have to go, oh, how I have to. I have to deal with his problem. Um, and then I can execute what I’m actually doing. Um, so yes, we we do all that, uh, and, and I’ll tell you, the Georgia is probably one of the best weather states to ride. Uh, we’ve got mountains, we’ve got the beach, we’ve got Atlanta traffic. Um, but we’ve got some great riding roads. And so when people get out there and ride the roads, they’ve got to, they’ve got to be remembering, hey, not everybody’s paying attention. They don’t care if you’re a one percenter. They don’t care if you’re in a club. They don’t care if you’re a brand new writer. They don’t care what the situation is, what kind of bike. They just they’re just driving their own day. So you’ve got to overcome what their problem is and be safe on your bike.

Sharon Cline: You had talked about kind of the fact that you were in law enforcement. You had mentioned a lot of them have these acronyms or whatever, like t clocks, I think.

Matt Chapman: Oh yeah. Yeah.

Sharon Cline: Yeah, yeah.

Matt Chapman: We teach that one too.

Sharon Cline: Oh, nice. So what is your background in law enforcement? And I know you had said that you had worked. Is it Cobb County?

Matt Chapman: Dekalb County. Dekalb County. So I actually originally started in city of Alpharetta, right around the corner. I graduated from Milton High School. Where where the N stands for knowledge. And. I swear, my valedictorian said that at graduation, and we’re all like, what? Okay. You know, it is what it is. Um, so I graduated from Milton, uh, and again, at that time, I was planning on staying in the city of Alpharetta, and I would never leave. You know, I left less than, like, two months after that. Um, so I left at City of Alpharetta, and I actually worked with a state of Georgia Phillips State Prison, um, for several years. Uh, and then at that time, I realized, hey, I want to get on the road. I want to be a police officer on the road. So I went to the city of DeKalb County. Dekalb County, um, got hired on with there, worked there for several years. Unfortunately, it was at the time that this tragic situation happened in the world, September 11th. I was actually a part of the Georgia National Guard at the time, uh, from graduating high school.

Matt Chapman: So I went to I literally graduated high school, went to basic training, started doing drill over here off Barrett Parkway, um McCullum airfield at the 1/90 MP company. Um, and so that’s actually where I kind of blossomed my policing side of it. Um, and so in the process of doing that, I was literally going from the military to the state to DeKalb County, back to the military. Um, it was for about four years. I don’t even remember where I was because I was literally at every, every different place. I’ve stayed in DeKalb County till 2006, I think it was. Um, and that’s when I realized I was missing my true calling to ride a recliner for the rest of my life. And so I decided to to chase the blue for the red and went to Forsyth County Fire Department. And good Lord have mercy. It was the greatest decision ever. I loved it. Um, you know, nobody likes seeing police come, but everybody loves a fireman. Uh, it was, uh, it was a.

Sharon Cline: Amazing.

Matt Chapman: A great, great part of my life. Uh, and so I did that until the late 2016. Um, because I started my own private companies, um, I needed to. I needed to stay stay in those because they were a little bit more financially beneficial at the time. Um, so that’s where that’s where I got out of public safety was 2016.

Sharon Cline: So and that’s and now you’ve been you’ve been with Atlanta pro rider for um what like three, four years. Did you say when was it.

Matt Chapman: So I’ve, I’ve actually been I’ve known Ken since DeKalb County.

Sharon Cline: We both talk about Ken. He’s been very important to this country.

Matt Chapman: Yeah, absolutely. Um, he’s actually he’s actually the reason why I moved over into pro riders, because I knew how long he’d been doing it, and I knew how how much of a love he had for it. And he really wanted to keep people safe, um, and teach people how to ride like a police. That’s what that’s one of our mottos, is.

Sharon Cline: Yeah, I really like that because I had a police officer in one of my classes who was going to be riding, um, and he was so incredibly good at managing a ginormous bike, and it was enviable. Like, it was perfect. And I also have a friend that’s in one of my riding groups. That’s a girl women’s riding group. She’s a police officer, and she, um, can do. I think she competes. She can do all of those. Yeah. Um, tiny, tiny, tiny movements that are great. Feel like you can’t handle a bike? Like it’s going to tip, you know, and it never does. So it’s it’s impressive skills.

Matt Chapman: We can teach you those skills because we teach them in our class all the time. Um, but, yeah, Ken, he really just had a love for it. Unfortunately, due to health concerns, he just had to pull back a little bit. And so he’s going to do more of a personal side of his life now.

Sharon Cline: Is still associated with.

Matt Chapman: This. Absolutely. We’re not taking anything away from them.

Sharon Cline: People talk about Ken and this company, you know, that they’re still kind of together in people’s minds.

Matt Chapman: Absolutely, absolutely. We’re never going to take that away. Um, because he’s he’s really the bread and butter from it. Uh, but all I’m going to do is I’m just going to take it to the, to the next level, the next chapter. I’m not going to go to the finish line. Hopefully somebody else will take it to the finish line. But it’s not going to be me. I’m just going to take it to the next couple of chapters.

Sharon Cline: So you were in policing. You were in firefighting. What is it like to be a business owner?

Matt Chapman: Um, you know, within the government sector, public safety, you’re guaranteed a check no matter what. You’re going to get a check at the end of every two weeks. You’re not guaranteed that as, as a, as a, a private industry owner. Um, so I’ve actually got several different companies. Um, and I do that because I want to have my hand in a little bit. So when you detract from one, you can go a little bit more like you’re diversifying. Right, exactly. Um, so luckily with the with the government, they gave me an ability to have the diversified portfolio, and I was able to invest and I was able to have the monetary needs that I need taken care of. But, you know, the living day to day, that’s great for when I’m 65.5. Great. But for the every day and day, you’ve got to have, you’ve got to put food on your table. And it is difficult right now, especially in the the growing economy that we’ve got because I’m actually in the demolition side as well. And um, it’s it’s difficult but it’s very, very advantageous. Very, very good.

Sharon Cline: What’s the most satisfying part of your being a business owner, do you think?

Matt Chapman: Um, I would say the ability that I get to spend with my children. So I’ve got four children. Um, I’ve got two older ones, and then I’ve got two younger ones. Um, because I was in public safety and I was working 12 hour shifts. 24 hour shifts, uh, as a fireman, you’re gone literally a third of your life, and you’re only sleeping in your bed 1 or 2 nights a week. Um, I was not able to cultivate those relationships with my two older girls. Um, the way I can now with my two youngers, um, and and I’m able to spend every day with them. I’m able to do anything. Like this morning they had the fifth grade. Well, my my daughter, she’s got the fifth grade graduation walk. So, uh, we were able to go sit there and video her. She was walking out of the school for the last time, so I didn’t get a chance to do that with my two olders. But I was definitely. I am and will never not do that again. So.

Sharon Cline: So the flexibility has given you that freedom that you’ve always wished you had had. Um, what is it like to market as a as a small business owner for you?

Matt Chapman: That is a chameleon. So one day you’re doing one thing, and then the other day you have to do something completely different. So like when I started in my industries, you know, we didn’t have Facebook. We were not into the social media aspect. It was literally business card, business card.

Sharon Cline: Business card, magazine.

Matt Chapman: And you had to go out there and hit the doggone roads. Um, now it’s a little bit different. It’s not easier, but a little bit different. Um, it’s a little bit more at your fingertips, but it’s just as difficult because now you have to say, what group am I trying to go for? What territory, what area, what radius am I looking for? And is that going to bring in enough income to be able to cover my costs as expenses? And then, um, how do I grow from that? I mean, only residential people aren’t going to get 30 yard dumpsters every single month, you know? So maybe once every 5 or 6 years they’re going to use us. But I got to have money in between those two times. So that means I’ve got to have enough customers built up in my pocket that are always calling my name, always saying, oh, hey, we need this or we need this. And coming back to us.

Sharon Cline: Do you collaborate?

Matt Chapman: I do a lot. Um, I’ve been doing it long enough that I know most of the people at my level. There’s different levels of business. So, you know, you’ve got fortune million dollar companies and you’ve got fortune 500 companies. Um, and then you’ve got the, the medium sized companies. That’s kind of where I’m at the medium size. And then you’ve got the smaller companies. Um, I have the opportunity to help and mentor some of those guys. I have a couple friends right now that are starting to really get into it, uh, general contractors, that kind of stuff. So they’re saying, hey, what do I want to do five years down the road? So I’m able to help them out, and I like doing that.

Sharon Cline: Or you’re paying it forward, almost like giving, giving people some help along the way that you wish you had had.

Matt Chapman: Yeah. And unfortunately I did not have that. It was me and a, uh, and a roll off truck myself. There was nothing else. It was this is how you got to do it. And it was actually 2008 when the market tanked. Oh, Lord. So that was a problem. And then September 11th happened after that. And then the Covid happened after that. So it’s like the hits keep coming. Come on now.

Sharon Cline: What would you like to see happen and where would you like your. Well, I guess provider Atlanta won the one we’re here really mainly talking about. Where would you like to see it in five years?

Matt Chapman: So what I would like to see is so we’re actually a part of a franchise and that franchise is is nationwide. So we are the Georgia picture of that franchise. Um, it was actually started in Pennsylvania. Um, and uh, the individual that started it is still actively working on it. Him and his son are still working on it today. Um, but what we’re doing is we’re trying to branch out to a bigger area. Um, there is a provider in West Georgia that is down south. Um, but we kind of got a no compete clause. So the people that are in our area have to use us, and it’s not efficient. Anyway. You’re not going to drive all the way to to South Georgia to go take a class. And I wouldn’t expect anyone from down there to use us. Um, so we are in a very, very large growing population. Um, I would love for every single first Saturday of the month for us to have, uh, 8 to 15 people. I pretty much can’t go more than 15 just because it is a it is a talk about an eight hour day that’s like a a 15 hour.

Sharon Cline: Day.

Matt Chapman: Put into eight hours. So that’s a little bit difficult. But I would love to see consistent people coming in not only for the first time, but second and third times. Um, we do a, a class that allows you to have a two year insurance certificate. So, you know, you get a reduction on your insurance rate. And most insurance companies allow that every two years. So you know what? Every two years come back to our class. I mean, in a drop of a bucket, $220 is what the class cost is. Nothing when you’re really looking at the skills that you’re getting. And unfortunately, because we’re complacent and because we’re out there having a good time, we might forget this or this. Come back for a refresher, come back and do this, get another insurance certificate, drop that rate off a little bit. You can always save money somewhere else, but you really can’t save money when it comes to your safety and security.

Sharon Cline: We’re totaling a bike or whatever, you know, so. So you would like to see it grow and have even more people appreciating the different aspects that they can affect their own financial well-being and physical well-being, their life.

Matt Chapman: I mean, you’re never going to have people stop riding motorcycles, so I guarantee you you’re always going to have a need for motorcycle education. It’s just how much are you willing to put into your own education? You had to go to school for 12 years to learn how to do something that you don’t ever do again. This is something you want to do every weekend, a couple nights a week. Uh, couple weeks during the summer. How much? How much time are you really putting into being a master at your craft?

Sharon Cline: Yeah, well, eight hours doesn’t feel like asking too much.

Matt Chapman: Not at.

Sharon Cline: All. I think about it. What is the. What do you think the. You said that there are bad habits that people develop. What is like the main bad habit you think you see? I know complacency can be a habit, but what what kind of physically do you see as people are writing?

Matt Chapman: Um, you know, your position on the bike. Lazy positions on the bike. Um, it’s where you have your feet stuck out too far on the outside. Um, if you’re not using the controls the way they’re supposed to, um, we joke around in our classes, you put all four fingers on all levers. And the reason why you do that is because if you do the okay hand sign and you put your one finger around the throttle and you use the other three, what happens if you get an emergency situation? You go yank that thing back and you go, oh, shoot, I just pinched my finger and you let go and you just you completely, uh, negate what you literally were just trying to do.

Sharon Cline: Oh, my gosh, I never thought about that.

Matt Chapman: So we always tell you, keep all four fingers on all levers. Um, and so that’s something that, you know, people have been driving like that forever. Oh, it’s not that big of a deal. Wait until it’s a big deal and then you won’t ever do it again.

Sharon Cline: Or don’t wait. Come take your class.

Matt Chapman: Yeah, exactly. And then when I see you driving down the road, I’m like, hey, your finger. Oh, by the end of the day. By the end of the day, we do emergency braking and accident avoidance at the end of the day. And everybody loves that part because they get to go fast. They’ve been going eight to 8 to 10 miles an hour all day long.

Sharon Cline: Doing those small kind of movements.

Matt Chapman: It really.

Sharon Cline: Challenges.

Matt Chapman: But when they can go 15 to 20 miles an hour and get to lock their brakes down to get to feel their abs kick in, because a lot of people don’t even know what abs feels.

Sharon Cline: I don’t have abs, and I wanted them on my bike because I was wondering about actually, I asked about that when I bought mine, and I’m thinking how a bigger bike really does require that, but mine is kind of small and maybe it’s not as crucial, but I do think anything that you can have like hill assist, anything you can have on your bike that makes you safer is a good thing.

Matt Chapman: I’ve seen actually one of the guys the other day had that and I was like, that’s pretty cool. I’ve never seen that thing before.

Sharon Cline: Roll backwards a little bit. Yeah. Hill assist is kind of.

Matt Chapman: You had your foot on your right foot on the brake.

Sharon Cline: I mean, sure I have. Absolutely.

Matt Chapman: Just trying to help out.

Sharon Cline: Did that did that sound convincing?

Matt Chapman: Yeah, I believe you.

Sharon Cline: I believe me too.

Matt Chapman: It’ll work.

Sharon Cline: Well, who? How can people get in touch with you if they would like to know more about Pro Rider Atlanta?

Matt Chapman: Um, so you can check us out online. Um, obviously Pro rider com uh, we’ve got a Facebook page, we’ve got an Instagram page, we’ve got a TikTok, we’ve got a YouTube. We’ve got as much as we as much as I have time to throw on there, I get as many videos out there as I can. Um, you can give us a call, uh, and we’ll get you into the next class, I think is the next one is June 7th. Um, and then July 12th, because obviously July 4th is going to be on that first weekend. Right? So we’ll give everybody the holiday off. But, um, you want to get in the class sooner or you want to wait till later because everybody knows what’s going to happen in Georgia here in a month and a half, it’s going to get so hot.

Sharon Cline: I was wondering what it’s like for you, um, to be out there, you know, eight hours. Do you wear hats and things?

Matt Chapman: I wear hats. Well, again, you got to have your helmet on when you do the class. So when you’re riding, that’s why we’ve got these dry fit shirts. So that way there’s not a there’s not an issue. But yeah we have we provide water at all the classes and we take a lunch break. You know, there’s a there’s a nice little Mexican place down the road. There’s a barbecue place right around the corner. So we take a nice little lunch and and relax. But no margaritas. But not during class, because that would get me in trouble. So.

Sharon Cline: But, you know, some of the people that I took classes with, like, I follow on social media, and it’s almost like we just went through this little experience together. It’s like, you know, you can have some friendships form.

Matt Chapman: It’s all.

Sharon Cline: Like.

Matt Chapman: The.

Sharon Cline: Same.

Matt Chapman: Things. Exactly. You’re doing the same things. Um, you know, and as you grow in your life, as your journey as a motorcycle, you can get into clubs, you can be a part of, uh, events. You know, most motorcycles when they’re going to a bike night or when they’re doing something like that, they’re going for a reason. It’s not just, hey, we want to go to a bar and and drink. We want to go for this cause we want to go for this assistance of a family who house burned down or a cancer patient or some some issue. There’s usually something that motorcycles are going to do. Motorcycles are notorious for donations. Um, even, uh, even clubs on the, on the, the good side and the bad side, they still have a moral obligation and they choose to, hey, we’re going to put money towards this or we’re going to try and help out this cause.

Sharon Cline: One of the things I think is very surprising, um, that I think most people don’t know, and please feel free to let me know your opinion is that there’s this obviously, uh, you know, idea that motorcycle riders are like this hardened people or maybe, like, looking for trouble. And the absolute opposite has been the case for me. And for the nine years that I’ve been riding, I have never experienced such support and care. If I called a group of people right now and said, I’m in trouble, I have no doubt they would come and help. And there’s just something very heartwarming about that. I think knowing that most of us are all just trying to have a good time, get to a safe place, like you said, do something that’s bigger than yourself, helping to contribute to something. So when you have people like a community like that around you, it’s it makes you feel like you have family. And so I think there’s this idea that even myself, people are surprised I ride. But I, you know, maybe I’m not typical, but it doesn’t matter to me. I think anyone who really in any bike. Anybody who really wants to be on the road, I do the two. I don’t care what you’re riding. I do the two fingers, you know, to say hello because I feel like all, all we’re trying to do is have a good time, be safe, you know, and enjoy and enjoy like a hobby.

Matt Chapman: It’s a brotherhood and a sisterhood. Um, and, you know, um, you’re one percenter clubs, uh, they keep their club business to themselves. And even your law enforcement clubs, they keep their business to themselves. And we have a saying in clubs, it says club business stays in club business. So we’re not going to be bringing that stuff out to the normal rider, to the, the, the dad who’s riding every couple weekends, um, or someone even like sportswriter like you’re saying that just cruises in the mountains every couple of weekends. Uh, we’re we’re not worried about your life situations. Unless you need us to be worried about your life situation, and then we’re here to help you out.

Sharon Cline: That’s probably the case with everything. We just kind of just stay in your lane. Yeah. How about that?

Matt Chapman: It’s kind of like the Jeep owners. You know, Jeep owners always wave to each other when you buy a car. You go, oh, hey, I see that car now. And I see that car. Motorcycles are the same thing. We’re just motorcycles out here having a good time doing what we gotta do.

Sharon Cline: Well, I am so glad you came to the studio today. Um, you were really sweet to be willing to be brave because you said you knew nothing about this. Have never done this before. Look at that. It went well.

Matt Chapman: Awesome.

Sharon Cline: Matt, thank you so much. And if anyone else is out there listening and is curious about motorcycle riding and would like to have the best, your best foot forward, your best bike forward as you’re getting used to the road, um, feel free to check out Pro Rider Mix well. And also, thank you all for listening to Fearless Formula on Business RadioX. And um, this is Sharon Cline reminding you with knowledge and understanding we can have our own fearless formula. Thanks, Matt.

Matt Chapman: Thank you much.

 

Tagged With: ProRider Atlanta

Nick Lopez with LIME Painting

June 2, 2025 by angishields

FMR-LIME-Painting-Feature
Denver Business Radio
Nick Lopez with LIME Painting
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Nick-LopezNick Lopez is the Founder of LIME Painting, a premium home improvement franchise that’s redefining excellence in the painting industry.

A first-generation college graduate with a BS in Business Marketing from Michigan State University, Nick launched his first painting company at just 19 years old to pay for college. What began as a summer job quickly sparked a lifelong passion for craftsmanship and entrepreneurship.

Upon returning to Colorado, Nick founded LIME Painting in Denver, developing a game-changing model that connects top-tier professional painters with clients who value quality and integrity.

Today, Nick leads a fast-growing franchise network built on purpose, partnership, and performance.

Connect with Nick on LinkedIn.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Coming to you live from the Business RadioX studio. It’s Franchise Marketing Radio. Ready to revolutionize your franchise with AI? Franchise now empowers franchises with advanced AI solutions, automatic processes, and enhanced marketing strategies. From personalized customer interactions to predictive analytics, we help you harness AI to drive growth and efficiency. Transform your franchise with the power of AI. Visit Franchise Now to learn more and take your business into the future. Now here’s your host.

Rob Gandley: Welcome back, everybody, to another episode of Franchise Marketing Radio where we spotlight the trailblazers transforming the franchise landscape. I’m your host, Rob Ganley, and today we’re diving into a conversation that’s all about Craftsmanship, credibility and category disruption. Our guest is someone who’s redefining what painting means in the world of franchising. He is the founder and CEO of a premium brand that serves the top 1% of homes, blending artistry, professionalism and a scalable business model to deliver results that speak for themselves. Please welcome Nick Lopez, founder of LIME Painting. Welcome to the show.

Nick Lopez: All right. Thanks for having me.

Rob Gandley: It’s great to have you. And, you know, the audience might not know, but I. I know you pretty well. We’ve known each other for a number of years. I wasn’t around when you launched things. So it’s amazing to see where things have gone and many of your assumptions and your, I’ll say, your gut feel as an early entrepreneur were, I think, proving themselves to be correct. And the way you position in the markets, we’re going to break that down. But let’s just start with the beginning. Let’s talk about the origin of all this. How did you wind up creating this brand? And tell us a little bit about how it all merged.

Nick Lopez: Ah, thank you for saying all that, Rob. And it was fun, uh, working with you. Really, as we were emerging, uh, we hadn’t quite yet awarded a territory. And, yeah, we we, uh, did quite a bit of projects and developed a friendship. Most certainly. And so I, you know, when you mentioned seeing the evolution of the brand and, uh, you know, some of the, the vision, you know, that coming into fruition and, and seeing that all play out. But my goodness. Yeah. My story starts in college. I am from Denver, but I was out of state student first generation and, uh, had maxed out a $500 credit card just to get my flight out to East Lansing. I went there and wrestled my freshman year. I was a preferred walk on, and my, uh, hope was that I would get a scholarship and that would pay my way through school. The reality was that I didn’t get a scholarship my freshman year, and I maxed out all my credit cards. So I started a painting company, uh, called Spartan College Painters. I know, real creative. Being a Spartan going to Michigan State and I, you know, I looked at the bigger the home, the bigger the college bills. It would help me pay. And that was really my logic. And it was, you know, it was 2008, middle of the Great Recession. Keep in mind this is Michigan, the auto industry. And so it was certainly an interesting Time. You know, I’m 18. I clearly very little experience or really none.

Nick Lopez: And I folks trusted me and allowed me to paint their home, thankfully. And you know, there’s nominal barriers to entry. I quickly learned and so I kept hearing customers say things like, hey, Nick, thanks for showing up. Thanks for answering your phone. Thanks for doing a good job. And on the back end, you know, they they, uh, just, uh, gave me very basic compliments. And as an 18 year old, you just love those compliments. They keep you going. And I that built, uh, on itself. And I eventually got into my business degree where I was sitting in a marketing class and my professor was talking about positioning. And I just thought about my experience. And, uh, he talked about two accesses, one being price, one being quality. If you’re high price, high quality, that’s your lane. That’s where you stay. There is a difference between a Toyota Camry and a Mercedes-Benz, right? And, uh, it’s really the positioning in the auto industry. It’s an easy one to relate it to. And, uh, painting is no different. But in my experience, you know, I looked at the compliments I was getting, the nominal experience, uh, early on, obviously, that, uh, changed over time, but, um, that, uh, was, uh, clearly a gap there. And, uh, even though I was inexperienced, I did due diligence. Painting is not rocket science. I put my best foot forward. I cared about people. I served them well. I did what I said I was going to do, and fundamentally that was already a competitive advantage.

Nick Lopez: And, you know, you know, and I’m in my business classes learning about just that competitive advantage. So I got curious about national companies that were focused on that sector. And I couldn’t find any. And so I talked to a mentor of mine and he said, Nick, you have to read this book. Uh e-myth Revisited by Michael Gerber. And that’s where I learned about franchising and specifically being in business for yourself, but not by yourself. That was a model that I just loved. I, I grew up an athlete. I loved the locker room aspect. And uh, for me, franchising put it all together. And that was back in 2010 where I really committed to franchising. Uh, moved home to Denver in 2013 and launched lion painting. So ran a Spartan College. Painters eventually worked with other folks across Michigan from different universities to run, you know, their, um, kind of sector within Michigan. But, uh, moved home and, and launched lime and really spent those first four years proving out the unit economics and, uh, really leveling up the business and, you know, proving it out, uh, and, uh, getting it ready to scale. And then I joined the IFA, and I joined the franchise hub, where I met you, and I went through an incubation phase of preparing to scale over a couple of years. Such a fun time and, uh, such an important period in our brand. And what has created high, you know, so much opportunity for folks that for me was, uh, something that I had recognized in college and wanted to solve that problem in the market and deliver value to an underserved market that likes to pay more, to get more.

Nick Lopez: They don’t like to overpay, but they care about quality. And clearly, home improvement could benefit from being leveled up. I in terms of having a luxury sector. I again Mercedes-Benz you can think Uber black. Um, and uh, yeah, we really started scaling in Q4 of 2020 and uh, reached the century mark. Uh, we’re working on uh, 200 locations currently. Uh, we’re we’re a high growth company. Uh, we want to do it in a diligent manner and to do it in a collaborative manner and to do it in a genuine manner that sets us up to collaborate with our partners and deliver a service in the market that it has shown across our states that we’re open in that the value that I seen in Michigan and in Denver, you know, it’s translated to so many territories and, uh, frankly, to, uh, so many, uh, awesome people’s lives. And that’s been the the best part is seeing the way that it, uh, not only changed my life, but, uh, has changed, uh, so many different, uh, folks lives across different parts of the country. And that that, for me, is why I got into franchising to make a difference, to do good. And, uh, so that’s what we’re doing. We’re making history by defining the luxury sector in the home services space.

Rob Gandley: You said so many good things in that in that answer. One of the things that I just had in my head was the and I know you’re a wrestler, right? So you’re like, I kind of like that locker room. And I’m thinking that’s exactly what a franchisee is like. It is like you, but you got to be a wrestler, though, because it’s a little different. You’re the only one out on the mat. And so, you know, in a way you’re the franchisee is yes. They got everybody around them to support them. But they got to show up and and execute, you know, the plan. But I thought that was a great analogy. If you were to pick a sport, I think that’s one of the best sports to pick. Um, but really cool. Um, but yeah, no, I mean, I know it’s it’s been, uh, it’s funny you said, uh, yeah, they liked me because I showed up and I answered my phone and I did a good job. Um, you took that to a true premium brand, right? Just doing what’s expected, which should be expected. And I understand in the home services business it’s not always the case with certain independent people. But but still then you took it further, right? You took it into line painting, which is a premium brand. I wanted to ask you about the branding, right. Because you had line painting when we met. Like you had that pretty well vetted. You had the logo. I always just remember feeling that’s how it felt to me like this. These guys are about premium. Tell me a little bit about how you’ve maintained that. How did you grow that? So in other words, I feel like the brand was there and you kind of just fit this big network into it, right? But how have you kept that going over these last several years and making sure that that is reflected in what you build.

Nick Lopez: Right. It’s hard to not stray away from the, the, the lime way. Right? But what’s made us great serving our sector, we’re really good at serving our clients. And it’s simple. We’re the friendly neighborhood painter that’s an expert, and we’re values driven. So Get Lined is a slogan that we live by at lime. It’s something that all of our owners, uh, frankly, anybody within our organization, uh, agrees to do business in that posture. Uh, you know, it stands for gratitude, enthusiasm, tenacity, love, integrity, mission excellence and discipline. Uh, you mentioned the wrestling. And, you know, that’s probably the grit that you’re speaking to. And, you know, being in a in a service based company, it’s not a sexy company, uh, per se. It’s not a cool company, per se. But, um, yeah, it is an old school contracting company. We’re a blue collar company, but we’re certainly bringing white collar sophistication and, um, really leveling up the customer experience. And, uh, that’s what we that’s how we look at it, you know, just serving our customers and bringing more value. It’s crazy to think that I’ve been doing this now, serving this customer base for just about two decades. Uh, and so we’re just continuing to level up and, uh, within a franchise organization that’s the incredible, um, benefit of a franchise, the collaboration that happens across, um, so many different regions and there’s so many skills and experience. And, uh, so if we can unite behind our process and double down there, uh, now we can leverage all of the ownership talent across the franchise. But it’s a commitment to serving each other in a posture that is collaborative and united on the customer versus, you know.

Nick Lopez: You know, hey, I’m right, you’re right. Uh, my idea, your idea within a franchise organization or frankly, any really, um, but specifically a franchise where there’s shared ownership and there’s, uh, franchise partners and, uh, it’s just a unique model. And so you really have to be intentional about, um, you know, having a healthy, collaborative approach, but also having the systems and the infrastructure to have the feedback and then to implement it. Um, and, but, but that’s the the power of a franchise. Um, you know, our job as a franchisor is to go wide, award as many, uh, territories to qualified partners. And our partners, their job is to be number one, to be the the best friendly neighborhood painter. That’s an expert. And, uh, for us, that’s in a sector that has been highly fragmented. You know, a lot of ma and pa inconsistent experiences for the customer. And so by us uniting behind the lime Way and doubling down on our resources, and you see the power behind a national organization, you know, versus a solo, um, company. And, uh, that’s what’s really given us the success that we have. It’s our franchise partners and, uh, their alignment with our vision and what we’re doing here at lime. And so, you know, our job is to find as many folks that are passionate about that and and being just that, uh, the best friendly neighborhood painter that’s an expert for our luxury sector.

Rob Gandley: Yeah. Very cool. So that. But everything you’re saying sounds easy. Like the way you’re explaining. Oh, yeah. That’s it. But I, I know, like, in the beginning and you’re the leader, you know, you got your team around you. Which the franchisor side. Right. The home office. And then you’ve got the network. Right. And it did build up over time. But um, you, you know and I know you and I know you, you are a person of integrity. Right. And that is going to always be more important than any material gain. Right? For, for you. You have to have both. So I know that your standard is high. So just in terms of helping the team around you adopt that and that being down then downstream to the franchisee. So they then embody that. How do you do that? Is there something you can share that you kind of learned? Because I’m sure you didn’t have all the answers in the beginning, but is there something you’ve used to kind of help others lead the way you lead? Is there something that you know works well to make that happen.

Nick Lopez: Yeah. Our our owners get stuff done, right. Their leaders, their, you know, um, and you know, they’re going to come in and execute and operate and execute on the playbook. Um, which is not easy to your point, right. It takes intentional effort to be a business owner and to be a successful business owner, of course. But up front, there has to be alignment around, hey, you’re passionate and committed to being the best friendly neighborhood painter that’s an expert, and you’re aligned behind these values because if so, you can plug into our training. You can go through our onboarding. We have an entire business growth blueprint, uh, you know, which is all, uh, complemented by certifications and, uh, you name it. But that is the line weight. That is a franchise where you have access to training and support, mastermind groups, collaboration forums, uh, you know, a board of advisors working on the vision, a leadership group, a support team that is committed to, uh, everything that goes into running a national company. But even at home office. Right. I just talked about our franchise partners. But even home office there is alignment around, uh, that commitment to supporting our franchise partners in, uh, doing just that, going through our playbook and becoming a, a business owner within our, uh, empire model, within our growth platform.

Rob Gandley: Yeah, yeah. Now that’s, um, uh, like I said, getting rallying the troops under one common thought process is, much more difficult than it sounds, but it’s so important. And like, if I talk to other people, I know they’re going to say a lot of the same things you’re saying, which is the point. It’s like, but getting that done, I can always tell when when a culture is like that and people really embody the whole point right, of the brand. And I love that. So thank you. Thank you for sharing that. And I know that’s come and it’s still something you work on. You got to keep working on it.

Nick Lopez: But always always being humbled Rob every day. My gosh. Yep.

Rob Gandley: Absolutely absolutely right. Which which makes it fun right. We’re we’re both we both love franchising and and love what it offers. And it’s a it’s a continual process of learning. Uh, but it’s about people and relationships, which ultimately I believe is really why we’re all here. I mean, beyond that, uh, it’s kind of what are we doing? But it’s those relationships. And I think franchising is is amazing because it offers so many unique relationships and very gratifying ones. So you had mentioned that earlier where, um, you know, you’re seeing now some people, you know, not only have you have a big network, but you’ve got people now running these businesses for a while. They are the number one person in their market. They’re the people think painting. They they think of a lime van or the logo. And by the way, I just think it’s such a fresh brand. I always felt that it hasn’t. He said it wasn’t very sexy. And you’re right. I mean, home services really aren’t, but man, you made it about as sexy as you can make it. I don’t think anyone made there’s not as sexy or painting brand right than lime painting. So congrats on that idea. Um, but anyway. All right, so let’s keep going. Uh, let’s break down a little bit. How has. And I know you and I both share this passion, but we both like technology, right? And I know that we like to use technology where it can make the difference. Right, with those relationships with our customers making an impact. So tell me a little bit more how you’re how you’re managing things through this technological Change that. We’re all going through that at a level that’s really beyond anything we’ve seen, and it’s been going on since the day you were in business, really. You know, it’s always been a factor. But tell me a little bit more about how you’re leading. I guess start with is basic is how do you even figure out what to focus on, like because there’s probably a ton of stuff coming at you all the time. So how do you zero in on the things that matter.

Nick Lopez: Right? Yeah. You have to figure out what matters, what your strengths are, and then do everything you can to delegate to folks that can do it better. And that takes time, of course. Um, but I yeah, that’s that’s a big part of it. Certainly. Yeah.

Rob Gandley: So in terms of, in terms of like if you are evaluating like technologies or whether or not I mean, I’m sure franchisees have ideas. And you talked about interacting with them and like you said, very smart people, like they come from places that you’re like, whoa, like that background, right? I used to be a rocket scientist. Now I decided to have a line painting or something. But, I mean, there’s always very unique people and they’re very, very accomplished in many ways. And so you can learn a lot. So like, you know, how do you deal with anybody, like when you hear, hey, there’s this cool whizzbang thing I saw or this other company I know, does this thing like, how do you assess, how do you know? Alright, that’s worth time. No, that’s not worth time. And while still keeping that encouragement of hey, let’s collaborate. Like how do you balance that?

Nick Lopez: Right. If it if it doesn’t make you excited and and it’s draining you, you shouldn’t be doing it right. That’s what you should be delegating. And so that’s a good check uh, for I think the most recent one. Eventually I got to a point with my inbox where I just realized that it, uh, there were other things that I should be focused on, and so just systematizing and delegating something like that frees up so much mental bandwidth and that, you know, being the visionary at lime. We work off of iOS and you know, we implemented it back in 2020. And so, you know, our integrator, um, myself, you know, we’re um, you know, doubling down on our, uh, strengths. And for me, that strategy and vision. So you talk about technology. I just love using AI as a filter and an enhancer for architecting our vision, our strategy. Uh, and, yeah, that’s been such a, uh. Really? Gasoline? It’s a propeller for how? What we’re doing. And so that’s been a way that I’ve implemented technology and have leveled up personally.

Rob Gandley: Yeah. So, uh. And what you said was very profound. I, I, you know, it’s something I find myself and I kind of I’m in the, I, you know, transformation big picture stuff, right? I, you know, it’s a little bit of everything, but it’s a lot to do with mindset right now, people understanding how to leverage it. And one of the things you just mentioned was the strategy and the vision and the, you know, sort of architecting and brainstorming and, and really shortcutting the process of the thinking. Right? Because guys like you and I, we’ll be thinking a lot. We’re creative. We have ideas. Right? It’s always flowing. It’s hard to shut it off. In fact, one time Elon Musk was interviewed and he’s like, I don’t think anyone wants to be me because, like, you wouldn’t want to be in my head. He said a comment like that because it was just constant storm of information. Like he just to kind of zero in. Right. But it is it’s an issue. But that’s the thing is that I in many ways I think will simplify technology. It’ll remove the noise if you so use tech to simplify tech. Right in a sense. So it kind of helps you make those decisions a little quicker, see it a little clearer, right? Why am I putting energy into that? I really should just focus on this or no, we’re good where we are and maybe we level up or whatever it is, but it gets you get to that clarity really quick. So I think that’s a really good piece of advice is like, go there, brainstorm with it, interact.

Rob Gandley: And it just helps you think clearer in a faster way. So I thought that was that was important. But I think a lot of people don’t do it yet. And I think that’s a disadvantage, especially for leaders like yourself. Um, so that’s that’s really cool to hear. So with, with all this, you know, going on. Right. There’s still just this evolution of people. Right? So like our buying patterns, the way we assess working with people, you know, in the consumer world it’s evolving. Right? I mean, you know, if you look at these big platforms like Amazon that has changed our our habits, our expectations of how we, you know, evaluate quality and all these things or what we want, how Now. How is the home services business evolving over these years? I know you’ve been in it for almost two decades, and you know, what would you say is something you can point to that is maybe measurably different? I know a lot of the same things, right? But you know, what is sort of evolving and what do you have your eye on in terms of just being ready for that? Like, you know, how does the buyer buy? Like, are they buying a little differently? Are they expecting a little differently? You know what I mean. Like how do you see things evolving, especially with things like AI and which makes the consumer even smarter now, right. They can even get to information even better. Right. So but anyway, what are your thoughts on that?

Nick Lopez: Oh, that’s an easy one. It’s it’s definitely been technology. Just seeing the way that technology has propelled the industry. It’s been awesome. And what has been innovative over many iterations for us across our tech stack. Uh, you know, the industry, uh, We’re constantly having to iterate is my point, because technology is ever changing and making things simpler and easier, more efficient. And and so for us, we’re always trying to get the edge by implementing the latest, greatest. And if it works for us, we double down on it. If it doesn’t, you know, we double down on what has and we’re on to the next. But technology is an amplifier and it certainly propelled our growth. And I’ve watched it, uh, really level the playing ground and give so much more value to customers, which is what it’s all about. Improving the customer experience and technology has played a big part of helping the blue collar space become a little bit more, uh, professionalized and that that white collar sophistication that that makes a customer experience that much more, uh, you know, they they have that much more peace of mind.

Rob Gandley: Yeah. And you know, what you were saying earlier is like, you’re very simple about it, but it was like, yeah, they they thanked me for calling, answering the phone and showing up on time. But you know what? Running a business like this is hard. It’s not always easy to balance all those things if you don’t have the systems, processes and technology to do it. So in a very fundamental level, it’s what enables that consistency. Right? Where you know that that that guy’s on time, he does good work. You know, he answers my questions. I it’s all those basic things. And then above that is the delight right. It’s the this is when people leave the great reviews and refer you to people. And so it becomes your quality becomes your part of your marketing. Right. So I wanted to talk a little bit about marketing just to, you know, we don’t have to go into I know there’s so much you could cover, but like just in a very simple way. What would you say is your core marketing model? And I know that you had when we worked together originally. I know there were some key things, some simple, straightforward approaches. And I’m just wondering like what is like sort of the simple version of the short answer of what does that franchisee need to focus on his first year when it comes to sales and marketing? How do you approach that, that line?

Nick Lopez: Yeah. You know, from a tech perspective, it’s automation, right? Automation that complements our, uh, you know, proven, uh, lead acquisition strategies.

Rob Gandley: Got it, got it. And, you know, I remember. So you talk about automation, you know, is it still like a big focus. And I know other home services brands. And I talked to different brands like this, but a lot of it has to do with the community you’re in. Right. So like you’re you’re in a community that you can either go into it. And I know a lot of times door knocking or leaving, leaving things on doorknobs or those types of interactions with the community, right. With the people, uh, kind of become the mayor, right. But then once you do get that first client in that neighborhood, well, that becomes an advertisement in a sense, right? I would assume. And so then the quality and what they’re saying about you and their experience is being shared. Now, that kind of multiplies throughout the the sphere there, that that local sphere, is that a big part of what you guys focus on is, is just ensuring that you’re you’re doing like once you get that deal, make sure you’re doing amazing job because the neighbors are right nearby. And hopefully you get three, four, five in every neighborhood or whatever it looks like. But like, tell me, is that a big focus of of the model?

Nick Lopez: Right. We we certainly want to compound uh, that is important. Doing a good job providing value customers uh, refer and recommend. And, uh, when we’re the friendly neighborhood painter that’s an expert. We do a great job at that. Uh, everything takes care of itself. And, uh, the number one indicator of growing a big business is referral and repeat business. And you’re not always in year one getting your first customers. The great thing is you’re in the market for ten plus years, and you’ll come to serve clients in the same neighborhoods, and you will be that friendly neighborhood painter.

Rob Gandley: And so with your model, I know it’s a lot to do with the esthetic beauty, because the homes you you paint are beautiful, right? Um, and so that’s a great look, much like a restaurant. You know, they have the beautiful food they can show pictures of. And I know you guys have a lot of great content around the work you do. Um, so I know that’s probably part of it. Um, so I guess, I guess the thought is, um, you know, beyond And the the actual doing the work right and doing a good job. Therefore it’s sort of a the the poster for the local area there. But but what have you found outside of that that, you know, I don’t know more more pointing towards digital. Right. Just to kind of understand like is there something that works well for a business model like this that’s related to digital? Right. Is it more social media? Is it more search related stuff? I’m sure there’s certain things you you believe you need to have foundationally, what does that look like. And and how do you guide and direct your franchisees.

Nick Lopez: Right. Um, this is exciting for us at lime. We’ve been, um, such a, um, a an in the market, uh, company. And, uh, now that we’ve grown and reached our franchise owner base, uh, that we’re currently at, and know, we’ve implemented our brand fund and so everybody pays 2% into the brand fund. And that allows us to develop, um, more proven lead acquisition strategies that, you know, just provide more leads, more appointments, uh, for our franchise partners, uh, our Franchise Advisory Council has been critical in designing that and making sure that it’s what our franchise partners want, uh, as well as just our strategy for the company and the department. I know we talked about EOS, uh, and, and so that that’s been a big, uh, level up for us, uh, in, uh, really building out, uh, more social media, uh, support on the local level, uh, as well as SEO, because those are really the two best digital, uh areas. Although they’re very expensive, they’re very competitive. When you want to continue to grow on the unit level, at least for us, you know, now, you know, we’ve implemented our brand fund and that’s going to do just that, take our brand to the next level. Uh, we we have a very experienced board of advisors that have helped us, uh, to implement it at a world class level. Our franchise partners are are really excited about it. And at the end of the day, it’s about improving the customer experience in, in, uh, communicating how we can deliver that value, uh, on a unit level. And so the fact that we are where we are without such a simple part of I’m a, I’m a marketing major. So, uh, for me, though, you know, being founder and bootstrapped and, uh, being really good at our acquisition strategies, we’ve really just focused on scaling that core part of our business. And, uh, now we’re we’re going to become monsters with marketing as well.

Rob Gandley: Yeah, yeah. No, you need the momentum. You need the the network, you know, and and what you just said simplifies a very complicated landscape. I mean, you know, like you said earlier, your inbox becomes ridiculous with all these places you supposedly can advertise better, right? Get higher quality leads or what have you. But there is a need to innovate. There’s a need to test, there’s a need to pilot, and you can’t not do it. And part of the Home office, uh, almost any brand would say is to try to, you know, prove those things out. And if they start to work at a small level, then you can roll them out at a larger level. But, you know, as a small business owner, forget it. Trying to keep up just with new Google strategies. Just just Google ads. It’s just that, right? It would be overwhelming. Too many things to talk about. So it’s great to have the brand to be able to do that. And it sounds very positive because you just need to be able to test and prove things out and then do it and do it at a large level. So that’s that’s tremendous. Um, yeah.

Nick Lopez: Do it and do it in collaboration. Rob. Do it. Do it in collaboration. That that’s key. You know, I love coming on these shows and sharing all these tips and tricks. Uh, I know the vast majority of folks won’t implement, um, but the ones that will I know it’ll improve our, our, um, our space. And the better that our space gets. Uh, that’s just good for everybody. Uh, franchising is does so many wonderful things. And so I always love sharing, uh, best practices in all my best practices have come from lessons learned, tons of mentors that that have their own lessons learned. And I love to learn from those ones and not the personal ones. But if I can share some learnings, uh, that that is, uh, certainly, uh, a high priority for me. And if I could do it in collaboration with you, that’s even better.

Rob Gandley: Yeah. No doubt. No doubt. I mean, one great tip I got from a previous guest was he thought that the marketing teams at brands should collaborate more. Like they should as a as an industry, right? We should all like how can we help each other? Because franchising in general, uh, is great for communities. It’s great for people. Right? And I just yeah, it’s like like you said, I mean, you know, the local franchisee, his job is to be, you know, the number one person, the guy, the person people think of. But there’s a huge network, almost a family of people that they interact with that, that they make a difference to. And so all of this kind of funnels in again, it’s about relationships, right? Yes. We’re providing painting another person’s providing restaurants and other persons providing children’s care and so forth. Right? All important, but they’re all local community based things that we all. So anyway, that’s why I love franchising and I appreciate it. So to kind of piggyback on what you just said, I know. So you have a book, right? And you talk about leadership a lot. Is there any, you know, just for guys like you? I mean, you’ve now done something that’s very hard to do in franchising or in any business, right? We all we know the stats of like the failure rates of things and all that. So you’ve gotten to this place where you can look back and say, yeah, I’ve learned from others, but I’ve also learned from good old Nick teaching Nick, you know, some new lessons. So, like, what would you share with other leaders like you or even, like you said, other, maybe other companies in home services that really have it on their heart to do a franchise? What would be the advice you might share as a leader?

Nick Lopez: Oh, wow. I would share, Make sure that you have done your due diligence on what it means to be a franchisor versus, you know, whatever it is that you do could be health and wellness, fitness, home services. When you start to scale and go into franchising, you hear it all the time. It’s a totally different business. Uh, and so that should be taken with the utmost diligence. And, and, you know, you definitely want to prepare to put your best foot forward. You or your group and partners, however you’re going about it for me, just solo founder led. But, um, my gosh, it’s been an obsession. Uh, I don’t think I took a Saturday off in my 20s. Uh, you met me in that time period. I started franchising. I was 29 when we started scaling. But I met you right before that and I, you know, all the way back to 2018, I was probably, uh, I don’t know how many over a decade into this franchise vision to scale and deliver value to, to our client base. And, uh, that is a, a great responsibility. And so when you go into a franchise partnership, uh, it is the most powerful growth model, uh, in the world, really. And but it has to be done in alignment, uh, through values, skill set and, and, uh, really thorough expectations.

Nick Lopez: Uh, and look, you’re not going to be perfect. Your first ten franchise, uh, partners. Right. But your partners know that. And you work in collaboration and you work in collaboration with your partners over different phases. And so that’s a great responsibility not only to our customer, but to our franchise partners, their employees, the home office, uh, we impact a lot of people in a lot of communities. And that’s why franchising is so collaborative in nature. Right? The industry within an organization. It’s rooted in collaboration. And, uh, you know, the franchise relations piece, vendor relations, uh, industry relations. It’s it’s a it’s a great space to be in. And, uh, it’s only getting started in so many ways. It’s it really, uh, is a transformative, uh, growth vehicle to do good in communities and to improve the customer experience. And with AI and automation, it’s only going to be it’s only going to accelerate, uh, the value that franchising brings to communities. Uh, marketing’s going through so many different awesome changes. I feel like us implementing our brand fund and doubling down on marketing, it’s so it’s so plug and play these days. Uh, it’s a it’s really a great time to be in franchising. To be in business.

Rob Gandley: Yeah I love it. Yeah. It is the it is like the resistance. Like the things that would slow your idea flow down and your ability to take action and see things work or not work. It’s much easier with AI, right? It has made life a bit easier, especially for, uh, the marketing side of things. Just all the content and all the different things you’re trying to get done. And yeah, it just it does break those barriers down. So it’s going to be fun. I’m going to enjoy it too. So we’re going to be we’re going to be learning from each other. I can’t yeah. Can’t wait. But so, um, you know, you talk about.

Nick Lopez: You talk about where I spend my time. Rob. That’s where I spend it nowadays. Try to protect as much of my time and focus on technology and marketing.

Rob Gandley: Yeah, I love that. That’s my passion right there. The the tech shaped marketer. I’ve always been that guy. They didn’t have that name back in, you know, 2000. But it was this weird blend of having some technical skill and loving marketing and sales. So but then I learned franchising and then put it all together and I’m enjoying my life, so it’s been great.

Nick Lopez: But yeah.

Rob Gandley: But I tell you, you you you made a comment. I said, you’re in good company because another guy made a comment like that and he’s very well known guy named Bill gates. And he said, he goes, I don’t think I took a weekend off my first ten years. So you’re right in there, man. That’s hey, there’s the there’s the key. Just don’t work. Don’t take off for ten years. There you go. Right. But it takes passion. It takes commitment and conviction. And you had that. And so, you know, it’s not really work when you’re when you’re just being who you’ve been called to be. So that’s good. Um, so looking ahead and as we wrap up, I want to make sure you have a minute just to share with the audience just a little bit more about where you see the brand going and where you’re expanding. And if there’s priorities in the country where you’re really focused on. But tell me a little bit more about some of your vision and future here over the next, say, five years. How does that look for us?

Nick Lopez: We’re so obsessed right now about unit level economics, uh, franchise owner profitability, uh, that that’s an obsession for us and, uh, being the best in market, uh, location by location. And, uh, the more we focus on those two things, you know, everything takes care of itself. So in terms of long term, you know, I don’t really. I feel like things change so rapidly, especially these days. How we just we just try to max out what we can in about 6 to 12 month periods. And, uh, we might do a little bit of two year, three year. But again, so much changes, especially being in a high growth company. Uh, it’s always evolving. Um, so yeah, for us it’s just about being, uh, the best friendly neighborhood painter market by market and driving as much profitability, um, to our customer or, excuse me, to our franchise partners. Uh, like you said earlier, easier said than done. Uh, but, uh, we have, uh, so much traction and momentum in those areas. And the more we just consistently apply focus there, the more we collaborate. Rate I. You know, we we walk into what we’re being intentional about. So yeah, as a company we’re focused on being the number one market by market and uh, improving profitability.

Rob Gandley: You know, and the great thing is you’re right a lot. I love that answer, by the way, Nick, I mean, it’s a guy that knows you’re right. You can’t plan five years out anymore. It’d be kind of not wouldn’t make sense to. Right. There’s just so much on the horizon. Um, but I love what you said because it’s. It is the things. There’s things that will never change. And things like unit level economics. Right. Profitability, which is translate happy franchisees, happy communities, happy customers. Right. That is that’s not going to change how you do that might change, but that’s not going to change, which is good. So you stay focused on that part. And uh, that that is the that is the key. So I appreciate you, man. I appreciate you being on the show today. Uh, before I do let you go, do you want to share the website or just any way that if someone’s inspired to maybe get involved with lime, uh, and maybe start their own territory, what have you, can you share a little more information with the audience?

Nick Lopez: Absolutely. And and thanks for having me on. I was really looking forward to, uh, this show, but, uh, you can check out my show. It’s called the Level Up with Nick Lopez Show. You can find it on any podcast platform. Uh, I have the pleasure of talking to thought leaders in business, franchising, high performance personal development. I talk to a lot of franchise partners, uh, a lot of franchising discussions. Thought leaders. Uh, definitely recommend checking it out. Obviously, I’m a little biased. Uh, but, yeah, you can find me there. Linkedin. I’m constantly putting stuff up there. So if you you want to follow me directly, uh, you can check out my LinkedIn page as well.

Rob Gandley: Yes, sir. And it’s lime painting, right. Is that. And then lime painting franchise com I believe is the two domains. Am I right? Yeah.

Nick Lopez: Yeah. Oh, yeah.

Rob Gandley: Beautiful. So as I said, guys, you just heard it from Nick. You should follow Nick. And yes, that would be a tremendous show to also plug into along with Franchise Marketing Radio. But I tell you, I love I love franchising, like, no matter what, who you bring to it, no one can argue with the, the the the the amazing creation of the concept. Right. Just it’s the only true business opportunity that really exists. Everything else is sort of just bait and switch, I think. But this is true, right? You know, it’s like you said earlier, I just wanted to say that, you know, a lot of times the franchisee side and the franchisor side, a lot of times is this idea that the franchisees looking at the franchisor, well, it’s also who you’re bringing in these amazing people. And so I think that’s just an important dynamic that makes franchising so like unique like that you have almost like this mastermind. That’s huge. But it’s also not just a mastermind like most masterminds are different businesses, right? We might all be CEOs but different industries, right? Which is good. It’s helpful but like to to be able to mastermind with people in the same role and in the same industry. That’s just different. That doesn’t exist in many places. So except franchising. So I love it. And I’m sure everybody you interview does too. So they must they you know I recommend plug into that that podcast. So thanks again Nick I appreciate having you on. And I just want to say thank you again to the audience. Please share the show if you find value. And bye for now.

 

Tagged With: LIME Painting

BRX Pro Tip: How to Promote Your Content

May 30, 2025 by angishields

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BRX Pro Tip: How to Promote Your Content

Stone Payton: And we are back with Business RadioX Pro Tips. Stone Payton and Lee Kantor here with you. Lee, let’s explore for a moment how to promote your content.

Lee Kantor: Yeah. A lot of folks buy into the thinking that content is king, and because of that, everybody is spending a lot of time creating content. But it’s also important to promote all of the content you created. So, it’s really a good idea to invest some resources and time in what are you going to do with all that content you’re creating.

Lee Kantor: Most people probably don’t promote or don’t spend as much time and energy in promoting their content as they do in creating it. So here are some not-so-obvious ways to promote the content you’ve already created. One thing you can do is have someone go through your content and curate your posts. Create a new post that puts a bunch of your previous posts into a list targeted around one topic.

Lee Kantor: For example, for these pro tips that we’re doing, we could create a mega post around just building relationships with the people that are most important to you. We can go through the, you know, probably thousand Business RadioX Pro Tips that we’ve recorded and find ten tips around building relationships. Then, we can share that list on our website and on other business-to-business blogs that are out there as a guest post. So then we can take the content we’ve already created and then kind of shake it up and put it in different little piles, create new posts with that content and then share that with other complementary platforms out there that might need content from other people. And that helps us get the word out about what we’re doing. It helps promote all of the content that we’ve already created and it helps us make a new friend in the marketplace that might be a good partner down the road.

Lee Kantor: So, I highly recommend investing some time and resources in promoting all of that content you have spent so much time creating.

BRX Pro Tip: Great Ideas are Not Enough

May 29, 2025 by angishields

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Stone Payton: Welcome back to Business RadioX Pro Tips. Lee Kantor and Stone Payton here with you this afternoon. Lee, the hard reality is, great ideas simply are not enough.

Lee Kantor: Yeah. A lot of people are very proud of their ideas. And having ideas are important. I’m not saying it’s not important. But what I’m saying is, great ideas are just not enough. To me, it’s way better to be executing pretty good ideas than having great ideas that are sitting in a drawer somewhere, or a folder, or on your phone. You got to put these ideas into action. You got to learn and see if they really are great ideas.

Lee Kantor: Because every idea in your head is perfect. It’s not being tested. It’s not being stressed. It’s not letting the marketplace dictate what’s good or bad about it. So, you got to get ideas out of your head and into the real world. And then, you have a shot of really being able to do something and making an impact.

Lee Kantor: Your business will not grow if you are unable to execute ideas. It’s just not going to happen. You just can’t rest on your laurels. You can’t just think that one idea is going to be some silver bullet that’s going to change everything. You’ve got to take those ideas, put them into action, learn, and find out which ideas really are the good idea.

Lee Kantor: And one idea is kind of meaningless. You’ve got to be an idea machine. You’ve got to be coming up with ideas all the time, testing them, putting them into action, learning from them, and then you’re going to grow. Then, your business has a way to grow. Because things are changing all the time. One idea you had five years ago, look, if you don’t execute it, it’s pretty much worthless.

BRX Pro Tip: Body Language Cues to Help You in Sales

May 28, 2025 by angishields

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Stone Payton: Welcome back to Business RadioX Pro Tips, Lee Kantor and Stone Payton here with you. Lee, I pay a great deal of attention to body language when I’m in the studio. How do you feel some of that might translate to a selling environment?

Lee Kantor: I think using body language cues is super important when it comes to selling and communicating in general, because you’re listening with your ears, you’re watching with your eyes, and if you’re selling, a lot of times you get bogged down with your own mouth and what you’re saying, and you’re not using your eyes or your ears to pay attention to kind of subtle cues that your prospect is telling you.

Lee Kantor: And if you pay attention to some of these subtle body language cues, you can really gauge their interest or their hesitation when it comes to selling. One of those cues are leaning forward. If your prospect is leaning forward towards you, this is indicating, obviously, some sort of engagement and some interest. If their arms are crossed, that is a signal of discomfort in some manner, maybe defensiveness. And it’s probably a good idea to address this in some manner, like by saying something like, did I say something that concerns you? Address it. Don’t ignore it.

Lee Kantor: Number three, fidgeting. If your prospect is looking at their watch or looking out the window or looking at their phone, this could be anxiety, but it could also be boredom. You might want to adjust your approach to reengage them. But these are just three examples. There’s a lot more obvious examples of body language cues, but these are three pretty common ones.

Lee Kantor: But by paying attention to these subtle signals, a sales pro or sales professional can elevate their interactions and achieve greater success in closing deals. Because, in essence, you’re becoming more empathetic and you’re becoming a better listener, and you’re listening with your eyes, not just your ears.

Is a Quiet Retreat from DEI Really Happening? How Women Entrepreneurs Are Navigating the New Era of DEI Uncertainty

May 27, 2025 by angishields

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In this episode of Women in Motion, Lee Kantor and Renita Manley talk with Farzana Nayani, founder of Manazil Management LLC, to explore the evolving landscape of diversity, equity, and inclusion (DEI) initiatives. Farzana discusses the potential “quiet retreat” from DEI in the business world and emphasizes the importance of ownership, opportunity, and equity for women entrepreneurs. She shares insights on navigating current challenges, the significance of mentorship and community support, and the need for resilience and adaptability. The episode underscores the value of building strong relationships and taking actionable steps toward business growth and inclusivity.

Farzana-Nayani-HeadsotManazil Management, LLC was founded in by Farzana Nayani (she/hers), a long-time consultant and established leader in the community.

Her vision was to create a boutique consulting firm that could meet the needs of our ever-changing environment. Manazil Management, LLC is a women-owned and certified, and minority-owned and certified small business.

Headquartered in Los Angeles, CA (Gabrielino-Tongva lands), the company’s team members spans locations across North America and represent a wide array of identity backgrounds, skills, and expertise. Manazil-Management-logo

Connect with Farzana on LinkedIn.

Episode Highlights

  • The potential “quiet retreat” from diversity, equity, and inclusion (DEI) initiatives in the business landscape.
  • The shift in focus from DEI to ownership, opportunity, and equity for women business owners.
  • Navigating the complex and contentious current environment surrounding DEI.
  • The significance of building strong, authentic relationships in business.
  • The need for adapting language and terminology in DEI discussions to resonate with a broader audience.
  • The emphasis on action over mere rhetoric in DEI commitments.
  • Identifying genuine commitment to DEI initiatives within organizations.
  • Leveraging opportunities for women entrepreneurs despite challenges in the DEI landscape.
  • The importance of resilience and adaptability in navigating business challenges.
  • The role of mentorship, community support, and networking in overcoming obstacles for women entrepreneurs.

Music Provided by M PATH MUSIC

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX Studios, it’s time for Women in Motion. Brought to you by WBEC-West. Join forces. Succeed together. Now, here’s your host.

Lee Kantor: Lee Kantor here with Renita Manley, another episode of Women in Motion, and this is going to be a good one. But before we get started, it’s important to recognize our sponsor, WBEC-West. Without them, we couldn’t be sharing these important stories. Today’s topic is a very important one, is a quiet retreat from DEI really happening? Renita, this is going to be an awesome show.

Renita Manley: It is. Thanks, Lee. Okay, so let’s jump right into this. Now, there’s been a lot of quiet and not so quiet movement around DEI lately, and not all of it has been straightforward. But here’s the thing, for many women business owners and WBEs, DEI was never really the end goal. It was always about ownership, opportunity, and equity that actually shows up in government contracts and businesses.

Renita Manley: So today, on part one of this two part series, we are going to go right into this DEI noise, stay honest about what’s really going on, and how women entrepreneurs are navigating the changes and landscapes of DEI.

Lee Kantor: Cool. And who’s the guest?

Renita Manley: Well, today we have Farzana Nayani that’s going to be joining us. Take it away.

Lee Kantor: All right. Welcome to the show, Farzana.

Farzana Nayani: Thank you, Lee and Renita, it’s wonderful to be here.

Lee Kantor: Now, can you tell us a little bit about your organization? How are you serving folks?

Farzana Nayani: Yes, my company name is Manazil Management, LLC. I’ve been operating for over eight years and have been in the industry for over 20 years. My firm works with different corporations, nonprofit organizations, government, public agencies, and higher education institutions to help workplaces thrive and people to work better together. We do that through consulting, advising, and coaching, and my specialty is on diversity, equity, and inclusion. Although, as you know, those terms are under fire right now. So, I also do work in people and culture consulting.

Lee Kantor: So, what’s your backstory? How did you get involved in this line of work?

Farzana Nayani: I have always been interested in cross-cultural communication. My degree is in that. I have a higher education degree in that. I’ve actually written a couple of books on the topic, one is on Employee Resource Groups and one is on Raising Multiracial Children. So, not only is it a passion of mine, but it’s something I embody as someone who’s a daughter of immigrants and someone who’s multiracial themselves. It’s something I believe in, and I really want to create inclusion for everyone around us.

Lee Kantor: So, let’s get into the topic a little bit, so do you believe that DEI was never the goal and that ownership and opportunity really were?

Farzana Nayani: Definitely. There are different paths to the outcome which we’re looking for, which is presence in the workplace and in business. And as a woman certified business owner, I know that one path to that is for me to own my own business. And why that’s so important is because systems take a long time to change, and the way that we can make a big impact is if we show up and be the leaders that sometimes aren’t around us ourselves.

Farzana Nayani: And unfortunately, in the workplace, there is a high rate of a lack of, for example, women in certain leadership positions, people of color in certain leadership positions. Of course, there’s a presence of women and people of color and LGBTQ folks, et cetera, everywhere. But what happens with minoritized communities is that there’s bias that kind of creates barriers to us succeeding. And so, as a result, we have to create our own opportunities, and the way I see that happening is for us to do business with big companies.

Farzana Nayani: And at the same time, the work that I do is I teach leaders how to be more inclusive. So, I’m kind of doing both sides of the work at the same time and modeling it to others.

Lee Kantor: Is there anything actionable you can share about, you know, in respect to the WBEs, how they can navigate this, something they can do as they’re kind of dealing with the new environment we’re in.

Farzana Nayani: Definitely. I think the key is relationships. As you can see, there’s a lot of noise and a lot of, quite frankly, chaos going on with a lot of turbulence in the environment, and sometimes decisions that are quick, or maybe they’re done behind closed doors. And the way that WBEs or any business owner can really leverage not only their skills, but offer their services, is through relationships.

Farzana Nayani: And what I found in the work that I do and the clients that I have, is that people have good relationships with, they are very transparent. I know exactly what’s going on. They’re very honest with me. I’m honest with them. And they’ll tell me, they’ll say, “Hey, Farzana, you know what? Our hands are tied right now. We can’t do certain work, but we can do this other type of work.” And with that, we pivot together.

Farzana Nayani: And I am in a pivot right now. Transparently, it’s been quite a ride to be in just watching what’s been happening. But I have a ton of perseverance and a lot of support. And with that, and the guidance that I have around me through mentorship, through organizations like WBENC and WBEC-West, the abilities to really look at the opportunities here are limitless.

Farzana Nayani: And the way I look at it, it’s kind of like COVID. You know, during COVOD, we all had to pivot hard. We had to figure it out quick. And for me, my in-person stuff went virtual. And I remember teaching my clients, I’m talking big banks, I’m talking large corporations, how to do stuff on a wide scale virtually. It was, you know, my small but agile company teaching these big corporations how to adapt to these environments that are changing.

Farzana Nayani: And I feel like as a women-owned business and certified businesses, we can actually bring that expertise and that spirit, that rigor and that ability to harness our own resilience and teach those around us, including our clients.

Lee Kantor: Now, in order to be able to really pull that off for clients, though, you had to have a lot of trust and the relationships had to be authentic and deep. And without that, it would be more difficult to achieve that type of trust in the boardroom.

Farzana Nayani: Yes, that is very true. And the relationship I’ve built with my clients is that they come to me with their biggest, darkest problems, and I have the most confidentiality and trust through that. Because when they have issues, who can they turn to when they’re getting battered on social media or there’s misrepresentation of their leadership or their initiatives? They need help too, and they can’t find all the answers within. So, what we can do as supporting businesses, as people who are consultants, as people who are on the outside of these organizations and institutions is offer a fresh perspective.

Farzana Nayani: So, I have always been that way. To be honest, I’ve never advertised. The work comes to me through word of mouth because people know the quality and the caliber of what I do and also the trust. So, I think with that, we deliver the results. And a key part of this is that we partner with people. It’s not just about us serving them or them serving us. It’s a true partnership. And we really work together to make the best solution for everyone. So, with that spirit, I think people really do deepen that relationship.

Renita Manley: Okay. Farzana, I do have one follow up question. Earlier you mentioned that after all of these DEI changes occurred, you had to curate a slight pivot. Can you, without giving away too much of your source, tell us about this pivot that you had to make with your business?

Farzana Nayani: Yes, definitely. I think it’s worth it to mention that there’s certain terminology that has been under fire, meaning it’s seen as controversial. And quite frankly, it’s been co-opted and used for different campaigns and different results and the meaning has been lost. And because of that, my choice is to actually use terminology that resonates with a wider audience and doesn’t create that volatility.

Farzana Nayani: So, for example, the word diversity, the word equity, the word inclusion can mean different things to people. And in some spaces, I continue to use that. In other places, I use workplace engagement, people and culture. And that seems to get the same message across, but it isn’t creating that triggering effect.

Farzana Nayani: And the reason why that’s important to me, and I don’t see that as a compromise, is because my thought around this and my belief is really to reach people where they’re at. And if I’m constantly working with people that only agree with me or only have my own views at hand, then I’m not doing my job. I need to be able to reach people that normally I’m not in contact with, and for them to see my perspective and for me to see their perspective.

Farzana Nayani: And if I need to do that by creating a new way to discuss this, then I’m open to it. Because the work doesn’t stop, and to be honest with you, the true work actually is integrated deep into the business, and it can’t be canceled anyways. The companies I’ve seen do this very well are continuing, and maybe they are navigating the current times and the way that they need to, but the work continues, and I see that through actions.

Farzana Nayani: So, I think as women business owners, as any business owner, what we need to look at is action, not the words. We are told a lot. There have been a lot of pledges in recent years towards certain initiatives, but what really has been done? And so, if we go by that, I think that’s a good marker of who’s committed and who’s really continuing the good work.

Lee Kantor: Now, Renita, do you have another question?

Renita Manley: Yeah, I was going to ask, it might be a little bit more an edgy question, but you did mention that companies come to you with their dark secrets, without giving away too much of that information, can you just give us possibly a fictional example of what type of company comes to you and what’s their problem, and then how do you solve their problem?

Farzana Nayani: Definitely. There are a lot of public facing companies that have brands that are household names, let’s say entertainment and finance and tech apps that we use, search engines, whatever it is. And the issue with thinking about DEI and, let’s say, the rollback of it is that, to be honest, the people they serve are diverse. So, our marketplace is diverse, so how do you continue the work and the services if there’s scrutiny over the words we’re using and the things we’re doing, but we need to because of the market.

Farzana Nayani: And so, the way I advise people is to think about the business as it’s a method to connect with people. And if truly that’s what we’re doing, whether it be by selling products or offering services, then we have to understand our market. And if we have to understand our market, we need people that connect with that market or are a part of that market. So, just by nature of understanding good business practices, we therefore need inclusive leadership, we need a diverse team, and we need to understand what the market is asking for.

Farzana Nayani: So, a good example I can give of that is when a company comes to me and they say, “Hey, you know what? Our leadership is a bit shy now about continuing our groups that are based on identity.” And so, those are called employee resource groups. I help set those up and run them at organizations. Maybe it’s your Black employee network or your Asian Pacific Islander group, or your LGBTQ plus pride network, et cetera. So, people say how do we continue that, because it’s seen as marginalizing the majority or it’s seen as segregating from the rest of the community.

Farzana Nayani: And so, that’s where when push comes to shove, we have to explain to leadership that this is strengthening your workforce. This is allowing people to let their hair down and feel comfortable at work, or this is allowing us to understand new emerging markets that we didn’t know. And so, the responsibility we have is to challenge our leaders, but to bring it in a way that reduces fear. And we can do that through metrics, we can do that through making sure we have the right data and the right mindset. But fear and scarcity, those are the things that are kind of penetrating the human psyche right now that are stopping us from being able to really maximize on what we’ve built already.

Lee Kantor: Now, you mentioned that some organizations are kind of leaning into this and some are giving lip service to it. Is there anything, any tip you can share with the WBEs listening on how to discern which are the organizations that are giving lip service and which are the ones that are really committed.

Farzana Nayani: Definitely. As we can see some programs are being canceled. And part of us understanding the environment right now is knowing what is canceled, what is being sunset, and what is actively being terminated. And so, I have studied this and have been speaking with legal counsel and understanding the environment, and there’s a bunch of different things going on and I just want to explain it to our listeners.

Farzana Nayani: One is that there is the directives that are coming from government or the administration on how businesses should run and how higher education institutions should lead. And so, that is one directive that’s coming out through executive orders and such. The other is pressure from stakeholders and how even boards are getting proposals to roll back DEI.

Farzana Nayani: So, those are two different things that are happening, but I want to explain a third thing, in no way is any of this illegal. Let me repeat that. In no way is having a DEI program illegal. DEI programs are not illegal unless they’re excluding people. But if they’re done properly, and I’m not saying all are done properly, but if they’re done properly, they will include everyone.

Farzana Nayani: And the confusion is right now is that people are gaining jobs or they’re gaining access to opportunities because they don’t deserve it, they’re underqualified and they need a leg up. That is absolutely not true.

Farzana Nayani: So, if you think about, let’s say someone’s applying for a job and let’s say they’re from a community that isn’t in that field, you don’t see a lot of that person from that community in that field, that’s not because those people aren’t good enough. Let me just say, that’s because there’s some bias or some barrier that hasn’t penetrated to be able to give that person or that community access.

Farzana Nayani: So, I’ll give a concrete example. Let’s say we look at the data and there are fewer Black engineers than other community groups in the environment, in the industry. Well, why is that? Are we saying that certain people are not as qualified? No. What we’re saying is that there’s bias that prevents people from getting through the different interviews, or getting chosen, or getting the opportunities to be a project manager, or what have you, to rise in the ranks in that field. And I could say that about women. I could say that about people who are veterans. I could say that about a lot of people, people who are neurodivergent. And so, my job and other people’s jobs in DEI is to reduce the barrier so you get the best talent.

Farzana Nayani: But there’s something out there being said around how people are DEI hires and they’re getting the leg up, they’re getting the handout so that they get the job. But that’s just not the case. I think every single company wants the best talent, and wouldn’t you want there to be barriers removed so you get the best talent and you get the best person no matter who they are. It just makes more business sense to have the best person in the role.

Farzana Nayani: And so, that was the whole point of DEI is to create equity. Equity in this case meaning equal playing field or the ability to have access. And another part of equity is the business equity where we gain ownership and we gain the financial presence and power. Both of those equities are important in our discussion here today.

Farzana Nayani: But what I’m trying to say is that people are misunderstanding what DEI is about. And it’s not illegal. And there are mandates from different states saying some things are illegal. That’s definitely the case. I would say that federally that’s still being worked out or that’s being defined, I would say. And so, it’s left up to interpretation by each state. And then, the trickle down is that companies have to take that interpretation and either continue their work or adapt it or cancel it, but that is up to the company. That’s up to the institution. That is up to the leadership.

Farzana Nayani: And so, I was on a great webinar talking about this, and they said that here’s what you need to do. You need to think about how much you want to do that doesn’t get anybody the scrutiny, or the trouble, or the backlash, but don’t just do nothing. We can’t do nothing. We can’t just sit on our hands and just watch everything go by and not try to continue what we built already in the past.

Farzana Nayani: And so, definitely, I was one of those people at the beginning of the year thinking, What am I going to do? What is happening? It’s all unraveling. It’s so sad. It’s a shame. But I’ve snapped out of it. And I think the LA fires and everything here that happened – I live in Southern California – gave me inspiration because I saw people rebuild. So, I needed to see that happen in front of me to understand that we are in a rebuilding phase and we need to build this differently because, quite frankly, it’s not resilient enough. It needs to be stronger for it to really be infused into our organizations better.

Renita Manley: A few moments ago, you mentioned the word legal, and it’s that word, legal, around all of this DEI conversation that has everyone walking on eggshells. So, what advice do you have for our WBEs and our supporters how to navigate these changes in DEI in a legal way? Are there resources that they can go to to make sure that they’re using legal words or legal terminologies or not so triggering terminologies? And is there maybe like resources where they can learn maybe which areas are operating where their stances are with DEI, and just pretty much how to stay legal with everything?

Farzana Nayani: Definitely. I would say the easiest, quickest thing is to mirror the language of the organization you want to do business with. And I can say that firsthand that in the last six months, I’ve actually seen massive bids from the State of California asking for training, asking for, in particular, implicit bias training, asking for racial equity advising. And I had to pinch myself, I said to myself, is this current? Am I looking at a 2025 bid? And the work is still out there.

Farzana Nayani: And so, what that tells me, and I’m heartened by that as a business owner, because I’m applying for these bids, I’m submitting, I’m putting teams together. You should see me out. I’m out here right now. I’m here for it because what it’s telling me is the work is not done. And I know, again, it does make a difference based on what state you’re in, and definitely nationally and federal government, that’s a different case, things are being canceled for sure.

Farzana Nayani: But what I’m saying is that opportunity has not dried up completely. There are still people that are rewording it. I just saw a bid from locally here, an agency here. They just reworded it a bit. They used the word leadership and they focused on coaching. They didn’t say DEI, but everything that they’re talking about was around inclusion and belonging and those concepts. So, what we need to do is play detective and mirror back the language that the clients are using and we can still continue our services.

Lee Kantor: And this example as you mentioned earlier, with COVID, you know, you have an issue that’s affecting people and you just have to adapt. I mean, you can’t just sit back and say, “Oh, well. We had a good run,” and call it a day. You have to adapt your language. You have to adapt the approach to relationships that maybe emphasize some other areas that you weren’t maybe putting enough time in order to build the relationships in order to have the opportunities.

Farzana Nayani: Definitely. And, Lee, I think you’re making a really good point. You know, what era are we in right now? Part of navigating this current time is observing. We need to actually observe. We need to not be doing so much and and try to learn and listen and see what’s happening.

Farzana Nayani: And so, part of my strategy for this year is to continue to do writing. I’m being asked to write another book, and so I’m working on putting ideas for that together. I’m learning myself. I’m in different programs. A few years ago, I finished the 10,000 Small Businesses Program. I just got into the multicultural entrepreneurship program. I’m bettering myself. I’m leveling up myself in the meantime.

Farzana Nayani: And we all need patches of time where we just pause for a moment, and COVID was that for us. COVID allowed us all to take a breath and reassess our lives and make them better. And so, I think now in this landscape, we, in our lives, need to assess and take a look at who we want to work with, how we want to do business, who we want to partner with, and that is actually a gift.

Farzana Nayani: I am so grateful for this time because it’s allowing me to pause. It was like a washing machine. It was a turnstile the last years. It’s just been nonstop. And I’m so grateful for the opportunities, and my business grew, and I feel like I’ve matured, I’ve deepened in my leadership. But now is the time for me to reassess everything all over again and figure out what’s next. So, I think we need to embrace this pause or this period to take a look at everything again.

Lee Kantor: Yeah. There’s a book I read called The Obstacle Is the Way. These obstacles aren’t there to stop us. They’re just part of the journey, and we have to be able to go over them, under them, through them. We have to find a way around. We can’t just sit in front of it and say I’m stopped. I’m going back. Like, that’s not the way forward. You have to figure out a way to get past the obstacle no matter what it is.

Lee Kantor: And you mentioned an important point earlier, and that’s why I think experts like you are so important navigating kind of these rough waters and organizations like WBEC-West. You have to have mentors. You have to have experts. You have to have community to help kind of weather the storm here. Can you talk a little bit about the importance of bringing in an expert to help your clients or partnering with an organization like WBEC-West to help a person get through kind of this tough time or just to help even from an education standpoint?

Farzana Nayani: Definitely. So, on a personal note, there is a group of us that meet every two weeks. We’re all women certified, WBEC certified business owners. And our secret sauce is that we support each other through very difficult moments, conversations. We advise each other and we even partner. So, we have our own mastermind that has come out of just networking and people we trust that we rely upon for each other, so we are each other’s experts. I think that’s the key, is we don’t realize we have in our immediate network people who can be that expert.

Farzana Nayani: And so, for one of these bids, I was just partnering on, I was looking for a resource in a particular subject matter expertise, and I was racking my brain. And you know what I did? I went on LinkedIn, and I was like, my goodness, this person is one degree away from me. I know them, I talk to them, but I forgot that they do this thing that I need. And so, we partnered up on the bid. And I wouldn’t have thought of that if I hadn’t looked at the certification. And people have gone through the programs because we think the same way, like, let’s go for it. You know, we don’t hold back. We push ourselves.

Farzana Nayani: And let me just say one more thing. In order to get certification, you have to be on top of your stuff. Like it takes people a long time to kind of get ready and then go through it. But once you’re on the other side, you can see the difference. You can see that you’re prepared to go for SBE certification, or for me, I did DBE certification. I was so ready because I had my numbers together. I felt confident.

Farzana Nayani: And then, I’m seeing all these other amazing programs that WBEC-West is doing, different pitch programs and stuff. I can’t wait to sign up. They have this event that happens every summer where we get on boats in Southern California and network. I’ve been hearing about this thing for years. I need to get myself on the boat and network with these amazing other people.

Renita Manley: That event is called the Unconventional Women’s Conference, and it is coming up this July in 2025. Check our website for more details.

Farzana Nayani: Yes, that’s the one. Thank you. Renita. So, I think it’s just keeping our spirits up. And, you know, not just the DEI conversation, but tariffs, the economy, everything we’re navigating. We’re getting kind of like hit in the chest, punched in the stomach, knocked upside the head, and we still get up and get back in the ring, because, guess what? We have that courage and resilience and we have each other.

Farzana Nayani: And so, you feel like you’re not alone. Like I feel like I have a whole team. In addition to my own team, I have like another team, and I have mentors I can call. But I personally am so inspired, even having this conversation, I feel very re-energized that people are listening and maybe they’ll go and do something, or push themselves, or challenge what’s around them to talk about what we’re talking about and to make a difference. So, I think everything plays its part.

Lee Kantor: So, what advice would you give a WBE out there that’s listening and maybe is energized by the conversation? What’s maybe an easy first step, a baby step they could take when it comes to adapting to these times? And maybe also throw in leveraging the WBEC-West certification and community.

Farzana Nayani: Definitely. One thing to do is I feel like we have to kind of like lift up the hood and look underneath there, and see what needs to tune up, how we can adjust, what has been that thing that’s been making noise, maybe it needs a little fix, and do that. Now’s the time to do that. I think we have to also listen and see what our clients need and match the needs. Find out. Do those calls.

Farzana Nayani: One of my business mentors said, hey, Farzana, you’ve got to call 100 people and ask them what’s going on, what’s on their minds, what do they need. I’m about 25 people in and I’ve already learned so much. So, I pass that advice on to you to go and call your top 50 and just see what’s happening, what’s on their minds and what you can offer.

Farzana Nayani: I also recommend using AI as a sounding board. Just throw some ideas in AI and ask it. What are your thoughts on this? What are your thoughts on that? How can I pivot this? How can I use different terminology? It’s definitely helpful. And I think, you know, why not embrace technology and do that. It’s built on the minds and brains and the training of so many bright and brilliant experiences. It has its drawbacks. Of course, fact check and double check everything. But just to kind of get you started, get some ideas going, I think that’s a great place.

Farzana Nayani: And also turn to each other and build an informal network and get together. The LAX Coastal Chamber I’m a part of, they have hikes, they have social mixers. They’re putting on a DEI program, it’s called Creative Inclusive Workplaces. We came up with that name to make it more accessible and relatable to a lot of people. So, just look around, there’s tons of opportunities to plug in and to continue the work that we’re doing and be inspired in different ways.

Lee Kantor: And, Farzana, if somebody wants to learn more and connect with you, is there a website or a best way to connect?

Farzana Nayani: Yes, my website if you want to connect with my company, it’s www.manazilmanagement.com. If you want to book me for speaking or consulting, then it’s my first and last name, so www.farzananayini.com. And I am all over LinkedIn. I love connecting with people on LinkedIn, so you can find me there as well.

Lee Kantor: Renita, any last words before we wrap?

Renita Manley: No, I think that was all great. Thanks for sharing all that, Farzana, this is really good. But we’re not here to point fingers. We’re just here to highlight the type of people that’s still showing up for our women-owned businesses, and to highlight Farzana and the great work that she is doing to advocate for businesses, period, all businesses, to help them be even more engaging.

Renita Manley: In our next episode, we’re actually going to be digging a little bit deeper, because this is a two part series, so we’re going to dig a little bit deeper into corporate procurement and what that looks like going forward. And, Farzana, you’ll be joining us for that episode.

Farzana Nayani: Yes, I’ll be back I can’t wait.

Renita Manley: Sweet. Lee, you can take us out.

Lee Kantor: All right. Farzana, thank you so much for sharing your story. You’re doing such important work and we appreciate you.

Farzana Nayani: Thank you so much.

Lee Kantor: All right. This is Lee Kantor for Renita Manley, we will see you all next time on Women in Motion.

 

Tagged With: Manazil Management

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