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Spark Stories Episode 13

April 18, 2022 by Jacob Lapera

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Spark Stories
Spark Stories Episode 13
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Codyparks2

CodyparksGraduating from Georgia State University in 2014 with a degree in Exercise Science, Cody Parks continued progressing his knowledge by surrounding himself with the world’s top trainers.

With over 10,000 hours of coaching and hands-on experience guiding everyday people in their fitness journeys, Cody has a wide variety of knowledge in all aspects of exercise and nutrition.

Visit Formwell on Facebook and website.

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:02] Welcome to Spark Stories, where entrepreneurs and experts share their brand story and how they found their spark, the spark that started it all.

Dr. Clarissa Sparks: [00:00:13] Welcome to Spark Stories Live Business Radio brought to you by the Atlanta Business Radio Network. Every week, entrepreneurs and experts share the stories behind the brand who they are, what they do, and why their brands matter. I’m your host, Clarissa Jaye Sparks. In our own series, we dove into the everyday operations of inspiring small business owners in our community. You can listen live on Saturdays at 10 a.m. or the rebroadcast at WW dot Business RadioX dot com. Today we’re going to talk about the core of your business and why it’s important to have a clear vision, mission and values. Please allow me to introduce one of our amazing community leaders who owns it, Cody Parks. He’s a graduate of Georgia State University with a degree in exercise science. Cody continued progressing his knowledge by surrounding himself with the world’s top trainers, with over 10000 hours of coaching and hands on experience guiding everyday people in their fitness journeys. Cody has a wide variety of knowledge in all aspects of exercise and nutrition. Cody You’ve taken the step to launch your company and you’re braving the world of entrepreneurship. I have three questions for you. Please tell our listeners who you are, what you do, and why your brand matters.

Cody Parks: [00:01:31] Well, my name is Cody Parks. I own a company called Formal Personal Training, and we personal train individuals, adults over the age of 40 years old here in the Atlanta area. So Dunwoody, Sandy Springs, Roswell, East, Cobb, even the deep Atlanta area, that’s who we serve. We’ve been voted number one in personal training two years in a row. And it really matters because we truly are making a huge impact with the adults in this community that are rock stars in their space of of influence. And we believe by you being healthier, you looking and feeling your best, you are going to be able to do what you love to do. At the highest capacity.

Dr. Clarissa Sparks: [00:02:15] That’s really good. So we are definitely benefiting from your services here in the community. What there are so many coaching, not coaching, but fitness gyms out here. What sets form well apart.

Cody Parks: [00:02:30] Really that we’re personal trainers. So in the market right now it’s 2022. What is offered to the marketplace? Majority of the time is a cardio based style of training when you go to the facility. And what I mean by cardio is hit training cardio. Think of anything that’s on a time clock. We’re going one minute as fast and as hard as you can go and you’re going to take off a minute. We offer personal training, so we’re individualizing the training session to you and what your capabilities are. We’re meeting you with where you’re at. We’re using weights, so we put our flag in the same. We do more strength and conditioning and you are tapping into so much more of the human body by doing a good high level strength conditioning session session for 60 minutes compared to just doing a cardio session. So think of brands that are running on treadmills, they’re hopping on rowers. They’re in a class based format with 30 to 40 people in them all doing the same thing and watching a time clock. Think of that as one product and then think of our product as a personal training service with adults.

Cody Parks: [00:03:40] And there’s 2 to 6 people in the building at one time with a coach, and we are progressing and regressing, making easier, making harder each exercise around your physical capability level. So if you have a tight hip or a tight back or a bad knee, bad ankle, we can change the exercise around. You still hit the muscle groups were one to hit. You still have a high quality workout, if you will, without getting hurt and in pain. And in today’s society, we’re sitting so much more, especially with the age bracket that we work with adults, professional adults. These are areas of concern for them, and that’s we offer them the product that will be a solution so they can exercise without getting hurt. They can have the accountability they need, the individual attention they need. It’s professional, it’s fun. And you really get a personal trainer when you go to us, not a class per se. That may be, I don’t know, think of a 20 or 30 year old or someone single that just wants to kind of go to a.

Dr. Clarissa Sparks: [00:04:41] Hang out.

Cody Parks: [00:04:42] At a party. They’re just hanging out. You’re meeting people and you know, it’s totally fun and I’m not knocking it. I in fact, I recommend sometimes if you’re not going to go play tennis, golf, if you’re not going to go for a run and you’re not going to do cardio on your own, you need to go to one of these places, you know, once or twice a week and get your cardio on because you still need to work it. Sure. We just offer something that will provide the body with so many other deeper levels of fitness your mobility, your flexibility, your strength, your muscle tone, your bone density. And then to further that in a personal training atmosphere, it’s very personal. So we really get to the deeper issues like your eating habits. Oh.

Dr. Clarissa Sparks: [00:05:20] That’s something we all need help with, right?

Cody Parks: [00:05:22] Absolutely. You look around us, we’re in an environment that has set us up for failure. Right. And so we can coach you through those eating habits and we can coach you mentally, physically, so that you have success. And it’s not a one size fits all. So that’s what really makes us different.

Dr. Clarissa Sparks: [00:05:40] That’s good. You listed a lot of different characteristics of the people, the type of persona or the type of person that is coming into your gym. If you had to make a comparison to the characteristics of an entrepreneur, how would you tie that together.

Cody Parks: [00:05:56] Of an entrepreneur in terms of our facility?

Dr. Clarissa Sparks: [00:05:58] No, in the terms of like relating it to business owners, like what was your passion? What made you want? What was your vision for form? Well.

Cody Parks: [00:06:07] Finish that goes back to 18 years old. So I’m 33, about to be 34 now.

Dr. Clarissa Sparks: [00:06:13] Happy birthday.

Cody Parks: [00:06:14] So it was 15 years ago is where I started and that that’s going to be another rabbit hole. But I’ll sum it up real quick for the listeners. So I grew up overweight, you know, as a as a teenager I was overweight. And then I basically just stopped eating and did a lot of cardio and I lost a ton of weight. I was very skinny, but I had no muscle. I didn’t feel good. That wasn’t healthy either. Right. And then in college, I became a bodybuilder to where I would spend 3 hours in the gym and only eat the cleanest foods ever. And it’s totally not realistic, right, as an adult in this world as well. So here I am, 26 years old and I’m married. I’ve got kids, I now own a business. And so I had to learn how to truly find freedom through fitness. And so that is our mission today, is helping people find freedom through fitness. And what started as a passion, you know, over 15 years. The way that we’ve trained people has gotten has always gotten better and better because of research and technology and just where we were as an industry, but as a business that. Our mission has always been to help people find freedom through fitness.

Cody Parks: [00:07:30] But even down to. All right, we’re going to offer personal training for adults over 40. That was more of a byproduct of where the industry is and where the marketplace was, which would be very entrepreneur’s ship related and have nothing to do with health and fitness and passion. And that’s why, again, going back to those cardio brands. I’m not knocking it at all because, holy smokes, like there’s a lot of people that get healthy through those products and I want to see the world become healthier place. And if so, if someone feels comfortable and fit there and they’re seeing results there, then that’s where they need to go. But as far as our offer and business in the marketplace, that has changed just from years of being in the industry, looking at where the market is looking, what is being offered to the marketplace now in 2022, and that entrepreneurship has just changed. And we have just niched, niched, niched tighter and tighter and tighter and become more refined of the product that we’ve offered. And the outcome of that has just been a more consistent service and a consistent experience for our customers.

Dr. Clarissa Sparks: [00:08:34] So you’ve mentioned quite a few words here, kind of loaded, which I like. So even when you started out as an 18 year old said you were overweight. So that was a problem, right?

Cody Parks: [00:08:44] That’s a problem.

Dr. Clarissa Sparks: [00:08:45] So that’s when I started out.

Cody Parks: [00:08:46] I got a.

Dr. Clarissa Sparks: [00:08:47] Problem. I got a problem. So that is one key entity for starting a business. You have to have a problem and then you find a solution and your solution became being active. And then you said, you know what, I can turn this into a business. There you go. And then form was created through your passion and through necessity. So again, that’s a great encouragement for our listeners as startup businesses and entrepreneurs, just saying, Hey, what is the problem that I can actually solve coming up with a solution and offering that to your market and then coming up with the perfect offer? So formal has definitely nailed that.

Cody Parks: [00:09:26] There you go.

Dr. Clarissa Sparks: [00:09:27] Thank you. Definitely nailed that. So your vision base and your mission is how you’re carrying it out and that is your offering. Tell us a little bit more. How can we work with you as a personal trainer?

Cody Parks: [00:09:40] So as a personal trainer, first you can go to form MLB.com and we do a complimentary what we call Discovery Day, and we’ll spend 45 to 60 minutes with you and we’re going to discover all about you, your goals, where you are at specifically. You’re going to meet the team, you’re going to see the facility, and we’re going to make sure that we’re a good fit. And if anything, we’re going to lay out a game plan for you to start getting healthier. We’re going to meet you right where you’re at and lay out some exercise techniques, some nutrition techniques and some accountability techniques based on who you are and which time you have all these different factors. So even if you don’t stay with us, you have a game plan moving forward.

Dr. Clarissa Sparks: [00:10:18] It’s all about action, right?

Cody Parks: [00:10:20] It’s all about action. All about we say it all the time. Hey, this first month, actually, like the first 90 days, your goal is to just show up.

Dr. Clarissa Sparks: [00:10:28] Just show because.

Cody Parks: [00:10:29] That is a hard goal in itself, showing up and actually doing a 60 minute workout 2 to 3 times a week. Consistently for 90 days. I think that majority of the listeners would say, Wow, yeah, I haven’t done that in years. And there’s some people that would and we would find that pretty quickly and we would give you a bigger goal.

Dr. Clarissa Sparks: [00:10:48] A bigger goal.

Cody Parks: [00:10:49] Or a bigger techniques that you need to do in order to go from where you’re at now to where you want to go.

Dr. Clarissa Sparks: [00:10:55] Well, goal setting is part of the plan anyway, especially in entrepreneurship, like you said, constantly setting those benchmarks so that you can see results in your offering. Now, when you first started out, can you share with us some of the challenges that you possibly experienced with starting? Sure.

Cody Parks: [00:11:14] So when I started 18 years old. I didn’t have any business systems around anything, and so I just had to look at what was available to me at the time. So I was one on one personal training out of a big box gym and the I was also meeting people, friends and family at my apartment gym and training them there as well. And so one of the first things that I experienced was there was no consistent experience for these individuals. Some days it was at the gym, some days it was the apartment gym and it was only one on one. So I was just trading time for dollars. And when you’re meeting just one person at a time, you know it needs to be 2 to 3 times a week consistently, not just one time a week, and that person’s just on their own, doing their own thing. It can be successful. But that’s just that’s just a roadblock that I hit as a trainer, as a coach, which is not being able to communicate enough with these people and not have one home base where they were coming to me. And I was only one person at the time. So I’d say that was it was just so inconsistent with even the location of where we were, where we were meeting.

Dr. Clarissa Sparks: [00:12:37] I didn’t have a team. That’s part of it too. Location, location, location, location. So where were you in your mind, your mindset when you said, I need to transition from one on one to actually take the plunge and go into your own facility?

Cody Parks: [00:12:52] Well, tell more about this. I’m 18, so I’m in college at the time. I’m in college, I’m literally working at medieval times on the weekend to pay rent and I’m training people during like in the morning, early morning. I’m waking up at 4 a.m., I’m training one person at 5 a.m., one person at 6 a.m.. I take a break at seven and work out one person at 8 a.m. and then I would go to school from 9:00 until four, and then I would go back and train at like six and seven, go home, study from like eight until 11, wake up and do it all again. And then every weekend I’m at medieval times just trying to make like 100 bucks a night to pay my bills. I’m 18.

Dr. Clarissa Sparks: [00:13:28] Now. You can’t mention medieval times without telling us a back story. How did you end up? What did you do at Medieval Times?

Cody Parks: [00:13:37] Good evening, my Lords and ladies and welcome to Medieval Times. My name is Cody. I will be most loyal and hardworking self this eve. Hey, if you would like sweet tea as sweet as me, please turn your mug handles to the right. If you would like coke, turn them to the left. Get ready for a tournament, something along the lines of that.

Dr. Clarissa Sparks: [00:13:58] So, oh, my goodness. So that’s another characteristic of entrepreneurs. They are multi-talented.

Cody Parks: [00:14:02] Oh, man.

Dr. Clarissa Sparks: [00:14:04] So thanks for sharing that.

Cody Parks: [00:14:06] Oh, well, I hope that woke up your listeners.

Dr. Clarissa Sparks: [00:14:08] Maybe they woke them up.

Cody Parks: [00:14:10] That just sets the stage as well as where I was. So in an entrepreneur’s journey, if you will, you have to take inventory of what resources you have around you and where you are at individually. Don’t stick your head in the sand and think that you’re going to compete at an Amazon level and you’re one person. So I was one person. I was really trying to get my college degree. That was a huge time constraint. So I’m not saying don’t ever go and train the way I did it. I feel like everybody should start there. I’m just saying that I couldn’t make it a career. I couldn’t make it a consistent business, and I couldn’t make it a brand that was going to grow in the community and be known for something just by myself doing it in my apartment gym or in a big box gym. Does that make sense?

Dr. Clarissa Sparks: [00:14:51] Yeah. So you took the plunge. You took the leap?

Cody Parks: [00:14:53] Yeah, after that. So I graduate college and I still knew that I wanted to be in the personal training industry. I honestly had no idea what vehicle that needed to look like if that vehicle was going to still be one person just giving the services to 25, 20, 25 people max. Because when you’re one person, you can’t have a book of business that’s a ton of people. You have 20 to 25 people that you’re working with on any given point of time because you’re just one person, you know? So long story short, I was seeking out some internships and I did an internship at a training facility that I felt like was doing a super awesome job with personal training. And it was a whole team. It wasn’t just one person. You had an owner, you had a director of training, you had three or four coaches. You had a front desk admin that welcomed everyone with a smile. You had a facility that was built out for personal training, and they’re working with hundreds of personal training clients instead of just like my toe. So literally, I just I went and found who was doing it the best, right? And repeated it. And that you can say like, Hey, I hate that term. Like, Oh, I’m self-made. I’m like, No, nobody’s self-made.

Dr. Clarissa Sparks: [00:16:05] No one’s self-made. It takes partnership. It takes collaboration.

Cody Parks: [00:16:08] From people way better than you. Yeah. So that’s what I did. I found who was doing it the best, and I spent, like. Ten weeks there, something like that. Hundreds of hours there and just shadowed. And so after that, that’s when I decided to really take a plunge. And I don’t want to draw the story out too long, but I took a job as a general manager in a facility like that facility. And at the time, it was what we would call failing business from a profit and loss standpoint, from a leadership of vision, core value standpoint. It had been a business a long time, but the industry had changed. So formal has been in business since 1999. So 1999, personal training, the equipment available, the modalities, the science, it is very different than the science and the modalities that we use today. It’s still a very new industry, if you will. It may not seem new to people today in 2022, like, oh yeah, it’s been around forever, but it’s really it’s really not. I mean, it started in it just it’s just not. So back then, to give you kind of a picture, you’re talking about going to a facility with nothing but machines and everybody is doing one on one training and everybody’s wanting to like just be these big muscle bodybuilders or bikini models kind of thing. Whereas now in 2022, we’re sitting for our job so much that, holy smokes, we just want to feel good. And so those modalities of mobility, flexibility, how the body moves, we just as professionals in the industry have gotten a lot smarter. The science has really come a long ways as to the technology, the modalities, the equipments, the service has come a long ways. So anyways, I took a failing business as general manager, turned it around and I ended up buying the business 100%. So that’s my story, how I got into form. Well, okay. And so, so.

Dr. Clarissa Sparks: [00:18:01] You’ve taken several big leaps in your entrepreneurial journey to get to where you are now. So I like to often tell people to trust the process and be able to recognize an opportunity. So as a general manager, you saw an opportunity and you took advantage of it. And I’m sure you maybe you question your decision or had some type of doubt. So how did you or or maybe you did and maybe we can just share that experience. And if you did experience those things, what words of encouragement would you give to someone who’s starting out and they’re facing challenges in starting?

Cody Parks: [00:18:45] So again, paint the picture for your listeners. I was 26 years old at the time when I took the management position, so I just had graduated college. I did that internship where I saw from the best, the best what it should look like. So I knew what. You know, not good. Looked like. But I also knew exactly what to do. I always knew that I wanted to be an owner. I had no idea that I wanted to own form. Well. So I just saw the opportunity to. Basically implement everything I had learned and I had the opportunity to lead this and basically wanted to see if it worked. So my plan was to make like prove that this system proved that my leadership business plan, if you will, business model would work and then go get investors. To start with me in my home town was my plan. So what I would say to the listeners that are starting out is. Take it one day at a time and do the absolute best with where you are right now. That’s it right now. Have visions of the future. But don’t be afraid to take the opportunity that’s in front of you right now. You may. I, you and I both want people of this town to go on and do build these businesses like Amazon. You know, Elon Musk, all these huge stories. Holy cow. Like these are people that have ten, 20, 30 years of experience in industry. It doesn’t happen overnight. And if you’re sitting around waiting for that to happen and just want to become social media famous, it’s not going to work like that. You got to get out there and take every little bit of the opportunity and crush it. You, as an individual need to learn what it feels like to win, to.

Dr. Clarissa Sparks: [00:20:30] Win.

Cody Parks: [00:20:31] And a win is going to look different. And every single season of your life. Yes, a win in your business is going to look different in every single season of your business life.

Dr. Clarissa Sparks: [00:20:41] And I think sometimes you mentioned something about the social media and how that plays a big part in how entrepreneurs think great their success and how they look at their wins. What has been your experience with social media and possibly comparison?

Cody Parks: [00:21:02] Sure. I think you just need to know your product. So if your product is being sold a lot online, then yes, you need to determine your success by your social media followers because that’s where you’re getting your attention and then that’s where they’ll learn about your product. They’re buying it online. I get it. My product is a very it’s a brick and mortar business, so mine is more personal relationships. So that’s how I had to justify with myself. Like, it’s okay, I’d rather have 5500 followers, but I don’t even have 1500 followers. I just don’t because my business model is built to have 150 clients paying a certain rate. And this brick and mortar, you’ve got you got revenues, you’ve got expenses, and that number needs to be a certain revenue. It’s just different compared to someone that has an online business. You do need to have all those followers. So I’d say just know who your target market is.

Dr. Clarissa Sparks: [00:21:50] That’s that’s very important because the target market determines sales. And even just because you have the 1500, the 15,000 500,000 followers don’t mean that they’re your customers.

Cody Parks: [00:22:03] Yeah, man, if you’re like a holy smokes, if you’re a CPA, you’re an engineer, you offer a service based business, your local, you’re really working with individuals that you know are only traveling 10 minutes away from you to use your service. Social media. While it is great. Yes, you must need it. You do need it. But it’s you don’t have to have 50,000 followers compared to if you have an online program only and you’re selling it for a very low, very low cost, and you need thousands and thousands and thousands of people to buy it for you to make money, then, yes, you need to have this huge social media following because the more followers you have, the more people are going to buy your product. And for your business to be successful, you need to have 10,000 sales a month.

Dr. Clarissa Sparks: [00:22:46] Right.

Cody Parks: [00:22:47] It just depends on what that that dollar is. And speaking of money, I want to go back to one thing that’s on my heart. When you asked, what would you tell the young, the younger people or people just starting out is finances. I see that so much. You have to be willing to not make anything for some time. All right. Why do you think that is working at mealtimes? I think I want to work at mealtimes. You think I.

Dr. Clarissa Sparks: [00:23:08] Wanted to wear that, right?

Cody Parks: [00:23:09] I was wearing like straight up. I’m kind of like a manly man. I’m a southern boy. I like to do all these Southern hobbies and like I’m in a tunic, like a short skirt, chest hair coming out. Like my friends would come and just laugh at me and, like, make fun of me. I think I want it. No, I needed money to pay my rent and it was providing me money so I could live my life and pay the bills while I was still working on my craft and figuring out what I was going to do in the personal training industry. So it’s okay if you’re a food server right now, it’s okay if you’re driving Uber and you’re still but you need to be diving deep into these internships and mentorships and learning and still mastering your craft. And at some point you will have to take the leap.

Dr. Clarissa Sparks: [00:23:49] Yep, you have to take this.

Cody Parks: [00:23:50] I just see more and more people wanting that. I’m going to graduate and I’m going to make 100,000 a year and I’m going to work 8 to 5. And that’s just not how it works for the entrepreneurs. You have to be able to wake up, work your absolute butt off, and at the end of the month you made zero. That happened to me all the time.

Dr. Clarissa Sparks: [00:24:07] All the time that.

Cody Parks: [00:24:08] Happened to me all the time. For years.

Dr. Clarissa Sparks: [00:24:11] Yeah. You know, and people didn’t understand that. I mean, you work countless hours and you make sometimes absolutely nothing.

Cody Parks: [00:24:21] Yeah, that’s how it works. And mind you, so now, like, ten years later, like banks, banks will determine your success financially by how much revenue you do per square foot. So we have one of like we’re in the top 10% of training gyms revenues per square foot. So I’m not sitting here just saying this from the guy full of passion. And he’s he has a broken system that doesn’t make any profit. You know, we have a very successful business model. But I’m here to tell you, it was ten years of constantly beating on our craft. It wasn’t that long and more like five years to be in our craft and work our absolute tails off for nothing. And you just have to believe in the process and believe in what you’re doing. And it really does help if you’re super passionate about it and you believe in your product.

Dr. Clarissa Sparks: [00:25:03] Yeah, I think passion definitely drives and something that’s really important is that drives it as well. Are the core values.

Cody Parks: [00:25:12] Yes.

Dr. Clarissa Sparks: [00:25:13] And how they have to align with your business model. And I think that helps. With success that helps create more wins. What are some of your values?

Cody Parks: [00:25:24] So our mission is helping people find freedom through fitness. That’s our mission. Our core values. We have six of them. And, you know, I wrote these five, six years ago, and I’m still open to changing them. And I’ll list them. And I’ll tell you real life how we’re doing these right now.

Dr. Clarissa Sparks: [00:25:42] Let’s hear it.

Cody Parks: [00:25:43] So our core values, number one, is community. We rely on our community so much so we have a book of business of 150 of these rock star adults. In our community, we’re just trainers or coaches. We are nothing without our community being with us. So we believe in our community and absolutely making this a fun environment. We do community socials once a month. We go to the park and do a park workout. We go have Super Bowl parties. We have parties at our facility because we want everyone to have community listen.

Dr. Clarissa Sparks: [00:26:18] Let’s talk about the word community, because I think people sometimes interpreted it a little bit differently. Are we talking about the city that you live in or the community that you’re creating within your.

Cody Parks: [00:26:30] Gym community we’re creating in our gym? So I’ll give you an example. We had six people training in our facility this morning. You’ve trained at my facility.

Dr. Clarissa Sparks: [00:26:38] So trained. I know.

Cody Parks: [00:26:39] You know, we had six people. Four of them were all different ethnicities, races. One was 51, was 61 was 45. One was 40. Some were overweight. Some were healthy and been with us for six years. My point is all different.

Dr. Clarissa Sparks: [00:27:02] Walks of.

Cody Parks: [00:27:02] Life. Walks of life. When those people come in because our core values community, you come in and it’s your first day. Hey, Clarissa, I want you to meet Tom. Tom, this is Chris. It’s our first day. Oh, hey. How are you, Clarissa? How are you?

Dr. Clarissa Sparks: [00:27:18] Sounds like relationships.

Cody Parks: [00:27:19] That’s that.

Dr. Clarissa Sparks: [00:27:20] That’s community.

Cody Parks: [00:27:21] That’s community.

Dr. Clarissa Sparks: [00:27:21] That’s community.

Cody Parks: [00:27:23] And you would have never maybe talked with Tom had that introduction not happened. Sure. So because that’s one of our core values, we constantly are training up our team to make sure that that community is number one. Sure. That’s a good example of it. Yeah. We’re constantly doing the community events to provide an atmosphere where people can connect and get to know each other. Sure, that makes sense.

Dr. Clarissa Sparks: [00:27:45] Makes a lot of sense, makes.

Cody Parks: [00:27:46] It a lot stickier as an organization and people are just valued more and they want to see us more, which because we’re personal trainers and we need to see you, the more we see you, we get to give you this vehicle to get healthy.

Dr. Clarissa Sparks: [00:27:58] So it all works personal. It does. Okay.

Cody Parks: [00:28:02] Number two, drive change.

Dr. Clarissa Sparks: [00:28:04] All right. How are you driving?

Cody Parks: [00:28:05] Change. Oh, man. We even over the course of the last. So I’ve been a part of formula for I want to say seven or eight years. I’ve owned it 100% for three years. We have changed our model three different times and we constantly are driving change based on results and based on where the marketplace is so that our business can can continue to be successful. So how I’m driving change right now is we recently because of COVID in 2020, we have absolutely we’ve changed our facility. We have changed our facility and change the products that we offered on our show on our shelf. So we used to offer the boot camp cardio training like we talked about in the very beginning this episode, we offered personal training. We often offered open access to our gym. We had all these different layers of product. We were offering all different price points. And quite frankly, how we serviced each of those products was different because it was a different product on the shelf. Sure, think of a boot camp where it’s loud music and you’re cheering them on and that’s all that matters. People want to sweat and have loud music and lights and just be entertained compared to a personal training session, which someone wants a personal attention, right? And they need help with their form. Two different products on the shelf. They’re service totally different. We wore that to three years ago. We’re driving change by we found personal training to be the product that our team the formal team did the best we were the best in town at personal training and then holy smokes, our average age is 55 and then holy smokes, nobody want COVID hits. Nobody wants 40 people in a gym anymore. Sure. We used to have we’ve had up to 100 people in our facility at one point. At one time.

Dr. Clarissa Sparks: [00:29:49] At one time, at one.

Cody Parks: [00:29:50] Time and.

Dr. Clarissa Sparks: [00:29:50] Covid hit. Okay.

Cody Parks: [00:29:52] People wanted like, dude, no more intent in here, right? Like, we need to be 600 feet apart, you know, just a few people, whatever. And luckily, a year before, I already had that vision of just going personal training only because we saw such great results. People stayed with us for so much longer. The product was a little bit more costly, so think of it as $40 per hour. Instead of a boot camp class with 30 people, that was $20 an hour. And the boot camp, they stayed with us for ten months. We’re the personal trainers. They stay with us for three or four years. Wow. So you had a product on the shelf that was more money, better results, better lifetime value. I already naturally liked it better. I thought that our team was the best in town at it. I thought that our market was going all boot camp training through all these other boot camp brands, if you will. And I’d already seen it. Covid was the perfect time to say can’t do it because people don’t want to be around each other. Sure. So we’ve had an excuse to finally change it and people were so open to change. If we as a community, if if like our formal team didn’t have the core value of drive change, we would have never made the change. So we drove that change.

Cody Parks: [00:30:58] We knocked all those products off our shelves. I love it. It made us even more successful. And guess what? We have taken our facility down from like a 7500 square foot facility. It was like this huge facility because we had 100 people in it once down to a 3500 square foot facility. So and the experience was just as good, if not better, because now you have six people in a facility, whereas when you have six people in this huge facility, it’s kind of weird, like you’re on one side of the room. Sure, it was fine for like the, you know, six months there when COVID was at its height and we didn’t know what was going to happen and we didn’t know where it was, what was going to happen to the people. But now we’re after those six months to a year, it just kind of got weird that community feel what we going back to went away because you never talk to that person for an entire hour. So now we’re building a facility that matches that product on the shelf. We will open we will grand open that brand new facility in six weeks, by the way. Oh, six weeks. And we have about 30 spots left available until form. Well, we’re at its peak, so we’re maxing out at about 170, 280 people.

Dr. Clarissa Sparks: [00:31:59] So, gosh, Cody Parks is leaping all over the place over the course of three years or, you know, overall ten, you have made a lot of transitional and pivotal points in your business and that just kind of that adds to your success into your wins. So this is this is good.

Cody Parks: [00:32:17] Well, back to the core values. How do they not been in place? These are like your.

Dr. Clarissa Sparks: [00:32:21] Yeah, it drives who.

Cody Parks: [00:32:22] You are, drives who you.

Dr. Clarissa Sparks: [00:32:23] Are, it drives your.

Cody Parks: [00:32:25] Business. It’s like a compass. Where the heck am I going? Yeah, it happens all the time. At least once a month. I’m like, Wait, what? What am I doing? Where am I going? Go back to the drawing board. What were your core values? You have a lot of decisions to make. As long as they are around the core values, it’s going to put you in a better position. It’s going to put you in a position of who you know you are and where you want to go.

Dr. Clarissa Sparks: [00:32:43] Yeah, that’s a that’s going to continue to set your part. That’s your differentiator. And earlier you mentioned my next favorite word is niche. And you learn to niche down based off of your core values and it always takes you back to the core. And just drive. And it drives. It drives. It drives. It drives. This is some good stuff. Let me ask how as a how can my community how can we support you?

Cody Parks: [00:33:10] Well, we do have 30 spots left.

Dr. Clarissa Sparks: [00:33:12] Just 30. All right. I’ll hear that.

Cody Parks: [00:33:15] Well, in all honesty, we have 30 spots left, but on a typical month, well, there’s always some sort of churn. So we have one or two people drop off each month. So there’s always going to be once we get the 30. My goal is in the next six weeks when we open the next spot that we’re at max capacity. But every month we’ll have one or two spots available for people in the community. So if you are an adult over 40 and you know you need help with your health and fitness and you want to look good and you want to feel good, but you also want a professional personal trainer and you want an atmosphere that would value community. Then please check us out for and welcome. Come do that complimentary free discovery day and let us change your life. I’m telling you, it will absolutely change your life. So that’s number one. How you can help me as a business owner?

Dr. Clarissa Sparks: [00:33:55] As a.

Cody Parks: [00:33:56] Business. That’s how you can help.

Dr. Clarissa Sparks: [00:33:57] All right. We are some people there.

Cody Parks: [00:33:58] All right. You know, you your listeners, how you can help me is figure out what your God given talent is. And I want you to go out there and I want you to do it. Yeah. I don’t want you to just be a personal trainer because I’m personal trainer. I what I love about our business is that we have like all these rock stars in their own industry. I can see somebody working out literally. I’ve seen people working out at 7 a.m. and at 9 a.m. they’re on TV like they’re like the biggest rock star lawyer in Atlanta and they’re on TV and they’re doing an interview. And I’m like, just makes my heart sing. Like, I get to see him do what he loves doing, what he’s called to do at the highest capacity possible. So how you can help me is by helping yourself and helping the community and absolutely knowing who who you are as an individual, what your God given talents are. And go out there and do it and do it with excellence and do it the best that you can do. And that’s really how you’re going to help me ultimately is just providing a better community for the Atlanta area in all areas.

Dr. Clarissa Sparks: [00:34:54] All areas like we’re we’re we’re worldwide. We hear you all over. There you go. There you go. But that’s also what what type of books are you reading? Are you listening to any books, any podcasts that keep you motivated, keep that energy going? Anything that you recommend for the listeners to read?

Cody Parks: [00:35:13] Yeah, currently I’m reading a lot of business books now because again, that season of life, I’m 33. I’ve owned the business for three years now, 100%. So I still have a lot of learning to do in terms of like that CEO role, you know, like financial role. We always have to be learning and growing. And if my organization is going to grow, I have to grow. It’s back to the law, the lid. If the leader is not growing, it’s just from the top down. So I’m leading a lot of business books. If you want to be an entrepreneur, I would recommend my favorite personal favorite was Dave Ramsay’s entree leadership. Again, that’s entree leadership by Dave Ramsey. Holy smokes. And I know Dave Ramsey is a big financial guy, but this book has nothing to do with financials. It’s all about how to run a company, so how to be an entree leader, entrepreneur plus a leader. And it is absolutely amazing book and that I read for the first time when I was 20. It really struck a vision and I have read it at least a dozen times since then and every single like 20, 22, 25, 26, 30, 33, every time I read it, I get something different out of it. So that book, if you want to be an entrepreneur and you want to be some sort of leader in your community, I would start with that book. All right. There’s tons out there. I see the one good grade on your shelf right now. I loved that book. There was a lot of really good nuggets out of that book. Yeah, that was that was great. But, you know, figure out who you are. There’s so many podcast. We’re in the information age. You can Google it, you can go to a podcast. You know, if anything, spend 30 minutes a day listening to podcasts or reading books.

Dr. Clarissa Sparks: [00:36:47] Yeah, listening to a spark story.

Cody Parks: [00:36:49] Something, spark stories. Something Holy smokes.

Dr. Clarissa Sparks: [00:36:52] Just shameless plug that shameless.

Cody Parks: [00:36:54] Plug. If it’s if you take one thing, if you listen to a podcast or you listen heck, if you listen to this podcast and it’s a 30 minute podcast and you got one thing out of it that helped you and you actually implement it, it’s worth it. It’s and you do that every day and you start stacking these things. You start stacking them before, you know, it’s been two years and every day you’ve implemented this new positive thing that you’ve just learned. And holy smokes, now look at where you’re at.

Dr. Clarissa Sparks: [00:37:18] Yep. Well, you know what? How can we find you? Are you on Facebook? Twitter? Where are you hanging out on social media?

Cody Parks: [00:37:27] So it’s this like crazy tagline named Cody Ray Parks.

Dr. Clarissa Sparks: [00:37:32] Cody Ray.

Cody Parks: [00:37:34] No, I again, I’m not a huge social media mogul with thousands of followers, but you can find me Cody Ray Parks on Instagram, you can type in Cody Parks on Facebook and you’ll see myself and I do I do do a lot of fitness related things. So I always post one recipe every single week that you can actually cook. That’s going to be a healthy recipe. I try and do a different exercise. The Week to Teach You New. Exercise. Inspiring quotes. Healthy living principles. Exercise principles and nutrition principles that will help you become a healthier individual. And if you’re looking for anything that’s going to help you become healthier than it would be a good page to follow. If you’re interested in our company, which again is not just me and our team, is actually even better than me. Go to form. Welcome, form, welcome. Super simple and book that free discovery day. That way we can come in. You’ll meet with the team. You’ll. I’ll meet you there. I’ll be there. And we can sit down, talk about your goals. You can meet the team, see the facility for yourself that we’re talking about, especially if you’re in this area. It is a huge, huge fit.

Dr. Clarissa Sparks: [00:38:39] Shout out to James.

Cody Parks: [00:38:41] Shout out to James. Shout the Holston. Yeah. And we’ve had so many great people that have come through the organization and I am happy to say that, you know, when people leave, it’s usually like they made an awesome connection inside of our facility with our community and they’ve just it’s like sprung them into something else that they were more passionate about. And and so it’s just an awesome culture all around.

Dr. Clarissa Sparks: [00:39:04] All right. Well, Cody, thanks for sharing who you are, what you do, and why your brand really matters. Here at Spark, we do like to just celebrate our local business owners, and we want to celebrate you today and every day. So again, listeners, please support Cody. Go out to his Facebook page or at Cody Ray Parks or from well to find out and sign up for those sessions again. Thank you. I want everyone to create a great day. That’s a wrap, folks.

Intro: [00:39:37] Thank you for listening to Spark Stories. If you’re looking for more help in gaining focus, come check out our website where you can find episode show notes, browse our archives and access free resources like worksheets, trainings, events and more. It’s all at WW. She Sparks.

 

About Your Host

sparkstories2022

Dr. Clarissa J. Sparks is a personal brand strategist, trainer, mentor, and investor for women entrepreneurs. She is the founder of She Sparks, a brand strategy design consultancy.

Using her ten-plus years of branding & marketing experience, Dr. Sparks has supported over 4,000 women entrepreneurs in gaining clarity on who they are, what they do, and how they can brand, market, and grow their businesses. Using her Brand Thinking™ Blueprint & Action Plan she gives entrepreneurs the resources and support they need to become the go-to expert in their industry.

Follow Dr. Clarissa Sparks on LinkedIn, Twitter, Instagram and Facebook.

 

Tagged With: Cody Parks, Formwell

David Wescott With Transblue

April 18, 2022 by Jacob Lapera

davidjwescott
Association Leadership Radio
David Wescott With Transblue
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transblue

davidjwescottDavid Wescott, CEO at Transblue

With over 60 Million in sales & hundreds of millions of sq. ft. serviced & built, David Wescott focuses on building small businesses that focus on profits. When he thinks of an empire, it’s not about how big his building is or how many employees he has, but how much money is in the bank.

Connect with David on LinkedIn.

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:02] Broadcasting live from the business radio studios in Atlanta, Georgia. It’s time for Association Leadership Radio. Now here’s your host.

Lee Kantor: [00:00:17] Lee Kantor here another episode of Association Leadership Radio, and this is going to be a good one. Today on the show, we have David David Wescott and he is with TransBlue. Welcome, David.

David Wescott: [00:00:27] Hi, how are you today?

Lee Kantor: [00:00:28] I am doing well. Before we get too far into things, tell us a little bit about trans blue. How are you serving folks?

David Wescott: [00:00:36] Yeah, absolutely. Trans blue. We’re a general contractor. We provide construction services to residential and commercial clients and we are a franchise. So we service everything from Seattle to New Orleans.

Lee Kantor: [00:00:51] Are you the franchise or are you a franchisee?

David Wescott: [00:00:54] I am the franchisor. So we support and help all of the franchisees in the system.

Lee Kantor: [00:01:01] Now, was the business built to be a franchise or is that something that just happened organically over time?

David Wescott: [00:01:08] Yeah, great question. The business was built to be a franchise, so that was the sole intent upon its creation.

Lee Kantor: [00:01:15] So when you did that, were you involved in any of the franchising associations that are associated with franchising, or was that something that you had experienced previously in a different franchise? Like how did you even kind of immerse yourself in that industry to know how to do it properly?

David Wescott: [00:01:33] Yeah, you know, I think that associations are awesome and so being involved in the associations are huge just for best practices, knowledge, industry trends. And I got involved with IFA International Franchise Association just so that our team could get the certificates, they could start to learn about the industry, they could learn about best practices. I would rather learn from somebody who made the mistake than make the mistake myself. So that’s one of the associations that we jumped into to just to better ourself and really try to be an industry leader.

Lee Kantor: [00:02:09] So now when you’re had you been involved in starting a franchise before this?

David Wescott: [00:02:15] No, I never had. That was my first step into the arena.

Lee Kantor: [00:02:18] So when you have the idea, okay, we’re going to do this as a franchise, what we’re kind of those preliminary steps in order to build the foundation, you know, so you didn’t make those mistakes and you smooth that you’re learning curve to the best of your ability.

David Wescott: [00:02:33] Yeah, no, great question. I one of the things I leaned into the association so I learned about best practices, KPI benchmarks, and then I used the resources and the tools that were available. And I found some consultants who advertised themselves in the association and seem to be in good standing and seem to have good remarks about them. And I started working and I interviewed three or four consultants and then I chose one to work with and I worked with a consultant for about a year and a half before I even started launching the program. So I really got a good feel for what was going to happen, what what I needed to do, what I didn’t need to do, so on and so forth.

Lee Kantor: [00:03:15] So now from that standpoint, you had been in business. Had you always been in the kind of the building construction business?

David Wescott: [00:03:21] Yeah, I have. I’ve been in the construction industry for the last 25 years.

Lee Kantor: [00:03:26] And then so in that world, you were probably involved in those associations that were relevant to that kind of work, right?

David Wescott: [00:03:33] Absolutely. Yeah. I mean, I’ve I’ve always been involved in associations. I would say the last 20 years I’ve been involved in some association or another. I participate in SEMA Snow and ICE Management Association. I’m currently on the board of directors for that association. So association involvement has been something that I’ve really believed in.

Lee Kantor: [00:03:56] Now, why is that? Like as a young person, when you got started in business, was that something someone told you, hey, in order to participate, it’s a good idea to get involved? Or was this something that you were noticing? Hey, a lot of the folks in my industry are joining this thing. I better join that.

David Wescott: [00:04:13] You know, I guess for me, when I started business, it was, you know, you can go to college, you can have a job, you can learn everything about you want, about being in business. But there’s something about that practical application, that practical knowledge that you just don’t get right away. And what I found was that in associations, there’s a lot of folks who have been doing it for a long time, and there’s a lot of people who are really interested in making the association better. And when they care and they, you know, they really believe in what they’re doing, they’ll share the tips and the tricks with you. And I needed to be in a part of an association because I was at the time I was getting into snow removal as part of my general contracting business, and I didn’t even know if the blade was supposed to touch the ground all the way and spark, you know. And so being in that association one, I was able to leverage the education that was huge for me and I and I ordered the same of videos, right? And I got six or seven videos that basically walk you through how to be a snow plow contractor from plowing the parking lot to, you know, invoicing the client. And that was kind of my first step into associations. And then I started to leverage things like sample contracts and terminology. And then you meet people and you learn. And I would say that being a part of associations has helped me grow my business exponentially just because of the resources that are available. You cannot put yourself in a better position when you’re starting your business, then sitting at a table next to a guy who’s been doing it for 25 years and makes millions of bucks, and he’s sharing the tips and the tricks and the secrets that helped got him where he was today. And so that’s one of the things I love about associations and some of the importance about being in an association.

Lee Kantor: [00:06:00] Yeah, I think you bring up a really good point and that’s a good lesson for young people, especially. Like if you’re new to an industry, what better way to kind of differentiate yourself than joining the association, volunteering, getting involved in leadership positions? Now you’re kind of shoulder to shoulder with some of the bigger players and they’re seeing you work and seeing what you can do. I mean, that’s just great career advice for a young person to get involved in their association.

David Wescott: [00:06:27] Yeah, it is awesome. And, you know, it also lends credibility to your business because most associations have a certificate program and like if you’re in franchising or if you’re in asphalt construction or whatever it is, electric vehicles, it doesn’t matter. There’s an association, right? And they have some programing. They have some best practices for businesses. And it just helps you elevate you and who you are. And you get that certificate that lends credibility to who you are as a business. And I think that’s important. I think that’s important to look like, too, if you’re a serious player, it kind of it separates the fly by night, you know, from the person who’s saying, hey, I’m really invested in this. I really want to do the best for my customers and the associations themselves. Don’t I don’t I don’t believe want to align themselves with people who are going to be on the fly by night side. Right. They want to align themselves with strong providers that way. They’re seen as a as a leader in the industry.

Lee Kantor: [00:07:28] Now getting back to trains blue, how do you identify kind of your ideal franchisee? Is this person somebody that’s in the same industry that you’re in and they just want to expand? Or is this somebody who’s like that second act executive that maybe is going for a new career and then they stumble upon trans blue like, how? How do you identify that ideal franchisee?

David Wescott: [00:07:52] That’s a great question. You know, what we really want to do is we really want our brand. We want to really be world class. So we want to you know, we want trans blue to be synonymous with the name know, Ritz-Carlton, Starbucks, Costco, just, you know, the best service, the best of availability. So what we’re looking for in our franchisees is people who are just world class, who they set themselves apart. And that’s the kind of the first step that we’re going to look at there. And then what business experience do they have? We’re going to look at that financially. Can they carry it on? Have they been in business in any have they ran or owned any kind of business in the past? So we’re looking at those things and we’re really trying to fit the right operators. And then it’s about the area that they’re in, too, because we want to be in the prime locations. You may have heard people say location, location, location. And that’s and that’s so true for us as a as a franchise or we want to put the franchisees in the best possible locations to succeed because that just makes happy franchisees if they have industry experience. That’s awesome, right? That’s a bonus. But that’s but that’s not a must have.

Lee Kantor: [00:09:00] Now, is there like what’s a day in the life of a trans blue franchisee in a market? Are they primarily dealing with residential? Is this commercial like who is their typical clients and what is their typical activities during a day?

David Wescott: [00:09:15] Yeah, a great question. I would say that they’re typically going to be dealing with a with a residential client 70% of the time, 30%, you’re going to be dealing with a commercial client. But for an owner of a franchise, we really have them focus on managing the business, not getting into the weeds, not getting into the just the day to day. Like I’m on site watching the project happen. You know, they have a project manager, they have a sales team, just really managing the expectations of the sales team, making sure they’re hitting the targets and the goals they’ve laid out, managing the team of project managers or a project manager, depending on the size of the business, making sure that they’re doing things the right way, you know, really getting them to focus on their business and building their business, not being in the day to day needs of, oh, man, I’ve got to go run an estimate because, you know, my sales person wasn’t here or I let him go or whatever. So really just being that person who manages the business, we like to call it an enterprise builder, you know, somebody who really wants to grow in scale.

Lee Kantor: [00:10:20] So they don’t necessarily have to know how to build a deck, but they have to know how to communicate with the customer to help them kind of make their dream come true.

David Wescott: [00:10:31] Absolutely right. We want them to be great communicators. We want them to be professional. We want it to be a world class experience, but we really want them to focus on building the team. You know, the SBA says that 23% of businesses fail because of wrong people, wrong seats. So we really want them to put the right people in place, grow those people and then allow those people to run the business if you’re going to sell your business. Right, nobody wants to buy a business that is heavily dependent on the owner. So we use the term kick yourself out of your own business if you really want to take it to the next level.

Lee Kantor: [00:11:06] And then that’s where trans blue helps because you put all those systems in place. So they just have to kind of follow the playbook rather than invent the playbook.

David Wescott: [00:11:15] Exactly. They just got to run the plays and let them roll.

Lee Kantor: [00:11:18] Now when you are looking for a franchisee in a given market, is there an expectation that they immerse themselves in the community and maybe join associations like a chamber of commerce?

David Wescott: [00:11:30] Absolutely. So we want them into the Chamber of Commerce for sure, because the Chamber of Commerce will help with a grand opening. They’ll invite people out. They might even invite the mayor outright. So it’s kind of a big deal. You know, we love them to be involved with Rotary. You know, Rotary is a great thing to get to know the community and the players in the community. We want them involved in trade associations. So the National Pool Association is something that we want them to be a part of. We want them to be a part of a community association institute where a lot of condo managers hang out in a lot of best practices happen there. So we have a list of associations and that we really want them to involve themselves in and learn from and really help them to take their business to the next level by managing those peer relationships in the associations.

Lee Kantor: [00:12:21] Now, any advice for maybe, say, one of your franchisees is maybe worked in corporate and hadn’t really immerse themselves in associations like a Chamber of Commerce before? You know, maybe they were members of whatever their corporate association was with or attended the conference, but they didn’t kind of lean into a leadership role. What advice would you give that person to really get the most value out of a membership like in the Chamber of Commerce, for example? From a member standpoint.

David Wescott: [00:12:54] Yeah, absolutely. You know, I think, number one, start volunteering. Just get to know the people, get to know both sides, whether you’re on the association side or you’re on the participant side, really get to know those folks and and look at the association for all the advantages, because so many times you may join an association, but you may not see all of the benefits that they have to offer. And then look at the people in the association who have been there for a long time. You know, what do they have to offer? What what advice can they share? And then what are the resources that the associations bring to the table? You know, associations are always looking at ways to validate the membership fees. Right. They’re always saying, what can we add? What can we do better? And really diving into those things and becoming an expert, you know, learn the education, be a part of the education, get the certificates if they’re available, you know, and then help to mentor as you start to grow and really become known in the association and build the association, be a mentor for somebody who’s just walking through the door, help them get their feet wet, show them the ropes and show them what you’ve learned from the association, how it’s taken your business to the next level. Right. And and participate in the events. Just be there, be engaged. Right. When you’re in the events and you’re at the learning events, put your cell phone down, put your computer down. Focus on what you can take away from the event. And if you can go and take two or three nuggets from that association event and you can implement them in your business, you’ll start to make drastic changes in your business and you’ll really start to elevate you and your business and you’ll really level yourself up.

Lee Kantor: [00:14:41] Yeah, that’s great advice. And I think some people think joining an association is like an ATM that, hey, I just pay for this and I’ll get something back just by paying money. And it isn’t that at all. I mean, it’s about serving, it’s about volunteering. It’s about, you know, kind of leaning into the experience. If you want to get something out, it’s not something. You just pay money and think business is going to come out the other end.

David Wescott: [00:15:07] Exactly. You’ve got to work at it. You’ve got to put effort in time. But I’ll tell you that that effort and time pays off tenfold, 100 fold, you know, because you’re really giving and there’s really people who care and are invested in these associations. And it’s it’s a real big benefit to you. And there’s also a humanitarian cost to it. A lot of the associations, you know, help local community, they help food banks, they help Boys and Girls Club. Like it’s not just doing good, something good for the association. You’re also making the the community and the world a better place. And I think that sometimes gets gets missed when we talk about associations. But associations really impact the community, right? Whether they’re doing a buildout for Habitat for Humanity or whatever it might be, you’re engaged with people who want to make a difference in the world, and I think those are the people that we all want to connect with.

Lee Kantor: [00:15:59] So now from getting back to trans blue, are you looking for more growth here in America or is there certain parts of the country you’re targeting? Or is is the world your oyster at this point?

David Wescott: [00:16:12] You know, I like to think the world is always my oyster, but, you know, our growth, you know, we’re looking at about 20, 25 units to the system this year. So that’s exciting. And, you know, we’ve really got our our targets on on some areas in the East Coast, you know, the New Jersey, Philadelphia, Boston. That’s kind of a big focus for us right now.

Lee Kantor: [00:16:34] And so you’re looking for franchisees in those areas?

David Wescott: [00:16:38] Yeah, we are. We are looking to we’re looking for some great people to join the team.

Lee Kantor: [00:16:42] And those franchisees, do they typically purchase a territory or is it a kind of as any given market, multiple territories like are you looking for kind of somebody for a onesie or maybe an empire builder that wants to take over our market?

David Wescott: [00:16:56] You know, we’re always looking for the empire builders, of course, but I like to say base hits, equal home runs. So, you know, somebody who’s interested in being local in their market, growing their brand, you know, we’re interested in that, too, right? We’re just interested in people who want to be successful, who want to live a good quality of life. You know, people who want to have fun and just be outside and build a business that’s, you know, that makes people happy. It’s a sexy business. I mean, you know, there’s nothing better than putting a swimming pool in for somebody and saying, hey, man, how much is my life going to change? Because we just put this swimming pool and we’re going to get healthy, we’re going to exercise, we’re going to have our kids are going to have a great time. We’re going to watch them grow up in our backyard, not in the neighbor’s backyard. So it’s just it’s a fun business to be in. And so we’re looking for people that want to have a good time.

Lee Kantor: [00:17:46] But they don’t necessarily have to know how to build a swimming pool.

David Wescott: [00:17:51] That’s not I don’t know.

Lee Kantor: [00:17:52] That’s not a prerequisite.

David Wescott: [00:17:54] That is not a prerequisite. You know, we utilize subcontractors to do all of the heavy lifting, all of the buildings. So they’re actually not going to install it. Alls they need to do is manage their team of project managers and salespeople and and their sub teams will do the rest.

Lee Kantor: [00:18:09] Yeah. So good project manager. If you worked as a project manager, that’s probably a good fit for you in a good place to at least have a conversation with somebody like that.

David Wescott: [00:18:18] Absolutely.

Lee Kantor: [00:18:19] Well, David, thank you so much for sharing your story and congratulations on all the success. If somebody wants to learn more about the opportunity or learn more about trans blue, what’s a website.

David Wescott: [00:18:29] Yeah trans blue franchise dot com.

Lee Kantor: [00:18:33] And that’s trans SBL you e franchise dot com. Thank you again for sharing your story. You’re doing important work and we appreciate you.

David Wescott: [00:18:42] Thank you, sir.

Lee Kantor: [00:18:43] All right, this Lee Kantor we’ll see you all next time on Association Leadership Radio.

Tagged With: David Wescott, Transblue

Michele Fuller With Minerva Global Business Solutions

April 15, 2022 by Jacob Lapera

High Velocity Radio
High Velocity Radio
Michele Fuller With Minerva Global Business Solutions
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Michele FullerMichele Fuller, CEO at Minerva Global Business Solutions

Michele Fuller is a veteran sales and marketing executive with over 25 years of global and national account sales management experience at Coca-Cola North America, Danone North America, and Ford Motor Company.

She has a track record of delivering award-winning results to clients, including business and client base expansion, securing multi-million-dollar business contracts, and executing cutting-edge marketing campaigns.

During her corporate career, she has negotiated $150M+ in business contracts in key food & beverage, retail, and travel channels. She has been recognized by her clients and employers with multiple awards for outstanding business partnerships and innovation business development solutions. Michele is a graduate of Howard University in Washington, D.C. and Clark Atlanta University in Atlanta, GA, where she earned a B.A. in Journalism and an M.B.A. in Marketing, respectively.

She is also a member of Delta Sigma Theta Sorority, Inc., North Arundel County (MD) Alumnae Chapter, where she serves on the Economic Development Committee, and a volunteer for the Mt. Calvary A.M.E. Church (Towson, MD) Community Feeding Program. She is an avid traveler and certified wine enthusiast and expert, having earned a WSET Level 2 Award in Wines (certification) with merit.

Connect with Michele on LinkedIn.

What You’ll Learn In This Episode

  • Executive Coaching
  • Individual/Group Coaching
  • Sales Strategy Consultation
  • Travel Channel Consultation
  • Public Speaking

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:04] Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for high velocity radio.

Lee Kantor: [00:00:13] Lee Kantor here, another episode of High Velocity Radio, and this is going to be a fun one. Today on the show, we have Michele Fuller with Minerva Global Business Solutions. Welcome, Michelle.

Michele Fuller: [00:00:24] Welcome. Thank you for having me. I appreciate.

Lee Kantor: [00:00:26] It. Well, I’m excited to learn what you’re up to. Tell us a little bit about Minerva. How are you serving folks?

Michele Fuller: [00:00:32] So what I am what I’m doing, Minerva Global Business Solutions is a primarily a sales, consulting and coaching business. I focus on sales strategy coaching as well as sales training. My background is in global and national account sales. I worked for Coca-Cola for 20 years and I worked for a French company called Danone, and that is primarily what I did. I was a sales strategist and and a seller of of products, mainly beverages. So that’s what my business is primarily about. But I also have an expertize in the airport business channel. And so part of what I offer also is business development for people who are interested in getting their products in airports because millions of people travel through airports every year. And there and it is not always easy to get your products there in there. But my expertize is in beverages, non alcoholic and wine and also in consumer packaging, packaging goods.

Lee Kantor: [00:01:45] So now in your career, what made you make the leap into coaching and consulting rather than just get another kind of corporate job?

Michele Fuller: [00:01:53] Well, what happened was during COVID, like a lot of people, my job was eliminated. I was managing the airport channel for for my my company. And as you well imagine, airport travel basically died during COVID. So my job was eliminated. But thankfully, I had some flexibility and I decided that I would take some time off and think about what I wanted to do. So after about a year, I during that year, rather, I took some wine classes and I decided that I didn’t want to go back to corporate America. After 25 years in the corporate world, I really wanted to kind of branch out on my own. And actually I had a client, an airport client reach out and really encourage me to do that. So I decided that that I would would do that. And also when I was in corporate America, I found, especially in the last several years, that oftentimes my colleagues would reach out to me to for guidance and for coaching, because I did have quite a bit of success negotiating new contracts and building and growing my my portfolio of business. And, and I really enjoyed it. And I also had a training role at Coca-Cola for a couple of years as well. And I did enjoy that. So I just thought, you know, maybe that’s that’s the way that that’s a direction that I would like to take. So that was the impetus.

Lee Kantor: [00:03:40] So now walk me through what an engagement looks like. So say say I’m in corporate America and I’m frustrated with my role and I’d like to get promoted. Maybe I’m not getting promoted fast enough and somebody comes up to you and has that challenge. What are some of the questions you’re going to ask them and what some of the maybe the low hanging fruit you could offer to help them, you know, get to a new level.

Michele Fuller: [00:04:01] So that’s so so let me just say this. I will tell you what I would say. But what this type of sales strategy, coaching and consulting that I do is mainly about helping the sales person work with clients and help them have success with clients. If if I the guidance that I would give, though, in answer to your question is I would I would really want to understand make sure that they understand what what are the requirements to get to the next level and what is the next level look like? Maybe interview people who are doing the job that you want to do and find out the steps that they took to get there. Because sometimes it’s not always a direct path. Sometimes people get cross-functional experience that will lead them to the path that they want to take. So I think the best way to find out how to get there, obviously talking to your manager, but also talk to somebody who’s doing the job.

Lee Kantor: [00:05:04] Yeah. That’s great advice to kind of maybe expand your network a little beyond where it is today, but where you would like it to be.

Michele Fuller: [00:05:13] Absolutely. Absolutely.

Lee Kantor: [00:05:15] Now, let’s then talk about this. Some of the sales strategy consulting that you’re doing. So say somebody wants to kind of tap into the airport ecosystem that, like you said, that’s its own kind of world. Right? Like it takes specialized knowledge to do this. It’s not like you can just show up and say, hey, or here’s where can I put my stuff right? You have to know some people and there are certain ways of doing things. So talk, talk through that. Like what is a conversation around that, exploring that channel look like?

Michele Fuller: [00:05:47] I’ll give you an example that I’m going through right now for a big timing. I’m actually in discussions right now. I was I was contacted by a beverage startup company, a tea company, and they are in there doing business right now in Southern California and Las Vegas and mostly on the West Coast. But they’re very interested in expanding their business nationally and they want to get into airports among the channels that they would like to get into food service and airports. And and actually, they’re interested in me helping them with both because I have done both. But the conversation that we’re that we’re having right now is it’s really about developing a specific strategy to help them expand their business. And so that’s really the work that that I will be doing with them is I will be creating a strategy, looking at their business. Where are they currently, understanding what the what the end game looks like, what their goal is in terms of presence in venues, but also how much profitability, what are their profit goals? And we’re going to look at and one of the things that I will be doing as part of developing my strategy is understanding where they are now and targeting some clients. And then in airports and in food service that I believe would be a fit for their products.

Michele Fuller: [00:07:23] They have a very niche product and organic product. And so the way that the product is branded, it’s not necessarily the type of product that you’d stick in a 7-Eleven store, right? Not at all. And so because it’s crafted so almost like crafted beer. Right, very specialized. And so it’s really about, you know, targeting the right the right clients and making sure that that client’s consumer is the right consumer for that product. And then just just really understanding the distribution piece of it, what is marketing look like? What type of sales data do they already have and what that that we could use as a sort of a proof point because, you know, businesses want to know if I bring your product to them, is it going to sell? Is there awareness out there? Do consumers know about the product or does it have the attributes that their consumers are looking for? So if they have a high end, a consumer that is high income, likes organic products, is concerned about, you know, preservatives and things like that, and this this could be the right product for them. So again, my role will be to develop a strategy and then to work with them in their teams to actually bring it to life.

Lee Kantor: [00:08:52] Now, can you share a little bit, maybe educate the listener a little bit about the airport channel? It’s something like everybody’s traveled through an airport, but they maybe haven’t thought of it as a place to sell their wares. Like, why is that a great place to explore as part of your marketing mix?

Michele Fuller: [00:09:12] It’s a great it’s a great venue to explore simply because of the number of people who travel through airports. So prior to COVID, by the end of 2020, the passenger count for US airports was expected to be 1 billion consumers traveling through airports. And Atlanta’s airport, for example, is one of the largest airports, not only in the US but globally. It’s one of the larger airports. And so over 150 million people were traveling through the Atlanta airport pre COVID. I’m not sure. I haven’t seen the numbers for 2021. But, you know, I’m sure now it’s definitely starting to ramp up again. But if you think about 100 million can. Or 150 million consumers traveling through one airport in a year. And if you think about it, they’re all under the same roof. They’re in like one big building. So for your products that offers great visibility, what other venue would you have access to? So many consumer eyes and potentially consumer touchpoints. So it’s it’s a very you know, it’s a great place to be from a marketing perspective and obviously from a sales perspective. So that’s really the reason why, you know, companies want their products in airports because of of just the sheer number of consumers that you’re able to reach.

Lee Kantor: [00:10:53] Now, you mentioned earlier about kind of exploring the wine business. Can you talk about that venture?

Michele Fuller: [00:11:00] Yeah. So one of the things that I that I also do is I am a wine ambassador for an independent wine ambassador for a company called Glass Collection. And I say owns 25 wineries in Napa and in France. So they have 16 wineries in Napa and nine in France. And I represent the brands and I actually sell wines. So I sell wines, I do wine tasting events, I have business clients. So that’s actually another piece of my business. And candidly, for me, it’s just I just it’s just a lot of fun. I’ve always enjoyed wine. I’ve always enjoyed going to wineries and visiting and learning about the whole, you know, growing and harvesting process and so forth. So it’s something that I’ve really enjoyed doing. And, you know, it’s it’s in line really with my beverage experience. Most of my beverage experience has been on the non alcoholic side. So for me this is very exciting to also work on the alcoholic beverages side. And you know, there’s a lot of interest in wine and especially Burgundies. So that’s also another another separate part of my business.

Lee Kantor: [00:12:22] Well, exciting times for you. Is there any part of this entrepreneurial venture that is most challenging or the most rewarding so far?

Michele Fuller: [00:12:32] You know? Yeah. You know, when you’re when you’re leaving when you leave corporate America and you kind of branch out on your own, at least for me, there were a lot of things that I did not know, you know, about being an entrepreneur. You know, you have to find clients and or they have to find you. And in some instances, you know, when you’re in corporate America, you’re also doing the same thing depending upon the scope of your work. So in sales, you know, we, we, we would have a portfolio of, of business. But also, you know, in the sales realm, you’re also looking for new business and trying to grow your business and acquisitions, acquiring new clients is a way to do that. But, you know, it’s a little bit easier when you pick up the phone and say, hey, I’m Michelle with Coca Cola. There’s credibility behind your name, you know, behind the Coca Cola piece. But when you’re branching out on your own, you still have that to some extent. You know, I think about I think that working for companies like Coca Cola and Danone and I also worked for Ford early in my career. You know, just having that experience definitely lends credibility to what you do. But, you know, there’s still, you know, the having to build that credibility on your own. And one of the things that I did was I hired a coach to help me kind of navigate and figure out what are some of the things that I need to be doing to build my business to prospect for clients. And so that really helped me working with a coach. And I still have a coach to help me, and I probably will for a while because there’s always something new that I’m learning that that that I didn’t know in corporate America.

Lee Kantor: [00:14:20] And if somebody wants to learn more about your practice, is there a website?

Michele Fuller: [00:14:26] Yes. It’s Minerva GBS George Boy Sam dot com and Minerva is spelled m i n e r v a and then of course gbs dot com.

Lee Kantor: [00:14:42] Well, Michelle, congratulations on all the success thus far and thank you for sharing your story. You’re doing important work and we appreciate you.

Michele Fuller: [00:14:49] Thank you so much.

Lee Kantor: [00:14:50] All right. This is Lee Kantor Wilco. Next time on High Velocity Radio.

Tagged With: Michele Fuller, Minerva Global Business Solutions

Brian Johnson With Main and Johnson, Inc.

April 15, 2022 by Jacob Lapera

BrianJohnson
High Velocity Radio
Brian Johnson With Main and Johnson, Inc.
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MainandJohnson

BrianJohnsonBrian Johnson is the Founder and Owner of Main & Johnson, a Charlotte, North Carolina, based Business Consulting & Coaching company, aimed at seeing small to medium-sized businesses thrive, not just survive. Main & Johnson partners with business owners to bridge the gap between what success they have had and the success they seek.

Brian and his team specialize in driving accountability, long-term growth, and accelerated results with an outside perspective to blend with business owners’ knowledge and experience.

Connect with Brian on LinkedIn.

What You’ll Learn In This Episode

  • Airline Analogy for Business
  • Growing Through the Scale Hurdles
  • Exit Strategy Planning in Business
  • Price Now More than Ever

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:04] Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for high velocity radio.

Lee Kantor: [00:00:13] Lee Kantor here, another episode of High Velocity Radio, and this is going to be a fun one. Today on the show, we have Brian Johnson with Main and Johnson. Welcome, Brian.

Brian Johnson: [00:00:23] Hey, thank you, Lee. Well, I appreciate being here. Thank you for the welcome.

Lee Kantor: [00:00:27] Well, I’m excited to learn what you’re up to. Tell us a little bit about Mayne and Johnson. How are you serving folks?

Brian Johnson: [00:00:32] Yes. So we’re a Charlotte based business. So a little bit up the road from you there. But we focus on helping and connecting local small businesses to where they’re going and at an accelerated pace. So we like to kind of tell our business partners that we’re not going to tell you how to run your business, but we’ll be there to partner with you and just accelerate where you are going to get to on your own. So we try to plug a few holes here and there, but help you get your momentum in the business. And then and that’s kind of the main street focus. So if you thinking Main and Johnson, do I have a partner with a last name? Main that’s not the case. We were just thinking about if you saw our logo, kind of like the intersection of Main Street and myself for businesses, and then we’ve branched out into a little bit more of a national consulting approach on business strategy and commercial strategy. So but that’s what we’re up to.

Lee Kantor: [00:01:23] So how did you get started in this line of work? Were you always involved in coaching and consulting?

Brian Johnson: [00:01:29] I wasn’t, at least not formally or being compensated for it. I kind of came out of the corporate world like a lot of consultants out there, but spent 20 years in the Fortune 500 space. And then as I kind of got a little bit further into my career and you start kind of assessing what you like to do, what not to do, the coaching option and kind of having your own business became a lot more attractive. So I kind of traded in a suitcase and a plane ticket for sitting a little bit in the car and meeting for coffee until COVID decided to change the rules a little. But we’re kind of getting back into, I guess, kind of a little bit more of an open environment, at least somewhat right now. So it’s kind of how I got here. But, you know, just grew up with my father owning small businesses and just always knew that we wanted to kind of find a way to be a little bit more progressive, to take stuff that I got to experience and bring it into the the small business space.

Lee Kantor: [00:02:26] Now, you mentioned having kind of worked in the Fortune 500 space. Is any of that really transferable to the folks on Main Street?

Brian Johnson: [00:02:36] It is. And you sometimes the scale may be not. So, I mean, a lot of the like breaking it down into like executive coaching. I mean, a lot of the smaller businesses aren’t really looking for their teams to necessarily be coached per se. But, you know, you do get into things like how do you retain clients or sorry, not not just clients. You definitely want to know that. But how do you retain employees? I mean, these are all things bigger companies struggle with as as do small. And you just try to take some of the strategies that you learned in the ways that you applied them on an enterprise wide scale. And boil it down to like, hey, here’s your business, here’s what’s important to you, and how do we set the path forward to make sure you’re capitalizing on the opportunities that you’ve got in front of you? I think there’s a lot of macro analysis that you spend a great deal of time in the corporate world on that maybe is a little bit much on the smaller end. But, you know, certainly being able to pay attention to trends like here in Charlotte, it’s probably similar to Atlanta. You can’t drive down the street without seeing either road construction houses being built or a big crane, you know, building a thing downtown Charlotte. So that kind of stuff is good to know if you’re in the type of business that the demographics matter and being able to kind of bring that skill set into the conversation, I think can open some eyes sometimes.

Lee Kantor: [00:03:51] So walk me through what an engagement looks like. One, when people are coming to you, what is their situation? Are they’re in a crisis? Is something bad just happened? Is this something that they’re frustrated, they’re not growing fast enough? What is typically that point of entry for you?

Brian Johnson: [00:04:06] Yeah, and I you know, we’re always able to try to help people and we’re always engaged in it. If there’s something wrong, that’s not our sweet spot and that’s not where most of our customers come from. I mean, if you’ve already hit the iceberg and you’re taking on water, there’s not a whole lot we can do at that point. But what we do is we see a lot of our our client base coming directly from, hey, I started out this way and this worked for quite a while and I’ve kind of plateaued. And it’s not that I’m trying to be a, you know, the next millionaire out there or multi millionaire. But I had visions of my business being in a different level, and I’m starting to kind of hit my head against the wall here. And we come in and we work with them, partner with them, understand where they’re at and what they’ve done successfully and where they failed. And then we start applying some new strategies to that. So we bring a fresh set of eyes. In a lot of cases, we’re especially on the coaching and we’re a little bit business agnostic. So we have a wide variety of of customers and markets that we work with. But the reason is we don’t tend to know more than they do about their industry. We complement it with business practices, processes, systems and strategies that really kind of reinvigorate where they’re at. I’d say the COVID pandemic was not great for business in the sense that all of a sudden we had a lot of people that needed help. But as much as I think it reminded business owners that you can’t keep plugging away the same way that has worked and expect it to continue to work longer term. So that opened a lot of opportunity to sit in with business owners and really help them kind of either pivot or refocus where they’re headed in a in a maybe different way than they’ve done before.

Lee Kantor: [00:05:49] Now, you mentioned systems and processes. Is that something that, you know, intellectually people understand, but practically they don’t really executed at the level that maybe the best run companies do?

Brian Johnson: [00:06:04] Yep. The thing that we see with that, you know, it’s a very interesting one because most people think like, okay, now I’ve got to go get like an SAP system or something. This is what you’re talking about. And it’s really not. I mean, if you think of just the general business owner that maybe is a is somewhat of an employee in their own company. You know, I mean, take myself, for example, I do the coaching for my business. Well, if I were coaching 40 hours a week, there’d be nothing more I could do. So what kind of systems would I put in my business that I could take those same 40 hours and I’d be able to reach more people without really totally changing the dynamics? So some of the systems are really geared towards expanding the capacity that a business can run with its current resources. And I think a lot of times people think it’s this massive investment, like some big I.T. system, and it can be. But in a lot of cases, it’s really applying just, you know, what is it that I could invest in that does the work for me? So I’m not the one doing it all. And I think that’s where some of that value kicks in. People are like scratching their head like, oh, wow, that just made whatever I’ve been doing during the week a whole lot easier. Fantastic. You know, I mean, perfect example is like people that do their own schedule and then there’s this thing like calendar and there’s a million others that are out there that do it for you. And if all of a sudden you’re not searching your schedule, trying to figure out where to put people in and let them pick it, you just got a lot of time back in your day. So it’s things like that, too, that tend to move the needle. We we see the most in the quickest with a lot of the smaller businesses.

Lee Kantor: [00:07:34] Now, when you’re working with a client, are they typically at that growth stage of their lifecycle or are they at the kind of this is the end of the party and I’m going to exit stage of the process.

Brian Johnson: [00:07:46] It’s an interesting question. And I li we we use an analogy that we kind of call the airplane analogy for business. And coming from a lifestyle at 30,000 feet was what I came from and trying to figure out how do I articulate things to business owners that make sense to everyone? And so we came up with this analogy and it’s basically four parts to a flight, four parts to the business cycle, and your first one is your takeoff phase. So just like when you’re starting out of business, you know, do you have any in number, do you have funding? Do you have a vision and a path forward? Do you have your business plan written? It’s a lot of box checking, kind of like Seatbacks and their upright locked position tray table stowed bags under the seat in front of you, everything in the overhead compartment. None of those things the plane can’t move forward into. All those boxes are checked and in a lot like that is business. And then you move into the next phase, which is ascension. And so your question on where do we see a lot of people we see a lot of them coming in here. And the reason is this is like on a flight, you know, you go to take off and nobody’s moving around the cabin. When you’re rocketing up to 30,000 feet, you know, everybody has to stay put.

Brian Johnson: [00:08:50] You can’t use the bathroom unless it’s probably an absolute emergency. But even the flight attendants aren’t moving around. And that’s because just like in business, you’re really focused on the one thing that matters, and that’s getting to that altitude where you know, you’re in good shape. And for a business that’s a lot more like, Hey, what do I got to do to get to that point where I put my head on the pillow at night and I know in the morning I’m going to wake up and still have a business. And so there we work with a lot of business owners to, you know, it’s great that you know where you want to be in five years, but you don’t get to five years if we don’t accomplish this year. So what do we need to focus on that allows you to maximize your time and get to that that level the quickest? Whenever you turn that corner and you’re on the cruising altitude, it won’t doesn’t mean you won’t adjust altitude, but it does mean it’s not about survival anymore. And this is where things tend to relax a little bit and you can focus on efficiency and effectiveness. So we see businesses here. This is on a plane. This is where the drink cart comes out. This is where your your mileage loyalty programs really kick in and people can relax, get up and walk about the cabin.

Brian Johnson: [00:09:49] Same thing in business. You can start your employee retention strategies, your customer engagement. Retention strategies work on profitability and things that maybe aren’t so much topline based, but they do matter in the long run because they’re going to fuel what? Allows you to sustain what you’re doing and reinvest in the business. Then obviously the last phase is the one you kind of alluded to on checking out, which is dissention. And we look at it as, you know, it’s crazy that it takes you 10 minutes to get to 30,000 feet. But they announce your your starting your initial descent. You land an hour later. Well, we hope it’s like that for businesses as well, where I can see the ending and it’s a nice soft dissention into that that landing spot. And so we’ll work with businesses to kind of tag into what they need to get done before they put it up for sale, if that’s what they want to do to maximize valuation. If they’ve got somebody they feel could take it on internally, we’ll work with them to make the transition and help bring that person into the the new CEO level type capacity or whatever they have in mind. But you’re right, there’s there’s kind of two aspects where people tend to pay attention the most, and that’s when they’re rocketing up and that’s when they’re kind of coming back down.

Lee Kantor: [00:10:59] Now, is there any advice you can give an entrepreneur that is maybe closer to the end than the beginning? I wouldn’t think that if you’re thinking of exiting your business, that you do that, you know, the week before. Like this is something in order to have a good exit, you better be planning for years in advance.

Brian Johnson: [00:11:18] Yeah. And even in your right and even those that maybe kind of come to the game a little bit later than you’d like. I think the biggest thing is there can be a bridge step between where you are and when you sell. And a lot of owners want to get out because they just don’t really want to put forth the effort anymore to to run the business. And there’s there’s many ways to do this. And I’ve seen people that will hire a general manager that literally is just part of the transition plan from where they were to then when they sell. And that person kind of oversees that valuation creation process that allows this business to sell for more. And quite honestly, when they’re a proven GM, they’re a really good marketing tool for the potential buyer to say, you’re going to inherit the person that already knows how to run this thing. You know, it’s not like you’re buying it from me and then all my contacts and relationships now leave with me, you know? So that’s probably the thing is most people kind of panic. And when they just don’t want to do it anymore, they’ll sell and they wind up selling at a discount.

Lee Kantor: [00:12:19] So by putting that manager in place that is trained up and skillful, you can really get a higher multiple. At the end of the day you can.

Brian Johnson: [00:12:29] And if your tolerance is, it doesn’t have to be a point in time that it’s sold. And it’s just I want to change my lifestyle into more of, like I say, retirement phase. But, you know, hey, I’m on the golf course, but I’m still collecting paychecks. There is an inter between an in-between step that you can do that could allow you to still sell it for the max value but not have to lose the lifestyle that you’d kind of rather rush into at that point in time.

Lee Kantor: [00:12:52] So is that something you help your clients with?

Brian Johnson: [00:12:54] We do. We can help them identify who who might be a good person to step in if they don’t have that person already, kind of in their in their business if they do. And they just need trained up. Of course, that’s part of the thing we do, but we can give them kind of the right plan and walk them through the execution of it over that span of time.

Lee Kantor: [00:13:13] Now, in your business, what has been the most rewarding example of working with somebody that might have been frustrated with the state they were in? And then you inject yourself and your team and all of a sudden now they’ve hit a new level.

Brian Johnson: [00:13:27] Yeah, I think it’s when they connect business success and their lifestyle goals, you know, you get a business owner that they’re working hard. So it’s never amount about the effort put into it. But you know, you can waste a lot of energy on some of the wrong things and not realize they’re wrong until it’s too late. And so being able to come in and partner with them and they have another set of eyes looking at their business that just kind of helps give them an approach that they have confidence in. Then watch them go out and succeed and build up their their ownership confidence. And then eventually, I mean, the icing on the cake is the person that had no time to take a vacation is now taking three vacations with their family. So you see that happen. And then you’re like, okay, I’ve if I’ve done anything, I’ve helped them connect to the lifestyle that they set out to have when they bought the business in the first place or when they started it in the first place. I mean, most of us don’t start a business to work more hours.

Lee Kantor: [00:14:18] Right? And unfortunately, some people trade a bad boss with lots of bosses and they’re not ready for what it means to be an entrepreneur 100%.

Brian Johnson: [00:14:29] I mean, it’s being skilled at something in a business owner, two totally different things. And not not that that doesn’t mean you can’t develop into being good at both. But yeah, sometimes you become the worst boss that you’ve ever had.

Lee Kantor: [00:14:42] So if somebody wants to learn more about your practice, what is the website or what’s the best way to get a hold of you or somebody on your team?

Brian Johnson: [00:14:50] Yeah, our website is W WW DOT Business Consulting Charlotte. And then the best way to reach I say I love conversations with business owners so you can reach out to me directly. It’s B Johnson. At Mane and Johnson and would love I mean, even if it’s just a zoom link in a chat or a phone call. Love to connect with business owners. We learn every single time we talk to someone.

Lee Kantor: [00:15:15] Good stuff. Well, thank you so much for sharing your story today. You’re doing important work and we appreciate you.

Brian Johnson: [00:15:20] All right. Thank you, Lee. I appreciate being on the show.

Lee Kantor: [00:15:22] All right. This is Lee Kantor. We’ll see you next time on High Velocity Radio.

Tagged With: Brian Johnson, Main and Johnson

Jennifer Glass With Business Growth Strategies International

April 14, 2022 by Jacob Lapera

High Velocity Radio
High Velocity Radio
Jennifer Glass With Business Growth Strategies International
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Jennifer R Glass is the CEO of Business Growth Strategies International, the only company to offer business growth coaching along with smart payment processing solutions, marketing plus web hosting, and design solutions designed to increase a company’s bottom line.

Jennifer is a business growth expert who works with small to medium-sized businesses to help them find the money they are leaving on the table. She is also the author of multiple works including her “It’s the Bottom Line that Matters” series.

Connect with Jennifer on LinkedIn and follow her on Facebook and Twitter.

What You’ll Learn In This Episode

  • How businesses can add more leads and opportunities without spending money on marketing that doesn’t work
  • How to use LinkedIn to drive business
  • Success equates to happiness

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:04] Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for high velocity radio.

Lee Kantor: [00:00:13] Lee Kantor here, another episode of High Velocity Radio, and this is going to be a good one. Today on the show, we have Jennifer Glass with Business Growth Strategies International. Welcome, Jennifer.

Jennifer Glass: [00:00:24] Thank you so much for having me. We thank you.

Lee Kantor: [00:00:27] Well, I’m excited to learn what you’re up to. Tell us a little bit about your practice. How are you serving folks?

Jennifer Glass: [00:00:32] I am all about serving people. I am a profit acceleration specialist in terms of what I do. And I work with my clients, helping them increase their leads, increase their opportunities, increase their revenues, and ultimately have more in their business that they can hire people, give back to their communities and make our communities and our nation stronger, which is really why I do what I do. It’s all about helping people continue to grow and do more for our community.

Lee Kantor: [00:01:04] Now, how prevalent is of a problem is lack of leads.

Jennifer Glass: [00:01:10] It is one of the biggest problems that small business owners have. If you talk to 100 small business owners, 99 are probably going to say they need more leads. They are relying on word of mouth solutions. They’re relying on listening to some of those gurus out there that say buy Facebook ads, buy Google ads. Now, don’t get me wrong, Facebook and Google ads and those kinds of things have their place in an individual marketing plan, as does word of mouth and referrals. But the problem is, is that if you don’t really know what you’re doing, it’s the fastest way to lose a fortune. And a lot of business owners are missing some of the basics in marketing fundamentals. And that’s one of the areas that I really work with my clients on in terms of helping them figure out what they can do to really generate more value without having to spend money on marketing. That really does not work for what they’re trying to do right now.

Lee Kantor: [00:02:12] Well, let’s dig in a little bit on that. Let’s start at what a lead is. How do you define a lead? Because, like you said, a lot of those platforms might define a lead as somebody who saw their ad or an impression or a click. Like where do you kind of draw the lines around what a lead is for one of your clients.

Jennifer Glass: [00:02:34] And that’s a great question, Lee, because so many people, like you said, have different definitions of what a lead is. A lot of people think anybody is my lead because I can talk to anybody in terms of doing business. There’s the universe as a whole in terms of, well, everybody who’s on Facebook, everybody who’s on Google is seeing my ad. That’s great. And they may be a prospective client at some point, but a lead is really somebody who is going to be moving through that buyer’s journey and is going to be somebody that may want to be doing business with you. So when you are trying to generate leads, you don’t just want to be doing branding. As some of my mentors have said, when you are a small business, we don’t do branding, branding as a happy byproduct of what we do, but it is not the core function of what we’re doing. And so when we need to get people in the door, those are the leads, the people that are realistically qualified and ready to do business with us, whether it’s today, tomorrow, three months, six months, a year down the road, that is what a lead is. A prospect is somebody that we simply speak with at a networking event maybe, or somebody that sees information about us. But it’s part of the buyer’s journey that gets people from completely uneducated about what we offer, uneducated about the problem, even that they may or may not have, and how that moves the process forward to them ultimately becoming a lead. And how do they become somebody that’s now equipped to be doing business with us?

Lee Kantor: [00:04:12] So how do you move a person through that journey from uneducated to educated, to interested, to raising their hand for creating some action that interacting with your clients.

Jennifer Glass: [00:04:28] And that’s really another great question because it’s all part of in my world anyway, we use something called a conversion equation. And the problem is that there was a UC San Diego study back a couple of years ago that said that we as a human species are bombarded with 34 gigabit of data on a daily basis. If you think about that for a second, a lot of people have smartphones that are 64 gig in terms of the storage that’s on their phone. If we’re being bombarded by 34 gigabit of data on a daily basis, that is more than half of the storage on your phone. Think about it from this morning. You woke up, maybe the school bus across the street was going off your alarm clock, kids going to school, whatever it was that woke you, that was the first piece of information that your brain absorbed. And throughout the day we have so much bombardment coming at us. So what we have done as a human species to evolve and keep our brains from losing it is we built the wall and that wall is there to prevent all of these messages from hitting us. And so we need to do is we need to enter the conversation taking place in the prospect or the lead tide in terms of there’s a problem they have and they don’t want or a result they want and don’t have.

Jennifer Glass: [00:05:46] So when we use our conversion equation, which is interrupts, engage, educate and offer the headline, subheadline what you do and ultimately the offer and I can get into more of that later. It’s really how are you going to make that messaging stand out that you can go from 20 to more than 100 touch points to get somebody to hear you? And when I was talking earlier about branding, if you think about the airlines, the sneaker companies, the restaurants, the fast food businesses, all of these are constantly needing to be doing branding because they need you to recognize their name because you may not be ready to buy right now and you need to think about them down the road. However, when you have somebody that uses that conversion equation that we talk about, it brings the touch points down to 5 to 12 touchpoints on average, which is really where about 80% of the business takes place. And so when you can bring people from, well, I’ve got something going on, I’m not really sure what it is. So typically speaking, they go online to their favorite search engine. They type in what is it that they’re dealing with? Maybe it’s their accounting system is getting too slow or they have a toothache, whatever it may be that’s going on. If somebody is a now buyer and there’s only one, two, 3% of buyers are now buyers, they’re going to be the ones that are say, I want to use you and I want to be in a position to really get what it is that you are offering me so that I can move forward.

Jennifer Glass: [00:07:13] Everybody else, we have to set up different campaigns and there’s something called the Drip campaign that sends out messages on a predetermined and automated basis that is really helping us reach that 5 to 12 touchpoint mark to really help move people along the process. What kind of information are they looking for? What is it going to help them figure out why they should buy and answer those objections to the Why shouldn’t I buy from you? And then as they move through the process, they will then eventually become those 1 to 3% and now buyers where they will want to buy from you. But it’s part of our job as business owners and marketers. And by the way, everybody is a marketer. They’re not just a business owner. You’re a dentist, you’re not a dentist, you’re a marketer of dental services. And so the more that you think about it in that regard, you see how you need to be moving people along the path and helping people get into your business, whether it’s online or physical, and how are you going to bring them there in that process?

Lee Kantor: [00:08:18] Now, do you work primarily with online clients or kind of brick and mortar in real life clients?

Jennifer Glass: [00:08:26] I have a mix of clients in those industries. So I work with service businesses like doctors, attorneys, accountants, electricians, plumbers, etc. I work with retail businesses. I do a lot with E commerce and nonprofit businesses in terms of the clients that I primarily work with.

Lee Kantor: [00:08:47] And when you’re working with an online client versus a, you know, a brick and mortar client, is the strategy foundationally similar but the execution is slightly different, or is it similar across the board?

Jennifer Glass: [00:09:03] It’s really similar in the sense that business is business fundamentals are still fundamentals. When you look at what somebody is doing, whether they’re an online business or they’re a brick and mortar business, they still need people coming into their business, whether it’s I’m creating a strategic relationship or a joint venture partnership. And that’s one of the strategies that I quickly work on with my clients, showing them how you really can make a big difference in bringing somebody into your business, whether it’s online or in the real world, where somebody is going to be coming there as an online business, you can still be having joint ventures and strategic partnerships, driving links instead of people to your business. So I may partner with a couple of affiliate partners to drive traffic to my online site. I may partner with certain organizations that are going to be sharing a link about my organization. Think about the £800 gorilla that started as a bookstore and turned into basically you go there for everything that you possibly can want when you’re looking at that business. There’s a lot of affiliates that are driving traffic there in terms of what they’re looking at. Sometimes somebody is going to think about going there. Other times it may be an affiliate link that is driving me to go to that online business in a retail environment.

Jennifer Glass: [00:10:27] I’m going to have people saying, Here’s the place that you want to go for this particular solution. I have an instance where just last night my lamp decided to fall down. I don’t know what happened, but the glass shade that was on the light broke. So I went on my favorite search engine and I typed in glass lampshade for a floor lamp and there’s a whole bunch of different links that popped up where I can possibly get that replacement for what I’m looking for, for that light. Same idea. I can go to a physical business. I ask somebody that I was on the phone with when it actually happened, where can I possibly go? And then I was also looking online to see where else might I be able to see. And so I’m in that buyer’s journey in that regard, like we talked about before. What am I doing? I’m looking for a problem. It’s a solution I want and don’t have right now. And so that’s all part of the process. Online retail really doesn’t matter. The fundamentals are still fundamentals. It’s just which strategies you want to start working with and then you change the order in terms of the implementation of online versus retail. But it’s still going to pretty much be the same idea in terms of driving business to that particular merchant.

Lee Kantor: [00:11:48] Now let’s talk about that lampshade, the lampshade brakes. And your first move was to go online to type in that there could be a lampshade business down the street from where you live that you may not have you might have seen a thousand times, but it didn’t click in your head to be the solution for this kind of urgent problem that needed to be triaged. What could that lampshade company that’s down the road from you in in real life have done to have you not go online to have thought of them?

Jennifer Glass: [00:12:24] So again, everything comes that top of mind awareness that we need to be thinking about. So if a company is local, being more community focused to a lot of people is going to help with name recognition and with the idea that you are part of the community. For me, in addition to everything else that I do, I also am the Vice President of my local Chamber of Commerce. So my name, my business name is out there all of the time. If you look at all of the companies that sponsor the Little Leagues and different organizations, there’s a reason they’re putting their name out there because it’s keeping people aware of what they’re doing. Very often I see posts on an online community board. As an example, I’m looking for a personal injury attorney. Oh, there happens to be a very large personal injury attorney office, a firm here in my town. And they do advertise. You do see. As for them on television, you do hear ads for them on the radio. And a lot of people simply forget about it because they’re not paying much attention. But they also are right on the main street in town. The thing that they need to do to connect more with the people is really where are they going to be at that moment when somebody comes in? But it’s also not just necessarily am I connecting with you individually at that moment, it’s when you have that problem.

Jennifer Glass: [00:13:59] Am I showing up online? Also, one of the very first things that we’ve been conditioned over the last 20 or so years is to go online when we have a problem and there are certain search things that you can be taking advantage of, such as geo targeting. You put in a. Personal injury firm near me or glass lampshade business near me. There’s a lot of things you can be doing on that that are going to allow you to still come up and then have people come directly to your business and shop in your store. And the best way to do that is you drive people, even if they’re looking online, you have some inventory that may not be available online, only available in the store. And that makes people want to come into your store where you’re saving whatever may be going on online, what you have there. Alternatively, you may really want people going online because you can have even more inventory when you have dropshipping services and you want to drive people to the website because you have even greater margins without having to worry about holding inventory and things along those lines. There’s a lot of options that are there, again, depending retail versus online, where whatever the business is.

Lee Kantor: [00:15:16] So now let’s shift gears a little and talk about LinkedIn. How do you what are some do’s and don’ts for LinkedIn when it comes to using LinkedIn as a channel to drive business?

Jennifer Glass: [00:15:29] Oh, and this is a really big one. And when you think about LinkedIn and there’s a couple of things you want to be thinking about, the biggest one is, remember, it’s relationships. Nobody is going. As one of my other mentors said, nobody is going to go over to a woman in a coffee shop very first time they meet and say, Marry me. So look at you like you’re growing two heads. Maybe even slap you across the face, say you’re nuts and walk away. It’s the same thing in business if you’re trying to sell someone right away on LinkedIn or Facebook, even without having a relationship first, you’re going to lose that entire value. So never, ever try and come out of the gate and try selling. What you want to do is always offer value first. See where people are going to see. You really are the expert in this particular area and this is why I should be working with you. You want to be having your profile, talk directly to your avatar or the representation of your ideal prospect? That’s what Avatar means when you look at having your profile. A lot of people design it as a resume, and unless you’re really in a job market, your LinkedIn profile is not meant to be doing that. And even if you are in the job market, it’s not meant to be doing that. If you’re in the job market, you want your LinkedIn profile to be talking to the kinds of benefits that you provided at a particular position and how you are going to be in a position to really offer that to a new provider or a new company employer.

Jennifer Glass: [00:17:13] If you are selling B to B or B to C, even a lot of people need to have what it is that you do as it relates to your avatar. So if you are helping your avatar with. Getting the right pricing for a particular widget. You need to talk all about how do you work with that avatar and securing the right pricing on those individual widgets. If that’s your avatar, if your avatar is somebody in need or if your business is a dental practice, your LinkedIn profile should be all about how do I alleviate the pain in your mouth and make all of those processes better? So there’s a lot of different things you can be doing, but you really want to target your profile to areas where you are going to be making a difference and making that process come true. And it really comes down to the systems that you have in place to really make sure also that all of these different pieces like we spoke about on the marketing side and on the LinkedIn side, how are you really controlling what you’re doing and having the right processes, the right systems is really going to allow you to ultimately have that success that you are looking for.

Lee Kantor: [00:18:27] Now, you talk a lot about systems and processes. A lot of small to midsize businesses, though, tend to be more scattershot, though. Somebody will say, Hey, try this. And they’re like, Oh, what’s that? Okay, I’ll try this. And they do that for 30 days, 60 days. Then they get frustrated. It’s not working and they jump to something else, and then they’re doing direct mail and then they’re doing whatever the flavor of the day is. They’re doing TikTok videos, whatever it is that’s hot or they read about is now that’s their, you know, marketing plan. How do you help folks kind of lean into this concept of systems and processes rather than just throw things against a wall and hope?

Jennifer Glass: [00:19:08] And it’s so funny that you say it that way because it’s the S.O.S., the shiny object syndrome, or, ooh, look, squirrel kind of idea with the idea that we have less of an attention span than a goldfish. Our the human species has an average attention span of 8 seconds, and that’s what it takes to really connect with people. If you are trying to figure out, all right, what am I doing? So like you said this month, the flavor of the month may be tick tock videos next month might be insta reels and all of these other things that are out there that we’re looking at. How do you start figuring out what you need to do? So the first thing that you really need to remember is you can’t measure when you’ve got so much going on. If you are throwing things against the wall to see what’s going to stick, that’s going to be the result that you’re having also. So when you have the right system and you need to be looking at what that system really is, there’s a couple of examples that I use. Robert Kiyosaki talks about a cashflow quadrant in his book Rich Dad, Poor Dad. And when you look at the left side of that quadrant and it’s the employed person or the self-employed person, the only thing they have is they have a job, they have a job or they own a job.

Jennifer Glass: [00:20:24] But on the right side of that quadrant is the business owner and the investor. And the reason the right side is where it’s all at is because their systems, if you think about those fast food restaurants that we all know, there’s so many of them, but we never see the owner in those fast food burger places. And the reason why is because there’s systems. We know that when people have a system in place, they are going to be following a particular recipe, if you will, of how to do A to Z with what they are doing. You don’t mess with that success when you have that nailed down, but what you really need to be doing is you need to develop those systems and you need to have processes in place that allow you to step out of your business. Also, to many people like you are saying, they’re running around trying to manage the entire business, trying to do everything. And very often they cannot even leave their business to go see a client. Because what happens is somebody comes into the business when they’re not there, then they’re losing that.

Jennifer Glass: [00:21:27] And so systems are going to allow them to have what happens when we need certain things to happen. So it means having the right kind of onboarding process, you know, exactly the kind of person that’s coming in, the training that’s going to happen, the policies that have to be in place, all of that is there to make sure how you’re hiring people. Then it’s how do you build that individual widget that you are selling or provide the service that you’re offering, whatever it is that’s fair. We need to be looking at those systems to make sure what you’re doing is going to be ultimately working for you. And when I work with my clients, the system that we develop ultimately is providing the joint ventures and strategic partnerships, sending business to them. The Upsells Cross sells and down sells, always having more transactions coming to the business owner. It’s having the people coming in because of the drip campaigns set. Your funnel is always going to be full of people coming into your business and things along those lines that people see the leads, opportunities and revenues constantly coming in the door.

Lee Kantor: [00:22:41] So now if somebody is listening and says, You know what, I am interested in Jennifer and her team, what is that first conversation you have with people like what are some of the questions you’re asking them? Or What is some of the homework they should have done before even reaching out and having the conversation with you?

Jennifer Glass: [00:23:00] The first things that I try and understand about the business is what is their most burning problem in the business? Very often it’s centered around a couple of key areas. It’s centered around leads, it’s centered around revenue generation, which again goes back to leads. It’s centered around people, especially in the world that we are living in today with the great resignation and supply chain shortages causing even more conflict in terms of where we are. So there are certain things that we need to cover from that perspective. And then we also look at numbers. One of the things that any business owner absolutely, absolutely needs to understand is their numbers. You need to understand how much your customer acquisition is. You need to understand what the lifetime value of a customer is. If you don’t know those two numbers, how do you know when you’re spending money to get a lead whether or not it’s going to be profitable? You need to understand what your profit margin is, your gross and your net profit. And there’s a very big difference between those two numbers and a difference also between how the markup is different than the profit margin, because a lot of people say, well, it cost me $50, I want to make 20%. So they sell it for 60. But that’s not the same number if you want to be making 20%.

Jennifer Glass: [00:24:25] So you need to be looking at what is it that you’re looking at with those numbers. And there’s a lot of other factors that are going into that conversation in terms of saying, well, do I really understand what it is that I am doing and where I am in my market? And the other question is also, is there a clear reason why somebody should work with you as opposed to everybody else that’s offering the same thing? At the end of the day, most business owners compete on price. It’s that £800 behemoth based out of Bentonville that right now is pretty much the leader in the lowest cost. But you can’t be that £800 gorilla and expect your margins to be where you want it to be. And so when you’re looking at what is it that you’re trying to do, you need to really understand how those factors are all playing in and set. You understand this is the reason people are coming to me. It’s not just the price, it’s the value that I’m offering. And I’m constantly innovating and putting my own product or service out of business and creating new products that the market is going to want to work with. And so it’s really important to get away from the price competition and focus on the value.

Lee Kantor: [00:25:51] Now, are your clients $100 Million Companies, $10 Million Companies, million dollar companies, $100,000 companies. Like who’s your ideal partner to work with?

Jennifer Glass: [00:26:02] So I work with a lot of startup businesses and established businesses. I would say that I primarily am working with businesses that are under the $1 million in revenue mark. However, I can work with higher businesses, but I tend to draw the line when you have about 10 million and up in revenue or about 20 to 25 people in the firm, simply because at that point you pretty much have a series of experts internally that may be in a position to help. However, that does not mean that I cannot come in and do trainings for those larger entities where that can still make a difference. And there’s also my different speaking opportunities that I do go out and I’m constantly speaking along with my keynote of the success Equate to Happiness, which is really all about finding at what point success and happiness overlap based on, of course, the generational period where you are in your life. But moving back though, to the size of a firm is really dependent on the business and the kinds of solutions that they’re looking for with what they’re doing.

Lee Kantor: [00:27:17] Now, can you share a story, maybe the most rewarding success story you have where you took a firm that was struggling or frustrated and you were able to take them to a new level?

Jennifer Glass: [00:27:27] Oh, absolutely. I mean, there’s so many of those businesses, but I’ll share with you one that you utilize primarily my joint venture strategy. And this is a really interesting one because if you look at the bridal market and the event chain that’s involved in that and a florist is involved in that being the florist at the wedding, but also possibly the florist that’s going to be providing the roses when the guy wants to propose to his girlfriend to become his fiancee. So the joint venture that we created was between this flower shop and the jeweler that be a couple of stores down. And what we did was we tie the two of them so closely in that when people came into either one of them and the florist knew that the guy was coming in because he was going to the jeweler to get the ring or vice versa, the two of them were immediately referring to each other. So that way it would be a package, right? The jeweler was actually buying the flowers and the florist was saying, look, if you’ve got the ring, the guy couple stores down is going to give you a great deal on the diamond ring and everything so that you can propose. During that process. We also then looked at the entire event chain. So we looked at the officiant, the wedding hall, the caterer, the photographer, the deejay, the wedding planner, the printer, the the cake, the dress, all of those different pieces. And then we also created a trusted vendor list. And what that did was for any of the bridezillas that are listening, or if you were Bridezilla, you know how hard it was when you were trying to figure out all of those different pieces, trying to do all of them, figure out who the right person is, and do they play nicely with the others.

Jennifer Glass: [00:29:23] But when you have that trusted vendor list, it all of a sudden started making a huge difference because now everybody on that list was getting the referrals up and down in terms of where they were. And so everybody is getting more more business, more value. You can have the referrals going both ways. You can also have financial arrangements going both ways. So if one person specifically referred someone else in that event chain, you can have them get that. But the other thing also that we threw in was the guide to avoid all of the issues that can happen on the wedding day, things like what do you do if you’ve got a stain on your dress? What do you do if you tear or pop a button? What do you do if and there’s a little guide that we came up with that shortly before the wedding, we give it to the bride and she’s got it there along with her whole party. In the event anything happens, they know how to handle it. And so all of those different ideas, we were able to take that and now everybody in that event chain was getting significantly more business and having dramatically more revenues as a result from that.

Lee Kantor: [00:30:43] When you do that or those exclusive relationships. So there’s only one florist, one jeweler, one, you know, officiant.

Jennifer Glass: [00:30:52] Typically speaking, it is one if we’re doing the vendor list. However, the vendor list is not. A requirement in that regard. It just allowed us to really make the process that much easier because if I know I got this one, this one and this one, that’s great. But if it’s not in a written format, I can have three officiant, I can have three caterers, three DJs, ten photographers, and it’s really not going to make a difference. But again, understanding that people get booked pretty quickly and things along those lines. But if you’re having that trusted vendor list, if I’ve got 20 officiant as an example or 20 caterers, those caterers may not work nicely with an individual facility because there may be certain issues with that facility. And the caterer is an example. If you have a dietary restricted caterer, as an example, a kosher caterer, but they can’t go in or non kosher caterer going to a kosher venue, you would have that problem. So that’s why on that paper, we don’t have multiple people in that regard, but we do. If you’re not looking at having that paper, you can certainly have multiple providers. So that way you can be recommending different people. And then again, it would be based on who’s above and below you that you can be either getting referrals from or giving referrals to. And how that would look in terms of the overall process and the kinds of revenue increases that you can be making in that. Event chain. And if you think about it, you didn’t have to spend marketing dollars to even do either one of those solutions. So you didn’t need the Facebook ads and the Google ads to be driving that business with what you’re trying to do.

Lee Kantor: [00:32:43] Good stuff. Well, Jennifer, thank you so much for sharing your story. Today, if somebody wants to learn more. Have a more substantive conversation with you or somebody on your team. What’s the website?

Jennifer Glass: [00:32:53] It’s going to be BGC coaching. Again, that’s beers in business G as and growth as in strategies I as International Coaching Bcom BGC Coaching AECOM.

Lee Kantor: [00:33:08] Well, thank you again for sharing your story. You’re doing important work and we appreciate you.

Jennifer Glass: [00:33:13] Thank you so much, Lee, for having me.

Lee Kantor: [00:33:15] All right. This is Lee Kantor. We’ll see you all next time on High Velocity Radio.

 

Tagged With: Business Growth Strategies International, Jennifer Glass

Adam Christing With Clean Comedians

April 14, 2022 by Jacob Lapera

AdamChristing
High Velocity Radio
Adam Christing With Clean Comedians
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CleanComedians

AdamChristingAdam Christing, Master of Ceremonies, Interactive Comedian, Keynote Speaker

Adam is the Chief Entertainment Officer at Clean Comedians. Adam works with organizations that want to experience how the magic of laughter can open doors and hearts in business and in life. ExxonMobil executive Mark Green dubbed him the “Tom Brady of Emcees.” Adam has delighted corporate, association, and nonprofit audiences in 49 of the 50 U.S. states, Canada, Europe, and China. In 2021, he received the Best of Los Angeles Award as the #1 Event Master of Ceremonies.

He has appeared on more than 100 radio and TV shows, including CNN, Fox News, Entertainment Tonight, and NBC Nightly News. He’s also been featured in national magazines and newspapers, including USA Today, FORTUNE, and The New York Times. He is the author of three personal growth and humor books published by Random House and Markin Books. His forthcoming book is called The Laughter Factor: The 5 Habits of Humorous People.

“My goal is not to be the star of the event. I love being the “glue” that joins all the pieces—the theme, the leadership, the attendees—together.” -Adam Christing

Connect with Adam on LinkedIn.

What You’ll Learn In This Episode

  • Humor can help business leaders
  • 3 things that Clean Comedians avoid on stage at corporate events. (3 p’s)

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:04] Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for high velocity radio.

Lee Kanntor: [00:00:14] Lee Kantor here, another episode of High Velocity Radio, and this is going to be a fun one. Today on the show, we have Adam Christing with clean comedians. Welcome, Adam.

Adam Christing: [00:00:23] Hey. Great to be with you.

Lee Kanntor: [00:00:25] Well, I’m excited to learn what you’re up to. Tell us a little bit about clean comedians. How you serving folks?

Adam Christing: [00:00:31] Yeah. Well, you know, if you’re planning an event like let’s say you’re planning an after dinner program or a sales award meeting or a fundraiser, and you want everybody to laugh, but you can’t risk embarrassing or offending your audience or making your company or nonprofit look bad. And so people are reaching out to us at clean comedians dot com and we provide entertainers, speakers, stand up comedians who get big laughs without getting dirty or offensive.

Lee Kanntor: [00:01:02] So what was the genesis of the idea? How did you get started?

Adam Christing: [00:01:06] Well, you know, I was as a kid, I grew up in Los Angeles, California, and there’s a really fun club. I don’t know if you’ve heard of it. It’s called The Magic Castle. It’s a private club in Hollywood. And so I grew up exposed to comedy and magic and variety and juggling and ventriloquism and sketch comedy and standup comedy. And people kept coming up to me as a young man and saying, Hey, thank you for keeping it clean. Thank you for keeping it clean. That was refreshing. So we started clean comedians and it just really exploded in the last it’s been three decades now. We’ve been offering this this service. And even through the pandemic, we were doing hundreds of Zoom shows. And so it’s a resource for for people who are our motto is it doesn’t have to be filthy to be funny.

Lee Kanntor: [00:01:55] And then so as your career always been kind of on the clean side, is that how you you started and then your comedy career just kind of stayed along that line?

Adam Christing: [00:02:07] Yeah, my career has taken a number of different turns. I at one point I made a movie like a mockumentary film, and I was the the actor, lead actor and co-director, and my acting was so badly, I got cut out of my own picture. So that was kind of embarrassing. I go over acting. So all these years, though, I’ve worked as a as a comedian, as an emcee, as a keynote speaker, and then also been working with many talented people who who do comedy in different ways. Sometimes I think people think, mistakenly, that comedy is just a man or a woman standing in front of a red brick wall telling you no body part jokes. But the history of comedy in the US is much broader than that with really anything that’s funny is comedy, and our niche is avoiding three P’s. We don’t do politics, no prejudice and no profanity. And so it forces our entertainers to be more more creative and more connected to to the live audience.

Lee Kanntor: [00:03:11] Now, are your performers, they have to be in there when they’re not with you. They’re still clean or you’re just looking for them to be clean at the events that you work with them on.

Adam Christing: [00:03:23] That’s a great question. You know, we’re not trying to police people and totally believe in free speech and expression. And and there’s a time and a place for everything. But in terms of our engagements, we actually have this no gross policy that our performers subscribe to, which is an acronym. Gross. No gender bashing, no racist humor, obscenity, sexual innuendo or swearing. And so that eliminates probably 90% of the comedians in North America. And so we we do have to keep an eye on because of social media. So, for example, let’s say we were plugging an entertainer into, let’s just say a a high school assembly program. And if that performer does racial material or sexually explicit material that’s out there, it could make the school look bad if we’re putting him or her up for a for a red ribbon week assembly or a multicultural assembly. And then later, in other contexts, they’re doing, you know, material that would be into discrimination. So we do have to be more careful than we were prior to the age of social media.

Lee Kanntor: [00:04:40] Now, how do you find your comedians? Because, like you said, most don’t go this direction.

Adam Christing: [00:04:47] Yeah. Well, you know, what’s interesting is we’re getting sometimes 3 to 5, sometimes more submissions a week. Sometimes we’ll get that many in a day. And so there’s an old saying in comedy, you know, funny is money. And so I don’t know how word gets out, but we’re booking so many events that many comedians and funny speakers and some who are not so funny and and not so clean, they reach out to us, Hey, can you get me work? And sometimes they’ll add a note in their email like I can I can take out the F bombs if you want. And so we’re really selective about who we who we book because it’s sort of like, if in doubt, leave it out if you think it’s going to offend. I’ve never had somebody come up after an engagement and say, you know, I really wish that could have been been raunchy. I’ve just never had it happen.

Lee Kanntor: [00:05:36] Now, when you’re working with your clients who have never hired a comedian before, how do you kind of educate them to, you know, because they probably have a bias based on what they’ve seen and heard about. How do you kind of explain how they’re this is another way to do this. You can communicate the message you want. You can stay true to your brand and you don’t have to worry.

Adam Christing: [00:05:58] Right. You know, probably my favorite quotation that connects to this is the great Mark Twain said it takes me three weeks to prepare a good impromptu speech. And so what we’ve discovered is that we want the audience to experience something fresh and exciting, but it takes a lot of prep before the event ever happens. We call that pre show work. And so we’re we send out a questionnaire. We want to know, do you have inside acronyms, buzzwords? Is there a VIP that we could lightly toast or roast and always in an in an appropriate way but maybe you know, Jim is a wears crazy socks or is a terrible golfer and he loves to joke about it. So we do a lot of work like that to help the client feel at ease, knowing it’s it’s we call it laughter you can trust. But we found that if you just have a comedian, show up and do his or her regular shtick, it’s probably not going to it might it might go over really well if they’re great. It might. But chances are it’s more effective if you can customize the humor around the event, around the theme, around the meeting planners vision for the for the event.

Lee Kanntor: [00:07:12] So you’re not just, you know, kind of hiring someone saying show up at this day and time and then go at it. You got an hour for 45 minutes here. This is kind of an orchestrated event where you’re trying to give that client a great experience. And one of your tools is your comedian, who you’re helping to give them as much resources to be successful in that environment.

Adam Christing: [00:07:36] That’s exactly right. We want to be an extension. Like, the best compliment I get when I work myself as a comic presenter is they come up and they say, Well, how how long have you worked for? For us? They think many times, if we’re doing it right, that we’re an extension of the company or the nonprofit. And that’s probably the best compliment we can get because that means we’ve done our homework and have learned their jargon and their their culture. Last week I was with an awesome company that just went public called the Porch Group, and they’re in the home home buying home improvement arena and they’re just exploding with growth. And so I did a lot of customized humor for them that would not be funny for a different company and certainly would not be funny in a nightclub. But for them it was very funny because you want to talk about everybody’s favorite subject, which is them.

Lee Kanntor: [00:08:30] Right. So you want to get kind of that inside baseball. You want to be kind of in on the joke and then you craft the kind of the speech or the talk to that audience like it’s meant for them. It’s not meant for next week to do the same thing somewhere else necessarily. Maybe parts of it, but not all of it.

Adam Christing: [00:08:52] Right. That’s exactly it. You you want to let the audience know, oh, he or she understands us. Like, a new thing I’ve been doing is acronyms are so big that I joke about how everything’s an acronym. I flew Delta the other day. It turns out Delta stands for Don’t Expect Luggage to Arrive, but I think you guys Porch Group need the ultimate acronym. And then I will unpack a 26 letter acronym from A to Z. That’s all about them. It’s about their unique offering or their people, and they just light up. And that would obviously not be funny for a different group. But for a particular audience, you’re sending the message like, Hey, we care about this meeting, not just getting a laugh, but making a difference. And so the feedback we got was this was the perfect kickoff for a meeting because we were all laughing together and you made it about us.

Lee Kanntor: [00:09:47] Now, when you’re talking to a meeting planner or a corporation that’s thinking about, you know, hiring you, how do you kind of move them? I don’t know, necessarily away from music or musician or band to to even consider comedy as a as a choice. Because a lot of these events have a musician or they have music as kind of the entertainment, because that seems like, oh, everybody likes that band. So that’s an easy choice where comedy, you know, they get a little, like you said, nervous because they have this preconception of, Oh, well, I don’t want this to go off the rails. So how do you even open their mind to comedy as a choice?

Adam Christing: [00:10:28] Well, you’d be surprised. Sometimes people are having just as difficult a time with music because there’s so many genres. It’s very hard unless you’re going to pick, I don’t know, like have a seventies disco kind of a theme or something like that where it feels like a retro thing. It’s hard to find music or just about anything that appeals to everyone. But you’re right, comedy, because it’s become so vulgar in our culture over the years. It’s like a red flag, like, Oh, we wish we could do that. And so we have to help people see with video clips, with what we call pre decision calls, with a client where we’ll have a Zoom meeting with the client and the comedian or the comic magician or the comic juggler. And they get to know them and build that trust and they realize, wow, you really are going to make us look good. But the. The appeal of laughter is so strong, especially post COVID now people are anxious to laugh. And I always tell people the same root word for comedy is the root word for community. And so I think it was Mother Teresa who said the shortest distance between two people is a smile. So when you get people laughing and smiling, it just builds these instant bridges of rapport, which feels so good at a live event. I can’t remember a time when I have had more people come up and my material is not funnier than it was pre-COVID, but people are laughing harder and they’re laughing longer because we’re just wired to want to laugh together.

Lee Kanntor: [00:12:06] Now, I think an advantage that comedy has over music is that you can educate also through the humor. Do you also have your comedians do training or work with training to do kind of lunch and learns or to kind of teach something rather than just perform and entertain?

Adam Christing: [00:12:27] Yes. And by the way, I’ll tell you a little insider secret in terms of the way comedians and speakers understand it. The ones in the know is there’s there’s a funny saying like the difference between a comedian and a speaker is a speaker has an extra zero at the end of her check. And that’s because companies value training and empowerment more than just entertainment. But to your point, yes, precisely. Comedy’s a great way to hook and hook an audience’s attention and also to convey sometimes difficult concepts or challenging concepts like diversity or even sales. Training can be enhanced. So we had a company one time hire us. In fact, it was HP hired us to create five funny spoof videos that were kind of like parody videos. So we would do parodies of commercials. Like, I think at that time, the most interesting man in the world was really hot. So we did a spoof on that, but we used it to take their material and present it in a funny way that would be memorable for their for their employees.

Lee Kanntor: [00:13:39] So are you finding that that’s a bigger part of your business now of doing those kind of custom videos for training? Or is that just that happens just periodically now?

Adam Christing: [00:13:52] It is a growing thing. I think more and more people understand and I think Ted Talks have had a big piece in this, like a TED talk is what is it, 14 to 18 minutes long. So the days of the 60 minute talking head seminar, people are so burnt out on that. And so they’re looking for I’ll give you an example. We book a comedy juggling act called The Passing Zone. That’s just unbelievable. And so they have two different talks. They have one of their talks is on team building, for example. So when you’re seeing it and not just hearing it, but you’re seeing two guys who are collaborating and partnering and doing astonishing things together. And then you hear that, hey, whatever the company is, Chevron can do this, too. You know, with your workforce, it just feels like, wow, we’re getting entertained and we’re also feeling empowered. So what we try to do is when a client comes to us or a potential client is is, we take the time to find out what are you trying to accomplish at this meeting? And then we can help you reverse engineer it. And, and sometimes sometimes they pass. Just because it’s expensive to get a real pro is going to take maybe 10 hours of prep before they ever get to the stage. It’s not like just finding a birthday party entertainer and hoping for the best.

Lee Kanntor: [00:15:13] So what do you need more of? How can we help you?

Adam Christing: [00:15:17] Well, we’re always looking for more more clients and more entertainers. And so if anybody is funny and clean, we’re we’re looking for more diversity. We’re looking for younger and younger talent. And we’re also wanting to serve more clients. We have entertainers all over North America. And so we can plug people in to various events if they just go to clean comedians. We’re we want to be your resource for for great entertainment and and motivational speaking.

Lee Kanntor: [00:15:50] Now, do you do you get most of your work through meeting planners? Is that your kind of main channel to get new clients or companies just kind of find you and they just talk to you directly?

Adam Christing: [00:16:03] You know, there’s there’s no one way. I do think the best work, of course, for any business is repeat business. And so if a company hires one of our emcees, for example, a comic host, and if they do a good job, that man or woman becomes sort of the face of the conference. And so, like we’re doing one in Orlando, 4000 attendees. It’s called Work Wave. They’re trying to they are bringing new companies under their umbrella. They’re growing. And so they’re trusting our emcee to delight them year after year. In this case, it’s the second year we’ve had some companies literally ten years in a row hire us. But to answer your question more specifically, there’s there’s no one way. For example, sometimes the person in charge of entertainment doesn’t even want to be in charge of entertainment. It’s like, hey, Julie, you’re you’re the executive assistant to the vice president of sales or Hey, Mike, it’s your turn to be in charge of the entertainment this year, and they’re not sure what to do. So when they hear about clean comedians like, well, this sounds like if it’s funny, it sounds like something that would would help us and we actually offer a money back guarantee. If it isn’t funny, we’ll refund your money.

Lee Kanntor: [00:17:19] Wow. Has anyone ever taken you up on that?

Adam Christing: [00:17:24] You know, I think two times. And, you know, when you hear when you hear the comedian’s perspective, it’s very different than, you know, comedy is very subjective. But I think we’ve done well over 5000 events. I think we’ve two times where there wasn’t a good fit and we just refunded the money.

Lee Kanntor: [00:17:43] Good stuff. Well, congratulations on all the success. One more time, the website.

Adam Christing: [00:17:48] The website is Clean Comedians Dotcom. And it’s just been a lot of fun. You asked great questions. Thanks for having me on.

Lee Kanntor: [00:17:56] You got it. And that’s clean comedians with an S dot.

Adam Christing: [00:18:00] Com, correct?

Lee Kanntor: [00:18:01] Well, Adam, thank you so much for sharing your story today. You’re doing important work and we appreciate you.

Adam Christing: [00:18:07] Oh, thank you. You, too. I appreciate you.

Lee Kanntor: [00:18:08] All right. There’s Lee Kantor all next time on High Velocity Radio.

Tagged With: Adam Christing, Clean Comedians

Mike Gomez With Allegro Consulting

April 14, 2022 by Jacob Lapera

Startup Showdown Podcast
Startup Showdown Podcast
Mike Gomez With Allegro Consulting
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allegroconsulting

mikegomezMike Gomez is the founder and principal consultant of Allegro Consulting, a growth strategy and sales specialty firm based in Atlanta, GA.

Mike has been helping privately held business owners and startup founders find avenues for sustained growth for 20 years. He is an advisor at Atlanta Tech Village, guest lecturer at Georgia Tech and University of Georgia, and a prolific business speaker and writer.

Prior to Allegro, he was an aerospace engineer for the USN, an officer in the USAF, and an international sales executive for Boeing and Lockheed. Mike has an accumulated sales record of over $10 billion.

Allegro applies his vast personal sales campaign experience and process to help companies dramatically improve their sales win-rate by profoundly transforming the quality and content of every customer interaction; an interaction grounded by the principle of being “in the service of” your customer.

Connect with Mike on LinkedIn.

What You’ll Learn In This Episode

  • Advising startup founders
  • Advice to give a B2B startup founder on how to go about selling their product or service
  • SDRs (Sales Development Reps)
  • The whole cadence cold emailing and cold calling approach to selling

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:04] Welcome back to the start of Showdown podcast where we discuss pitching, funding and scaling startups. Join us as we interview winners, mentors and judges of the monthly $120,000 pitch competition powered by Panoramic Ventures. We also discuss the latest updates in software web3, health care, tech, fintech and more. Now sit tight as we interview this week’s guest and their journey through entrepreneurship.

Lee Kantor: [00:00:38] Lee Kantor here another episode of Startup Showdown, and this is going to be a good one. But before we get started, it’s important to recognize our sponsor, Panoramic Ventures. Without them, we couldn’t be sharing these important stories. Today on Startup Showdown, we have Mike Gomez. He is with Allegro Consulting. Welcome, Mike.

Mike Gomez: [00:00:59] Hi, Lee. God, it’s been a while since I’ve talked to you.

Lee Kantor: [00:01:02] I know it’s been a minute. How have things been going for the folks who aren’t familiar? Can you share a little bit about Allegro? How you serving folks?

Mike Gomez: [00:01:10] I’m I call myself a growth specialist. I help privately held businesses, which includes both startups and established businesses. On if you’re a startup and a founder about go to market strategy and if you’re an established business about what strategic plan you have that will drive growth. And so I focus on helping clients figure out where they want to be, what they want their company to look like two years from now and make that the driving destination. If you cannot just grow by letting the market guide you, you have to drive your business that way. And the other focus I have is on on sales and sales process and firm believer that selling is a science selling it can be taught and that in doing so you can dramatically change the way you engage with your customers and and improve your sales win rate.

Lee Kantor: [00:02:02] So what’s your back story? How did you get involved in this type of consulting?

Mike Gomez: [00:02:07] Wow. It’s an interesting backstory. So I used to sell fighter jets for Boeing and Lockheed. Right now people go, well, that’s an interesting back story. And how does that translate to this? Well, one of the things that most people don’t know about international sales of jet fighters is there’s two elements. One is to prove to the customer that our solution is the best solution for their future defense needs. That’s common. Everybody understands that. The other element that most people don’t know about is there’s the part of it where the governments that we’re dealing with want to see. In addition to the fighter jets arriving, they want to see jobs being created in their country. And and that element where I am basically an economic development specialist, meant that I needed to travel around these countries and meet the business owners to see what it is about their business that made them unique and that might make a good match. Marriage with some of our suppliers. And so what I was basically doing was doing many consulting engagements with a whole bunch of different businesses all over the world. And I began to start seeing some common flaws that privately held businesses tend to not adhere to. Some of the basic standards of business rules have a strategic plan, follow a plan. These are rules that I’ve come to know by working in corporate America, but I was quite stunned. We’re not being adhered to by privately held businesses. And so when I finally got off the corporate treadmill, I decided that I would make this my personal mission to to bring these disciplines in a reasonable way to private business owners and to startup founders so that we can reduce the failure rate of startups and improve the growth rate of privately held businesses. How’s that?

Lee Kantor: [00:04:07] That’s pretty, pretty impressive. Now, is the advice similar to a startup as an established business? Because an established business hopefully has kind of some repeatable measures of success. And they know that if I push this lever up and down, I’m going to get a certain result where a lot of startups hope that that occurs, but they are not kind of quite sure what are the right levers to push and who are the right people to even be talking to about those levers.

Mike Gomez: [00:04:44] All right. So the commonality that exists between an established business and a private I mean, a startup is this when you’re trying to launch a business, the question that has to be is, do you know everything that you should know about entering your business into the marketplace? Do you know the risks? Do you know the competitive landscape? Do you understand who is suffering the problem that you’re trying to set out to solve? And what proof do you have that they’re willing to pay for your kind of solution? Now, all of those things I just described are are the makeup of what is known as a business plan. And that is a necessary first step for any startup. Now, there’s going to be a lot of people who are going to turn off this podcast right now because there’s another strategy consultant talking about a business plan. But the same holds true when you’re an established business, that an established business needs to have a destination that they’re driving the business to. That’s called a strategic plan. And both of these are very common languages in the business world. They’re very well understood. The practices have been around for years. They’re around for years because they’re relevant. Unfortunately, most startups skip the business plan and most established businesses skip the strategic plan. And unfortunately the results are well documented.

Lee Kantor: [00:06:21] So why do you think that is? If something has been kind of tried and true for so long and has so many examples of success, why do both entities, you know, either consciously or subconsciously say, Yeah, that’s for other people, not for me.

Mike Gomez: [00:06:37] It’s not fun. Lee It’s not fun. I’d rather make things. I’d rather do stuff in my company, then work on a plan or I don’t know how to. I’ve tried many times to sit down and start working on it and I get as far as strategic plan on the top of the piece of paper or the Google doc. And then I immediately go, This is not fun and I’m going to go do something more productive. Or Here’s another excuse is I don’t want to be hemmed in. I don’t want to be restricted or handcuffed by a plan. I want the ability to to to move around and be free to make constant, constantly evolving decisions. I’ve written an article called Short Sighted Reasons Business Owners Don’t Plan, and it captures a lot of ones that I’ve heard. But look, I don’t want to get focused on the on the business plan here because the audience that we’re talking about, these startup founders, they want to know, like, what what can I do to improve my chances? And yes, I will argue that if you do a business plan, you will improve your chances substantially.

Mike Gomez: [00:07:45] I’m not failing. It doesn’t guarantee it. But at least you’ve gone through the exercise. I was explaining to a startup founder the other day that in my old world of flying airplanes, we had simulators. And the reason we flew in simulators to practice emergency procedures and conditions of flight that we not would not normally encounter is that we could exercise ourselves so that when we are in that environment, it actually happens. We’re not going to be surprised. And the business plan for a startup is that simulator in the safety and comfort of your home. You can sit down on paper and see whether or not the business that you’re projecting. The idea for your startup can survive on paper by looking at the competitive landscape and how much do you differentiate and and what are all the resources that you’re going to need in order to make this business successful? And can you afford those resources? And how long before you run out of money you can do all that in the safety of the paper.

Lee Kantor: [00:08:50] Now is that your role when you’re consulting is to be this kind of stress test or stress tester for these firms to give them things to think about and to challenge their assumptions and to poke and prod to see where the weak points are.

Mike Gomez: [00:09:08] I find myself doing that quite a bit. I’m an advisor in Atlanta Tech Village. That’s how I got associated with this opportunity here. And I’ve been an advisor for Tech Village for coming on five or six, seven years now, and I’m considered sort of the Simon Cowell tough love judge there. My job is to not be a cheerleader for the founders, and I know I do that very well, but but instead really challenge the the founders about how they thought through everything. And and so are they going to stumble and fall on some of the same traps that have caused other startups to stumble and fall? For example, if we agree, let’s start with this first premise. If we agree that startups fail because they run out of money, can we agree about that?

Lee Kantor: [00:10:12] Sure.

Mike Gomez: [00:10:13] All right. Good. So if you then talk about, well, why do they run out of money? All right. Or what can we do to prevent that? And therefore, it is the founder’s job to drive the business to the shortest path toward incoming revenue. What is that shortest path? Now when I’m advising my startup founders, one of the things that I’ve used, a term that I’ve developed, it’s a Gomez ism. It’s called. Be soda straw small. In pursuit of the first paying customers. Now, what do I mean by that? If you’ve ever looked through a soda straw, you don’t see very much. And what I’m asking of the founder is, who is it that you were aiming at? And the way I help my founders figure that out, because that’s really the most important part, is shortest distance to the first paying customer. Well, you have to know who that paying customer is. What do they look like? And I go, the best way to figure that out is doing your market research while you’re out there talking to the market community about your solution. Which one of that community, when they see your solution, have nothing short of this kind of expression? Wow. This is awesome. Where has that been? And that is your soda store. Small target. That demographic of that individual needs to be the one that you go after first.

Lee Kantor: [00:12:04] And then you help them identify that, help them get clear on on who that is, what they look like and where they’re where they hang out.

Mike Gomez: [00:12:14] That that is that is probably the the one common issue that I have to deal with most often when working with a startup founder is are you do you understand who is going to be your first paying customer? And now, look, this this scares the heck out of a lot of founders about this idea of soda straw small because they’re told, well, Mike, shouldn’t I be trying to reach out to the broadest audience? Because by sheer numbers, if I reach out to the broadest audience, I am more likely to get a sale than if I were so narrowly focused like you are describing. And here’s a great example of that from a founder who had a solution that was designed to serve and help lawyers do their job. And he came to me and I and he goes and he goes, Mike, and this is this is salute. And I go, what? So. So it’s to help lawyers because. Yes, I go, any lawyers? And he goes, Well, yes, any lawyer. I said, I’m a lawyer in Singapore. Is it for me? He goes, no, no, not not international lawyers. Oh, so it’s actually not any lawyer. It’s what? Lawyers in the United States? Yes, lawyers in the United States. So in this one brief moment, I just change his definition, his founder’s definition to his team about who our target market is.

Mike Gomez: [00:13:41] It went from any lawyers to lawyers in the United States. I then ask the next question. How many lawyers are there in the United States? I don’t know. How about 5 million or maybe more? How many people in your company? Well, it’s just me and two others. How well do you think you can communicate effectively to 5 million lawyers? What kind of lawyer are you? Because I imagine the genesis of this idea was to help you do your job better. Well, I’m going to patent an attorney law. Why don’t we focus on patent attorney lawyers? And we kept going through this exercise. Now, he had not made a sale yet, and they’ve been flailing around for about a year or two. But we got to a soda straw small target demographic of patent and attorney lawyers in firms of this size who deal in this kind of patent attorney law. Located in the Southeast because they were an Atlanta based company and more narrowly located in Georgia and Atlanta. And I said, Why don’t you target these companies first? And if you can’t sell your solution in your own backyard. Then maybe we don’t have a viable business here.

Lee Kantor: [00:15:03] Now. Yeah, well, when you’re having that conversation, I’m sure the people you’re talking to are going. It’s obviously counterintuitive to their thinking. And it’s it’s one of those things where I think people underestimate these the power of the niche. You know, they they don’t understand that being focusing on that niche and going deep and really becoming that subject matter expert, that that person who knows everything about it and is paying attention to all the nuance and all of all of the kind of subtleties of that niche makes you that much more valuable. And as a bonus, they’re easier to find. You know what they look like, you know where they are, there’s less of them. So you can do a better job of reaching out to them and communicating with them.

Mike Gomez: [00:15:53] Bingo. It is. It’s one thing to say I have a solution for moms. It’s another to say I have a solution for moms with kids in elementary school. Who live in the suburban environment and those kids go to. I participate in in Little League baseball. Because now when you’re communicating, using all the different tools we use in the world of marketing to target an individual and attract their attention, what you’re using in the language you’re using is intended to speak to that mom. With kids in elementary school whose sons are participating in Little League versus the first one was We have a solution for moms. All right. So and again, we’re talking about the shortest distance, so to straw small to the first paying customer. We’ve got to get our startup founders focused on that because running out of money is what’s going to cause them to go out of business. Makes sense.

Lee Kantor: [00:17:11] Yeah. Now, a lot of startups are very attracted, attractive or attracted to the kind of the SDR model of selling with the sales development rep going, you know, doing what they do. Handing him off to somebody to do a demo. Blah, blah, blah. Everybody’s heard this a million times. What’s your take on that methodology when you’re dealing with marketing in the manner that you’re describing, does that work in that as effectively in that space?

Mike Gomez: [00:17:42] Okay. So I’ve got a pet peeve with SDR, the whole concept of SDR. I think it’s just taking the whole world of sales. It’s already got a bad reputation as it is to be self serving and all about us as opposed to the customer. It’s just it’s just taking it and taking it one step even worse. There’s no doubt in my mind that the audience is listening to this podcast right now has been the recipient of cold emails from people you don’t know who trying to get on your calendar because they want to make a pitch to you. They haven’t bothered to serve you in any capacity. Their email is something you’re going to have to work to delete. They weren’t invited into your email inbox, but they they self invited themselves into it and they gave you work to do to just delete them every time. And this idea of stars where their focus is on volumes. How many emails did you send out? How many cold calls did you make? Not on how, how, how? What was the quality of the engagements that you had with the prospects that we think we can best serve? No, it’s it’s all about quota and all about me and my agenda, the SDR, and not a thing about the customer. And I despise that approach to selling. I believe that if if you are running your business well and this is a message to founders and and business owners and you are clear about the customer demographic that you best can serve with your solution.

Mike Gomez: [00:19:39] Then then you will find a way to be more in the service of that community and engage them in a thoughtful manner, in a useful manner. Then this idea that says, I’m just going to broadcast out to as many people as possible and then see what I what I catch in my net. But look, I’m a professional sales guy. I sold fighter jets to foreign governments. I was taught how to sell. And one of the underlying principles about what I was taught was, are you acting in the service of your customer? Are you helping them? Make a good buying decision. And that philosophy of the service has always stayed with me. Are you acting? Are the tasks and the things that you are doing in the service of your customer and helping them make a good buying decision? And the moment you step away from that and that you’re doing something because you’re trying to meet your company’s quota or your your sales bonus, then you need to stop because your customer doesn’t care about any of that. They’re trying to run their business successfully as they can. And to the extent that you can help them with a solution, that’s awesome.

Lee Kantor: [00:21:10] Well, I don’t think a lot of salespeople look at it that way. Their goal is to sell them something, not really help that prospect find the best solution. Because sometimes the best solution isn’t you.

Mike Gomez: [00:21:23] Yeah, yes. Sometimes it isn’t. And maybe that should be some insight into whether or not that’s the kind of customer you should be communicating with. Right?

Lee Kantor: [00:21:35] Right. Well, that’s why it’s called customer discovery, right?

Mike Gomez: [00:21:38] Yes. And so that’s an insight that says, you know what? After listening to you and understanding the different solutions that help solve your problem, we’re not the right ones. I think you probably should go that direction. But it was a pleasure meeting you and. And learning about your business. Thank you very much. And move your time and attention to a more relevant customer.

Lee Kantor: [00:22:10] Yeah. I mean that in order to do that, you really have to care and not just crank out numbers.

Mike Gomez: [00:22:16] Oh, my goodness. There’s a word that, yes, it’s unfortunately alien in a lot of the sales departments and particularly those with czars. They don’t care. They don’t care about my email box. They don’t care about my day that they may be interrupting with their unsolicited phone call into my cell number or the unsolicited text that I now getting from them. They don’t care. And that shows I mean, as a professional sales person, that just burns my butt anyway.

Lee Kantor: [00:22:52] So. Well, let’s talk about how that transfers to that early stage startup. How do you get these people who who their backgrounds aren’t usually typically in professional selling, they might be technologists. They might be somebody who stumbled on a great solution to a pressing problem. But they don’t understand truly the sales, what sales looks like or what it could look like if it’s done in a more elegant manner. How do you help those people open their mind to a different way of doing something when they’re bombarded with this kind of older? It’s not it’s not even older, but it’s a different, you know, more accepted practice in the startup community.

Mike Gomez: [00:23:35] Yeah, the look, I spent a great deal of time trying to help convince a startup founder to look at the selling. In the same way that they look at accounting. It’s a profession that is learned. It’s a profession that can be that can follow a series of steps. And and sequences and that and that by adhering to specific steps along the sales journey and your serving the customer along that journey, by following those steps, you prevent yourself from falling in the classic excuse that is used to explain away a loss, a sales loss to a competitor or a sales loss to in action. And that excuse is I didn’t know. I didn’t know something about how the decision was going to be made. I didn’t know that, Bob. The CFO had more weighting in this decision than Sally and Operations, and I was focused on John only talking to Sally. I didn’t know Bob how to say. I didn’t talk to Bob. Well, why didn’t you know? Well, because you didn’t have a sales methodology that you were adhering to that made certain that you found this information out. I didn’t know that sustainability was more important than functionality. I didn’t know our software had to be integrated with this. I didn’t know. I didn’t know. I didn’t know. It is the number one excuse for why a cell? Loss occurs. And I will argue that a sales methodology rigidly followed prevents you from falling in that trap. That’s how they turn an aerospace engineer me into a very, very effective and successful salesperson because I adhered to a sales process and methodology, and now I teach that.

Lee Kantor: [00:26:03] But you also may be inherently. He had the secret sauce of caring.

Mike Gomez: [00:26:10] Honestly, you know, I never saw myself as becoming a salesperson. I was an engineer. But but one of the things that happened in in the world of Boeing and later in Lockheed was a recognition that simply. Having a pass to flying our airplanes made you a good salesperson. And that wasn’t enough. Well, what we found is that there are a multitude of people that are involved in these making these decisions. And it’s our job is to sales person to understand who those people are and where their mind is. And it’s that sales methodology that I was taught that equipped me with that and now knowledge of what it means to help someone through a sales purchasing decision. Right. I wasn’t I wasn’t born with that. And I wasn’t taught that in school as an engineer. I had to be taught selling. By my company and by like by following a sales methodology. And there are sales methodologies that are out there. Like I said, I teach one, there’s spin selling, there’s, there’s a challenge of sales methodology, there’s the Sandler sales methodology. There are professional sales courses out there. And what founders need to understand that if you are trying to sell a solution, particularly to an A, B to B environment. Then you better be adhering to some sort of sales methodology, or I guarantee you will fall in the classic trap of I didn’t know when you’re suddenly surprised when a customer didn’t buy your product.

Lee Kantor: [00:27:58] So. So Mike, what’s the most rewarding part of your job working with these startups?

Mike Gomez: [00:28:05] Rewarding would be to watch them get through that first awkward startup phase and finding and hearing their story of when they got the first check. That they that they followed my advice. They became so distraught, small in who they went after. And as a result of that, they got their first check. And that I mean, there’s nothing more amazing to see that smile and to see that as a result of that first check. That helped them bridge themselves to the second check and the third, because now they can talk to that customer community and say, yeah, we’ve already sold our solution to this company and this company, and you’re just like them. And these two others have figured out that we are a valuable solution and we’re going to convince you and show you how we are as well for you and then later to see them. And particularly when I come back and see them a couple of years later and I see 25 people now working there. Those are jobs. Those are real jobs. These people are now serving our economy in Atlanta and continuing to grow our employment when there were no jobs in that company before. And that’s that’s pretty, pretty exciting.

Lee Kantor: [00:29:39] Well, congratulations on all the success. And thank you so much for helping this community. If somebody wants to learn more about your practice, your team, what’s the website?

Mike Gomez: [00:29:53] Allegro consultant one word. No. S No. Img after consultant dot com and you can find, I think on my site interviews like this that I’ve done where I talk about a lot of the elements that are necessary to help your company grow. My closing message to founders out there. The rules of business have been around for years. It’s like gravity. You might be able to think you can fight them, but gravity will eventually win. Follow the rules. It’ll serve you well. Leigh, thanks so much.

Lee Kantor: [00:30:33] Well, Mike, thank you. Thank you so much for what you do. You’re doing important work and we appreciate you.

Mike Gomez: [00:30:39] I am honored to be invited for this podcast and let me know if you need anything more.

Lee Kantor: [00:30:46] You got it. All right. This is Lee Kantor. We’ll see you next time on Startup Showdown.

Intro: [00:30:52] As always, thanks for joining us. And don’t forget to follow and subscribe to the Startup Showdown podcast. So you get the latest episode as it drops wherever you listen to podcasts to learn more and apply to our next startup showdown pitch competition visit showdown vs that’s showdown dot DC. All right that’s all for this week. Goodbye for now.

 

Tagged With: Allegro Consulting, Mike Gomez

Olga Zapisek With Novedia Creative

April 12, 2022 by Jacob Lapera

NovediaCreative
High Velocity Radio
Olga Zapisek With Novedia Creative
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OlgaZapisekOlga Zapisek is the founding CEO and Principal Coachsultant at Novedia Creative, a digital marketing consultancy and agency.

With 16 years of combined experience in media and marketing, Olga helps purpose-driven brands, coaches, and SMBs to unlock their growth potential, increase their impact, and improve their digital footprint through bespoke coachsulting programs and marketing services that engage and connect at the heart.

Her mission is simple: For brands to discover new ways to reach and magnify their success, so the individuals behind them can live their best life possible and deliver exceptional experiences to their target market.

Connect with Olga on LinkedIn and follow Novedia Creative on Facebook.

What You’ll Learn In This Episode

  • Stop being distracted by the new shiny toy
  • Stop saying you don’t have time, take control of it
  • Find your brand identity and audience.
  • Build quality relationships through engagement and stories to propel things forward
  • Change your narrative around your business and what you can accomplish

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:04] Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for high velocity radio.

Lee Kantor: [00:00:13] Lee Kantor here, another episode of High Velocity Radio, and this is going to be a fun one. Today on the show, we have Olga Zappa back with media creative welcome overall.

Olga Zapisek : [00:00:24] Hello, Lee. It’s so great to be on this show. Thank you for having me and welcome to all the listeners.

Lee Kantor: [00:00:31] Well, before we get too far into things, tell us about your practice. How do you serve in focus?

Olga Zapisek : [00:00:36] Well, what I do is I run a digital marketing agency and consultancy and we help really purpose driven, small to medium sized businesses and coaches as well. Primarily what we do is we help them unlock their growth potential, really increase their impact and really help them with their digital footprint in this space. So the way we do that is a lot for storytelling. So content marketing and also thought leadership really putting the personal in your brand because you want to be human about things, you want to engage with people and connect with them on that emotional level.

Lee Kantor: [00:01:21] So what’s your back story? How did you get into this line of work?

Olga Zapisek : [00:01:25] Well, my back story is kind of has twists and turns to it. I started out as a journalist back in the day, and that brought me to I’ve always been passionate about storytelling and ways we can tell stories and interact with people and have conversations. And I started out as a journalist, which led me to being an editor. I had my own magazine for quite a while, seven years, but due to some health issues at the time, and also just discovering that the way journalism was going, it wasn’t really what I wanted to do with my life, but also the way I wanted to help people, because that was the missing link in everything that I was doing. Yes, I was helping people by telling their stories, but I felt there was more I could do. So I was engaging more and more in marketing myself as freelancing, and I took that route with my master’s degree. And then what happened next is I started really doing a lot of consulting work for companies, but I was doing it more so for corporations, and that wasn’t as fulfilling because they were already at a stage where their growth was quite, I would say, ample.

Olga Zapisek : [00:02:50] And I felt that I wanted to help the person who was just starting out like I had back in the day, because I knew all the hardships that come with it and that there are not there aren’t really as many people you can turn to. So I decided that that’s that and I love the corporate life. I decided that I’m not doing that anymore and not helping those bigger businesses and brands and decide to go out on my own. And that’s when Nova Creative started up. And it’s been a fascinating journey ever since. And it brings me so much joy just to see people have the results that they wish for, but even more so, the life that they desire. Because that’s why I do this, to give people the life of a dream of really because it’s more of an about the business for them. They want freedom. They want to buy the things I’ve never had before. They want to spend time with their children. So I want to give them that by a lot, by giving them the systems and strategies, really, that will make their business function in a capacity where they can have all those things.

Lee Kantor: [00:04:08] Now, do you have any actionable advice for that business owner that it may be struggling and that that maybe you can share that’ll take them to a new level?

Olga Zapisek : [00:04:20] Yes, I would love to do that. So first of all, one of the key things that I can’t stress enough is really building relationships because building quality relationships, really engagement and stories to propel things forward for you. So I would say take your time with that. Don’t rush into things. Don’t rush into the sale, because sometimes we’re so anxious to get that new client anxious to get that sale once we have a lead that we sometimes come out with it. We’ve had hard sale. Don’t do that. You know, you wouldn’t ask someone to marry you. On that first date, as I say. So don’t do that with a lead. Be authentically you and engage in conversation. See what their pain points are. See how you can help them on that call or in that private message. Or even if it’s in a Facebook group or LinkedIn group, wherever it may be, where you’re meeting them, you know, meet them wherever at, give them some tips and nurture that relationship. Keep it going, ask questions, ask follow up questions, see them if you can get them on another call and then see if you can help them come from it in a way where you’re offering them help and value, where you’re not really selling. Because people really connect with that if they see that you’re just trying to support them.

Lee Kantor: [00:05:55] Yeah. There’s no shortcut for caring.

Olga Zapisek : [00:05:58] Definitely not. Definitely not. And you know, you can’t rush these things. And those are the types of those leads that turn to clients who you’ve taken the time with that to develop that relationship. Those are like lifetime clients for you. They will pay you back not only in testimonials, but you’ll see that a lot of them will send clients your way because of the way you took time to develop that relationship. And some of them might be repeat customers.

Lee Kantor: [00:06:29] Now in your work, do you work with primarily B to B companies? B to C companies. Solopreneur SaaS. So do you have a niche that you specialize in?

Olga Zapisek : [00:06:42] Yes. So I work primarily with service based businesses, primarily in health and wellness and spirituality, lifestyle and homes. So that could be interior designers, real estate agents. And we also sometimes help business and career. So those are our niches, but we don’t turn away anyone who has a big purpose behind it. And I mean a real purpose not I want to make more money. There has to be something that’s really driving them, but they want to do more in this world or for another individual. So we look for that, and if it really moves us well, we’ll definitely work with you.

Lee Kantor: [00:07:27] Now, what do you tell that entrepreneur that is kind of overwhelmed by marketing? Like, they may not be great at marketing, but they’re great at what they do. But, you know, every day you’re just bombarded with people saying, hey, try this or Hey, you have to be here. Hey, where’s your ticktalk? Hey, where is your Instagram? Hey, do this. And they don’t know. Number one, they don’t know which is the appropriate place to be. And number two, they don’t know how to behave in in that space, even if they entered all of them. And they tend to dabble on all of them and not go deep in any of them.

Olga Zapisek : [00:08:02] It’s funny that you mentioned that because I was just before our chat on a call with a prospect actually who was stressing about this very thing. And I hear this all the time, literally be Tell me, Olga, I have to be on YouTube, Facebook, Instagram, tik tok, you name it, right? I have to build an email list, create an e-book, have a podcast, and I ask them why. That’s the first thing I do. I ask them, Why do we need to do all of that right now? And what we usually tell me is because I saw so-and-so is doing it and it’s working for her or him or I saw this in the Facebook group I’m in. And if it’s working for that influencer that they follow or for their business friend, then it must be the answer to all their problems. That’s what we’re thinking. But as we know, that’s not necessarily true. So this is, like you said, very common with small business owners who are just starting out or only in year one or two in their business. And we’re not really seeing, I would say, the traction that they desire. And in effort to prepare, propel their growth, they start to try everything and anything that comes their way and they get distracted by something that feels really fresh and new because that might be better, right? If that’s not working, then this must.

Olga Zapisek : [00:09:29] And so they keep trying this and that adding really multiple things to their plate without ever giving anything a true chance or more importantly, really taking a moment, I would say, to figure out what would work best for them, their business and their audience, because I can’t stress that enough. You always have to be thinking about your audience. So if they don’t take the time to assess the strategies and tactics in terms of long term goals, feasibility and sustainability, it will bring delays and wasted resources. So you step away from progress really as you keep concentrating on something new and you know, instead of giving what you are doing a fair chance. So it’s comparable to what I like to call throwing spaghetti on the wall. You’re copying actions of others and watching what will stick. And that’s not really a custom strategy for you that will bring you success. You’re simply trying out tactics that are short term and that haven’t been adjusted toward your brand, your goals, or your audience. So first of all, you know, marketing takes. It’s not a race. You’re not running a marathon here. So we’re trying the next best thing alongside anything. And really everything that you’re already doing, you’re on the fastest way to burn out.

Olga Zapisek : [00:10:55] So if you’re doing that right now, stop. And what I would suggest doing is, first of all, stop consuming so much content because we do that all the time. We’re all guilty of it. We have our cell phones on us all the time. We have our laptops and we’re constantly consuming because that will only lead you further down the rabbit hole. So if you want to learn from others, try working with someone 101. See if someone in a Facebook group can support you. Maybe you can collaborate together and offer each other. You know, sessions based on value, or maybe there’s a group coaching program or a mastermind you can join, you know, get advice and insight that’s unique to your business. I’ve personally worked with several coaches and mentors throughout my journey, and I plan to do so in the future because I wouldn’t be where I am today without their sound advice and really unrelenting support. So I would say always invest in yourself and in your building and in your business as a building block to success, because we can learn so much from one another. And it also shows that you believe in yourself and your business when you’re doing that because you’re investing in yourself and you’re moving out of your comfort zone and leveling up. But to give you something that you can actually do.

Olga Zapisek : [00:12:24] So what you can do is when you get distracted by a shiny new toy first list, I would say three main goals at the start of each quarter. Then pick 2 to 3 focus areas that will revolve around your main goals and your marketing strategy. And here’s the very important bit to that. Stay the course. You want to truly become the master of these. So, for example, if brand awareness is a goal and you choose to be active on social media as part of your strategy, then pick only one platform and become the master of it. And then you can adjust things next quarter if you feel it’s necessary for your growth, though, I would advise you to wait at least six months to properly analyze your actions and see results. And also, like I said, get an accountability partner, someone who will help you see that you don’t necessarily need those other things to move the needle forward. This can be a friend, you know, someone in a Facebook group who shares your passions, someone who will really push you to keep doing what you’re doing all while facing your doubts and fears. Because I think that’s actually the culprit of a shiny object syndrome that we we go down that fear tunnel.

Lee Kantor: [00:13:55] Now, for the listener that might be thinking about getting a coach maybe for the first time, can you share what it’s like to work with you? Like, what does that first conversation look like and what are some of the things that they should do to be prepared to make the most out of that first conversation with you?

Olga Zapisek : [00:14:15] So the first conversation with me really is always about getting to know each other and where that person is at. I left because I call myself a consultant because I do a hybrid of coaching and consulting where I guide someone, but I also do it with them so they don’t feel alone in it because a lot of coaches, they leave it up to the person to do all the work. But if I’m seeing that they need that helping hand, I’m there to hold it and actually take it and give them the proper methods to actually do this. So I lead by example, but I also do it with them. But going back to that, when it comes to the actual conversation, I call my discovery calls really break through or power our calls, because what we do is we really start strategizing on these calls and getting into the nitty gritty of things in your business and seeing how we can move a needle forward, because that’s all I really want to do. Whenever somebody decides to work with me or not, I want to help them move that needle forward in their business. So I start each conversation getting to know them, asking lots of questions. I always joke about my journalism skills come out in, and then we dove deep and strategize together.

Lee Kantor: [00:15:47] Now, before we wrap, I know a lot of folks out there, especially, that are contemplating making a change to becoming an entrepreneur. They never think they have enough information. And they I don’t want to call them imposters, but they might think of themselves as not worthy enough to be giving advice to anybody. Do you have any advice for those folks out there that can maybe help shift that mindset or reframe what they’re doing so they feel confident, you know, asking other people for money because that’s what sales is in a first small business person.

Olga Zapisek : [00:16:26] Exactly. Exactly. And, you know, I’ve been known to suffer from imposter syndrome back in the day as well. So anyone who’s suffering from it know that it’s common and it happens even to the biggest gurus out there. You might be surprised. We all have our doubts from time to time. So I always say that mindset is truly half of the recipe. So if your mindset isn’t in the right place, your actions will get stuck. You won’t move forward because mindset truly is everything. I know it’s a cliché that you hear from time to time, but it really is everything. So when those negative thoughts start to creep in of how this will never work or it’s taking too long, or I’m just not cut out for this, there are far better people out there. Why would anyone want to work with me? I want you to do this first and foremost. Be kind to yourself. We all suffer from imposter syndrome, like I said, and impatience from time to time. Right? We want things fast. But you have to remember that this isn’t a marathon, like I said. But you’re running in. This is a lifelong journey. So enjoy the ride, the bumps and the wins. You know, we’re all here to teach you something about you, your business, your clients all along the way, and you’ll be far richer for it. So you have to believe in yourself. I’ll first and what you can achieve because if you don’t, why should your client. So to help with this I think that I really suggest that you make it a daily habit to repeat positive affirmations and I would say hang them up as a reminder all around your workplace and house, so be it for kitchen.

Olga Zapisek : [00:18:12] Right. We frequent the kitchen, the bathroom, your laptop. This is actually how I start my mornings. The minute I wake up, I look at all the notes I have around the house because I work from home and I also repeat affirmations to myself for 10 minutes, and that gives me energy and confidence to push past any hardships within my month or day. They really set the tone to my day, I would say. So while I could give you a list of statements to repeat to yourself right now, like something that comes really to mind right now is every client that my business serves will be impacted in a powerful way, or I do not worry about things I cannot control, or I think it is much better when we come up. Really. I think it’s better when we come up with our own statements because I could ramble off a lot of affirmations that I repeat to myself. But I think they hold more merit and power when we come up with ones that mean something to us, so it makes it easier for you to believe in them. So what I would suggest is even today, take 5 minutes to write a couple of those down and then repeat them to yourself for 7 to 10 days. And you’ll be surprised by how much we’re making an impact already on you and your business and how you approach every lead, every client with those affirmations in mind. So definitely try that out because it’s life changing.

Lee Kantor: [00:20:01] Well, if somebody wants to learn more, maybe get on your calendar and have a more substantive conversation with you or somebody on your team. What’s the website?

Olga Zapisek : [00:20:11] Yeah, sure. So you can visit me at Nova Creative dot com. Or you can also message me on my LinkedIn at Olga’s. And I would just like to say something. I was also recently reminded of myself this week, but I think it’s really important. Make sure you’re having fun in your business because if you’re not. Think about what you could do to have more fun in it. Because after all, you know, you didn’t set out on this journey to feel miserable. Right. There are going to be hiccups and challenges along the way. But. There’s also going to be great moments. So set little challenges for yourself to enjoy things. Create maybe a weekly or monthly ritual where you celebrate all your wins. Heck, even throw a party for the small ones and make work a part of your life. Integrated. Enjoy it, just have fun.

Lee Kantor: [00:21:12] So the website one more time if someone wants to connect with you.

Olga Zapisek : [00:21:16] Know via creative dot com or LinkedIn at Olga zap that’s where you can find.

Lee Kantor: [00:21:23] Me and that’s Novi EDI IAC creative AECOM. Olga, thank you so much for sharing your story today. You’re doing such important work and we appreciate you.

Olga Zapisek : [00:21:36] Thank you for having me on. It’s been a pleasure and I hope everyone achieves the success we’re going for.

Lee Kantor: [00:21:44] All right. This is Lee Kantor. We’ll see our next time on High Velocity Radio.

 

Tagged With: Novedia Creative, Olga Zapisek

Kurt Gallagher With DC Dental Society

April 12, 2022 by Jacob Lapera

KurtGallagher
Association Leadership Radio
Kurt Gallagher With DC Dental Society
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KurtGallagherKurt Gallagher, Executive Director at DC Dental Society

Kurt is an executive with more than 20 years of association management experience who serves as executive director of the District of Columbia Dental Society (DCDS) and interim executive director of the American College of Oral and Maxillofacial Surgeons (ACOMS).

He is responsible for achieving the strategic missions of the organizations he serves and ensuring a high level of member service.

Connect with Kurt on LinkedIn.

What You’ll Learn In This Episode

  • Strategic Planning
  • Board Relations
  • Events and Educational Programs
  • Member Engagement
  • Volunteer Management

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:02] Broadcasting live from the business radio studios in Atlanta, Georgia. It’s time for Association Leadership Radio. Now, here’s your host.

Lee Kantor: [00:00:17] Lee Kantor here, another episode of Association Leadership Radio. And this is going to be a good one. Today on the show, we have Kurt Gallagher with D.C. Dental Society. Welcome, Kurt.

Kurt Gallagher: [00:00:28] Well, thanks, Lee. I appreciate you having me on as a guest.

Lee Kantor: [00:00:30] Well, before we get too far into things, tell us a little bit about DC Dental Society. How are you serving folks?

Kurt Gallagher: [00:00:36] So DC Dental Society is the state level affiliate of the American Dental Association that operates in our nation’s capital. We represent close to 500 dentists out of the dentist practicing, and we represent them from providing ongoing educational programs to advocacy before the City Council, the mayor and the Board of Dentistry. And we’ve really provided a lot of support for our profession throughout COVID, including getting PPE and making sure that the concerns of dentists are are maintained at a high level before the board and the city council.

Lee Kantor: [00:01:13] Now, how long have you been leading this group?

Kurt Gallagher: [00:01:16] I’m fairly new. I came on board in December 2019. So what a what a time of change. Just leaders when the pandemic started.

Lee Kantor: [00:01:25] So going into that, you were like, oh, this is going to be great. Another association to lead. And then, you know, within what, a quarter or so you had a new reality thrust upon you.

Kurt Gallagher: [00:01:37] Exactly as did the rest of the world.

Lee Kantor: [00:01:39] So what was the kind of first move? You were probably still in those early stages of getting to know everybody, and then all of a sudden you got a, you know, worldwide pandemic on your plate. How did that transition go?

Kurt Gallagher: [00:01:52] It was immediate. You’re right. It was I was still in the phase where I was learning, getting to know that the organization, the culture, the people and we had to quickly pivot to virtual. Dc Dental Society has monthly events from September to May, so it’s not like a lot of other organizations have a big annual conference, which certainly has risked a lot of those conferences were canceled in 2020 and let’s say you’re fortunate to have them early in the year, but DC Dental, we had to pivot to these monthly events and so it was not only was a logistical change, but it was also a cultural shift because the members are used to coming together, seeing their colleagues every few weeks. And then we had to quickly go to virtual where they saw faces on a zoom screen for about a year and a half before we finally were able to come back together.

Lee Kantor: [00:02:40] Now, how did you kind of manage that change? Because that’s difficult enough. You know, all of those all of your members are struggling with their own situation. And then here’s a group that they relied on in terms of face to face, you know, kind of dealing with each other and making that transition to virtual. How do you keep providing the value that your members need and then even the value that they’re used to in terms of networking and things like that? But now it’s some of these things are kind of life or death regarding their practices.

Kurt Gallagher: [00:03:13] You’re absolutely right, Leigh. And we really strove to provide a steady stream of communication. We had a wonderful support from the ADA. They, the American Dental Association, was a terrific partner throughout this process. They were on top of the government relations at the national level, working with Congress, working with FEMA, working with other federal agencies. Ada was able to provide key information about all the assistance programs, the PGP loans, the EIDL loans, and which we were then able to share with our members. But the ADA also was a great advocate for securing PPE and the protective equipment for dentists, which at that point in early 2020 was in short supply. And there were also a lot of risk from people who knew someone, who knew someone who could potentially get PPE that was not legitimate. And so we work with closely with the ADA in terms of providing that communication and did a lot of listening to members to to just make sure we were aware of the challenges that our members were facing.

Lee Kantor: [00:04:19] Now, when you’re in that kind of crisis mode, you’re probably the way you envisioned. This is going to be my first hundred days here. They’re going to work on the culture. I’m going to work on some of these kind of big issues. And all of a sudden, is that all kind of just pushed to the backburner and you’re just, you know, putting out this big fire of I got to keep my members, you know, in business.

Kurt Gallagher: [00:04:41] Part of the challenge of a crisis is the crisis usually becomes all encompassing. But at the same time, an organization needs someone to keep the lights on, which is something that might not be appreciated. So those basic administrative functions are also critical. You need to make sure that they use those. You don’t lose sight of them, that they’re still managed properly. And fortunately for the DC dental side, we did have staff that helped out with that so that we were able to provide that that basic level of support and operation to keep the organization going while also providing that support that members needed. Know, for example, I mentioned that PPE was was PPE was in short supply. And again, we had some members coming to us who had connections who could potentially get sources of of PPE. But the sources were were were questionable whether or not the quality was there, whether the products were legitimate. At the same time, the ADA secured commitment from FEMA to provide PPE to dentists in 50 states and in DC. But unfortunately, DC government was providing PPE to health care providers, but dentists weren’t in the first priority list, so we had to actually go to a local TV network that helped us raise awareness about this challenge. And a couple of days later, we received confirmation that dentists, too, would be included in that distribution of PPE.

Lee Kantor: [00:06:06] Now when you’re working through this crisis like this and you have so many fires and so many, you know, kind of so much noise out there, how do you kind of. Prioritize. This is a must do. This is the stuff that has to get done. This is a nice to do. And maybe we will backburner this all while trying to kind of keep your vision of a culture of collaboration and of sharing best practices and knowledge during this time.

Kurt Gallagher: [00:06:39] It involves a lot of collaboration with the leaders of the organization. Organizations have to be agile during a crisis and staying in close communication with the elected leadership. But there’s an acronym that’s used in the medical field to assess how to support someone in a sort of triage. Triage mode is ABCs airway, breathing, circulation. So that sort of tells you what you need to do to keep your patient alive. And I use that as an analogy for how we focused and prioritize within the society as well, making sure we address those issues that if weren’t addressed right away, the patient might not survive and then get into the point where we can then deal with the circulation issues. The ABCs again. So it sort of provided a nice apt analogy for the society.

Lee Kantor: [00:07:29] Now, during a crisis like this, to me, this is one of those moments where the value of being a member of an association like DC Dental Society becomes no longer a Oh yeah, that’s a nice thing that I should consider. It becomes a This is something I have to do because these people are helping me survive during this crisis. How do you also educate the folks out there that aren’t members? Like how do you kind of create that member engagement and the prospective member engagement during this time? Because I would think that during a crisis like this, you’re giving them, you know, the information, you know, hot off the presses. You’re helping these people with the stuff they need to be doing without them having to go out and search for it and hope they get reliable information out there on their own.

Kurt Gallagher: [00:08:20] You’re right. And again, it really is that steady communication and sharing some of that information with the nonmembers. In some cases it might be in sort of a teaser format. There might be content that’s password protected behind some sort of password firewall. But making sure that we’re able to to highlight to members and to nonmembers the activity of the organization, whether it was, again, advocating for the PPE, providing information on the assistance programs, those PPE loans or the EIDL loans and other federal assistance programs, and just providing that information, really highlighting the value of the work that the society was doing and that the ADA was doing on our behalf and in coordination with the D.C. Dental Society.

Lee Kantor: [00:09:05] So now how have you have move forward as as the pandemic hopefully is waning and now people can meet again face to face. Are you seeing kind of a resurgence among members like, you know, hungry for this kind of engagement? Is it something where attracting new members is easier or like what’s happening now in the growth of the organization?

Kurt Gallagher: [00:09:29] It’s still an evolving process. So we’ve switched over to having hybrid events, which is something we were never able to do before those monthly events, which has made the organization more accessible to members. But at the same time, we don’t have as many coming in person because there are some participating online. And so it’s it’s still evolving. We had a mask mandate until about a month and a half ago. So that was an impact. And I think people are still to some degree on easy. We had the Delta variant, we had the Omicron variant, and there may be others in the future that are widespread, but we’re seeing the numbers increase in terms of of members coming back as well as members getting engaged in our events. But again, it’s a slow going process because the other thing is we’ve gotten we change culturally and there’s this sort of grand scale in a large scale. You know, we were sort of withdrew. We got used to working from home. Dentists couldn’t do that. They had to go to their practices. But even there, I think a lot of them just sort of were used to sort of getting home, trying to be safe, you know, sort of being almost cocooned for a while during this period just to make sure that, you know, especially someone had younger kids or older and older family members, someone who might be more susceptible to COVID because of their their age or health conditions. You know, we’ve all had to be mindful to protect those people in our lives as well. And that’s certainly applies to dentists because they obviously are people and they have family members who could be at risk as well.

Lee Kantor: [00:11:14] So. Tell us a little bit about your back story. Have you always been involved in association work?

Kurt Gallagher: [00:11:21] For most of my career I have. I’ve worked for a number of associations from a wide range of industries. So the food sector and agriculture are the types of organizations I work with early on. The Pet Food Institute, US Export Council, and then I transitioned over to health care oriented organizations. Initially, some of those were more oriented towards companies and trade associations. But I’ve also worked with a couple of professional societies in addition to the DC Dental Society. I recently was appointed as Executive Director of the American College of Oral and Maxillofacial Surgeons, which is an association for oral surgeons nationwide.

Lee Kantor: [00:12:03] Now, so what do you think your superpower is that makes you so attractive to lead associations?

Kurt Gallagher: [00:12:12] You know, there’s the analogy that we use in the industry that we’re herding cats, right? So with associations, there’s so many different stakeholders and so many different players. Number one, you’ve got to be a good listener. You’ve got to actively listen, find a way to build consensus, bring people together, often with different viewpoints, to try to get on the same page. They’re members of the association because they want to be part of something and they want to support efforts that help their profession with their industry. So that in some ways can make it easy. But even with that sort of very high level shared goal, there can still be challenges that required. So really, I think in terms of building that consensus, that’s one of those, but also helping organizations in terms of assessing their strategic standing. Now, I once was appointed of an association, and part of my onboarding process is to talk with every board member key stakeholders within the organization. And ironically, not one board member could describe the mission of the organization, which was a huge red flag that I focused on correcting.

Lee Kantor: [00:13:19] So when you’re doing that kind of kind of due diligence and getting that discovery at the beginning and you see something like that occur where the board doesn’t even know kind of what you do or the why behind it. What are some actionable things you can do when that occurs? Like what? Share some advice for a leader that’s in a similar case when it comes to dealing with a board. And there is a disconnect between how you see what this association is and the why behind it. And then this the board not understanding fully, you know, why they’re there, really.

Kurt Gallagher: [00:14:00] And one of the challenges an executive director or another association leader has is to surface and resolve conflict. There are always going to be conflicts even again when people come together with similar missions. Sometimes the conflicts are personality, which it can be really challenging as well. Sometimes they’re political and sometimes they’re sort of institutional. But really, to elevate this up in a respectful way, creating a safe place to have that dialog. You know, in the case of the organization I was referring to, it was sort of an open secret that people were aware of, but they weren’t really conscious of, if that makes sense. And no one had come together and and raised it for topic of discussion to be addressed. So this that’s something that’s really important. You know, those of us who are in the association profession to elevate these issues to the appropriate level, whether they be a committee that might have a role or ultimately the board that may have a role in trying to right the ship in terms of its direction and address these challenges.

Lee Kantor: [00:15:04] Now, when you have an event like COVID and that forces change on an organization, sometimes that’s a good thing in a way, in the way that you’re now kind of auditing all of your the whole operation. And you can say, okay. Maybe we should get rid of this. This is a legacy process that maybe has outlived its purpose. Have you found that to be the case in your group where there are some things that just because we’ve done this in the past, it doesn’t make as much sense moving forward in the world the way that it is today.

Kurt Gallagher: [00:15:41] As we go into the next phase of Cove, it is critical for organizations to reassess. There really can’t they can’t be any sacred cows. To your point, there are programs that probably have outlived their purpose and need to be sunset. And that’s a challenge because often culturally organizations members get accustomed to certain programs, but they may not provide the value. They might not have the level of use. They or they may not. They may have revenue challenges. And so that’s critical as we move forward to assess changes and be willing to innovate. Sometimes innovation can be minor. There can be might be minor adjustments to a program or developing a new program that might be very similar to something old. And in some cases, innovation can be really transformational, something that brings about a major change or a major new initiative. Both are valid and both can have significant impact to the organization.

Lee Kantor: [00:16:45] Now, when you’re going about implementing some of this change, is there kind of a go to methodology you use to implement this thing, or is it more of a collaboration getting consensus and then incrementally moving forward? Or is it sometimes just ripping the Band-Aid off and saying, hey, we got to go this way, it’s time we were zigging and now we got to zag.

Kurt Gallagher: [00:17:08] It really depends on the organization, its culture, its situation, you know, the insights I can bring. And it’s also a matter of of sharing a vision that others can get behind. That’s part of the challenge. Part of the challenge, those of us who are leaders in terms of getting that support, if you’re trotting up the mountain and no one’s following you, you’re not really a leader. So that’s critical, is to make sure that you don’t leave people behind. And sometimes it takes time just to bring them on board to make sure that they understand the vision and that they can support it. And sometimes that vision, you know, we might be so sold down on ourselves, but it might not resonate with others and we need to adjust it. So we’ve got to be really flexible in order to really fulfill that promise of leadership.

Lee Kantor: [00:17:54] So what are you most looking forward to as we move hopefully out of this pandemic and move forward into this new normal?

Kurt Gallagher: [00:18:04] Well, I guess a new normal life for all of us. This is a challenge. The COVID has forced us all to reassess our lives, reassess, reassess our work life balance. I can I can attest for how it’s been for me working from home. My schedule expanded. I mean, again, it’s a crisis situation which always requires more attention, more time. But working from home, you know, when I did, you know, my schedule didn’t shorten. I’m looking to create some balance as well. We were all have heard about the great resignation. So that’s a challenge for organizations, whether they be associations or companies or other entities out there trying to find and retain staff. And and that’s a challenge, too, as we move forward, just making sure we provide a work environment that is Fosters staff and provides what they need in terms of expectations and just general sort of personal needs to to feel comfortable working in a place and feel comfortable serving an organization. That’s where the mission and vision no for associations can be so critical because it can provide that reason. That reason. That’s right. That people want to get behind, including staff.

Lee Kantor: [00:19:19] Yeah. There has to be a why that everybody kind of buys in or else it’s going to be very difficult if people don’t believe in the why. That’s a challenge for any group, whether it’s an association or a traditional business or whatever.

Kurt Gallagher: [00:19:34] Absolutely.

Lee Kantor: [00:19:35] Right now for you, have you had any mentors or any whether they’re personal or maybe a book you read or some resource that you go to for leadership advice or for, you know, kind of your philosophy in this.

Kurt Gallagher: [00:19:55] I’ve had mentors in in my role in earlier on when I was with the Pet Food Institute, there were there are a couple of senior members of the team who who mentored me and or we’re really I found to be really helpful in terms of providing advice. And I’ve tried to model myself after their behavior to a certain degree that in one case there was a former executive director of PFI who really was a master in terms of of that consensus building and and empathy and sort of bringing people along with him, making people feel included. So that’s something I’ve striven to achieve and follow my practice. A few years ago also I had an opportunity to participate in a leadership program that really exposed me to a lot of leadership concepts. And this was not a program that was over a weekend, it was over about six months, and there were a dozen books that were I had to read for the course and I took a lot out of that program. And I still have these books that are referred to periodically. So it’s a wide range of them some. And these aren’t basic management sort of books. Some of them focus on challenges of leadership around consensus building or around management structure, around honesty. Some of them focus on mistakes, learning from mistakes, using case studies. So, you know, I think what I try to follow is to always continue learning and always continuing and improving, practicing continuous improvement. If we can do that, I think we can all continue to grow and get better.

Lee Kantor: [00:21:44] So what do you need more of? What right now would help you kind of do your job and help your community?

Kurt Gallagher: [00:21:55] Has some staff transitions. You know, the organizations I serve aren’t immune to the great resignation. And so I’ve got new teams on. We’re all getting on board, learning with one another. I think once we get through that process of really getting acclimated and integrated, you know, we’re well positioned to really move forward with a lot of success. So I’ll be happy once we’re through that process that it takes some time to just for people to get acclimated.

Lee Kantor: [00:22:28] Now, any advice for a young person that hasn’t considered going into association work that maybe that wasn’t on their radar when they were, you know, going through school? Is there anything you would share with them about the reason to explore this as a profession and career?

Kurt Gallagher: [00:22:47] There’s such a tremendous variety of organizations out there that that they can find an organization that matches their areas of interest and their values, and they can also gain so much professional knowledge that that they can carry for other organizations that they may serve, whether they’re for profit or nonprofit. And so that’s why I would encourage them really look at the opportunities, because they’ll be challenged. They will grow, they will learn, they’ll expand their knowledge. And again, they may also end up working for an organization that they really connect with on a personal level, which can be so rewarding as well.

Lee Kantor: [00:23:25] Now, if somebody wants to learn more about D.C. dental society or get a hold of you through that, is there a website?

Kurt Gallagher: [00:23:33] It is. It’s D.C. Dental dot org.

Lee Kantor: [00:23:36] Well, thank you so much, Curt, for sharing your story today. You’re doing such important work and we appreciate you.

Kurt Gallagher: [00:23:43] Lee, I really appreciate the opportunity. Thank you so much. You have a great day.

Lee Kantor: [00:23:46] All right. This is Lee Kantor Lucy all next time on Association Leadership Radio.

Tagged With: DC Dental Society, Kurt Gallagher

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