Podcasts about kpis

In this episode of The Level Up Podcast, Paul Alex pulls back the curtain on how the top 1% of entrepreneurs use data to dominate their industries. Success isn't built on guesswork—it's built on clear insights, rapid adjustments, and data-backed decisions that fuel serious growth.What You'll Learn:Elite-Level Metrics: Uncover the KPIs the top performers obsess over—like CAC, LTV, and conversion rates—and how they use them to scale fast.Trend Mastery: Learn how high-level entrepreneurs spot patterns early and use them to stay ahead of market shifts.Fast, Smart Execution: Discover why speed matters and how the best in the game make bold moves by trusting the numbers, not just their gut.

This is the third episode in a special 3-part series sponsored by Drako! Check out the YouTube Interview here:  https://youtube.com/live/fd_t1dFcxZM In this episode, we sit down with Giorgia Howell, Head of Managed Services at Drako, to break down the art and science of smart programmatic advertising. Whether you're a newbie trader or learning how to manage client expectations better, this one's packed with gold. Key Takeaways: Custom targeting is a game changer Use geo-targeting, competitive conquesting, and location data to find the right users in the right places. Don't skip pre-campaign planning Understand your audience before hitting “go.” Market research, demographic insights, and clear campaign goals will make your optimizations easier. Campaigns need love at every stage Georgia walks us through before, during, and after campaign strategies using a real-world example: a nationwide Canadian campaign. Automation is your friend Move beyond manual work—Draco's tools help simplify complex decisions. Talk to your clients! Clear communication and alignment on KPIs = smoother campaign execution and better results. Custom targeting and solid communication aren't just “nice-to-haves”—they're the backbone of high-performing campaigns. Take the time to plan, optimize, and talk it out, and you'll see real results. About Us: We teach historically excluded individuals how to break into programmatic media buying and land their dream jobs. Through our Reach and Frequency® program, an engaged community, and expert coaching, we offer: Programmatic L&D Support: A monthly retainer providing hands-on training, strategy, and troubleshooting for programmatic teams. Book a Discovery Call: https://www.heleneparker.com/workshop/ Programmatic Training & Coaching: Executive Membership: for the busy mid-level to senior or director-level programmatic ninja looking for a structured, high-impact way to stay ahead of evolving trends, sharpen your optimization skills, and connect with like-minded experts Join Here: https://programmaticdigest14822.ac-page.com/executivemembership    Accelerator Program: A 6-week structured program with live coaching, hands-on DSP exercises, and real-time feedback. Sign Up: https://reachandfrequencycourse.thinkific.com/courses/program   Self-Paced Course: Learn at your own speed with full content access. Enroll Here: https://reachandfrequencycourse.thinkific.com/bundles/the-reach-frequency-full-course   Timestamp: (00:01) - Welcome to the LinkedIN Live Podcast & guest intro (11:57) - Optimizing Ad Campaigns for Audience Targeting (18:06) - Advanced Audience Targeting Strategies (30:19) - Strategic Campaign Planning and Execution (36:32) - DraKo Team Appreciation and Update   Meet Our Guest: Giorgia Howe https://www.linkedin.com/in/giorgia-howe/  Drako https://www.drakomediagroup.com/  Meet The Team: Hélène Parker - Chief Programmatic Coach https://www.heleneparker.com/  https://www.linkedin.com/in/helene-parker/   Manuela Cortes - Co-Host  Programmatic Digest In Espanol  https://www.linkedin.com/in/manuela-cortes-/ Learn Programmatic As a TEAM: https://www.heleneparker.com/workshop/  As a Programmatic Ninja: https://www.heleneparker.com/course/ Programmatic Coaching Newsletter:https://www.heleneparker.com/newsletter/    Programmatic Digest https://www.linkedin.com/company/programmatic-digest-podcast https://www.youtube.com/@programmaticdigest      Looking for programmatic training/coaching?  Sign up to our Accelerator Program: A 6-week structured program with live coaching, hands-on within DSP(s) exercises, and real-time feedback—perfect for those who thrive on accountability and community, and looking to grow their technical skillset https://reachandfrequencycourse.thinkific.com/courses/program  Self-Paced Course: Full access to course content anytime, allowing independent learners to study at their own speed with complete flexibility. https://reachandfrequencycourse.thinkific.com/bundles/the-reach-frequency-full-course  Join our next workshop by signing up to our waitlist below: https://www.heleneparker.com/waitlist/   

As the weather heats up and schools let out, there's one main thing on people's minds: vacation! In this episode, Kiera talks about maximizing the slow days and weeks at your practice, including batching vacation days, production goals, and more. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent (00:01) Hello, Dental A Team listeners. This is Kiera, and I just thought this would be a fun one to release ⁓ right before we're prepping for summer, ⁓ because I know a lot of you want to take some summertime off, but our practices are still running, right? ⁓ A lot of times we don't want to close it down. Sometimes we want to close it down. So I thought, let's just pop on, do a quick tactical practical of what to do to have products for our team to figure out what to do to make this tour. You can have an amazing summer vacation and a profitable practice.   As always, Dental A Team is here for you. We are here for dentists and teams. We love consulting. We love working. We love making your life easy. We love helping you have the dream life that you've been looking for. And honestly, it's so magical to be able to help so many offices turn what they thought was impossible to possible. So today, let's dive in. Let's talk about, all right, I go on vacation, but my team's still working. What on earth should I have them do? Like...   honest to goodness, what do I do? So I'm going to give a few ideas, but before I get into that, I think it's super important that for future, some offices will actually strategically plan when doctors are off and when the full team is off. So what I would say is let's look at this and is this something that you want to do or is this a way to like max out all the vacations that you're looking to get done? Cause team members might be wanting to take vacation too, or is there a time of year that you want to take off?   that then the rest of your team could take off. So we're kind of like batching our vacations. Some offices will do that. And you can look at a projection forecaster and figure out, okay, how far do I need to go? What do we need to do? What would we need to produce? And it will help you actually set goals so that way you can be on vacation stress free. So that'd be number one. Other times offices love it. They love to where the hygienists are going to keep working pending upon your state laws. Front office is going to catch up, but what do we actually have them do? So that way they're working effectively.   we're able to move this practice forward. So things that I would recommend are always an operations manual. This is a great time. People always tell me, I don't have time, I don't have time, I don't have time. Let's actually get that operations manual completed. Let's build out the protocols, let's take the pictures, let's write the pieces. And we have an operations manual, a template in our, ⁓ in our virtual academy that all of our offices get.   And so like just certain things that you could do for like an office manager is leading morning huddle tracking. Like how do we track our production? How do we track our collections? How do we do our reappointments? How do we fill out our KPIs, end of day checklists, next day schedules, checking to see it? How do we fill out a scorecard of all of our metrics? What about for monthly closing the month by the fifth of every month? How do we do that? How do we set the supply budget for the next month? How do we do production and collections? Doctors, you might not even know how to do half this stuff I'm rattling off.   ⁓ making projections for the years, putting in our OSHA training, our HIPAA training, who do we contact for all of that, ⁓ looking at payroll, how do we do team training. For schedulers, would be like routes look prep, new patient referral tracking, confirmation calls of all the patients, re-care calls to fill the schedule, patient check-in. Like these are the type of protocols going out to our dental assistants and hygienists. How do we set up for...   breaking down a room, how do we do a bridge prep? How do we do burr blocks? How do we do the seric machine, changing traps, charting, checking insurance eligibility, cleaning the mill, co-diagnosing treatment, crown prep, crown seat, downtime. There are about a bajillion ⁓ protocols that your team could honestly do. And we have this whole beautiful checklist where you literally, who's writing it? When does it need to be done? What does it look like? And also in our template,   we show exactly how these protocols should be done. So like at the beginning, what's the purpose of this? What are the steps? What are the supplies needed? And then a picture of it if applicable. So that way everybody knows how to make this template. Everybody knows what we're looking for. We have it in there. So it's like all of them should have a purpose, step-by-step, supplies if needed picture, and then making sure that they're all in a word format. You can also add videos as well if you want. But if I had this much time, this much downtime,   I would set it with my team of how many protocols that we need to get written or also updating my operations manual. It is an amazing time to get so much work done. And this is just, feel like like dusting the baseboards. Like it's annoying, it's obnoxious, but it has to get done. And so really making sure we're maximizing our time on that to get that done. That's a huge, long beast of a project that if I'm out on vacation, yeah, that's a great one to get done. Other things you can do while you're out for your team to have downtime is,   Some offices are swapping softwares and it's a great time to get everything prepped, have everybody take on training modules, things like that. So if you know you want to swap a software, great time to do it. Get your whole team trained, have a team champion, their job is to swap X number videos. Please don't say like go learn it. Nope. Take our like template of all these protocols, have them learn how to do it in the new software so that way they're able to train people. So I definitely recommend if you're doing a software change, go on vacation, have everybody learn it while you're out. And then we come in or not even just the software, but implementing like   if we're doing flex or we're adding weave or we're adding Modento or adding whatever it is, whatever software, AI, we're adding toothy, we're adding Lassie, whatever it is, it's also a great time for the training to happen, the onboarding to happen without all the patient noise. Other things during this time, this is huge where I'm going after re-care and I'm going after unscheduled treatment and I'm also going after collections. Hard, hard, heavy hitting on the front office. And what I say is like, let's set goals before we leave of what we're going to collect, what we're going to get done.   That way we're on the same agreement and alignment with each other. We're not sitting here like, I hope and pray they collect this much money while I'm on vacation. You also can do this when you're on CE because you're out of the office, set it up. Let's think about these things. These are great things for you and your practice to be doing. They should be happening consistently, but this is where we get like that big oomph, that big like, my gosh, we got to get this done. So it's operations manual. That's a huge lift calling on all your own schedules, re-care. Like I literally would have it.   Pound out how many we've got, like how many days we're going to be gone. If my scheduler is not seeing any patients, but they want to work, they should be able to get through a pretty hefty list. Now you might say like, but Kara, we're booked out so far. And I'll say, high five. We still need to make those calls for when patients fall off the schedule, but also get them booked even further out. You just built yourself a VIP fast, quick fill list that then when patients do fall off, we have all these patients teed up, ready to go. So I'm always pro. Get them in, get them in, get them in, make the calls.   Same thing on unscheduled treatment plans. Let's get all those patients scheduled in, like clean it up. And that means we print out the whole list of unscheduled treatment plans we're going through. We're cleaning up treatment plans. they ⁓ didn't accept treatment and they denied it, we need to clean it out of the treatment plans. We need to clean it up towards an actual list. We need to call patients. And I prioritize, I'm not just going down the list A to Z of calling patients. I really want my team to get the best bang for our buck. So I'm going to look to see what do need to fill our schedule for to hit our goal.   let's go find treatment plans that fit that amount, fill those in first. So let's prioritize the treatment plans that we want. And then after that, I'm going to suggest that your team starts to clean it up, call your TC should be able to get through that entire list. So I've got my scheduler calling all their re-care. I've got my TC cleaning up all of my unscheduled treatment when I'm gone for, and this would be if I was out for a week. If I'm only out for a couple of days, there are other things. Then we're going to go after that and we're going to go to our billing. So this is like office manager, biller.   We should be able to in one week's time if we have no patients truly, they should be able to get through your almost your entire AR list if not the whole AR list. So I prioritize which days am I calling on insurances. I'm going to be calling my patient balances. I'm also going to prioritize which ones I want them to do to make sure that we're hitting our biggest bang for our buck because we can collect. Tiff and I were talking on another podcast. sat there for a couple of minutes in an office, called and collected on three accounts very quickly and easily.   but we need to go into like the mindset we're here to help these patients. We're here to collect the money. We're here to serve them, ⁓ figure it out. Now this does not mean we're sitting here texting. So many people are like, we're calling, we're texting, but I'm like, no, no, no. We're calling with intentionality to get the AR cleaned up. Like your job in one month is to collect, I don't know, a hundred grand or whatever it is. So setting that goal and expectation and agreement together really makes it to where a doctor's like, we're getting us out of the hole that we got into.   We're doing these big hefty projects that we've been putting off and we're really making a huge movement. So those would be like real quick. Now for your hygiene team, if they are there, I recommend that they are seeing patients pending your state laws. And dental assistant teams, this is where we're going to go through. You can organize your supply closet, clean it all out, put the tip out bins in place so we cut down our supply costs for us. Notice every single thing I'm saying is propelling your business forward. Every single one of them. We're not sitting here like, I really want to reorganize my ops.   Well, great, if you're reorganize your op, you're making a protocol for it, a template for it, and you're making all ops exactly the same. ⁓ If we're doing supplies, we're not just sitting here like cleaning house, we're putting tip-out bins, we're making it towards a more efficient ordering system, we're actually moving the needle forward rather than just wasting time and spending time. ⁓ Those are some really big things for every single department. You could organize the burr blocks, we could figure out our inventory, we could get an inventory thing in place.   We could work with a buying group. could negotiate deals on that. We could get a membership program put into place. ⁓ We could work on our marketing, like our TikToks for the next hour long. Now, if I was having them build out all of my marketing videos while we were out, I would limit it to, I only want you working on this for two hours because marketing's so fun and your team could sit there for so long, but that's more fun in its brand awareness more than it's going to drive and get results moving forward.   So those would be some things that I would do. ⁓ You can go and answer all the reviews and answer every single one of those. So you boost up your SEO to get it higher on the algorithms. All of that would be stuff that I'd be building out, mapping out, putting things into place. But really, think getting that ops manual updated would be something so valuable. Calling on all the unscheduled re-care, calling on all of our unscheduled treatment, going after our insurance and AR. And even if you've got clinical team members,   give them some of these lists. They can call on unscheduled treatments. They can call on re-care. They can call on balances. They can call and sit on hold with insurance companies. Imagine if you will, you've got five phones going on different insurance companies and when everyone picks up, the biller goes and pops over to that. Like that is huge efficiency to get through these lists, to get things resubmitted. And also if your team members have to come and listen on insurance, you better believe they'll be much better at getting those claims. Correct information. Update your note templates if we're noticing a lot of these balances aren't getting paid. Why?   How can we fix this forever and move it forward? So I'm always looking for what are the like cobwebs that don't just make us feel better, but actually move our company forward. These are things in the doctors, when you come back, you're like, wow, like, and have them report. I always love them to report like, hey, I was out, what did you get done? Like tell me your wins. What did we end up like? We were able to schedule 50 patients while you guys were out. That's amazing. That's a good use of the time, like absolutely worth it. We were able to bring in.   I don't know, 100,000 worth of unscheduled treatment plants. Like, frick, yeah, that's amazing. We were able to collect $100,000 worth of balances and that took out 55 or 100 accounts that we were able to get through. They should be able to get through way more than that, especially no patients, no interruptions. Now, when I have that, also make sure that I'm like, hey guys, I want you to have a good time. I'm out. I also really do expect that we see results from this. So let's set this up. That way all of us are on the same page. Here's extra projects if we get done earlier.   Could you imagine if you came back and your whole operations manual was done? No, this is not fun. So if team members are going to be working there, I want it to be something that's moving our business forward. I don't want it to be like, we're just sitting here cleaning the mill. No, we can get that done. We have to get that done. That's urgent. That will get done no matter what. But what won't get done is the unscheduled treatment list. What won't get done is the AR. What won't get done are the operations manuals. Things that we won't like.   Urgent things are you will sharpen your instruments hygienist. I promise you, will. This is not a time where we have everybody out that we just sit there. That's a nice to do, but it's not a must do. I'm looking for projects that move you forward that we wouldn't otherwise take the time to do. I know people will sharpen instruments because it hurts your hands. So you'll get that done. I know you will reorganize ops. Like things like that, like things that are urgent that always will get done. That's not usually the week that I want that to be done. I don't want you cleaning the mill. You have to do that. I don't want us like   sending out all of our cases, like we have to do that, that will get done. What I want us doing are things that will move us forward. So hopefully that gave you a bunch of ideas. A lot of times we'll actually work with teens when doctors are out and just get that operations manual done. We're working with them, we're checking in with them, or we're helping with the billing. A lot of these things can be done when you're on vacation. So hey, if you're like, I don't want to have that conversation with my team. I don't want to tell them I'd prefer a consultant to do that. Right, that's what we're here for. But hopefully that just helps you think of all these other ideas that your team can do that are.   moving you forward while you're gone rather than just like having a good time while you're gone. Again, I want it to be play. want to be fun. But if I'm paying them, I want to make sure that we're actually getting the results and we're moving things forward. That way we're not wasting our time either. So as always, I hope this was helpful. I hope it was informational for you. And if you need more tips or tricks, be sure to get on our newsletter. We have a lot of these things. If you haven't joined us, be sure to subscribe. Head on over to TheDentalATeam.com There is a newsletter link so you can join it. You can be a part of it. I'd love to have you be a part of it.   And if you're like, gosh, I just need help on my practice. I don't even know where to start. Schedule a call. We actually go through an entire practice assessment, show your blind spots, give you valuable tips and resources. I'd love to chat with you. But go enjoy your vacations guilt free, having a solid plan in place with your team. And as always, thanks for listening. I'll catch you next time on the Dental A Team Podcast.  

Wanna see what actually goes into planning a seven-figure quarter? I'm pulling back the curtain and walking you through how I'm building Q3, live and in real-time. From filling my mastermind to launching a brand new app, you're getting the exact steps, milestones, KPIs, and projections we're using in the business. Grab your pen, your favorite drink, and your CEO hat, because this is the plan that keeps revenue rolling and impact growing!TIMESTAMPS:00:00 - Why you're not responsible for the outcome—just the actions00:55 - How I mapped out Q3 using my CEO Dashboard03:00 - Mastermind strategy: Pricing, projections, and personalized invites07:00 - Launching my new app: Beta group details + newsletter power13:00 - Why low-ticket offers are magic for list growth and revenue17:50 - KPI mapping: turning goals into team action20:00 - Reframing your role: Stop stressing over signups, focus on execution22:06 - How this works for YOUR business (yes, even if you don't have an app!)RESOURCES:

In this lively episode of Blue Collar Nation, Larry and Eric sit down with Jeff Jones—Director of Sales & Marketing and business coach at Violand Management—to unpack how trade businesses in the disaster restoration, HVAC, plumbing, and janitorial industries can thrive in today's slower market. Jeff shares his journey from family hardware stores to becoming VP of Everything Amazing, reveals why aggressive sales during downturns can lead to market dominance, and highlights essential future-forward skills: using AI, mastering financial KPIs, and building accountable, multi-generational teams. Plus, dive into Violand's signature training events—Executive Summits, business planning workshops, and targeted manager development programs—to fuel long‑term growth.TITLE SPONSOR:Super Tech UniversityDramatically improve your team's performance with a system of short daily video lessons training your team in soft skills. When you invest in your team and teach them soft skills, your team can make you more profit. Go to https://supertechu.com/ for more info.Click here for a discount: https://supertechu.com/register/podcastoffer/.Here is an entrepreneur's story you will relate to.SPONSOR: C&R MagazineC&R magazine is the leading periodical in the Cleaning and Restoration industry. Owner and editor Michelle Blevins has brought printed copies back from the dead to increase reader experience. Go to www.candrmagazine.com to get your free copy sent directly to your home or business.

How did you end up in the property management industry? Becoming an entrepreneur is often a difficult and lonely path with many ups and downs along the way. Many property management business owners are miserable in their own businesses. In today's episode of the #DoorGrowShow, property management growth expert Jason Hull sits down with property manager and DoorGrow client Derek Morton to discuss how he was able to build his property management business and team around himself. You'll Learn [01:53] The Entrepreneurial Struggle [09:03] Building a Business Based on Humanity and Care [26:48] The Impact of The Right Company Culture and Team [38:57] Masterminding with Savvy Property Managers Quotables “Property management really is a business of relationships.” “If people fail me, sometimes I don't have a proportional response. So why would I expect anyone else to act differently?”  ”Your internal beliefs really, I think, shape the environment that we allow or create around ourselves.” “If you're relying on team members, it's really dumb to think you've got all of the best ideas and nobody else is as smart as you.” Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript [00:00:00] Derek: Sarah was like, "Hey, you did all this stuff, how did you do it?" And I'm like, I don't know. And so we went back and we ran the numbers. 88% of my growth has come from my network and just those relationships.  [00:00:13] Jason: They say your network is your net worth, right? [00:00:15] Jason: Okay. I'm Jason Hull, the founder and CEO of DoorGrow, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management business owners. For over a decade and a half, we have brought innovative strategies and optimization to the property management industry. [00:00:32] Jason: At DoorGrow, we have spoken to thousands of property management business owners coached, consulted, and cleaned up hundreds of businesses, helping them add doors, improve pricing, increase profit, simplify operations, and build and replace teams. We are like bar Rescue for property managers. In fact, we have cleaned up and rebranded over 300 businesses, done websites for hundreds more than that, and we run the leading property management mastermind with more video testimonials and reviews than any other coach or consultant in the industry. At DoorGrow, we believe that good property managers can change the world, and that property management is the ultimate, high-trust gateway to real estate deals, relationships, and residual income. At DoorGrow, we are on a mission to transform property management business owners and their businesses. [00:01:16] Jason: That's our mission statement. We want to transform the industry, eliminate the bs, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. Now let's get into the show.  [00:01:27] Jason: So I'm hanging out today with one of our clients, Derek Morton, over at Net Gain Property Management. [00:01:32] Jason: Derek, welcome to the show.  [00:01:33] Derek: Thanks for having me. I'm excited.  [00:01:35] Jason: So, Derek, you're doing a lot of unique things there and you've had a lot of success and things have been going really well. I'm excited to to, you know, get into you know, some of this unique stuff that you're doing and chat about this topic of 'from crisis to connection.' [00:01:53] Jason: And so to kick things off, tell everybody how did you get into— when did you first figure out you were an entrepreneur? Like how'd you get into business? And then maybe that'll segue into starting a property management business and so on. Give us some back background on you.  [00:02:10] Derek: I still struggle viewing myself as an entrepreneur to be honest with you in that way. [00:02:16] Derek: Like I've done sales stuff growing up and my parents are like, you suck at this. Like, you're not going to be able to make a living.  [00:02:23] Jason: They didn't believe in you.  [00:02:23] Derek: No, they're very self-aware. Like, I mean, trust me, I understood like they were right. But like, what was funny is like on the sales, like I couldn't close but I could present and I could put on a show and make it entertaining. [00:02:37] Derek: And so, like, one of the things that I did is I sold Cutco knives. Okay. But I couldn't close. But I would have more people like, and I'd have a longer list of referrals of people's friends after the end of each one of the presentations than anyone else. But I couldn't close, so I was getting, I made a decent amount of money, because you got paid per presentation. [00:02:57] Derek: And they couldn't figure it out. And they sat in on one of my things and they're like, "you need to close the deal." And I'm like, "I don't know how to close the deal." I just, you know, and then I ran a snow cone shack, and that was probably one of the funnest things I ever did. And we went crazy with stuff. [00:03:10] Derek: Couldn't make any money, me and my partner, but we had a good time and made an impact. We had came up with all sorts of crazy combinations and all this time I was in the title industry when I was running that and marketing and just built relationships and that was all my sales, was just relationships. [00:03:26] Derek: I can't do hard sales like it makes me sick. Yeah. But the relationships and all that stuff comes naturally. And so, I mean that's—  [00:03:35] Jason: and property management really is a business of relationships.  [00:03:38] Derek: It is.  [00:03:38] Jason: And people that lose sight of that think it's some sort of tech game or like a lot of these businesses have felt failed. [00:03:45] Jason: They just, they don't get it.  [00:03:47] Derek: As you say, the deals close at the speed of trust. Yeah. I do say, and so see, I listen sometimes and sometimes, enough to gather a few things. But being able to work on those relationships and just see people has like, been that secret elixir. [00:04:03] Derek: And so when I was looking to start a property management company my parents were like, "you're an idiot. You failed at everything else." Even my wife was nervous. The only thing that convinced her was we were in the process of building a house and we were going to rent out our town home. And she's like, "there's too many property management companies where we're at. I'm not going to pay, you know, who's going to pay 10% or whatever for this, like, when you can do it yourself." And I said, "okay, you're going to do this on your own." And so I just let her do it. And she had asked questions and I said, "Google it." And as someone who's married yourself, you can understand how well that went over. [00:04:39] Derek: And so, and then hearing everyone's stories and different things like that, my wife, by the time we had it rented out was like, "okay, you have my support." And then the, you know, the rest is history. Rough first year, and then we've just been on a rocket ride since.  [00:04:53] Jason: So you, how important do you feel like it was to get your wife's support? [00:04:59] Jason: I've been the entrepreneur that didn't have support in a previous marriage, like that was a rough thing.  [00:05:05] Derek: Oh it's a hundred percent. Like, I mean, it's the only way I could do like, I mean, so about six months in, so I didn't take, really take a paycheck the first year. We were living off savings. Yeah. It was kind of a struggle. My partner was looking at me like, "you're going to make this work." And once again, like, I struggled one, you know, with hard sales and the hard part that I didn't realize that, you know, I was marketing for title companies, so I had all these real estate agent contacts. But it's a town. It's notorious. When you try something new, they're like, "we know you as the title guy. We don't know you as the property management guy. That's a different thing." And so I was like, "oh they know me, trust, and they sent me all these deals to close for them, you know, for the client. [00:05:42] Derek: So they're going to try. And they're like, it's different. And I'm like, okay. Yeah. So I didn't anticipate that, but I remember one time, my partner had set up with the real estate brokerage he was in the management company or the broker of the business. Were going to start a statewide management company. [00:05:59] Derek: And they were going to have me run Cedar and we had a conversation and my partner was laughing because I was, I had no leverage. But I was kind of belligerent because I'm like, your software sucks. Like, I know I don't have a whole lot of clients, but like why would I ask them to take a step down on the level of service? And with that being said, I'm like, I have a family to provide for, and I'm like, the dream's dead. Everyone's right, right? I can't do sales. I'm not an entrepreneur. I can't work for anyone else either, so I'm like, I'm kind of screwed.  [00:06:26] Jason: I'm unemployable. That kind of means you're an entrepreneur if you're unemployable. [00:06:30] Derek: I mean, that's the funny thing is my family's like, "why don't you find a job?" I'm like, "I tried." All these companies, like, "dude, you've done so many cool, amazing things. We love you and everything. We can't hire you." "Why not?" "You just don't fit our culture." And I'm like, "**** you!" Oh yeah that's probably why I don't fit your culture. [00:06:45] Derek: Right. And so like I had at that point decided I was going to sell out and I'm like, okay, I'll work for something else and if not something else, I'll just kind of, this will be the next step. I'll just balance and then figure out where I go to next.  [00:06:56] Sarah: Yeah.  [00:06:57] Derek: But I woke up at like three o'clock in the morning and I'm just like, I can't do it. [00:07:00] Derek: I can't do it. And told my wife, I said, "I can't sell." And she's like, "okay, but when are you going to make money?" "I don't know. You know, I just know I can't sell." And I went to my business partner and I'm like, "I can't sell." And he looks at me and he is like, "I've seen you do dumber stuff. So, okay. What's your plan?" [00:07:21] Derek: "I don't have a plan." And then I remember. So I'm just like, all right. Like I have to figure this out. Two weeks later, an agent buddy of mine like calls me and he is like, "I am tired of my wife doing property management. Come in, let's talk." And at this point I think I was like at 40, 40 units. And you know, accounting's not my strong point. [00:07:41] Derek: because everyone's like, "oh, 40 units, you should been making money." I'm like, I was just trying to figure out the flow of money. Like that's not my strong point.  [00:07:47] Jason: And so this is the crisis. And the crisis to connection is like, you were just like trying to figure out mm-hmm we need money. Mm-hmm. [00:07:55] Derek: And and so he goes, "here's the deal you pay me, you know, one month's management fee and they're all yours. Here's 25 units." We did the math, it was like five grand. And what's funny is my business partner's like "you do not make a deal without talking to me." We were 50: 50 partners and we'd always joke around about like, Hey, I'm going to use my 50% majority and make this decision. [00:08:17] Derek: And we just, you know, this is kind of, we were interacted. So I came out of that meeting and I said, "I'm buying them." And he was pissed. He is, like "I told you—" and I said, "dude, it's $5,000." And he's like, oh yep, nope, we're good. We're good. We didn't tell anyone. Didn't make a big announcement. Yeah. But there was something about that moment like that led to credibility. [00:08:37] Derek: For whatever reason there was just a threshold of units. All of a sudden, now I'm at 65 and I was like, oh, like you're kind of legit. And then it's just kind of has been spiraling since then. And within six months I'd hired my first employee. because we were at a hundred units and I was adding 20 that month. [00:08:51] Derek: But but yeah, so that's just kind of the story and I still laugh because I don't view myself as an entrepreneur. It's just kind of, I view myself as a guy who's really good at relationships and magic happens with that.  [00:09:03] Jason: So, and you know, you mentioned at the beginning that you really, that's kind of your area of genius is you're really good at connecting with people and building relationships. [00:09:13] Jason: One of the things that I, you know, that one of the gifts I see in you that I've noticed, you know, as a coach is you genuinely care about people. You genuinely care about your team. You genuinely care about your clients, you care about the tenants. And I think it's that care that's really allowed you to have the success that you've been seeing. [00:09:35] Derek: Oh, a hundred percent. Like we, we laugh all the time. I said people as a whole are awesome and so good. There's so many incredible things. Individuals can be idiots, some, you know, me included. I'm an individual. But by and large, I mean that's,  [00:09:48] Jason: That's a very different belief though. And there's a lot of people that are like, "I don't like people, but I like you." [00:09:53] Jason: You know, or stuff like this. My wife's Sarah, she's like, "I don't generally like people, but I like you." You know, she likes Derek, you know, but Yeah. But you have this belief that people are awesome and I think that belief is, you know, that's a unique belief.  [00:10:07] Derek: Yeah. And I, you know, and especially in property management, like I, I mean, "oh, you're going to get yelled at all the time." [00:10:12] Derek: And I'm like, yeah. I mean, yeah. You know, sometimes it's deserved, sometimes it's not. And as long as you can separate those, like that's what's amazing. Like sometimes you're like, we failed and I can't control how people are going to respond. because if people fail me sometimes I don't have a proportional response. [00:10:27] Derek: So why would I expect anyone else to act differently? And so we just own it and try to fix it and apologize and, you know.  [00:10:36] Jason: Yeah. Yeah. Yeah. And I think that another attribute, you know, there's generally, you know, the idea of not having to be perfect or look perfect all the time, there's a certain level of humility. [00:10:48] Jason: You joke about yourself like a lot, and you know, you, even from the outset of this, you know this podcast you recognize you're not this perfect unflawed person. And I think there's, that level of humanity, it's disarming, it allows people to feel even safer. And I think a lot of property managers listening could take note is they're always trying to maintain this perfect perception that there is this thing that never has a problem. [00:11:15] Derek: Oh, like, yeah. I mean, yeah, it's life's messy. I'm messy. Like, I mean, like everyone's messy. Yeah. We try to put on this show, you know? And I mean, that's one of the things, like part of the, my background coming into property management has given me the different perspective. I mean, so I served on the board for the local homeless shelter. [00:11:37] Jason: Okay.  [00:11:37] Derek: And so, like I saw on a day-to-day basis, like people going through crisises and seeing them and realizing, I'm like I was one or two decisions, or one or two friends from being there.  [00:11:50] Jason: Yeah.  [00:11:50] Derek: And so being able to recognize like that going, you know, if I would've gone to this, or if I would've done this, or, I mean, I can count on one hand, like times in my life that I'm like, you know, that was divine intervention. [00:12:05] Derek: I had a friend gimme a call at the right time and invite me to go do that before I did something stupid. You know, and it's like, I tell my kids all the time, I said, you're going to make mistakes. You know, the deci the hard part is making sure that those mistakes aren't life changing. And unfortunately, outside of a few, like big obvious ones, you never know when those life changing ones are until you know they're past. [00:12:27] Jason: You know, I really believe we are the creators of our own reality, and I believe that your belief that in divine intervention, belief in God being able to take care of you and that you trusting in that has allowed you to avoid some of those. Because I'm sure when you were talking to people at that local homeless shelter, you're getting this perspective, oh man, they just made one bad decision that led to this. Or they were just like, I'm one step away from this. But they probably, a lot of them you probably picked up, they have a different belief system than you do.  [00:13:01] Derek: Yeah. And I mean, what's fascinating though, when you work with those, they're generally trying to change. [00:13:06] Jason: Yeah.  [00:13:07] Derek: And this is a perspective of it, and it was eyeopening. So like when we set up our first transitional house for men and women coming out of homelessness and domestic violence, my kids still call it the stinky house. Like it was the stink, it was stinky house, it was a dump. [00:13:18] Derek: And like we fixed it up. Like, I mean, I've told the story like Home Depot, like called and walked off the job. because they were pulling up carpet. There was like dog crap, like somehow shoved underneath the— like, like, it was horrible. They had like 20 people and 15 dogs and 13 cats living here before this owner bought it. [00:13:37] Jason: Yeah.  [00:13:38] Derek: And he wanted to do student housing. And we're like, and I was like, all right, let's do it.  [00:13:42] Jason: Because all their parents paying the bill want them to be in that property.  [00:13:45] Derek: This was not like student housing at the time, but he is like. You know, as far I'm like, and it was still, to this day, it's like one of the best property pitches I've ever done. [00:13:53] Derek: And I'm still kind of a little bitter and I still manage this owner. I'm like, "we've done a lot of good with this house. But remember that pitch?" And it is like, "I know," and that pitch would've cost me a lot of money that I wouldn't have been able to make. It was awesome. It's what sold me on you and trust me. [00:14:09] Derek: because you put a lot of work into that. And so we pivoted because it's, you know, it was funny. It's like going back to divine intervention. Yeah, he spoke numerous times. He's like, "this house was speaking to me." Like, he's just like, "I have to have this house. I don't know why. I don't know what, despite everything," and so, you know, we kind of pitched and we made it up and worked with the homeless shelter going, here's what we think, there's, here's some funding. [00:14:33] Derek: Like, let's just figure it out. And he was on board and you know, so when we moved the first three in, they were so, so ecstatic. Hearing their stories, one of them grew up not far from where I grew up, and I laughed because, you know, he left where he grew up because he didn't want to get into drugs. [00:14:52] Derek: Lo and behold, he came to Cedar City and he got into drugs. So he left where I'm like, "dude, yeah, no wonder like you, you didn't do drugs in that area where you grew up? Like that's impress— but you got into it in Cedar?" he goes, "I know it doesn't track. I left to get away and then it was just. It just, you know," and it goes back to the connections that he made and the friends that he made and  [00:15:12] Jason: Yeah.  [00:15:13] Derek: And all of that, their ability,  [00:15:14] Jason: ... really that's who you are and how you're showing up and your beliefs and what you feel you deserve and what you you feel you're worth. And so really boils down to your internal belief. [00:15:24] Jason: And your internal beliefs really, I think, shape the environment that we allow or create around ourselves.  [00:15:30] Derek: Yeah. And these people like with, as their belief group, like their ability to celebrate like small victories.  [00:15:37] Jason: Yeah.  [00:15:38] Derek: That were just like, you wouldn't think we're that big. I remember they threw a party—  [00:15:42] Jason: Things they didn't have that most people would take for granted. [00:15:44] Derek: Yeah. I mean, the one got a job and he was able to hold it for a week, and so they threw a party. They bought a big old huge cake. I don't know how they got the money held. And they're like—  [00:15:53] Jason: yeah.  [00:15:53] Derek: They're like, "he kept his job for a week. He hasn't done that for years. Like, we're going to throw a party. You should come." [00:15:59] Jason: Right. Celebrate the wins.  [00:16:01] Derek: I mean, they had a cake and they were celebrating and like the music was loud, and I'm just like, " you kept a job for a week and you're celebrating?" Like, it was just I'm like, is this real life? Like this is, we're celebrating? I'm like, this is like common sense. Like, you know what I mean? [00:16:18] Derek: But it was a big deal for them. And then, you know, same thing with—  [00:16:21] Jason: it's common for you and it's maybe common for others, but for some that's not common. And so, yeah. We got to celebrate progress.  [00:16:29] Derek: Like, it was amazing. And just, you know, when you look at their sobriety coins and stuff they get at, those are always huge things. [00:16:35] Jason: Yeah.  [00:16:36] Derek: To do and being able to, you know, and they have to fight. Like, holy crap. Yeah. I mean, I wish people fully understood how hard they have to fight.  [00:16:45] Jason: Well, I think it was Alex Hormozi one of my former mentors and coaches, and he was also in a mastermind with me. He mentioned that you don't get self-esteem or self-worth by saying a bunch of affirmations in the mirror. [00:16:59] Jason: You get it by getting evidence. And these little wins that they're getting is giving them some evidence that maybe is in conflict with the current identity they've been holding.  [00:17:09] Derek: Yeah, I mean. When you look at these people, I mean, they, you know, and I love them. I love that population.  [00:17:15] Derek: Like it, it's amazing. [00:17:17] Derek: The insights that I've gotten into life and everything is unbelievable. And it's changed the way I operate my business and understanding to make sure that we can try to find support because you really are, there's these moments as we hinted at that you know, like, I think sometimes we have an inkling that these are moments, right? [00:17:37] Derek: But not always. And there's these moments that if you can get the support or the right person, like they're life changing and they go it makes a huge impact. Way more than it would on my life.  [00:17:49] Jason: Yeah.  [00:17:49] Derek: But it's huge on theirs.  [00:17:51] Jason: Yeah. So I mean, and this goes to your kind of core values that you've kind of built your business and your life around is, you know, related to contribution and making a difference. [00:18:02] Derek: Yeah, I mean, it's something, I mean, my, my parents raised me that way and I laugh like they, they always think that they failed me. because I just I'm different and quirky as you can attest. Yeah. And they just are like, you are not our child. Like we don't know where you came from. [00:18:17] Derek: And I just said, "I am both of your guys' best and worst qualities on steroids. So you struggle because you're looking in a mirror going, that could have been me. And instead we made it and now we can't control it." But I know my dad and mom were always heavily involved in different things and I watched that. [00:18:35] Derek: My poor kids have experienced too. I don't think they're going to be as heavily involved because they've seen more of the bad as opposed to the good.  [00:18:41] Jason: Okay.  [00:18:41] Derek: Sometimes with being willing to put yourself out there and be involved. And we're in a small town, so my kids can't escape dad. They go over, "oh you're Derek's boy, or you're Derek's daughter," and they just go, "yes." [00:18:54] Jason: right.  [00:18:54] Derek: But those values and being involved and realizing, you know, that was something that was instilled. Like, I can make a difference. And just, you know, my parents didn't put it this way. It's what I tell my kids all the time. I'm like, "you can go far in life. Just don't suck as a human being." Like you really just don't suck as a human being. [00:19:12] Derek: Like I said, my kids, my parents didn't put it that way. But they, I mean, it's through their actions and  [00:19:18] Jason: stuff.  [00:19:18] Jason: Are your parents, I mean, you strike me as pretty extroverted and connect and comfortable with people. Are your parents pretty introverted?  [00:19:26] Derek: Actually, my mom after the divorce, like she came out like pretty extroverted. [00:19:32] Derek: My dad was pretty extroverted. Okay. I grew up pretty introverted and it's still like my social battery, like it winds down and it's like, yeah I'm on a battery. When that battery's done, I just like but I've trained myself and I've just had to do so many different things that I'm like, I put myself out there and here's what it is, and that's how I have to get stuff done. [00:19:52] Derek: It's the only way to accomplish it. And then I can decompress and not have to worry about people until the next time.  [00:19:58] Jason: So, yeah, I'm very much the same way. I would categorize myself as an ambivert. So give people some context of kind of your journey here. How long ago did you start this property management business? [00:20:11] Derek: I started nine years ago in July.  [00:20:13] Jason: Okay. Nine years ago. And how many units are you at right now?  [00:20:18] Derek: We're at 650 units. Nice.  [00:20:20] Jason: Okay. Yeah, and I generally don't see people break four or 500 units unless they've got really good culture and a really good team. It just generally doesn't happen. And so you've built kind of a, it sounds like a unique culture. [00:20:33] Jason: You had mentioned earlier you didn't fit other people's culture. I. Like it was hard for you to get a job or stay in a job because you just didn't fit. In what way did you not fit that culture and how has that changed the type of business you've created around you? Because you have a very different culture in your business. [00:20:49] Jason: Obviously you fit in it because you're at the helm.  [00:20:52] Derek: It's my culture.  [00:20:53] Jason: It's yours. Yeah. It's your culture. So you built the business that didn't exist that you could work at. You know?  [00:21:00] Derek: So I'm pretty outspoken. And that doesn't always fit with the typical corporate job or working for other people. [00:21:07] Derek: because I'm not afraid to be like, "this is dumb and here's why I think it's dumb." And then with that, I think the other thing is I'm not as risk averse. I was really risk averse at one point in time, and then I got fired. And at that point I was like. Yeah, screw it. Like, like I survived once and so like, let's try this. [00:21:27] Derek: Um, Why not? You know, I like, but I also do a lot of research, so like, what seems risky the most like, is just the next step and it's logical. And I'm like, okay, yeah, we're going to do that. And you know why? Everyone's like, I, you know, I can't believe you're doing that. And I'm like, why? Like, this is the next step. [00:21:46] Derek: Why are you doing what you do? Like. You're selling yourself short. Like this is not risky to me. Yeah.  [00:21:51] Derek: And so because I just, you know, you get all the things in place and then you make the leap and you know there's going to be mistakes going back to, you know, the messiness. You're like, okay, I make that leap at 60, 70% certain and, you know, and realize that 30% may kill me off. [00:22:06] Derek: But because there's always stuff I miss, but, you know, life's more enjoyable that way and so those cultures just don't fit. You know, a lot of corporate and working for someone else. And then with us, like, you know, we try to let the girls in my office, I have three full-time employees. [00:22:20] Derek: And then and then a virtual assistant that, you know, they can speak openly and sometimes that is pretty open and honest with both of us with all of us. Yeah. And can be pretty gruff, but that's what we need. And like I tell them all, I said, "if you think I'm being an idiot, you can tell me I'm an idiot. Just, you know, make sure you have the evidence."  [00:22:37] Jason: How would you describe the culture then in your business? Like everybody has a voice. You mentioned outspoken, you mentioned basically, it sounds like you're willing to take feedback and you know, and I would imagine that allows the business to innovate and move forward much faster than most companies that don't foster environment of feedback or honesty. [00:22:58] Derek: I mean, there's a lot of times the girls in my office are right. They see stuff that I don't see. Yeah.  [00:23:03] Jason: If you're relying on team members, it's really dumb to think you've got all of the best ideas and nobody else is as smart as you.  [00:23:10] Derek: Well, and they, and we all balance each other out. [00:23:12] Derek: Like, you know, as you in your coaching terms I'm the visionary, right? The craziest thing you ever told me when we did the jumpstart.  [00:23:19] Jason: Yeah. [00:23:19] Derek: And I still laugh. For this past year and I wanted to, I brought it up at DoorGrow Live as part of the breakout session. When we did that, you're like, dude, you thrive in chaos. And I'm like, nah, yeah, maybe like, they're like, no, that's your life. And then as I was going through and putting together that breakout session, I'm just like. Jason was right, like is the girls are all stressed and everything. And my wife's like, what is going on? I'm like, this is amazing. [00:23:45] Derek: Like every said, you know, I got to figure out the student housing thing. And then we got this and we got this. And I'm like, this is fantastic. My mind's on overload. I'm going a million miles an hour, and I'm just like, this is great. All well, the girls are like ready to be balled, you know, baller than me pulling their hair out and, you know, and all of this stuff. [00:24:02] Derek: But that's where the balance comes in.  [00:24:04] Derek: And so, because with a visionary, there's certain tendencies that are pretty horrible and self-destructive that I've learned.  [00:24:12] Jason: Yeah.  [00:24:12] Derek: That have, it's been painful lessons over the years. [00:24:16] Derek: Which is why like, we spent the last three years really just cleaning up. Most of the stuff is still cleaning up our database from like eight years ago. That's like, why is not all this information in the property? I was just running, you know, who has time for that? [00:24:29] Derek: And so having that balance has been huge to kind of tone down those different aspects of my personality. So that we can move forward in a way that works and fit that's much better for us, much better for our owners that we work for, and much better for our tenants.  [00:24:50] Jason: Yeah. Well, you know, yeah I definitely can thrive in chaos and I think those that a lot of visionaries that might be like that, that are listening, that, you know, there's a certain amount of chaos that we feel really effective in while the everybody else are like freaking out. Sometimes I call it the Amon principle because like you've got, I was raised Mormon, and in that, there's this story where like, they're running around, freaking out. "We're going to get killed by the king, because the, these bad guys scatter our flocks." And Amon was the one that was like, "Hey. There's chaos. Here's an opportunity. I can create something out of chaos." And that he was able to show up as a leader. And everybody's like, "yeah, we'll do whatever you say because we're all going to die probably." So anything's better than dying. So they're like, let's do what this guy says and instantly is leading a group, even though he is the new guy. [00:25:40] Jason: Those are those in Myers-Briggs that have a P at the end that are listening. Like the raw material of chaos and new ideas and different things allows you to formulate some new thinking and to innovate and to create stuff. [00:25:52] Jason: Whereas those js, they're like, they're the ones that kind of keep us stable and they think inside the box and the box is a nice container and we need those team members that like can keep us a little bit, you know, protected and away from the, a little bit too crazy. And sometimes I jokingly call them the crusher of all hopes and dreams, but they keep us grounded and they keep us connected to reality and they protect the business, and they help us know when we're getting a little too wild, but we're the ones that stretch them outside the box. [00:26:22] Jason: We're the ones that help them lean into new ideas. And so I think depending on what you are as a business owner, we need that alternative. We need somebody that kind of can stretch us into growth or stretch us into maybe constraint and into some guardrails and some protective measures. And having a good planning system eventually and having team members that have a voice, I think is really important. [00:26:48] Jason: So. You built the business and built this culture and in nine years getting to 650 units that's, you know, that's no small feat. That's pretty decent growth. How have you gotten most of the doors up to this point?  [00:27:02] Derek: This is what's crazy. So when I was asked to do that breakout session and Sarah was like, "Hey, you did all this stuff, how did you do it?" And I'm like, I don't know. Yeah. And so we went back and we ran the numbers and so 88% of my growth has come from like my network and just those relationships.  [00:27:22] Jason: They say your network is your net worth, right? Yeah. So,  [00:27:25] Derek: so I mean, current owners expanding their portfolio, which is like awesome, right? [00:27:29] Derek: Because that means you're doing a really good job. They're like, "Hey, I'm comfortable, I want to buy more." [00:27:33] Jason: Yeah.  [00:27:34] Derek: Then they refer their friends. And then just kind of my group of friends that I have and then agents relationships that I've had over the years. Yeah. And so really only like 12% of my business has come from Google over the years, which was eyeopening. [00:27:48] Derek: Yeah. You know, because you hate when I say this phrase, but I don't know any other way like.  [00:27:53] Derek: You know, the really the ethoses of our companies, we just try not to suck. And I'm like, that was like the most—  [00:27:58] Jason: yeah,  [00:27:58] Derek: the best validation of that philosophy. I haven't figured out a better way to say it, to make it more Jason approved. [00:28:06] Derek: But it was awesome. Like, I mean, and so, and it was just validation for all the crazy stuff we've done. Like the owner's conference we do, the owner's gifts.  [00:28:16] Jason: Yeah, you do some unique things.  [00:28:18] Derek: Like just all those different things that it was like, alright, like the craziness worked. Like it was, you know, I have my own way of doing things. [00:28:25] Derek: I have my own way that I view the world. And that was like the best validation ever. Like it was awesome. And it was empowering because it just. You know, it played into my strengths as opposed to making, you know, cold calls and trying to do that way where I'm not as good at. It was a slower growth. [00:28:41] Derek: It was a slower burn. But now it's just— [00:28:44] Jason: now you can build systems for growth and we're working on some stuff with you, which is, which  [00:28:48] Derek: is the step that we're, that I'm on now, so.  [00:28:51] Jason: So, you know, there's a lot of property managers listening that maybe they have maybe more similar personality to you and they're good with people and they can make friends. [00:29:01] Jason: But one of the challenges I've seen with some of these individuals. They get stuck in this thinking as a business owner, that they have to be a business owner and what that looks like, and maybe it's more that corporate environment and they're like, I got to step out of being the guy that's connecting and networking and creating relationships and friends, and I've got to run this business and do all this stuff that's like not even aligned with their personality. [00:29:22] Jason: And so they really, it prevents them from being able to grow and creates a business that makes a miserable job for them. And then there's those listening that are like, "man, I suck at friends. I don't believe that people are awesome, as Derek says. And I just, I'm not into connecting with people," and they need to maybe. [00:29:40] Jason: You know, get a business development manager or salespeople or that like people, that can connect with people to bring in business and that's not their strength, you know? And so I think it's really awesome that you've been able to focus on building a business that you actually enjoy being in where most business owners think they need to build a business to please everybody else. [00:30:01] Derek: Well, and this is really a credit to you, Jason. So, I mean, I've been with you just over a year now.  [00:30:06] Derek: Like I stumbled across you. Yeah. Wow. Yeah, it's  [00:30:09] Jason: been a while. Little while. I didn't realize it's been that long.  [00:30:11] Derek: Yeah. Like, just kind of stumbled across you. because we'd, I had owners tell me like, "Hey, you need to expand up north and manage our properties. It's no longer a question of of if, you can no longer tell me no, it's a matter of when." I'm like, I can't do that, that my mind doesn't work that way. There's a reason I've been telling you no for years.  [00:30:27] Jason: Yeah.  [00:30:28] Derek: And so like we just stumbled across you and you know, I signed on pretty quick. [00:30:33] Derek: Yeah, because, you know, you spoke to me like you understood kind of at a level that I'm like, yeah, you know where I'm at. I understand,  [00:30:39] Jason: I understand your level of crazy for sure.  [00:30:41] Derek: I'm still that, like I'm in parts of the business that I'm not good at. I've pulled back so much and I'm in the process of pulling back more. [00:30:51] Jason: Well, what do you feel like over this year, what are some of the changes that you feel like you've made or that have been beneficial? How did. DoorGrow, me, Sarah, team help. Like what's changed?  [00:31:03] Derek: So one, trusting those that I hire, like I've had amazing staff, you know? [00:31:08] Derek: Yeah. But I'm also like, I need to do this. I'm the owner. And so being able to offload some of that. And so when you look the biggest thing is, you know, we all have certain ways that we think our business needs to look right, certain positions, we need to do this, we need to do that. And you gave me the freedom, and this is going to be kind of counterintuitive, but the time studies. [00:31:32] Jason: Yeah.  [00:31:32] Derek: You know, like was eye opening. because it's like, oh yeah, let's just take that off the girls' plate. Like, they don't like doing that. Why am I having them do that? Like, okay, so where does this need to go? And so being able to shift some stuff and now like now it doesn't matter, like what it looks like. It's based on my current staff. [00:31:51] Derek: And you know what I need and what the business needs. And so now like as I scale, I don't know what it's going to look like and nor do I care.  [00:32:00] Jason: Because you feel like you have a system for figuring out  [00:32:04] Derek: Yeah. Like, I mean, you, I remember you telling me that you know, each progressive time study, you're going to get more mad at yourself. [00:32:13] Derek: And I didn't believe it. because at first I'm like, oh yeah, like I love doing the showing. It's like, no problem. You know, I'll keep the girls in the office. Like, like I said, I love people. So me interacting with people you know, a lease and everything's like, dude, I love this property. [00:32:25] Derek: Like, cool, what do you do? Like, and just be able to like, I want to rent from this guy. And all of that. And then just certain other things. And so then the second time study I did, I was like a little more aggravated. And then the one I did in January with the girls in my office, because I said, we're going to do one and, you know, and kind of get some stuff into place for as we continue to grow and what that needs to look like. My whole thing was like, why am I doing this? He was all like, I was angry. Yeah. And Shaunna, as we're going through this, she goes, "your whole thing's angry." I'm like, "yeah, I'm shocked." [00:32:53] Derek: Like this was the worst thing ever. Like I was pissed. I'm like, why am I still doing showings? This needs to get off my plate.  [00:32:58] Derek: And she's like, you love doing showings? And I'm like, I do, but it's stupid for me to be doing showings. Like it just makes no sense. And so like over time having that and looking at the girls time studies and seeing certain trends, I'm like, okay, like yeah, I've got this. [00:33:13] Derek: I'm like, I have data and we're going to do another one here at the end of June to kind of make our next step because we're looking at another hire that we're trying to figure out exactly. This one will be, honest and frank conversations between me and my staff because I'm like, this is what I think we need and we can have them do. [00:33:28] Derek: And I think this is what they think going to be and well, so it may come to rock paper scissors, we'll see how that how that's decided. But having that time study and realizing. Like systems and people, you know, peoples and processes, right? You can, as long as you have those in place, you can scale.  [00:33:42] Jason: So for those listening, they're like, "time study. Like what? Like tracking your time?" Like could you explain to them the time study process and why it's beneficial?  [00:33:50] Derek: So it's basically every 15 minutes, here's what I did. And was it, you know, was I interrupted? Is this something I enjoy doing? Is this something I don't enjoy doing? Yeah. And so you can learn, you know, how to minimize the interruptions, you know, if there's certain things. [00:34:04] Derek: And then, you know, how do you get some stuff that you don't enjoy doing as much? You know, there's always the nature of it. There's always going to be things you don't enjoy doing, right? Yeah. But if you can kind of farm those off and then let those focus on. You know, those that are, be good at that be able to take that on because they actually enjoy doing that. [00:34:24] Derek: I think you described it to me like, because it was like, this doesn't make any sense. You're like, how many plumbers are there in the world and they love it.  [00:34:32] Jason: Yeah,  [00:34:33] Derek: they love swimming in the muck and here's what it is and they make good money with it. And I'm like, that makes sense to me. Like it just, it's, I'm like, oh yeah, there are a lot of plumbers. [00:34:40] Derek: Yeah, there,  [00:34:41] Jason: there's people that love doing everything that you don't enjoy doing. There's somebody out there that loves doing that and I think the time study, the purpose of it, isn't just to see where your time goes, there is that advantage, but it's really to figure out, not just time, but it's to figure out energy, like which things are giving you life, which things are taking it away? [00:34:59] Jason: What are the plus signs? What are the minus signs? And I love that you're already having team members do it because if you want to keep team members, and keep them happy and have really good culture and really good team, you want to move them towards their areas of genius, the things that they're naturally inclined to be great at in their personality. [00:35:15] Derek: Well, and it also like the way we did it, I had, I promised the girls, I said, I'm not looking at what you're doing. I know you're doing your job.  [00:35:21] Jason: Yeah.  [00:35:22] Derek: And they had all come from a corporate environment, so when they're hearing time studies, they like, there was huge fear. [00:35:27] Derek: There's a reason it was took nine months after I hired you, before I was finally like, you need to do this, right? Like, I'm going to die on this sword and you're going to have to trust me that I'm not looking at going, "Hey, like why are you doing this instead of you doing this?" and so when I went to with Shaunna, like I looked at it and we went through, I was like, man, we're taking a lot of phone calls. [00:35:48] Derek: Is there ways we can do that? And not that we had to make out actions on any of that right now, but it's like it started the conversation that now even six months later are starting to come to fruition that, that look, hey, like we are still dealing with a lot of this. We're dealing with a lot of this. Is there ways we can do this? [00:36:04] Derek: Things that I've put on the back burner for years, I'm like, I really need to look into this. That, like, looking at it, I'm like, oh yeah, this is like crisis. Like I've failed my staff, right?  [00:36:14] Jason: Yeah.  [00:36:15] Derek: And so kind of put some of those solutions in place and get answers for them and make things like that work. [00:36:19] Derek: So it was eyeopening, but it doesn't really. You don't matter how it looks. I mean, so like, I joke all the time, you know, at one point in time my office staff, because you're used to, when you hear property management, like, oh, you have a leasing agent, you have a maintenance coordinator, you have, you know, your office manager and the grocery, oh, you have a regional manager. [00:36:39] Derek: My staff at one point in time was a student life coordinator, a housing advocate, and an office queen. That was her technical term. Right. We even gave her a crown. When I went to London, I found a shirt that had a queen. And so like, we got her that, right. It was, it was on her business cards and everything. [00:36:54] Derek: Okay. But it doesn't matter. Like, and titles don't matter. Like, it's just a matter of putting them in the position to where they and the business can succeed.  [00:37:04] Jason: I mean, really a lot of business owners are trying to optimize their team through micromanagement and through KPIs and through metrics and trying to force them to perform better. [00:37:14] Jason: And our philosophy at DoorGrow is quite different. Like we're basically by doing time studies and by setting really good culture and establishing that we're optimizing based on personalities. Which is fundamentally way more effective. And so your business from the ground up is becoming more and more optimized based on your talent and they're able to perform at a much higher level. [00:37:37] Jason: Also, by doing the time studies you had mentioned getting clear on interruptions. Interruptions of that hidden thief in a property management business I talk about. And so by getting your team conscious of these interruptions and taking a fresh look at them. Do they need to happen? Most property management companies give their tenants and their owners a completely blank check to steal their money, steal profitability, and to increase operational costs. [00:38:01] Jason: They're like, call us anytime. And they just think, "we just got to add more staff and more phones and more everything." And so by your team doing time studies, they're becoming aware of interruptions, interrupting each other, interrupting you, like all that. They're starting to become conscious that this—  [00:38:16] Derek: or me interrupting them. [00:38:18] Jason: Yes.  [00:38:18] Derek: Like that came out. I'm like,  [00:38:20] Jason: Derek interrupted me five times on my time study. What the hell, Derek, why? Like, why can't, that came up quite a bit. Let's find another system, right? because there's Derek's sneaker net in the office walking in, interrupting, and you know. Yeah. So taking away Derek's blank check to disrupt his own team maybe. [00:38:39] Derek: Yeah. That's when we build a new office it's mandatory that I have my own space. Right now we have an open concept.  [00:38:45] Jason: Right? I've had clients after doing time studies that start working from home and their office performance goes up because they're not screwing everything up all the time. [00:38:53] Derek: That's now that my son's moved out, that's in the works myself too, so.  [00:38:57] Jason: Okay. Yeah. So, so it sounds like a big thing that you've gotten so far in DoorGrow is just more and more clarity. And so you can make better decisions as a team.  [00:39:07] Derek: Well, and confidence. I didn't know what I was going to be doing like when we were looking to make that leap, I'm like, Hey, I pretty much told I have to, so I have to figure this out, you know, to manage Northern Utah. And now like, we kind of laugh because it's like, okay, we did that and now it's just here's what we require for other parts of the state. [00:39:27] Derek: And having done it once we're kind of like, why the hell not? Like, what's next? That's been eyeopening. And then the other thing that's awesome. I mean, so I mean you got a network of the other property managers that you can use their brain and they can use yours and brainstorm and I mean that was the magic of DoorGrow Live a couple weeks ago. [00:39:46] Jason: Yeah.  [00:39:46] Derek: Being able to network and visit with 40 other property managers and be able to just kind of hear their pains and brainstorm and  [00:39:53] Jason: Yeah.  [00:39:53] Derek: You know, I learned just as much from those that had 25 units as those that were larger. I mean, and everyone had an attitude of learning. I mean, one of the best meetings ever is like, so we had a breakfast that Sunday morning, Ed and Sylvie and I, and all three of us were just like. [00:40:09] Derek: And Sylvie's like, I mean, she's a small, Ed's over 300 and has done it all and seen it all. And I'm at 600 and we're just like sitting there taking notes with what Sylvie was saying, like, we're like, that's genius. You know? Yeah. And and so just learning kind of where everyone else is at and understanding you can learn things from other people like, and it,  [00:40:26] Jason: yeah. [00:40:26] Jason: Sylvie's super sharp and I mean, she's just starting her property management business. But she's worked with coaches and mentors that I've been around that like were in high ticket masterminds and different things. Like her mindset is different and so everybody's bringing different things to the table. [00:40:42] Jason: Like you said, you can't just judge them based off door count. Some people are bringing some amazing things to the table. I think also, you know, we at DoorGrow, we attract a different breed of property managers. Like these are growth-minded people. It's very different. They're kind of the cream of the crop of the industry. [00:40:58] Jason: They're unique people that would invest money into their personal growth and personal development and into improving the business and be willing to take feedback and ideas from outside themselves, from a coach.  [00:41:10] Derek: And it's crazy at the time they're doing it. I'm like, man, I wish, I mean, that's ballsy. You're like, I'm at 50 units and I'm going to spend this much in a coach. Now it's money well spent. I'm like, I would've saved myself a whole lot of time and hassle had I done that. You know, so it's like it's a genius. We help them get an ROI,  [00:41:25] Jason: they can afford us, that's for sure.  [00:41:27] Derek: Yeah. I'm like, that's, that's gutsy. [00:41:29] Jason: Yeah. Some people are, they're really gutsy. But I think on the surface it may seem gutsy, but what I've noticed is I also get a lot of people coming to me that have bought into franchises that have really struggled. They've spent tons of money and they've really struggled, and sometimes for years, and I'm like, we could have solved this stuff like in a quarter, like we could have solved so many of these problems or helped them figure out how to grow so much quicker and they've just struggled with bad ideas and bad advice and not growing and, you know, or just so much stress and all of this stuff is so solvable and, you know, and I was that hardheaded guy in the past where I was like I can do everything myself and I'm a smart guy and I can watch YouTube videos and do courses and read books and but once I started investing in myself and realizing I sucked and I couldn't. I was hitting limits because of, you know, just who I was at the time. [00:42:24] Jason: I needed mentors and coaches to help me collapse time. Like it just reduced the amount of time wasting and experimentation because I mean, all of our clients are smart. I think they're all smart. All of them could figure out everything eventually, but, you know, it could take a decade longer. Like you can collapse a decade into a year if somebody just said, "Hey, I've tried that stuff. That doesn't work. Do this." And that's my shameless plug or competitive advantage is I've been able to see inside probably thousands of property management companies and see what doesn't work and what does work. And I'm not in the fire, like I'm objective. I'm not attached to any particular ideas. And so, you know, and I think that's the thing is I'm like, well, I've seen this and this. You could try that, but here's what will probably happen. [00:43:12] Jason: And I'm usually right because I've just seen, I've got so much data to work with. You mentioned confidence and I've, this is something I've noticed in you, Derek. I feel like you've shifted a lot over this last year in terms of confidence, just going from where you were when we first had our first conversation to you presenting to a group at DoorGrowLive and talking. [00:43:32] Jason: What have you noticed in the stuff that you've been working on in yourself and with your team in your own shift in confidence? Or have you seen this?  [00:43:42] Derek: I think clarity is what it is. Like. because I mean, I'm a control freak in so many ways, right? [00:43:48] Derek: It's my business and— Yeah. And I laugh because I'm not, unless it comes to my branding, I'm not OCD enough to be a control freak.  [00:43:58] Jason: Yeah.  [00:43:59] Derek: My branding, it's a completely different thing. Like I am like the crazy stuff I do. I'm like, it speaks, it has to be me. And I'm pretty anal retentive, and it's just a completely different beast. [00:44:09] Derek: Like, but as far as my business, I was such a control freak. And to be able to let that go so that I can be like, oh yeah this is what I enjoy. This is what I need to focus on. I care about that stuff. But that's a Shaunna and I can like, and then like recognizing certain things like now in the employees because— I recognize where we're at, like how do we jump in, you know, to kind of, to help. But the more I've gotten out of the day to day actually, the better the business has gotten because I can focus on the more higher level vision stuff. [00:44:43] Derek: And here's what it looks like. I, like I tell as I explain to people, I say I hate puzzles, but I'm really good at putting together the border and finding the like pieces and going, okay, these are all the pieces that go to the car. This goes to the bush. There may be some tree pieces in there like in the bush. [00:45:05] Derek: because you know you're just going. But I'm really good at that and kind of getting it close and seeing where things need to be. And that's my talent. I'm not good at spending the time to finish the puzzle. I enjoy the puzzle when it's done. Like, because, oh, that's beautiful, right? But getting in there, like, but I love gathering the like stuff. [00:45:28] Derek: I'm going, okay, here's this. Like, here's what you need. You know?  [00:45:32] Derek: There's this tech that I think can solve this problem. Holy crap. Like this is next level stuff. I can see that future and I can make those pivots. Yeah. And I can see those more clearly now as I've gotten out of the day to day. And that's where that additional confidence from. [00:45:45] Derek: because I'm like, you know, before I'm like, can I do this now? I'm like, why the hell not? Like it's just, and I've done enough crazy things that I've had some basic confidence, but. I mean, when I came to you, I've had the crap beat out of me for like three straight years. because of the growth and trying to clean up the book, like so much cleanup because I was an like, I was just an idiot and didn't have the systems and processes in place. [00:46:06] Derek: And so now that those are still, and we're still building them and still, you know, tweaking them and figuring them out, but that's where I'm like, cool. I can do a lot cooler stuff for us that I love, you know, that are important to me as opposed to being in the day to day. And I never really, like, I laugh because I told you, I said I do enough research that when I do the crazy stuff, it doesn't feel crazy. For me, when we made that leap up north, it's like there's now just kind of these moments that I'm like, that was crazy. Like I, we went to the Utah Apartment Association or Utah, sorry, rental Housing Association conference.  [00:46:41] Derek: And I'm talking to people like, oh, you're in Cedar City. Like, what are you doing up here? [00:46:45] Derek: Oh, like, I had to come, I came up here for a week for this and. You know, I had to work on my properties up here and they're like looking at me like, wait, hold on, you're managing stuff up here and you're based out of there. Yeah. I mean, we have two listings, 300 miles apart and that's all sudden. I'm like, that's kind of crazy. [00:47:00] Jason: Yeah.  [00:47:00] Derek: That's kind of insane, but it's just like, it just feels natural to me to where I'm like, unless you break it down like that, it just doesn't feel that crazy for me. Like, here's what it is. We got lucky on a few things and now like putting systems in place that I can continue to expand, know, where I want to expand. [00:47:15] Derek: And it's just like, yeah, we can make this happen. And that's more what we've, where I've gotten out of it. I always kind of had the crazy confidence to do crazy stuff. Now it's just like, oh, my business is no longer beating the crap out of me at the same level. And I can focus on what I enjoy. [00:47:29] Derek: Yeah.  [00:47:30] Jason: Well, I think that's maybe a good point to wrap up on is I think really it's been about helping you understand just yourself and helping you understand you so that you can build that business of your dreams. You can build the team around you that supports you. I mean, even from the very beginning and in the onboarding training, this is why I make sure that everybody's clear on the idea of the four reasons. Some of you maybe have heard me talk about on the podcast, I have a video on visionary versus operators, so they can kind of identify themselves and the more clarity we can give you on yourself and then doing time studies and figuring out your personality, then we can start to build the team and the business around you and get you out of those things. [00:48:08] Jason: And I find entrepreneurs make good decisions once they have better information. And the best information you can have is to really have clarity on yourself.  [00:48:15] Derek: I a hundred percent agree.  [00:48:17] Jason: So I'm really excited to see what you do over the next year or two. Like, I think you're going to have some big changes and some big shifts, and your business is just getting started. [00:48:26] Jason: I think you guys could easily be over a thousand units in the next year or two if you guys really put the pedal to that.  [00:48:31] Derek: That's open conversation in our office, which in the past, any of those conversations would've led to any of us being pelted with whatever was on their desk at the time. [00:48:41] Derek: And now it's just this is happening. What does it look like? I mean, and that's what's funny is like it's just really, we're just like, okay,  [00:48:46] Jason: there's kind of a new reality floating around in the office for  [00:48:48] Derek: the future. Well, it's a reality we already dealt with. Now we've just owned it and we're no longer fighting it at the same level that we used to. [00:48:55] Derek: Yeah. because we're getting stuff in place and you know, trying to minimize the chaos that is always there in property management. Anyways.  [00:49:03] Jason: Cool. Well, to wrap up, any parting words you would say to property managers that maybe were dealing with similar challenges of chaos or where you were at when you first came to us? Or, you know, something you want to say those listening that have property management businesses that might be struggling.  [00:49:21] Derek: You know, relationships matter. Like, they really do. I mean, like I said, that's how I built my business. That's how a lot of the stuff we've been able to do with the tenants and some of that focus that we've done, like those relationships matter. [00:49:31] Derek: People are people and they deserve to be treated as such, so, and it makes a huge difference.  [00:49:36] Jason: I, yeah, I think that would help every property management company's growth is just start to view people through a more positive lens and focus on relationships. Love it. Cool. Great. Parting words. [00:49:48] Jason: Derek, appreciate you coming out and hanging out with us on the DoorGrow Show. Do you want anyone to connect with you in any way or like any social media or anything?  [00:49:58] Derek: Best thing? Go to our website, netgainpm.com, N-E-T-G-A-I-N pm for property management.com. Yeah.  [00:50:05] Jason: And Derek, you're doing really cool stuff. [00:50:07] Jason: I love that you're kind of out of the box thinking and the stuff that you're doing to make things fun in your business. And like you mentioned, you do an owner conference where you have your owners and you do this virtually and you do some cool stuff. So it's exciting to watch you and I'm excited to see what you do over the next couple of years. [00:50:22] Jason: So it'd be awesome. So, sounds great. All right, thank you.  [00:50:26] Jason: So for those that are listening, if you are stuck. Or feel stagnant and you want to take your property management business to the next level, we would be honored to help. Reach out to us at doorgrow.com. Also, join our free Facebook community. We've got cool people in there like Derek, that are helpful just for property management business owners at doorgrowclub.com. [00:50:49] Jason: And if you found this even a little bit helpful, don't forget to subscribe and leave us a positive or review wherever you found this. We'd really appreciate it. And until next time, remember, the slowest path to growth is to do it alone, so let's grow together. Bye everyone. 

In this conversation, Dylan Silver interviews David Barnett, a real estate agent and investor from Huntsville, Alabama. David shares his journey from the military to real estate, detailing his early hustle as a new agent, innovative strategies for finding clients, and the evolution of his business into flipping homes and property management. He emphasizes the importance of tracking KPIs and adapting strategies for success in the competitive real estate market.   Professional Real Estate Investors - How we can help you: Investor Fuel Mastermind:  Learn more about the Investor Fuel Mastermind, including 100% deal financing, massive discounts from vendors and sponsors you're already using, our world class community of over 150 members, and SO much more here: http://www.investorfuel.com/apply   Investor Machine Marketing Partnership:  Are you looking for consistent, high quality lead generation? Investor Machine is America's #1 lead generation service professional investors. Investor Machine provides true ‘white glove' support to help you build the perfect marketing plan, then we'll execute it for you…talking and working together on an ongoing basis to help you hit YOUR goals! Learn more here: http://www.investormachine.com   Coaching with Mike Hambright:  Interested in 1 on 1 coaching with Mike Hambright? Mike coaches entrepreneurs looking to level up, build coaching or service based businesses (Mike runs multiple 7 and 8 figure a year businesses), building a coaching program and more. Learn more here: https://investorfuel.com/coachingwithmike   Attend a Vacation/Mastermind Retreat with Mike Hambright: Interested in joining a “mini-mastermind” with Mike and his private clients on an upcoming “Retreat”, either at locations like Cabo San Lucas, Napa, Park City ski trip, Yellowstone, or even at Mike's East Texas “Big H Ranch”? Learn more here: http://www.investorfuel.com/retreat   Property Insurance: Join the largest and most investor friendly property insurance provider in 2 minutes. Free to join, and insure all your flips and rentals within minutes! There is NO easier insurance provider on the planet (turn insurance on or off in 1 minute without talking to anyone!), and there's no 15-30% agent mark up through this platform!  Register here: https://myinvestorinsurance.com/   New Real Estate Investors - How we can work together: Investor Fuel Club (Coaching and Deal Partner Community): Looking to kickstart your real estate investing career? Join our one of a kind Coaching Community, Investor Fuel Club, where you'll get trained by some of the best real estate investors in America, and partner with them on deals! You don't need $ for deals…we'll partner with you and hold your hand along the way! Learn More here: http://www.investorfuel.com/club   —--------------------

Step into the future of recruiting with this episode. Whether you're a recruiting leader, firm owner, or decision-maker, this episode is for those who are determined to keep their firms thriving in a rapidly changing, AI-driven landscape. Host Kortney Harmon cuts through the noise to reveal why clinging to yesterday's metrics and technology isn't just outdated—it could spell extinction for your business.Key Insights:- Discover why traditional KPIs (like call and submission counts) no longer drive success, and may actually hinder your firm's growth.- Learn how “living platforms” that continuously evolve with AI are separating thriving search firms from those falling behind.- Recognize the warning signs your operations are stuck on the KPI hamster wheel—and what to do about it before your competitors outpace you.- Find out the essential steps to transform your metrics and recruiting workflows for the AI era.- Understand why redefining the recruiter's role is critical for long-term relevance and client impact.Can your current tech stack evolve on its own, or is it dragging your firm into irrelevance? Are you measuring what matters—or just what's easy?Listen now to uncover the strategies that will keep your executive search firm ahead of the curve. Don't get left behind—the future isn't just coming, it's here.__________________Want to learn more about Crelate? Book a demo hereFollow Crelate on LinkedIn: https://www.linkedin.com/company/crelate/Subscribe to our newsletter: https://www.crelate.com/blog/full-desk-experience

IN THIS EPISODE...Meet Sarah Smart, the co-founder of HorizonHuman. Sarah leads initiatives in HR transformation and AI-driven talent strategies.In this conversation, she discusses how emerging technologies and evolving business needs reshape HR. Sarah emphasizes the critical role of AI literacy, user-centered design, and strategic decision-making in successful HR tech adoption. Furthermore, she explores common implementation pitfalls, such as overlooking user experience, and highlights the value of a design thinking approach. Looking ahead, Sarah foresees a rise in tech-savvy CHROs, agentic AI, and blended workforces.------------Full show notes, links to resources mentioned, and other compelling episodes can be found at http://BlendedWorkforcesAtWork. (Click the magnifying icon at the top right and type “Sarah”)If you love this show, please leave us a review. Go to http://RateThisPodcast.com/blended Love the show? Subscribe, rate, review, and share! Be sure to:Check out our website at http://BlendedWorkforcesAtWork Follow Karan on LinkedIn, X, and InstagramFollow SDL on LinkedIn, X, and InstagramABOUT SHOCKINGLY DIFFERENT LEADERSHIP (SDL):This podcast is brought to you by Shockingly Different Leadership, the go-to firm companies trust when needing to supplement their in-house HR teams with contract or interim HR, Learning, and Culture experts to assist with business-critical People initiatives during peak periods of work. Visit https://shockinglydifferent.com to learn more.-------------WHAT TO LISTEN FOR:1. What challenges do HR teams face when adopting new technologies?2. How can AI help improve HR processes?3. What is the importance of user experience in HR tech implementation?4. Why should companies define KPIs before using new technology?5. What are some common mistakes in HR tech implementation?6. Why is strategic decision-making critical in leadership?7. How can leaders learn from their mistakes?------------FEATURED TIMESTAMPS:[03:44] Sarah's Professional Journey and Co-Founding Horizon Human[07:08] Horizon Human's Approach to HR Transformation[14:05] Challenges and Best Practices in HR Tech Implementation[18:59] Signature Segment: Sarah's entry into the LATTOYG Playbook: Future Trends in HR Transformation[25:05] Signature Segment: Sarah's LATTOYG Tactic of Choice: Leading with Strategic Decision Making[27:33] Contact Information

On this episode of the TestGuild DevOps Toolchain, host Joe Colantonio is joined by Maurice McCabe, a seasoned AI engineer from AIA Systems whose expertise spans over two decades and the rise of agentic AI. Together, they dive deep into the rapidly evolving world of DevOps, AI-driven development, and modern product testing. Maurice shares his experiences from the early days of machine learning to today's generative AI revolution, uncovering how tools like Replit and smart browsers are transforming the way products are built, tested, and deployed. Whether you're a developer looking to keep your edge in a changing landscape, a DevOps pro curious about AI-infused workflows, or someone exploring automated voice and unstructured data solutions, this episode is packed with practical insight. The conversation covers the blurring lines between AI and ML, how subject matter experts can leverage new tools, the growing importance of testing in an AI-powered future, and what DevOps professionals need to know to stay ahead. Additionally, Maurice provides an insider's look at testing voice-enabled AI, monitoring KPIs for drift and hallucination, and the role of human expertise in the era of automation. Tune in to get inspired and equipped for the future of AI and DevOps with actionable advice and a look at where the industry might be headed next. ry out Insight Hub free for 14 days now: https://testguild.me/insighthub. No credit card required.

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Organisations are flocking to the cloud for its agility, scalability and innovation potential. But while the cloud promises big things, it also presents a set of financial challenges. Many businesses find their cloud bills spiralling out of control, eroding the very benefits they sought in the first place. In this episode of TechCentral's TCS+, Preegan Chetty, Microsoft Azure product manager at First Distribution, discusses the tools Azure provides for effective cost management and how businesses can take advantage of them to get the most out their cloud deployments without breaking the bank. Chetty delves into: • Some of the common pitfalls or hidden costs that organisations encounter when moving their workloads into the cloud and how to mitigate against these; • The different pricing models available in Azure and how organisations can leverage them; • What FinOps is and how businesses can benefit from it; • How organisational KPIs can be leveraged to manage cloud spending effectively; • How tagging can aid in cost centre management; • How to manage costs in more complex hybrid cloud environments; and • The AI tools Azure offers to aid businesses in managing their costs. This episode is not to be missed. TechCentral

Send us a textThe CPG Guys are joined in this episode by Cristina Preston - Director of Digital Marketing at Schnuck Markets, Inc., a supermarket chain based in the St. Louis area. The company was founded in 1939 and currently operates over 100 stores in four states throughout the Midwest.This episode was recorded at the 2025 Digital Food & Beverage SummitFollow Cristina on LinkedIn at: https://www.linkedin.com/in/cristina-preston/Follow Scnucks on LinkedIn at: https://www.linkedin.com/company/schnuck-markets-inc-/Follow Schnucks online at: https://schnucks.com/suppliersCristina answers these questions:What role does personalization play in your digital campaigns, and how do you balance it with data privacy concerns?How do you measure the success of digital initiatives, and which KPIs are most critical for your team?How do you foster a culture of continuous learning and adaptability within your team?How does Schnucks leverage customer feedback to inform digital marketing decisions?What challenges have you faced in creating a seamless omnichannel experience for customers, and how have you addressed them?What emerging trends in digital marketing do you believe will have the most significant impact on the grocery retail industry?What role do partnerships and collaborations play in expanding Schnucks' digital reach?How do you see the role of digital marketing evolving in the next five years within the grocery sector?CPG Guys Website: http://CPGguys.comFMCG Guys Website: http://FMCGguys.comCPG Scoop Website: http://CPGscoop.comRhea Raj's Website: http://rhearaj.comLara Raj in Katseye: https://www.katseye.world/Subscribe to Chain Drug Review here: https://chaindrugreview.com/#/portal/signupSubscribe to Mass Market Retailers here:https://massmarketretailers.com/#/portal/signupDISCLAIMER: The content in this podcast episode is provided for general informational purposes only. By listening to our episode, you understand that no information contained in this episode should be construed as advice from CPGGUYS, LLC or the individual author, hosts, or guests, nor is it intended to be a substitute for research on any subject matter. Reference to any specific product or entity does not constitute an endorsement or recommendation by CPGGUYS, LLC. The views expressed by guests are their own and their appearance on the program does not imply an endorsement of them or any entity they represent. CPGGUYS LLC expressly disclaims any and all liability or responsibility for any direct, indirect, incidental, special, consequential or other damages arising out of any individual's use of, reference to, or inability to use this podcast or the information we presented in this podcast.

In manufacturing, it's easy to get caught up in day-to-day production numbers, KPIs, and hitting targets. But what about the bigger picture? How do we inspire our teams to not only do great work, but to actually want to be part of something greater? In this new episode with guest Simon Vetter, we dive deep into an overlooked-yet-powerful aspect of manufacturing leaderships: vision. Simon is a Vision Architect, executive coach, and speaker who helps leaders cultivate vision-driven, engaging environments. He's also one of the authors of Leading with Vision: The Leader's Blueprint for Creating a Compelling Vision and Engaging the Workforce. In this episode, Simon draws on his research and real-world experience to share insights leaders can use to move beyond metrics, emotionally connect with their teams, and manufacture greatness throughout their plant. 1:24 – As generational shifts drive change in the workface, vision is more important than ever 5:51 – Some manufacturing leaders truly on data, KPIs, and goals, while others may use imagery and emotions to convey their vision 10:00 – There is a gap between managers who deliver results but burn out their teams, and leaders who inspire but don't always deliver KPIs. 13:40 – Mistaking goals for vision is a common pitfall 14:15 – Make your organization's vision relevant to employees at all levels 15:12 – A strong leader uses both data and emotion  17:15 – Ask clarifying questions to make sure your team understands your vision 19:10 – Understanding the difference between changes for commitment and change for compliance 20:32 – Have open conversations instead of just enforcing goals 25:51 – Vision is for everyone, not just senior leadership Connect with Simon Vetter Visit his website Connect on LinkedIn Read my book report on Leading with Vision    

You're growing your business—but are you growing profitably? In this episode of the Grownlearn Podcast, I talk with Ken LaCroix, Fractional CFO and founder of Insightful Partners, about what it really takes to scale your business the smart way. Ken brings 20+ years of financial strategy experience to the table, helping founders go beyond gut instinct and make data-driven decisions that actually move the needle. We cover how to uncover hidden profits, why most CEOs track the wrong KPIs, and what smart scaling looks like in real life—not just on paper. Whether you're building a startup or leading a $50M company, you'll get actionable insights on how to grow profitably and avoid the blind spots that derail so many scaling businesses. Topics include: The truth about scaling and profitability Common financial mistakes founders make Metrics that actually matter How to stop growing broke

In this episode we welcome Marcus Polini to share the story behind his recent job search in product leadership, and the practical tools, frameworks, and mindsets that helped him land his next big role.Marcus's journey, like almost every product person we talked with, is anything but linear. From his roots in geomatics engineering and a hackathon win that led to founding CityConnect, to the hard lessons of startup failure, Marcus's path has been shaped by persistence and a passion for building. After applying to 60 front-end engineering jobs, he pivoted into project management and quickly found his calling in product, bridging his entrepreneurial appetite with a growing interest in healthcare and technology.Before entering the job market, Marcus headed Product at Medstack, which was acquired and his position was cut during the merger. This was an opportunity for him to explore what he loves doing and where he sees himself in his future career path. His path to his current position, as Head of Product, Platform at Dispatch Integration, inspired us to talk with him on the show about the process and tools he applied.Join Matt and Moshe as we dive deep into Marcus's most recent job search, exploring:How he used the Phyl Terry's  “Never Search Alone” process to set up a Job Search Council who helped him move through the searchThe frameworks he used to narrow down his values, passions, and motivating forcesHow he planned his career path as a product, complete with KPIs for personal outcomesThe tactical tools that made a differenceUsing consulting as a path to a full-time product leadership role at Dispatch IntegrationThe critical role of community and mentorship throughout the processThe impact of AI on the modern job searchHow to use AI thoughtfully to enhance, not replace, your authenticity in the job searchHis favorite AI tools and how he uses them And so much more!You can connect with Marcus at:LinkedIn: https://www.linkedin.com/in/mpolini/ Article and template used for the process: https://open.substack.com/pub/productbymarcus/p/the-compass-i-didnt-know-i-neededYou can find the podcast's page, and connect with Matt and Moshe on Linkedin:Product for Product Podcast - linkedin.com/company/product-for-product-podcastMatt Green - linkedin.com/in/mattgreenproduct/Moshe Mikanovsky - linkedin.com/in/mikanovsky/Note: any views mentioned in the podcast are the sole views of our hosts and guests,  and do not represent the products mentioned in any way.Please leave us a review and feedback ⭐️⭐️⭐️⭐️⭐️

Welcome to the Scale with Strive podcast, the place where you come to listen to some of the world's most influential leaders of the SaaS industry.

You have to be careful who you let represent your organization.    I didn't learn this lesson soon enough.     I'm not talking about someone who got fired from your team and started talking shit online about the company and you.    They'll do that, but think about things this way:    You hire a sales person who is absolutely manipulative.    Guess what?    When they train your new sales people, they'll train them to be the same.    You have to rank people based on what they are.    Are they a 5 or a 7?     Maybe they're a 10.    Who you put in leadership positions will be the representatives of your organization.    Whomever you put in that place, there's a trickle down effect.    Go for 10s.     The way you find 10s is to establish metrics and KPIs that represent excellence.    Hire those people and let them do their work.    Make sure they represent the core values and mission of your company above and beyond your expectations.    And watch your company thrive on autopilot.      About the ReWire Podcast   The ReWire Podcast with Ryan Stewman – Dive into powerful insights as Ryan Stewman, the HardCore Closer, breaks down mental barriers and shares actionable steps to rewire your thoughts. Each episode is a fast-paced journey designed to reshape your mindset, align your actions, and guide you toward becoming the best version of yourself. Join in for a daily dose of real talk that empowers you to embrace change and unlock your full potential.    Learn how you can become a member of a powerful community consistently rewiring itself for success at https://www.jointheapex.com/   Rise Above

Judy Weber is a serial entrepreneur and business expansion expert helping women grow confidence and incorporate proven business strategies for scale while building on a foundation of faith. A former trial lawyer who has built businesses across marketing, real estate and interior design, Judy teaches her clients to think and win like a courtroom dynamo, integrating her legal experience with her faith-fueled approach to entrepreneurship. Host of the long running, globally ranked Bold Business Bold Faith podcast, Judy's mission is to normalize miraculous results for Christian women in business, emphasizing that success is inevitable when one operates from a place of calm, confidence, and certainty. She serves service-based businesses with coaching and the “Miraculous Mastermind” to master scaling.

What got you here won't get you there, and holding onto your old identity may be the reason you're feeling stuck.Learn how to make the transition from owner-operator to CEO by aligning your identity, behaviors, and responsibilities with the business you're building. You'll get clear on what belongs on your scorecard, how to measure success with KPIs, and what it means to truly lead. Whether you're scaling to your next level or reclaiming time and energy, this is the mindset and operational structure that makes it possible.In this episode you will:Understand the mindset and behavior shift needed to fully become the CEOLearn how identity drives behavior, and how both are tied to your growth ceilingDiscover the role of scorecards, KPIs, and clear job descriptions in scaling leadershipExplore the “four rights” framework for hiring and retaining the right teamClarify whether your challenge is a who issue or a how issue—and what to do nextSee how creating optionality in your role builds freedom, energy, and long-term successEpisode Highlights1:38 — Why so many chiropractors struggle to answer, “What do I do when I become the CEO?”4:04 — The shift from laborer to leader requires both identity and behavioral changes.6:35 — How clarity through scorecards and KPIs helps scale with purpose and focus.7:15 — Why moving rocks isn't your value anymore—leading teams is.9:01 — Understanding the law of ones and threes to prepare for each level of growth.9:38 — The true job of the CEO: operationalize, professionalize, and optimize the business.12:40 — To scale, ask: is this a “who” issue or a “how” issue?13:32 — Use the Four Rights framework to hire the right person in the right role.14:45 — Clarify the right work and align it with scorecards, KPIs, and job descriptions.17:23 — Letting go of your old identity is key to stepping fully into your CEO role.20:13 — Optionality means you get to choose how to spend your time as CEO.22:46 — Revisit operationalizing, professionalizing, and optimizing—like fitness, it never stops.23:18 — Diagnose if your business issue is a person, process, proficiency, priority, or project.24:23 - Dr. Malcom is joined by Success partner, Dr. David Fletcher, from CLA Wealth. Discover how CLA's advanced scanning technology helps chiropractic practices attract new patients, boost conversions, and improve retention. By making nervous system health visible and measurable, CLA gives practices powerful tools to communicate progress, set goals, and build long-term patient relationships. Resources MentionedRegister Now for the TRP Conversion & Retention Immersion - June 27 & 28, 2025 in Sydney, AUS - https://theremarkablepractice.com/upcoming-events/  To learn more about the REM CEO Program, please visit:  http://www.theremarkablepractice.com/rem-ceoFor more information about CLA Wealth please visit: https://insightcla.comSchedule a Brainstorming call with Dr. PeteFollow Dr Stephen on Instagram: https://qr.me-qr.com/l/riDHVjqt  Follow Dr Pete on Instagram: https://qr.me-qr.com/I1nC7Hgg  Prefer to watch? Catch the podcast on YouTube at: https://www.youtube.com/@TheRemarkablePractice1To listen to more episodes visit https://theremarkablepractice.com/podcast/ or follow on your favorite podcast app.

Are your board members nodding along… but not really moving in sync with your priorities? In this episode, I break down why that misalignment happens even after you've clarified goals—and what you can do to fix it. Whether you're launching a new initiative, setting annual goals, or trying to get real traction on fundraising, I share three powerful moves that shift board engagement from passive to activated.We'll talk about what truly motivates people (hint: it's not a list of KPIs), how to use pushback as a strategic tool, and how to build real ownership—before your plans stall out. If you've ever felt like you're dragging your board along for the ride, this one's for you.

Join Nick Lamagna on The A Game Podcast with our guest Benmont Locker, a powerhouse in the real estate investing and coaching industry.  He is a partner of Eric Brewer and Integrity First Home Buyers known as the authority in novations and master of many ways to take down hundreds of real estate deals!  He is a builder of businesses, systems and processes for owners and entrepreneurs and a master integrator of putting these into action to make money. Fighting out of Pennsylvania and getting bit by the entrepreneur bug early on, he started out in the outdoor industry and ended up scaling it to 20 locations in 9 states before he sold what he coined as the, "Redneck TJ Maxx," for a profit.  He learned marketing, sales and SOPs through this experience and when almost becoming a dentist or ski instructor he this one-time soccer player found his calling in real estate helping an investment company stabilize, profit and scale their business and from there things have escalated quickly and efficiently He is now the CGO of Integrity First Home Buyers where he has helped add an extra hundred deals a year!  He now teaches investors just like you how to align strategy with targets, set clear goals and establish lucrative systems, processes, and operations through RampREI.  He is a father, husband, photographer, dirt bike rider and our guest who drops a TON of content on this no fluff episode! Topics for this episode include: ✅ Systems and processes in business and real estate ✅ The importance of relationships for success in business ✅ How to overcome fear and failures in business ✅ How to choose a correct time frame for KPIs ✅  How novation creates conventional financing opportunities + more! Check the show notes to connect with all things Benmont and RampREI!   Connect with Benmont: Benmont Locker on Facebook Benmont Locker on Instagram Benmont Locker on LinkedIn Benmont Locker on Twitter Benmont Locker on Youtube Benmont Locker on TikTok     Connect with RampREI: www.ramprei.com Ramp REI on Facebook Ramp REI on Instagram   Connect with Integrity First Home Buyers: www.integityfirsthomebuyers.com Integrity First Home Buyers on Facebook Integrity First Home Buyers on instagram Integrity First Home Buyers on LinkedIn Integrity First hHome Buyers on Youtube --- Connect with Nick Lamagna www.nicknicknick.com Text Nick (516)540-5733 Connect on ALL Social Media and Podcast Platforms Here FREE Checklist on how to bring more value to your buyers

This week on Corporate Cafecito, we sit down with the powerhouse Mariana Fagnilli, JD, LLM - a human rights lawyer turned global DEI executive, founder of Fagnilli Group, and now international change-maker redefining what real inclusion looks like.Mariana has led with purpose across industries from Argentina to Johnson & Johnson to Major League Soccer. Today, she serves on the Harvard Business Review, advises the World Economic Forum, and was named one of the Top Women Leaders of 2024.Her new book, Inclusion Driven Performance, lays out a bold 5-step framework that transforms culture into competitive strategy. It's already a #1 Amazon Best Seller!☕ In this cafecito, we dive into:- Why inclusion must be tied to KPIs, not just training- The danger of “checking boxes” versus creating lasting change- How Latines can lead the narrative in 2025 and beyond- The personal journey that led Mariana to a new life chapter in SpainWhether you lead a team, an ERG, or a business unit, or build something bold from the ground up, this conversation will fuel your next move.

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See where you stand in our industry benchmarks: coltivar.com/benchmarks Most contractors think they're making money until the bank account says otherwise. In this episode, Steve breaks down the dangerous gap between revenue, profit, and actual cash flow. He reveals the three costly mistakes killing contractor profits: gut-based decision-making, flawed estimating, and confusing deposits for real revenue. You'll also learn how to use financial dashboards, track the right KPIs, and finally understand what your numbers are really telling you. Book your free strategy call: coltivar.com/schedule-your-call Disclaimer:  The views expressed here are those of the individual Coltivar Group, LLC (“Coltivar”) personnel quoted and are not the views of Coltivar or its affiliates. Certain information contained in here has been obtained from third-party sources. While taken from sources believed to be reliable, Coltivar has not independently verified such information and makes no representations about the enduring accuracy of the information or its appropriateness for a given situation.  This content is provided for informational purposes only, and should not be relied upon as legal, business, investment, or tax advice. You should consult your own advisers as to those matters. References to any securities or digital assets are for illustrative purposes only, and do not constitute an investment recommendation or offer to provide investment advisory services. The Company is not registered or licensed by any governing body in any jurisdiction to give investing advice or provide investment recommendations. The Company is not affiliated with, nor does it receive compensation from, any specific security. Please see https://www.coltivar.com/privacy-policy-and-terms-of-use for additional important information.www.coltivar.com

Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training Have you ever found yourself grinding endlessly, only to pause and think, “Is this really what I signed up for?” Maybe you started your business chasing freedom—only to end up feeling trapped by the very thing you built. It's a common trap: the belief that working harder and enduring more pressure will eventually earn you the right to enjoy life after a big exit. But as today's guest discovered, you don't need to wait 10 more years to start living. What you really need is a clearer why, a stronger structure, and the right people around you—people who understand your vision and support your growth. Blake Denman is the president and founder of Rickety Roo, a remote agency specializing in SEO and paid search marketing. He'll discuss his unconventional path into entrepreneurship, which was influenced by a personal injury, and the importance of designing your business and life around personal values, not just growth for growth's sake. He also shares his time management strategies, how he uses AI for self-reflection, and his perspective on the mental load of entrepreneurship. If you're an agency owner still doing everything—from ops to admin to taxes—you'll relate to his story. In this episode, we'll discuss: Strategic hires that might results in your identity crisis. Designing your life before it designs you. Time audits, energy filters & the “$5K task” rule. Figuring out what you actually want. Do you thrive in chaos? Manufacture some healthy pressure. Subscribe Apple | Spotify | iHeart Radio Sponsors and Resources Wix: Today's episode of the Smart Agency Masterclass is sponsored by Wix Studio, the all-in-one platform designed to help agencies scale without the headaches. With intuitive tools, robust native business solutions, and low maintenance, Wix Studio lets your team focus on what matters most—delivering exceptional value to your clients. Ready to take your agency to the next level? Visit wix.com/studio and discover how Wix Studio can transform your workflow, boost profits, and strengthen client relationships. The Moment that Forced Him to Slow Down Blake didn't set out to build an agency. Like a lot of agency owners, he fell into it. What started as freelancing to pay the bills while he finished school and pursued a different career path took a hard left turn—literally—when a serious bike accident landed him with a traumatic brain injury. That moment forced Blake to slow down. Rebuild. Rethink. And when he got back into client work, he realized something: just because you can do it all doesn't mean you should. Like many agency owners, he hit the familiar ceiling of capacity. So he started hiring. First contractors. Then a coach in 2019. That's when the game really changed. The Pivot Point: Strategic Hires (and the Identity Crisis That Follows) When you've built your agency from the ground up, letting go isn't just hard—it can mess with your head. One of the pivots that really made a difference in Blake's agency was the strategic hires that required him to let go of some areas of the business. For instance, when he finally handed over operations. “I was like that John Travolta meme—just looking around wondering what to do with myself.” And that's the truth no one talks about: letting go of operations isn't just a tactical decision. It's emotional. You've tied your identity to being the guy who does everything. And suddenly… you're not. That shift sparked something deeper—what Blake calls “identity paralysis.” Not a crisis, but a freeze. A moment of, “If I'm not the operator, who am I now?” Spoiler: that question is the start of real CEO-level growth. Designing Your Life (Before It Designs You) Most agency owners plan every quarter like a military op: KPIs, OKRs, revenue targets. But how many plan their life that way? Blake started mapping his ideal year: the trips, the purchases, the experiences. Then he calculated what income he actually needed to live that life. We're mostly led to believe those goals are too far away, but the first time he did this he was just $1,500/month off. So many agency owners think they need to sell their business to finally live the life they want. But often, you don't need to sell—you just need to restructure. What if the business could serve your life now instead of being the thing you have to escape? Time Audits, Energy Filters & the “$5K Task” Rule Most people say they value their time but let it slip through their fingers, which is why you need a time tracking method that works for you. After trying a few, Blake got a framework from one of his early coaches. He categorizes his weekly tasks into four buckets: $5, $50, $500, and $5,000/hour value. If you think your time is worth $5,000 but the time audit shows its mostly spent in the $5 or $50 buckets, congrats—you've just diagnosed why your growth is stuck and your energy's tanked. To his surprise, this is what happened to Blake, who was spending way more time than he thought on the $5 and $50 columns. You don't scale by doing more. You scale by doing less of the wrong things. What Do You Actually Want? If your agency isn't giving you time, freedom, and joy… what the hell are you building it for? Blake now runs his agency with zero calls on Mondays. Focus time is blocked. The calendar is color-coded. And most importantly, the business doesn't need him 60 hours a week to grow. He also has the whole team on Brain.fm, a tool that uses science-backed audio to get you in the zone faster. Some would call that a lifestyle business, but so what? Lifestyle business can be extremely profitable too. Why not build your business around what you like and don't like? People who  struggle for 20 years to then sell their agency find that after all their work they have maybe ten years left to do the things they want to do. Lessons for the Owner-Operator Ready to Evolve If you're reading this and feeling that twinge—that mix of burnout and “I want more” clarity—take these cues from Blake: -Let go of the identity that your agency is you. -Map your ideal life, then build your business to fund it. -Hire for elevation, not just delegation. -Your value isn't in the tasks you do. It's in the vision you hold. From the Hustle Hamster Wheel to the Hedonic Treadmill You want the 8-figure agency, right? So did Blake. Until he realized that every time he hit a new goal, he'd feel good for a week… maybe five days. Then it was back to baseline. This is what's called the Hedonic Treadmill—and agency owners live on it without realizing it. We chase growth for growth's sake. Or worse, for external validation—from peers, clients, even family. Blake stopped to think about what was next after he had the money. Was he supposed to save it? Spend it? Did he even need that much? Define what you want your life to look like, and build your agency to support that. Don't fall into the trap of chasing growth for validation more than for yourself. If you let go of the idea of just hitting a number, surround yourself with the best team and clients, and set your priorities, you'll be able to go after what you really want and live your best life. Agency Owners & the Calm in the Chaos Most agency owners have had the type of upbringing that's them great under pressure. Calm in chaos. Laser-focused when everything's on fire. Of course, this can also become a trap if you start creating chaos just to feel normal. For instance, you may seek pressure to push you into action. In his case, after years of needing the chaos, Blake turned to Claude to figure out a way to manufacture chaos without the disastrous consequences. His AI coach creates a “painful penalty” for missing a goal. For instance, donate $1,000 to a political group you can't stand if you miss a revenue target. That'll light a fire. Point is: for some people motivation isn't just about dreaming big. If you need some added pressure to get working engineer consequences that make staying small more painful than pushing forward. Do You Want to Transform Your Agency from a Liability to an Asset? Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.

226 | Thuy-Ngan Trinh ist Managing Director von Project A und hat viele spätere Unicorns mit aufgebaut. In dieser Crossover-Folge reden wir darüber wie der Mittelstand von AI profitieren kann - und woran er bislang scheitert.Hol dir dein Ticket für den 1. KI Gipfel in Stuttgart am 7.7. Ich bin auch auf der Bühne! Code: ALEXMROZEK99Mehr Geschäftsideen findest du auf digitaleoptimisten.de/datenbank.Kapitel:(00:00) Intro & Crossover-Setup(03:56) AGI, ASI – und warum simple Agenten reichen(07:48) Use-Cases, Daten & die Tanzflächen-Metapher(16:00) AI-Demokratisierung vs. Blockaden – China schlägt Deutschland(28:29) Scarcity is the Mother of Invention(33:25) 10×-Ziele & KPI-Ambition im Mittelstand(40:47) Thuy-Ngans beste GeschäftsideeMehr Kontext:In dieser Crossover-Folge diskutieren Alex Mrozek und Thuy Ngan die aktuellen Entwicklungen und Herausforderungen im Bereich der Künstlichen Intelligenz (KI). Sie beleuchten die Unterschiede zwischen AGI und ASI, die Bedeutung von Datenprojekten und die Adoption von KI in Unternehmen. Zudem wird die Rolle von Bildung und die Verantwortung von Führungskräften in der KI-Transformation thematisiert. Abschließend wird die emotionale Dimension der Veränderung durch KI hervorgehoben und die Notwendigkeit, KPIs für die AI-Adoption zu überdenken.Keywords:Künstliche Intelligenz, AGI, ASI, Datenprojekte, KI-Adoption, Bildung, KPI, Transformation, Führungskräfte, Emotionen

When a team member underdelivers, it impacts more than just KPIs — it affects morale, culture, and your time as a business leader. In this rerun episode, Cathy Love sits down with Nacre Consulting's Business Manager – Layland Webb to talk about the real-life challenges of leading through underperformance in Allied Health. They share stories and strategies from the field, including how to hold tough conversations, the role of regular coaching, and how to prevent underperformance from spreading. Whether you're facing silent disengagement, repeated mistakes, or a team vibe that feels “off” — this episode provides clear, values-based approaches to help you lead with clarity and courage. Key topics covered in this episode: How to effectively approach coaching underperforming employees. The impact of underperformance on team culture and morale. Identifying and addressing the root causes of employee performance issues. Crafting strong leadership strategies to guide your team. The importance of documentation and communication in managing performance. P.S. Need a little extra support on your business journey? Whether you're navigating challenges or looking to reach new goals, we're here to support your growth. Book a Complimentary Power Call with us, and let's talk about how we can help you achieve your vision for your Allied Health business. Midroll Message: Come join us at our FREE Masterclass! Connect with Nacre Consulting: Let's connect on Instagram Follow us on Facebook Let's connect on LinkedIn Join our Facebook Group online community More about The Allied Health Business Brilliance Podcast: The Allied Health Business Brilliance podcast (previously known as Private Practice Made Perfect) powered by Nacre Consulting features authentic conversations that offer real-life stories and expert perspectives for Australian Allied Health Business Owners. Cathy Love, our engaging host, gathers wisdom from Allied Health professionals and industry supporters alike. We dive into the real experiences of running and growing Allied Health businesses in Australia, revealing both the rewards and the inevitable challenges along the way. It's raw, sometimes vulnerable, but always valuable. Join us and stay tuned to keep...

How do you measure success when your AI is learning faster than your own business processes can keep up? That's the question I set out to answer in my conversation with SparkBeyond, a company that has spent the past decade transforming how enterprises harness AI. From crawling GitHub code in a modest garage experiment to driving measurable performance gains for global firms, SparkBeyond has charted a path that mirrors the rapid evolution of AI itself. In this episode, I explored how their focus has shifted from discovering hidden performance drivers in customer data to building agentic AI systems that actively close feedback loops and optimize themselves continuously. SparkBeyond brings the rigor of operational excellence into the world of AI agents, a space still notorious for inefficiencies and inconsistent results. Agentic AI isn't just the next shiny term; it represents a practical step forward from passive prediction to autonomous decision-making. Listening to examples like automated troubleshooting for large consumer electronics companies made it clear that this technology is already reshaping daily operations that once consumed countless human hours. We also dug into the realities behind the hype. While some companies have scaled back their experiments, SparkBeyond stays grounded by tying every agent's performance to the same KPIs a human would carry, providing clear ROI and minimizing guesswork. Sagie Davidovich shared thoughtful insights into why verifiability determines where agents thrive first. Digital tasks, high-frequency work, and software development stand out as the front runners.  It's hard to argue when you see the rise of coding assistants transforming entire workflows at breakneck speed. But the conversation didn't shy away from the challenges either, from handling biases baked into LLMs to the obstacles of applying agents in the physical world. SparkBeyond's upcoming open-source agent optimizer promises to accelerate adoption while keeping the human benchmarks in sight. This episode gave me a front-row seat to the next frontier of AI where systems aren't static but in a constant state of learning and improvement. If your organization still treats AI like a bolt-on experiment, this discussion may push you to rethink how deeply it should be woven into your daily operations. How ready is your business for an AI that never stops optimizing?      

In this episode of the Lights On Data Show, host George Firican discusses effective KPI management with veteran tech entrepreneur and product leader Lior Gerson, co-founder and CEO of Target Board. Lior shares his insights on overcoming common data challenges facing executives, the importance of a cohesive data strategy, and how Target Board simplifies KPI tracking and improves operational efficiency. Drawing from his experiences at Vroom, Placer.ai, and MySupermarket, Lior elaborates on how automation and AI can drastically reduce data friction and enhance decision-making processes for managers across various industries.

In this episode of Tech Talks Daily, I sit down with Jim Douglas, CEO of Instabug, to unpack the hidden world of mobile app development and the hurdles developers face every time you tap an icon on your phone. Mobile apps live in unpredictable conditions, surrounded by millions of device variations and users who are quick to abandon any app that fails to deliver a flawless experience.  Our discussion begins with a deep dive into why mobile apps remain so vulnerable to user churn. Jim shares a striking figure that 56 percent of users will delete an app after a single crash, a statistic that keeps many developers up at night. He explains how Instabug's platform provides a layer of mobile observability powered by AI, which helps catch problems early and offers real insights into how real people interact with apps. Instead of guessing why a user is frustrated, developers gain clear visibility through session replays and in-app surveys that reveal what KPIs alone cannot show. Jim also outlines how Instabug aims to push mobile development into a future where self-healing apps become reality. He describes Smart Resolve, a feature that already helps automate issue resolution, marking a first step toward a world where apps can detect and fix their own bugs. This evolution frees up development teams to invest their energy in innovation rather than repetitive troubleshooting. We look ahead to upcoming changes in the mobile ecosystem, touching on expectations for iOS 19, improvements in power management using AI, and the possibility that voice interfaces will soon play a bigger role in how we interact with our phones. This conversation is a must-listen for anyone building or using mobile apps who wonders why some apps feel polished while others crash and burn. Are self-healing apps closer than we imagine, and how will that reshape the daily work of developers and the experiences we all take for granted? Join us to find out.

Send us a textUnlocking the Secrets of Go-to-Market Success: The Top 10 KPIs You Need to TrackIn this episode, we dive deep into the essential metrics every business leader and marketer should monitor to ensure their go-to-market (GTM) strategy is on track. Whether you're launching a new product, entering a new market, or refining your sales process, understanding the right key performance indicators (KPIs) can make all the difference between success and stagnation.Join us as we break down the top 10 KPIs that provide actionable insights into your GTM effectiveness:Customer Acquisition Cost (CAC): Discover how much it really costs to win a new customer and why optimizing this metric is crucial for profitability.Customer Lifetime Value (CLV): Learn how to calculate and maximize the total revenue a customer brings over their relationship with your brand.Monthly and Annual Recurring Revenue (MRR & ARR): Track your revenue growth and forecast future performance with these foundational metrics.Net Promoter Score (NPS): Gauge customer satisfaction and loyalty to identify advocates and areas for improvement.Return on Ad Spend (ROAS): Ensure your marketing investments are delivering measurable returns.Support Tickets: Monitor customer issues and feedback to enhance your product and customer experience.شف أسرار نجاح استراتيجية الدخول إلى السوق: أهم 10 مؤشرات أداء يجب تتبعهافي هذه الحلقة، نغوص في أعماق أهم المؤشرات التي يجب على كل قائد أعمال ومسوق مراقبتها للتأكد من أن استراتيجية الدخول إلى السوق (GTM) تسير في الاتجاه الصحيح. سواء كنت تطلق منتجًا جديدًا، أو تدخل سوقًا جديدًا، أو تعمل على تحسين عملية المبيعات، فإن فهم مؤشرات الأداء الرئيسية الصحيحة يمكن أن يصنع الفارق بين النجاح والتراجع.انضم إلينا بينما نستعرض أهم 10 مؤشرات أداء توفر رؤى عملية حول فعالية استراتيجيتك:تكلفة اكتساب العميل (CAC): تعرف على التكلفة الحقيقية لجذب عميل جديد ولماذا يعد تحسين هذا المؤشر أمرًا حاسمًا للربحية.قيمة عمر العميل (CLV): تعلم كيفية حساب وتعظيم إجمالي الإيرادات التي يجلبها العميل طوال علاقته مع علامتك التجارية.الإيرادات الشهرية والسنوية المتكررة (MRR & ARR): تابع نمو إيراداتك وتوقع الأداء المستقبلي من خلال هذه المؤشرات الأساسية.مؤشر صافي المروجين (NPS): قِس رضا العملاء وولاءهم لتحديد الداعمين ومجالات التحسين.العائد على الإنفاق الإعلاني (ROAS): تأكد من أن استثماراتك التسويقية تحقق عوائد ملموسة.تذاكر الدعم: راقب مشاكل العملاء وملاحظاتهم لتحسين منتجك وتجربة العملاء.معدل تحويل المبيعات: اكتشف مدى فعالية تحويل الفرص إلى عملاء فعليين.معدل فقدان العملاء (Churn Rate): راقب معدل مغادرة العملاء لتقليل الخسائر وتعزيز النمو.مدة تهيئة العميل الجديد: قِس الوقت الذي يستغرقه العميل الجديد ليبدأ في تحقيق القيمة من منتجك.حجوزات العروض التوضيحية: تابع عدد العملاء المحتملين الذين يطلبون تجربة المنتج.استمع الآن لتتعرف على كيفية استخدام هذه المؤشرات في تحسين استراتيجيتك وتحقيق أهدافك التجارية! Support the showSupport the Podcast on:https://www.paypal.com/paypalme/okuwatly?locale.x=en_UShttps://www.buymeacoffee.com/MaBa3refSubscribe to Maba3ref Newsletter:https://maba3refbranching.beehiiv.com/Connect with Maba3ref Podcast:https://www.instagram.com/maba3refbyomarConnect on TIKTOK:https://www.tiktok.com/@okuwatly

Need to systemise your clinic? Start your free 30-day trial of Allie!https://www.allieclinics.com/In this episode of the Grow Your Clinic podcast, CM Team Ben Lynch and Hannah Dunn delve into effective recruitment strategies to attract therapists. They discuss the importance of creating engaging career pages, utilising short job ads paired with captivating videos, and maintaining communication with applicants. The concept of a recruitment ecosystem is introduced, providing a framework for developing a solid recruitment strategy. Additionally, Hannah shares insights on discussing career progression from the very first interviewWhat You'll Learn:

Brands rely on KPIs to know if they're on the right track — but what if the metrics you're using are actually leading you off course? In this episode, I break down the KPI mistake that could be costing you customers and killing your growth — especially if you're trying to reach a more diverse audience. As an inclusive marketing strategist, I've seen how traditional KPIs often fail to tell the full story. I'll share what most brands overlook, and how to reframe your metrics to make better, more inclusive decisions. Get the Inclusion & Marketing Newsletter - www.inclusionandmarketing.com/newsletter Ep. 146: How to use data to increase customer success for all - https://inclusionandmarketing.com/ep-146-how-to-use-data-to-increase-customer-success-for-all-with-deborah-pickett/

➡️ Join 321,000 people who read my free weekly newsletter: https://newsletter.scottdclary.com➡️ Like The Podcast? Leave A Rating: https://ratethispodcast.com/successstoryJay Abraham is one of the world's preeminent business growth strategists, renowned for his ability to uncover hidden assets, overlooked opportunities, and underutilized resources within any company. With a career spanning decades and over 1,000 industries, Abraham has become a trusted advisor to Fortune 500 giants, entrepreneurial startups, and everything in between. Nicknamed the “$50 Billion Man” for the immense value he's helped generate, he's revered not just for his marketing genius, but for engineering profit breakthroughs that transform stagnant businesses into category leaders. His work continues to shape the thinking of top executives and marketers around the globe.➡️ Show Linkshttps://www.instagram.com/realjayabraham/ https://www.youtube.com/abrahamadvantage/ https://www.linkedin.com/in/jayabrahamofficial/ ➡️ Podcast SponsorsHubspot - https://hubspot.com/ Vanta - https://www.vanta.com/scott Cornbread Hemp - https://cornbreadhemp.com/success (Code: Success)FreshBooks - https://www.freshbooks.com/pricing-offer/ Prolon - https://prolonlife.com/clary Northwest Registered Agent - https://northwestregisteredagent.com/success Superhero Leadership Podcast - https://www.petercuneo.com/podcast NetSuite — https://netsuite.com/scottclary/ Indeed - https://indeed.com/clary➡️ Talking Points00:00 – Intro01:36 – What Jay Really Does03:01 – Jay's Backstory12:36 – Understanding Today's Consumer23:02 – Break Buyer Beliefs25:27 – Sponsor Break28:37 – Best Preeminence Example32:07 – KPIs vs OPIs34:52 – Entrepreneur Blindspots48:36 – Escaping Linear Thinking54:18 – Sponsor Break56:30 – Winning Big Deals1:00:11 – When Innovation Fails1:04:02 – What Drives Jay Today1:11:18 – The One-Trick Trap1:20:49 – Why Most People Don't Stand Out1:22:27 – Go the Extra Mile1:24:28 – Jay's Final Advice1:31:22 – The #1 Lesson for His KidsSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Tiff and Dana give guidance on how to successfully manage a practice through an office manager, including long-term business vision, powerful leadership, productive systems, and a ton more. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:01) Hello Dental A Team listeners. Dana and I are back at it again today ⁓ with our podcasting spirits behind us and we are so excited to be here with you guys today. Gosh Dana, this is like the beginning of summer for us right now and no matter where you're at in the country, I think you've either been on summer for a few weeks or you're just barely getting there. feel like summer breaks are wild. Like Brody is in school two weeks past my niece. Like it's just been crazy but.   The most fun part about this for both of us is that, I don't know if you guys know this or not, we get asked this question a lot, where is your headquarters? Like, where are you guys based out of? And Dana and I, Britt and I, gosh, I think most of the consultants at this point are in Arizona. Our HQ is actually Reno, Nevada, but we work from home. So, fun part about podcasting during the summer is that each of us have some sort of little or family member or someone   At the door honestly like I had to text in our you know got a family chat go and that's like hey guys FYI and Dana's like let me put a sign on the door so Dana welcome I know I know being a mom is something that lights both of us up and I think one of the best I don't know most I don't know it was like fun parts of our relationship is being able to also laugh about what it's like to be a mom in   Arizona in the sports and in the summer and I love that about the two of us and Dana tell me what has what's the start of summer looking like for you guys over there you've got your I have it easy I will never never discredit the amount of moming that you do over there so tell me how is mom life today Dana   Dana (01:47) it's good. You know, I mean,   it's wild, right? Like, there's a beauty of being able to work from home in that, like, I can very quickly throw chicken nuggets out the door and everybody is fed, right? Yes. But they like all summer long, there are no go zones, depending on what I am doing during the day. So like, if I am on calls, the front room is off limits, because it's directly beside my office. And so I can hear everything that you do.   The Dental A Team (01:58) You just turn them down the whole way, get it. Yep.   I love   that.   Dana (02:17) So I'm constantly like chunking my windows of time as to like where they can be in the house and I've had to put signs up because my neighbor kids also want to come get my kids and I'm like well we just can't knock on the door right now.   The Dental A Team (02:31) Yeah,   yeah, please just give us a moment. I love that. And honestly, though, it's kind of ⁓ like time blocking for practices, right? Because like, when can you do certain procedures? Like you don't want, you know, sedation in the front room with everybody walking by, you've got to have a very specific place for the sedation and a very specific, like no-go zone of do not pass this line once we've started. So it kind of kind of makes me think   Dana (02:34) Yeah.   question.   The Dental A Team (02:59) of how synchronistic life is in general. I say this a lot, with clients that tell us work-life balance, right? We just talked to a client about this together recently, and I'm like, goodness gracious, like we just need a life-life balance, because if we take the systems that work in whatever aspect of life it's coming to you, and if you've got systems that are working at work,   you can probably duplicate them at home and vice versa. If you have systems that are working at home, you can probably take that same thought and that same theory and apply it at work. And it works truly like tremendously because your brain's already wired to think that way. So when you can just stop trying to recreate the wheel and use what you know works, applying it in all areas of your life, things just are easy. I feel like that's how you create easy discipline.   and how you create easy habits. So taking that like time blocking and room blocking and like, guys, from these hours, this is what you're gonna be doing. It's very similar. Billing, you know, all those things. Billing coordinators need to be like, don't bother me between these hours. It's just like, you've got your kids on the other side. I tell doctors constantly or office managers, leadership teams that people are people. We learn how we learn. And if we look at how we teach our children, we can duplicate that.   Dana (03:59) Yeah.   Thank you.   The Dental A Team (04:18) in training systems as well. So Dana, I just spiraled my whole brain right there. I love it. Thank you. Thanks for being such an incredible mom. You are truly impressive. And for those of you who don't know, she's got a slew of children and animals and happenings at her home constantly. And the way that you manage all of that truly is impressive. I think you're an incredible person, Dana.   Dana (04:41) Thank you, Tib. It is a whole lot of winging it. So I appreciate that.   The Dental A Team (04:44) But winging   it, I mean, I think we all wing it when it comes to parenting. I don't think anybody actually knows the step-by-step on what we're doing. So we're all winging it and we're all doing the best that we can, but you also make time for you. You make time for work. You make time for making sure that you're prioritizing what makes you happy and fulfilled because I think that is then teaching your children to do the same and it's super cool to watch. So having an almost grown kid.   I live vicariously through you watching you parent your children and it's super fun from over here. So thanks. Thanks for continuing to have more for us. I'm here for it. I'm here for it. And I hope all of you are here for it too. know you guys, I know you guys get a kick out of my questions I give to Dana because Dana just intrigues me her life and really her choices intrigue me. She's always got something that I'm like, give me all the goods. What can I do now? Brody brought home a soda the other day or I guess the water.   Dana (05:11) you   Keep enjoying the video, Jeff.   you   The Dental A Team (05:38) that you had mentioned a couple weeks ago and I was like, oh my gosh, I know what that is because Dana told me. So you guys, she's here for the tips. If you want them, write in, ask them. Ask Dana, go on Instagram on Mondays now I think it is. Mondays or Fridays, it pops up all week for me. I find them, but she's on there too you guys. She's constantly just divvying out the tips. Find Dana, she's our tip master. And today I'm going to pick your brain some Dana. I want to talk about really effectively   Dana (05:41) you   The Dental A Team (06:06) running a practice through an office manager. And doctors, I don't want you to hear that and think, OK, I don't have to listen to this. Let me go get my manager. Nope, this is for all of you guys. This is for everyone. This is for dentists, owners, office managers, leadership, anyone aspiring to become an office manager, anyone aspiring to just give good tips to the team. Office management can come in varying sizes. And the label office manager, we found even just in hiring consultants, right?   hiring when we were in practice that office manager really doesn't have a good definition for it in the industry. Anything can be an office manager. Most of the time, Dana, maybe you could speak to this as well, I have found that the office manager position, like quote unquote there, usually narrows into billing or dealing with upset patients and really doesn't broaden outside of that. Have you found that as well, Dana? Yeah.   Dana (07:04) Mm Yeah. Yep.   And I usually feel like anytime it is promoted within right, it's typically like, well, she's really good in those insurance. So yeah, yep, I agree with you. Sometimes, you know, yeah, there's some HR pieces added in there or like, you know, I, but I feel like it does encompass mostly keeping track of AR and the money, which is fine.   The Dental A Team (07:11) Yeah.   Yeah, yeah, I agree. I think that's one aspect of it, right? And being able to oversee everything. So there's different avatars for a billing representative, a billing person, and most other positions in the practice. That's gonna come with a different kind of avatar. So depending on the type of office manager that you want in your practice, that's gonna be making a decision there on what your avatar is going to look like. And for us, your office manager in your practice is really helping to run the practice. think Dental A Team considers an office manager   like a secondary owner almost, right? You're looking at it as this is my practice. This is something that I'm fully invested in growing and I love it the same as I would if it were my own business. So that kind of investment really comes from a certain personality type and a certain leadership type. So that style of office manager is really what we're speaking to today. And there's nothing wrong with any type of office manager, any style, any avatar, like you do whatever your business needs.   is what your avatar needs to look like. So today we're speaking towards that different kind of mindset of really growing the practice and being fully invested in it. The reason that we look at it that way is we really think that there's two different minds between a dentist and the office manager that needs to push the agenda of the practice. Our dentist is kind of our idea maker. They're the person who's just coming up with all of the plans. And I think we all   can name a few of these. have one on our team. Ms. Kierdent is fantastic at this. She has the brains and the ideas behind most of the things that we do. And they're just shouting things out, right? They're like, my gosh, we could do this. We could do that. We could do this. And the team is like, stop changing things. Well, when you leave the practice management up to the dentist who's there to create ideas, and there's no one there to filter ideas through,   and to project manage when things do make it past go and we're like, yes, we're gonna do this. When it's all on the doctor, you are gonna suffer those changes consistently because no one's there to say, hey, is this projecting us towards the goals we're working on or is this confusing us and keeping us from reaching those goals? So then we do have teams that are in constant chaos and constant change and they're like, Dana, I can't take another word from this doctor. It's like, well, that's.   We gotta get the doctor out of that position. So that's the type of office manager we're speaking to today is a type of office manager that can say, yes, that's a fantastic idea. Let's see where it will take us. Is this going to push us towards those goals? I have to just brag a little on a client that I've worked with for a while now. Near and dear to my heart, like just two of my favorite humans in the whole world. And honestly, their whole practice is full of some of my favorite humans, but.   not that they didn't start as my favorite humans, but they didn't start there, right? They didn't start where they are today, years later. They started in a very different position. And when they came to me, their goals were to grow production. were like, everybody's goal, right? I want to grow production, which actually means I want to grow collections, right? I want more income. We want more saved on the side. They wanted to reinvest in the building. They wanted to do a little bit of a build out, but they knew that they didn't have a lot of space, so they needed to work with what they had.   And the dentist who was there, he really, really wanted to be a dentist. He loves having a business, but entrepreneurship just is a path for his dentistry. So he truly wants to be a dentist, and he wanted to do more surgery. He wanted to do more involved dentistry. So I was like, fantastic. Office manager, let's talk. Now this specific office manager had never been in dentistry before, at all.   at all, very different career path. could tell you all about it on a whole, it would take a whole podcast because the career is just so cool. Very different career path, probably about as far from dentistry as you could possibly get. And he made the decision to support the doctor and said, I'm going to figure this out. And he was a great manager, right? He managed expectations, but really felt stressed out, second guessed his decision.   He's like, don't think this was right for me. I don't think I'm cut out for this. And I was like, well, let's test the waters. Let's see. And we went down a journey together that has changed, I think, the course of both of our lives, probably. It's just been so cool to take this journey with them. But taking an office manager, Dana's done this too. I think all of us at some point have taken an office manager who's never worked in dentistry before and helped to create an amazing office manager.   So all of you dentists who are like, well, they don't have experience. It's not always necessary if the other pieces are there and if the dentistry can be taught if there's space for it. So keep that in mind. I don't I'm not telling you go find someone with no experience. I'm not telling you you have to have experience. Like I'm telling you it's just got to fit for you. This specific manager and a couple others that I've worked with didn't have that experience. And what we worked on then was what it takes to be an office manager, which is actually leadership.   And Dana, I know you work on this a lot with a lot of practices, starting with the leadership and really becoming the person that a team can look up to, starting with the culture and creating what you want your practice to look like. Because without that, Dana's freaking systems queen. But Dana, how difficult is it to create systems for a practice that we can't imagine what we want it to look like?   as compared to being able to imagine what we want the business and the practice to look like and what the leadership should look like, then the system's followed. Which do you feel like in your experience, especially with an office manager who's never been trained in dentistry, which do you feel like is the path that you take the most frequently?   Dana (13:06) Thank   ⁓ hands down it's building the vision and figuring out what you want because anywhere in dentistry when it comes to the schedule when it comes to your leadership team when it comes to goals like you have to know what you're trying to achieve before you build the pieces to achieve it   The Dental A Team (13:41) Yeah, exactly. And I think a lot of people start with the systems, right, Dana? And that's where it gets really confusing. And it's like, the systems are so tailored to an individual. Systems are so tailored to a specific practice, and that practice is goals. So when you start out just blanket systems, it could be anything. You could create anything, and it will or won't work. It's it's hard to tell. It's like throwing spaghetti at a wall and hoping that it sticks, that it's done.   you just, don't know. But when you have a vision and you can create something that supports that vision, which you want that to ultimately look like, you're able to custom tailor it. And that's what we were able to do with this practice and working side by side with the office manager in leadership, teaching him how to speak to people, how to have conversations hard or easy, how to invest in other people and really showing him or giving him the opportunity to see what it feels like.   when you put yourself aside and you put someone else almost ahead of you without it being ahead of you. Like that's hard to say out loud. Like him investing in his team and his team's success in the practice gave him such a high, I couldn't even stop, like his trajectory. He was just running because he felt so good about having this higher purpose. And his higher purpose truly turned out to be   investing in ⁓ leading and guiding his team members for them to be their best selves. So within that, we learned, ⁓ what he learned is really like hiring and firing the systems behind a five star patient experience, the handoffs, like what creates this relationship that I'm having with my team members, with my team members and my patients. So it started to spin once we got some really good leadership footholds in there, some really good communication skills and practicing.   ⁓ weeding out the team members that didn't need to be there and replacing them with team members that should be there, narrowing down those avatars, narrowing all of this down. He was really able to see how the slightest movements that he made truly affected every piece of the practice. He would move one needle just slightly. I always think of implant torquing, right? Like two millimeters is a lot when it comes to an implant. And that two millimeter change in a system   or in a statement or a word that you use can create a massive difference. It's the success or the failure of an implant. And same goes for everything you do in life. said earlier, everything you do, you just duplicate it. So if you're making a two millimeter change on an implant, what's going to happen in that respect when it comes to words, to leadership, and to guidance? And he truly took all of that and invested in people. And he said, hey, I'm learning too. Help me learn. And he got his team on board. It's been.   Incredible to see their success and so between the leadership and then the systems which gosh guys we talk systems constantly Dana Dana we did NDTR I Mean you guys are basic our basic core systems of Dental A Team truly work and they are case in point leadership is an ideal leadership is kind of that like personal side of it, there's not a   Dana (16:43) you   The Dental A Team (16:59) black and white, follow these steps and now you're a great leader. It's a learning system. It's something that is in you, something you have to desire, something you have to want. But the core systems, the handoffs, the NDTR, the ICRP, the communicating between team members, ⁓ gosh, blocked scheduling. We implemented blocked scheduling. We implemented time management skills. We implemented avatars for every team member, avatars for our patients, marketing.   All of the core pieces of what Dental A Team has to offer, we've implemented with this practice and gained his leadership skills as well as an entire team full of leaders at this point. They have leaders of departments, but you guys, every single team member on their team is a leader because they are manning their ships and they're acting as if they're leaders for the good of the practice overall. And it's been incredible. So that first year we worked on core systems of NDTR.   blocked scheduling and just literally ICRP handoffs to your side. Leadership in conjunction with that. So getting rid of some team members that no longer fit the needs of the practice or just weren't on board with the trajectory, replaced some great new team members in there, got them trained up. And you guys within that first year, remember their goals were to increase production, start a build out, right? And get the doctor doing dentistry.   So we were able to remove the doctor from a lot of those pieces, a lot of the decisions that he didn't have to make, we took them away from him. He didn't have to make them anymore and he trusted doctors, he trusted the process, he trusted the office manager. So things that the office manager could decide that if, you know what, if the office manager decided incorrectly, could be fixed, right? Or it's like, it's not that big of a deal. We could have gone the other way, but it's not that big of a deal, okay? Strategically moving those decisions over to the office manager.   We started doing that so that the doctor was in the chair more. He increased his surgery so much, you guys. increased, they were able to with one doctor and two hygienists, they were able to increase their production by $800,000 that first year just by narrowing down the systems and the leadership, getting the right people in the right seats, getting the right systems in place, using them and really knowing where they were going. And that first year was incredible. Stack on top of that.   They've decreased the decisions from the doctor, increased the amount of productivity that he was able to do without, by the way, expanding his hours. He stayed within the same hours. And we also, the end of that first year, got them ready for that associate space because they wanted to see that expansion. So they started the conversations on what it looked like to expand the physical building, and then what is it going to look like to add another dentist. And we projected.   five years out and then worked backwards on one, three and five years of even down to like how many hygienists and how many assistants will we need to hire? What will your overhead cost be based on current employee numbers, et cetera, all of those pieces. And we were able to just spear this incredible trajectory of growth, not even just for their first year, but gosh, five years later now, Dana, you know, they've got this massive building. They have impacted the community.   so much. Like there are people that come up to them on the streets of their community and thank them for what they were able to do for a friend or a family member, not even for themselves. They have had literal strangers say, I know who you are and you changed my friend's life. Like that's crazy, Dana, crazy. And to think that it started from leadership skills, just from someone who is invested in that blows my mind, you know?   Dana (20:53) Yeah, yeah. And I think that it's when you have an office manager that can make a mindset shift of leading versus managing, right?   And I know it's called an office manager, right? So we can kind of get ourselves stuck in that place, but it's like managing is the tasks, right? That's the tasks, the leadership, right? That's the people and the culture. And when you have those pieces running smoothly, then the task part becomes so much easier. And so I do feel like that is when you have a manager who is focused on the people, the culture and leading.   leading to the tasks versus like being the one that feels like they have to complete all the tasks themselves.   The Dental A Team (21:35) Yeah, yeah,   that's a great point. I love that because that's massive, I think for everyone listening. you've got, gosh, like if there's KPIs on you, right? There's a measurable that you're responsible for. I think one of the biggest things that we do really well, is getting people to understand you don't have to do all of the pieces to create that result. You just have to make sure the result happens.   To your point, a lot of managers and lot of doctors who are managing hold it all to themselves in order to manage the results to get the right result. But then we end up not having space for whatever it is that we need to get done, right? And we get lost in that and it gets a little chaotic. I know I've done that. I did that as a manager in practice and my team suffered tremendously because I kept everything. So one, I was not empowering my team.   I was basically telling them that they couldn't do it, right? They didn't know how to do it. I could do it better. I was overworked, overburdened and burnt out. I was angry constantly. Like I woke up one day and I was like, this is not who I am. What have I done? What have I done and how can I change this? And it was that exact thing. It was the fact that when you become an office manager, sometimes it feels like you're supposed to do all of the things.   And we forget that we have an entire team of people who want to help us. And I think Dana doctors do that too. We've seen that as well. And coaching them out of that, think is sometimes part of our biggest jobs as consultants. The biggest contributor is coaching them out of holding all of the cards to themselves. Would you agree?   Dana (23:26) Yeah, yep, absolutely.   The Dental A Team (23:28) Yeah. Well, guys, I know that sometimes we can chat and you can say, gosh, I see myself in that. I hear that. I've done that. ⁓ Or I want to do that or something similar. So I hope that today you heard something that you can take for face value, something that you can utilize if it's systems that you need to go back to. You guys, there's a slew of podcasts all over the place. We have a million of them.   Just search NDTR if you don't know what that is. We're not explaining it today because we've done it a million times. So search it on our website, you guys, on our website, TheDentalATeam.com. can go to podcasts and then you can search within our podcast. So search some of those systems, you guys. Search Avatar. Search all of those pieces and figure out where are you at right now and how can you guide yourself towards those goals. Dana, thank you so much for doing this podcast with me. I love our time together as always and I know.   It's busy season for everybody right now, so thank you for carving out the time. I appreciate you. Listeners, thank you so much for being here. We find this so valuable. We love our time together. You give us this opportunity to be quote unquote face to face. Thank goodness for visual podcasts nowadays. And you give us this opportunity to give our speech to the world. So thank you. Please drop us a five star review below and let us know how valuable you felt this was. And as always, reach out   Hello@TheDentalATeam.com. We're here to help. Thanks guys.  

Michael Falls of Reveel & Jennifer Mitchell of GOAT Group talk about tariffs, network design, SKU analysis, carrier negotiation and decision intelligence.  IN THIS EPISODE WE DISCUSS:   [02.22] An introduction to Michael, his background, and what excites him about supply chain. “Work smarter, not harder – that's what I'm passionate about. There's great technology out there that shippers can leverage, but so many people are still working out of spreadsheets. That hasn't changed as rapidly in our industry as it has in others.” [03.49] An overview of Reveel, who they are, and what they do. “Our CEO always says that modeling is the hill we're going to die on. We have a lot of tools in our repertoire that are different to a lot of the other analytics tools on the market.” [04.36] An introduction to Jennifer, her background, and her company GOAT Group. [05.58] An overview of the current tariff landscape, and how businesses are approaching adaptability and cost impacts. “We're now in a period where shippers have a new normal, which is: we don't know what the future will hold, but we know we're going to have to adapt to change.” “Now there's a very public conversation around who absorbs the cost of tariffs. Tariffs are here to stay. The question is: are consumers going to pay for them, or are companies going to absorb the cost and use that as a competitive advantage?” [07.55] How tariffs have impacted GOAT Group, and why increased tariffs for China are driving up apparel costs and forcing companies to rethink their manufacturing locations. [09.07] From cost volatility to the impact of the unknown, the biggest negative impacts, driven by the current tariff landscape, for shippers. “It's ever-changing. The minute you make a decision to do something, it changes and you're back to square one.” [11.34] Network design and optimization, and why shippers need intelligence, agility, and a strategic command of their shipping network to manage current volatility. [14.28] How network design and optimization can help companies to design more efficient distribution strategies, what those strategies might look like, and the positive impact they can have for shippers. [15.16] How SKU profitability analysis can help businesses identify problem products and make more informed decisions on their portfolio. “There's much more that you can do with SKU level insights than just explore profitability.” [17.13] Why contract negotiations have changed, and how Reveel can help to simulate ‘what-if' scenarios and compare carrier performance so shippers can push for reductions or pivot. “You can't manage what you don't measure. So we empower our customers to measure all the KPIs that are going to impact their transportation spend.” “The duopoly is over!.. Carrier contract negotiation is becoming an ongoing activity.” [20.07] The importance of flexibility and expanding carrier options to reduce dependency, lower cost, and improve customer experience. “Flexibility is crucial… Customers expect more from delivery, they expect it faster, more personalized. The bigger carriers are very rigid in what they do and a lot of these emerging carriers have more flexibility, they're more customizable to your company.” [21.23] Why, when tariffs are out of our control, intelligence is the best defence, how companies can use intelligence to stay competitive, and why parcel spend management can be an organizations competitive advantage in an unpredictable global market. “There's so much noise. Carrier billing data has hundreds of elements, it's not normalized… Having a shipping intelligence platform helps arm you with the most important insights at a glance.” “A lot of shippers are just resigned to this belief that the carriers are going to do what the carriers are going to do, and we have to sit back and take it… But I would say that any shipper has between 5-30% of spend that's available to be eliminated.” [23.47] The ideal client for Reveel, and the types of clients they're currently onboarding most. [24.41] GOAT group's experience with onboarding and implementation with Reveel. [25.52] The biggest challenges GOAT Group were experiencing, why they chose to work with Reveel, and the benefits they see from their ongoing partnership. [27.38] In a constantly evolving market, what shippers might expect over the next few months. “The only thing we know for sure is that more change is coming!.. But the shippers that have the best data, the best data-driven insights, and the best technology are ultimately the ones that are going to come out ahead.” RESOURCES AND LINKS MENTIONED:   Head over to Reveel's website now to find out more and discover how they could help you too. You can also connect with Reveel and keep up to date with the latest over   on LinkedIn, Facebook or Twitter, or you can connect with Michael or Jennifer on LinkedIn. If you enjoyed this episode and want to hear more from Reveel, check out 453: Driving Supply Chain Innovation with Reveel and Deposco or 357: Leverage the Power of Shipping Intelligence, with Reveel.

In this episode of The Shades of Entrepreneurship, host Gabriel Flores welcomes Pranav Dalal, founder and CEO of Office Beacon. Pranav shares how he pioneered remote staffing long before it became a trend, scaling his global team to thousands of full-time employees across four countries. Discover how he identifies strategic "hooks," builds world-class teams, and leverages both human capital and AI to help businesses thrive. Learn about his unique lead generation strategies, the role of KPIs in onboarding, and why he believes outsourcing is key to scaling smart. Whether you're a startup founder, business leader, or aspiring entrepreneur, this episode is packed with lessons on resilience, strategy, and global scalability.Support the showSubscribe at theshadesofe.com

Sales and marketing alignment may sound straightforward, but it's often reduced to process charts and dashboards, rather than focusing on the people doing the work. In this episode, Lia Davidson, CMO at EAB, joins Adam and Saima for a refreshingly honest conversation about what real alignment looks like inside complex organizations. She shares how building trust with sales didn't come from structure or incentives, but from solving problems together and staying radically candid. Lia also unpacks the moment she realized marketing needed to stop celebrating metrics that didn't match sales outcomes—and how shifting to shared KPIs changed everything. Plus, why personality tests, casual hangs, and a simple phone call can outperform strategy offsites. In this episode, you'll learn:Why marketers should rethink their funnel language to reflect real sales impactHow to lead with empathy when functional teams aren't getting along What happens when marketing and sales review pipeline togetherHow to create team alignment without reporting lines or reorgsJump into the conversation: (00:00) Introducing Lia Davidson and sales-marketing alignment (02:47) The human side of misalignment and why process alone doesn't fix it (04:38) How Lia's early sales experience shaped her approach as a CMO (06:44) A people problem disguised as a pipeline problem (08:15) The offsite that solved misalignment without touching strategy (10:19) Why marketing can't claim green if sales is red (12:52) How Lia celebrates marketing wins while staying tied to revenue (14:32) Building one team without a shared reporting structure (18:59) Why “one funnel mentality” is more than just a slogan

Staying nimble, operationally efficient, and making the best quality beer is key in our current industry.In this webinar, you'll learn how to calculate your true COGS by factoring in WIP losses and final loss, track costs vs. profitability per batch, analyze year-over-year trends for sales, understand tank utilization, and fine-tune your efficiency to keep more money in your pocket.Discover how real-time data tracking, forecasting, and COGS analysis can help your brewery reach higher profitability without sacrificing the quality of your beer.Join Pulkit K. Agrawal, Founder and CEO of Beer30 by The 5th Ingredient, for a look at the brewery KPIs that most brewers miss, resulting in a hit to your bottom line. Staying nimble, operationally efficient, and making the best quality beer is key in our current industry.Learn how to calculate your true COGS by factoring in WIP losses and final loss, track costs vs. profitability per batch, analyze year-over-year trends for sales, understand tank utilization, and fine-tune your efficiency to keep more money in your pocket.In this talk, PK will break down how real-time data tracking, forecasting, and COGS analysis can help your brewery reach higher profitability without sacrificing the quality of your beer.Stay up to date with CBP: http://update.craftbeerprofessionals.org

In this episode, we're joined by Emelie Linheden, VP of Marketing at Younium, a Subscription Management tool that helps B2B SaaS companies in Europe and North America streamline subscription management, invoicing and billing, financial reporting, and data insights. We talked with Emelie about how Younium's event strategy has fueled their growth, and specifically how you make the most out of your investment in external events. Here are some of the key questions we address: - What are the most important criteria you use when deciding which external events to sponsor? - What are the key things a team needs to do in the 4-6 weeks leading up to an event? - How do you build a pre-event outreach strategy to ensure you're not just showing up cold? - What's your approach to lead capture, note-taking, and team coordination on-site?   - Who “owns” post-event results and how do you ensure accountability? - What's your timeline and process for post-event follow-up? - How do you turn an event into a broader campaign that lasts beyond the week of the show? - What KPIs do you track to evaluate event success—and how early do you define them? Tune in to learn from Emelie how you also can make the most out of your event budget and plan, to ultimately drive real business value for your organization.

Kiera gives tips to get your practice to become one where team members have accountability and ownership. Set clear expectations and empower decision-making. Create measurable goals. Celebrate those who achieve. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent (00:00.834) Hello, Dental A Team Listeners, this is Kiera, and I hope you are just having an amazing day. I hope that things are going so well for you. I hope that things are just really, really, really incredible for you. I am so excited to be podcasting with you. I just truly, truly love and adore all of you. And I just think that the world of dentistry is such a great place for us to be a part of. And so today I just wanted to dive in. I wanted to give you guys some tips. I wanted to have some fun with you today.   And a topic that comes up often is how do we honestly help our team have ownership and accountability? It's something I hear a lot on sales calls. It's things that I hear from clients of, Kiera, like I just want my team to want to own this company. I want them to be accountable. I want them to feel like they own part of this. And so I wanted to just dig into this because the reality is there are a lot of ways to do this. And I just want to ask you, what would it be like if every team member in your practice actually took ownership? Like, what would it look like?   So today let's talk about how to make this happen. The reality is when we have accountability, there is better basic care. There's higher efficiency. There's like we get stronger team engagement. We're able to have better profitability in the business. We're able to have a happier, more cohesive team. All these things are super, super powerful for you. And the reality is that these are gonna be some effective strategies to help you create that culture of ownership in your practice. So.   You guys know us, we are the Dental A team. We love what we do. We love being here with you. We love serving you. We love giving you tips and tricks to make your practice even better and easier. So that's what we're about. That's what we're here for. And we are so excited to have you here. The reality is we have coached hundreds of practices, thousands of team members and helped them figure out exactly how to give this ownership feel, how to give accountability feels, how to be able to do these things within your practice. And I'm happy to share those things with you.   We do work in person and virtually with practices. We work across the nation and we do it in a fun and effective way. We're truly the experts in consulting and it's something that I just love and obsess of working with clients. Today, I just want to do this quick short actionable episode with you guys so that way you guys could go implement them. I like it to be tactical, practical, having a good time. What do you say? I'm here for it. I hope you're here for it. So step one to get this ownership and accountability is   Kiera Dent (02:16.386) Number one, you wanna have clear expectations and empower decision making. So something that we did just recently was we changed up job descriptions and we were able to make it to where people knew exactly what their decision making power was. And I thought that that was something so just weird. I was like, do people really need to have this? And what I realized is they do, they need to know, they need to know what is it? Like, what can I make decisions on? And Britt and I talked a little bit about these six principles.   of how to make decisions of like, number one is look into it, report it and I'll decide what to do. Number two is look into it, report alternatives with pros and cons and your recommendation. Number three is look into it, let me know what you intend to do, but don't do it unless I say yes. Number four is look into it, let me know what you intend to do and do it unless I say no. And five is take action, let me know what you did. Six is take action, no further contact required. And what's interesting is when you start to give team members   kind of even these levels, which one do you want them to do? How can they make it? What are the areas that they have control over to make decisions and really empowering your team? That way it doesn't fall all back onto to leaders. This really can help them start to feel a sense of ownership because now they know, they know their department, they know the areas that they can actually influence and impact because otherwise it just becomes blaming, it becomes waiting, it becomes like, hey, we don't really know. And so what you've got to do is you've really got to make sure that there's clear defined roles.   I notice the front office is often what I call sloppy soup. We don't know who's doing what, everybody's doing everything and no one is actually accountable. Nobody actually can do things. They have no idea what they're doing. And so let's get out of that. Let's figure out what are the clear roles, what are the responsibilities, and what is the KPI or key performance indicator? What is the number that that role is going to actually impact and have an effect over? That's really what we wanna look into. We wanna dive into that. That's gonna help them out.   Then within that, we help them also know what is your decision making authority and also who do you report to within that. What this now does is we've just set the rules of the game. Your team now knows who do I talk to? What can I make decisions over? What my number is? What my job is? There's a lot less confusion. And I know this sounds like so cliche and like, but Kara, that's really it. A lot of times the ownership just comes from a lack of clarity. It comes from a lack of, don't even know what I need to do. This is where we're going to be able to get.   Kiera Dent (04:36.27) people super empowered, super on top of it, super on their A game and helping them to really be able to make decisions. A lot of times people don't have ownership, not because they don't care, because they don't want to, but because they honest to goodness just don't know, like they feel they can't take the ownership, they feel they can't make the decisions. So I have really loved those six areas of how can I get feedback? So when Brit has a project or we're working on something new, so let's say we're rolling out a new project or we're hiring a new team member.   I try hard to tell Britt like, okay, this is a number four. So look into it, let me know what you intend to do and do it unless I say no. And when you're working with new team members and new leaders, sometimes they are gonna be at this like look into it, report and I'll figure out what to do. But that doesn't give a lot of ownership. That gives a lot of dictation and dictatorship rather than ownership. And so if you really, really want to have your practice flourish, help them know what the clear expectations are, what their role is, and then what their decision-making authority is.   There's a practice that I watched do this really, really, really successfully. Well, and what's interesting is the owner doctor picks, like they are, they're growing, they have multiple practices, multiple locations. And the owner doctor picks and says like, this is where we're going to actually have the practice be after that, the team members get to make all the rest of the decisions and it's leadership and then the office managers. And I think what's really incredible about that of the rules of the game have been laid out and then they're allowed to make those decisions. How much ownership do think this practice has? It's insane.   and they fall through and they're accountable because they feel that they actually can contribute. They feel like they can own this. And I think that's one of the biggest pieces to helping your teams have that. So that's number one. So call to action on that is like, your key responsibilities, figure out the KPIs, get clear job descriptions, and then help them know what the decision-making power is. How can they do this? And even start using those six steps. They really, really, really do help. It's been incredible to watch it work out. Step two is going to be making sure that they have measurable goals and accountability system.   What we're gonna do is we've got job descriptions, it's defined, they know what their number is, but now like what are the goals? What are we even reaching for? And then how do we follow up on this? So Tiff and I were talking about this with a client and it's interesting because when you actually have strong accountability with your practice, team members flourish. But if we don't have accountability, we don't follow up if something's off track. We don't look into it and ask them like, hey, I noticed this, what is your plan to get this back on track? This is going to really struggle because A, our numbers are going to go down.   Kiera Dent (07:02.678) And B, our accountability is really lacking. And it's wild because when you start to track your KPIs and we track them consistently, and then when they're off track, we figure out why and we get them back on track. Like it's this whole tracking progress and having follow through to make sure things are actually moving forward. Otherwise we just sit there. Otherwise team members are just like, well, we track numbers for the sake of tracking numbers, but what does it really matter? Or we don't even track numbers. You're looking for trends and we want to teach our team to look at these numbers, their KPIs, the numbers that they have.   We want to teach them to use these numbers to be able to be levers. and I talk about this often of how numbers are levers in a business. And once you know what your numbers are, you can actually then know, I raise our production? Do we need to increase our diagnosis? Do we need to increase our case acceptance? Do we need to decrease our costs? Do we need to make more outbound calls? Like what really needs to happen? And we utilize all those numbers to figure out exactly what we're doing with it. So it really becomes something of like,   tracking on a scorecard and all of our practices track it. We have team members tracking this. And then we teach leaders how to follow through with accountability. And accountability is really just being consistent in a lot of ways and empowering them like, hey, this number's off track. What's your game plan? What's your plan for it? And this way we can constantly review it. So we recommend tracking your numbers weekly and then reviewing them in depth monthly is what we do with a lot of our offices to make sure that our numbers are moving forward, that things are tracking in a really good way. This is what it's going to be. And what's crazy is   People who start using KPI trackers, people who start tracking their numbers with their team is going to be an area where they actually like truly they start hitting numbers that they've never hit and they're like, wow, just as tracking numbers, instantly we started to become more profitable. Instantly we start to have more production on the schedule. Why? Because we're focused on it. And what you focus on is what you're going to achieve. So if we're focusing on these numbers, you better believe they're going to start to increase. We then start to change systems and implement other pieces based on what the numbers are telling us.   Otherwise, we're not gonna change things. So this is where it's super powerful and super fun because now you've got numbers. You've got all these different pieces that are going to impact it and influence it that are really truly going to help you and your team thrive. So really building up a simple tracking system to track those KPIs weekly and monthly is going to exponentially help you. And then number three, when I think about ownership, like...   Kiera Dent (09:23.022) I don't know how to say this in a polite way, so I'll just say it. I also think for owners realizing that your team, you are still the owner and team members might not take as much ownership and that's not to say there's anything wrong. So I think also being like realistic with what's going on with it, but then also really truly highlighting those who take ownership. So within our company, we have our team read extreme ownership. We have pens, I'm not even joking. I have it right here, I saw it.   Literally, extreme ownership. have pens, there we go, sorry, extreme ownership. And we share it with our team and we remind them that we want them to have extreme ownership. I want them to take ownership of their position. I want our leaders to take ownership of their departments within the realms. Remember, we put the bumper lanes there of what are the realms and what can they do? And then I want them to truly take ownership of their practice. I want to constantly highlight team members that are taking ownership.   So we put that in our Friday five shout outs. put that in our core value shout outs. I put that in highlights in the team chat of celebrating and encouraging when people are taking ownership. And then if someone's not having that honest conversation with them of, this is what I'm expecting. What's going on? What are the hurdles? What are the stumbling blocks and how can we overcome those together? That way we can truly own our business. And I think when I realized like bottom line is a lot of team members may never care about the business as much as I do. And that's okay.   I really hope you heard that. That's okay. But there will also be a lot of team members who do care about the business like you do. They care about it maybe even more than you do and that's really beautiful. And so hold on to those ones who are truly incredible and they own all their positions and then also be okay when people aren't necessarily that way. They don't necessarily care about it as much as you do. That's also okay. But we wanna create a culture of ownership. We wanna create a culture of accountability and follow through. We wanna create a culture.   where we're following through on numbers and KPIs. And that's something that we're super, super, super paramount about doing. This is going to help you really have it. And it's wild, because when I watch offices highlight people and shout people out and I watch it within our team and I watch it within other teams, people start to follow through on that. We had an ownership award all last year and it was really fun to see who was winning ownership and who was the person who was taking this on and who was getting those MVP awards. And what's wild is you will see an increase for Rao.   Kiera Dent (11:46.446) you'll see an increase in culture and you'll see an increase in ownership being taken in your practice. So whatever you need to do to create a culture and recognition of that, I would recommend highly implementing that. So this was a quick down and dirty episode with you of these quick actionable items for you of number one, creating clear expectations and job descriptions, making sure that we really are super crystal clear and empower that decision-making ability. Then after that, we wanna make sure we've got tracking our KPIs with accountability and follow through.   So we don't just track for tracking, we track with actual follow through updates, making sure we're getting the results that we're looking for. And lastly, finding a way for us to celebrate those who are taking great ownership within our practice and our company, really truly empowering them, giving them the praise, giving them the recognition and teaching our team that this is the culture that we want. Giving them, like I said, the reading opportunities, different opportunities, letting them know this is the culture that we want to have.   We want extreme ownership. We want to have our team taking ownership. I want you to feel like this is your practice because it is. So if this is your practice, what do you want to do? How do we want to behave? What are the core values we want to be living by and really empowering your leadership team to influence and push that forward for you. The reality is this is going to be a way to help you increase ownership and accountability within your practice. And it seems so simple, but just because it's simple and easy does not mean that it's easy to execute on.   These things take office as time, it takes change, takes change to shift a culture, it takes change to implement ownership and accountability. And so really taking that on and committing to that, you are going to be so much happier in your practice. So with that, I honestly believe that if you want to build this high performing team with true accountability, ownership, really getting them to take it on, DM us, we're here to help you. This is what we do day in and day out. I would love to help you send us a message on Instagram.   or check out our website. We have a lot of leadership tips within our newsletter, so be sure to join our newsletter. Tons of free resources for you. And if you're like, hey, I wanna go to the next level, I want you to help our team, I want you to be able to do this, reach out. This is where we're able to help you get ownership and accountability within your practice. We have these conversations with your office manager, so you don't have to. We have these conversations with team members, so you don't have to. And it becomes something where we really can grow these teams to have high accountability, high ownership.   Kiera Dent (14:01.9) and being able to have that culture within your practice. So reach out. This is truly what the Dental A team does. This is what we're about. This is what we love to do. We are truly the best in the business at doing this. And I know that if you implement these things, you are going to see a very different practice. You're gonna see so many great things happen that you will be shocked and so happy. And with that guys, always, always, always, always make sure that the culture that you want is the culture that you're creating. You as leaders are the ones who are creating the culture. So make sure it's the culture that you want.   And as always, thanks for listening. I'll catch you next time on the Dental A Team podcast.  

What if sales could be transformed from a high-pressure, toxic grind into an uplifting, collaborative, and deeply rewarding experience? In this insightful episode of Leaders of Transformation, host Nicole Jansen welcomes Max Cates—award-winning author, nationally recognized sales leader, and founder of Servant Leaders in Sales—for a powerful conversation on revolutionizing the world of sales through the principles and practices of servant leadership. Drawing from 37 years of proven sales management success, Max reveals how empathy, sacrifice, teamwork, and accountability can supercharge your sales teams and turn conventional wisdom on its head. Dive deep into practical strategies for fostering lateral accountability, building a culture of constructive competition, and leading sales conversations with authenticity and lasting value. Discover how the Four Steps to Supercharged Sales Teams can change not only how you approach sales, but how you lead in every area of your life. Tune in for actionable wisdom—whether you're a seasoned sales manager, a business owner, or someone eager to transform their relationships and results through service-based leadership. What We Discuss in This Episode What propelled you to combine servant leadership with sales management—and what did you discover along the way? How can sales leaders remove toxicity and build a joyful, team-oriented environment? What are the three core words that define servant leadership in sales? Why is lateral accountability a game-changer, and how do you actually implement it? How do you reward teamwork without sacrificing individual motivation and fairness? What does it look like to apply servant leadership in a real sales conversation with a prospect? How do you reconcile metrics/scoreboards with long-term vision and purpose? Why do humility, empathy, and sacrifice give your team and sales process a decisive edge? What mindset shift can move your organization toward win-win, “worthy competitor” thinking? How do you integrate spiritual principles with everyday business leadership? Podcast Highlights 0:00 – Introduction: Transforming Sales Through Servant Leadership 2:07 – Max's Journey: From Toxicity to Teamwork in Sales 6:25 – The Heart of Servant Leadership: “Help Others Succeed” 9:40 – Ego vs. Service: The Power of Sacrifice in Leadership 11:52 – Redefining Success: Vision, Purpose, and Metrics Addiction 14:56 – Constructive Competition: Teamwork vs. Lone Wolves 20:10 – Lateral Accountability: A New Standard for Sales Teams 28:45 – Rewarding Teamwork: Assessment, Pay, and Culture Shifts 33:02 – The Servant Leader's Sales Conversation: The PERC Model 46:00 – Humility, Authenticity, and Service as the True Sales Superpowers 49:50 – Final Thoughts, Closing Prayer, and Action Steps Join us for this transformative conversation with Max Cates and discover how servant leadership can elevate your sales—and your life—to their highest potential. Favorite Quotes “There are three words that describe servant leadership in sales: help others succeed.” “The scoreboard is not your goal. The metrics system is a tool. Your goal is your vision.” “Love and seek the best for others. That's servant leadership—at work and everywhere else.” Episode Show Notes: https://leadersoftransformation.com/podcast/business/537-cultivating-servant-leadership-in-sales-with-max-cates/ Check out our complete library of episodes and other leadership resources here: https://leadersoftransformation.com ________

Today, we're joined by incredible women in transportation, Lacey Olson and Amanda Haire - the co-founders of Transport Express! Despite coming from different industries, Lacey and Amanda share how they got into the freight business and continue to thrive, their challenges due to changing market conditions, and their focus on promoting a work-life balance, creating standard operating procedures, training manuals, and KPIs to enhance operational scalability!   About Lacey Olson and Amanda Haire Lacey Olson is the Co-owner of Transport Express, a Minnesota-based freight brokerage she acquired with her business partner, Amanda Haire, in 2021. She began her career in investment banking before taking a hiatus to raise her three boys. Today, she holds an MBA and co-owns a concrete and masonry company with her husband. Her experience spans finance, logistics, construction, and real estate investing—all rooted in a drive to build strong, values-aligned businesses. Lacey believes momentum comes from doing the little things well and brings a steady, thoughtful approach to entrepreneurship. Amanda Haire grew up around entrepreneurship — watching her dad run a third-generation lumber yard sparked her own desire to build something lasting. Before entering the transportation industry, she spent over a decade as a paramedic, a role that taught her to lead with calm and purpose under pressure. She also invested in and co-owned businesses in the residential construction space. Today, she's proud to help modernize a legacy business and to inspire more women to pursue entrepreneurship.   Connect with Lacey and Amanda Website: https://www.transportexpress.com/  LinkedIn: https://www.linkedin.com/in/laceyroxannolson/ / https://www.linkedin.com/in/amanda-haire-980424232/  

What's your firm really worth—and how do you unlock that value? In this episode, David DeCelle sits down with Scott Leak, CFP® and CEPA, Senior Consultant at FP Transitions, one of the most trusted firms in the advisory M&A and valuation space. With over 17,000 valuations under their belt and 100+ M&A deals last year alone, FP Transitions has a unique vantage point on what makes firms valuable—and what holds them back. Scott shares his journey from a 22-year run at TD Ameritrade to helping advisors navigate valuations, succession planning, and equity strategies at FP Transitions. Whether you're thinking about selling, merging, or simply growing smarter, this episode is packed with guidance you won't hear at your typical industry event.    

From GTM Live:This week on GTM Live, Carolyn sits down with Megan Bowen, CEO of Refine Labs, to unpack why so many B2B companies are pouring budget into paid media, and still missing revenue targets.They break down what's really going wrong: not too much paid media, but too much spend on a strategy that doesn't convert. Pipeline is down. Revenue is down. And yet, the response is often to spend more, not better.You'll hear why performance marketing often fails to deliver real outcomes, how misaligned KPIs drive bad decisions, and what separates newer, agile companies from legacy players still running outdated GTM playbooks.Megan shares insights from working with dozens of growth-stage companies and how leadership mindset, speed of iteration, and willingness to challenge old assumptions can make or break your demand strategy.If you've been trying to defend paid spend, or wondering why results are flat despite doing “all the right things”, this episode is for you.Key topics in this episode:Why paid media often fails to convert to pipeline or revenueThe difference between new-school and old-school GTM teamsWhy optimizing for MQLs leads to the wrong outcomesHow to rethink measurement for real demand captureWhat high-performing growth teams do differentlyThis episode is powered by ⁠⁠Passetto⁠⁠. We help high-growth and equity-backed companies turn GTM data into better decisions, faster. We unify your GTM and financial data, identify your growth levers, and help you scale. Part SaaS, part advisory. Visit ⁠⁠⁠passetto.com⁠⁠.

This week on GTM Live, Carolyn unpacks one of the most deeply ingrained—but damaging—habits in B2B go-to-market: measuring success based on which department sourced the deal.While many marketing leaders know this approach doesn't reflect reality, changing it is hard, especially in legacy orgs with outdated attribution models, internal inertia, and leadership that still demands simple answers to complex questions.In this solo episode, Carolyn breaks down the real problem: measuring performance by team creates siloed decision-making, warped incentives, and misses what actually moves buyers through the funnel.You'll hear why the future of GTM performance measurement is about mapping buyer behavior across an interconnected journey, not slicing credit by department. And she shares the exact 5-part framework Passetto uses to help teams ditch "department-sourced" for something far more accurate and impactful.If you've ever struggled to prove Marketing's full impact, or if your exec team is still obsessed with MQLs and last-touch attribution, this episode will hit home.Key topics in this episode:Why “department source” attribution is outdated and misleadingThe real structure of a modern buyer journeyHow this model leads to misaligned KPIs and credit battlesWhy most GTM teams lack the data architecture to measure what mattersA new framework to measure engagement, prospecting, and sales as one integrated systemThis episode is powered by ⁠⁠Passetto⁠⁠. We help high-growth and equity-backed B2B SaaS companies turn GTM data into better decisions, faster. We unify your GTM and financial data, identify your growth levers, and help you scale. Part SaaS, part advisory. Visit ⁠⁠passetto.com⁠.

Coming off the heels of our most recent Visionary CEO Mastermind retreat, I wanted to bring you behind the scenes of a powerful theme that came up again and again: belief—and the role it plays in building a business that actually lasts.In this episode, I'm unpacking what it really means to lead from belief, how it fuels growth in both visible and invisible ways, and why it might be the most underutilized (and underestimated) asset in your business strategy.I'm also sharing a personal story about hitting a massive business milestone that, on paper, seemed impossible—but belief made it inevitable. You'll learn how to create your own North Star Belief Statement, what it looks like to align your team and operations around it, and how to track unique KPIs that reflect belief-driven success.Whether you're feeling stuck in the grind or are looking to lead with deeper intention, this episode will help you scale with conviction, clarity, and legacy in mind.Here's what we cover:

Today on the podcast, we welcome back listener favorite Andrew Filar! Andrew is a Managing Partner and CEO at Marilyn Todd Insurance in Atlanta, GA. He has successfully grown his agency from $0 to $30 million in premiums in under 5 years and now helps other insurance professionals achieve similar growth.In this episode, Bradley and Andrew discuss three major themes for insurance agency growth: audience building in the AI era, evolving marketing strategies, and solving industry staffing challenges. Andrew provides both high-level strategic insights and actionable tactics for immediate implementation.Andrew emphasized the complexity of modern attribution: customers might see a referral, then a Facebook ad, then Google search before calling - making it difficult to track the true source of leads. He also references how his agency has implemented mandatory referral requests on every customer interaction, recognizing that referrals often don't get attributed correctly even when they drive significant business.Actionable TakeawaysImplement Full-Funnel Marketing: Don't rely on single tactics - integrate calling, email, retargeting, and direct mail.Focus on Local Audience Building: Invest in building authentic local presence and relationships.Measure What Matters: Track both individual tactic performance and overall cost-per-acquisition.Systematic Referral Requests: Make asking for referrals a standard part of every customer interaction.Invest in Training: Focus on developing talent rather than just trying to hire experienced professionals.Save your seat at The Quarterly on June 24th!Ready to build your business by design? The Quarterly is a free, live Zoom workshop happening June 24th at 10 AM CST that's designed to give you the clarity and structure you need to move your business forward—without the usual overwhelm. Register For The Quarterly: Q1 ➡️ Q2In just one 2-hour session, you'll wrap up Q2 with confidence, get your Q3 targets 50-75% DONE, and build serious momentum for the rest of the year. You'll also receive a comprehensive workbook packed with quarterly planning templates, time management tools, and an after-action review to keep you on track. Register For The Quarterly: Q1 ➡️ Q2This isn't just another webinar—it's real, focused planning time using the BlueprintOS 5-step process that helps business owners like you create results. No fluff, no wasted time—just a game plan that works. Register For The Quarterly: Q1 ➡️ Q2 at https://quarterly.blueprintos.com.Don't let another quarter slip by without intentional planning. Save your spot today at quarterly.blueprintos.com and take the next step toward becoming the architect of your business rather than just staying stuck as the rainmaker.It's not too late to make the most of 2025.Thanks to our sponsors...BlueprintOS equips business owners to design and install an operating system that runs like clockwork. Through BlueprintOS, you will grow and develop your leadership, clarify your culture and business game plan, align your operations with your KPIs, develop a team of A-Players, and execute your playbooks. Register to join us at an upcoming WebClass when you visit www.blueprintos.com!Coach P found great success as an insurance agent and agency owner. He leads a large, stable team of professionals who are at the top of their game year after year. Now he shares the systems, processes, delegation, and specialization he developed along the way. Gain access...

If you work for a software company, odds are that people make up 80-90% of your business's costs. Today's guest argues that in order to effectively manage a company's greatest asset, the CFO should be heavily involved in shaping the company culture. Bill Tole is the CFO of TrustRadius, a trusted platform where tech buyers find real reviews. He is skilled in creating structures around ambition and breaks down how TrustRadius creates and implements Objectives and Key Results (OKRs). He explains how they differ from KPIs, why they fail, and how to set aggressive but achievable goals. He discusses the Rule of 40 and why it's essential for the rest of the company to understand it. Bill also shares how CFOs can influence culture from a finance perspective and why a lack of failure is a cause for concern.—LINKS:Bill Tole on LinkedIn: https://www.linkedin.com/in/bill-tole-0a99789/TrustRadius: https://www.trustradius.com/15Five: https://www.15five.com/CJ on X (@cjgustafson222): https://x.com/cjgustafson222Mostly metrics: http://mostlymetrics.comRELATED EPISODES:Less but Better: Miro's Justin Coulombe on the Power of Strategic Divestment in SaaS: —TIMESTAMPS:(00:00) Preview and Intro(02:15) Sponsor – NetSuite | Planful | Tabs(06:00) TrustRadius's Business Model(09:20) OKRs at TrustRadius and Finance's Role in Them(14:07) Finance's Role in Asking the Stupid Questions(15:58) Sponsor – Rippling Spend | Pulley | Navan(20:10) How To Set Aggressive but Achievable Goals(23:19) The Ideal Number of OKRs(24:21) Leaving Room for Failing or Innovating(25:57) OKR Derivatives at Department Level(27:36) Why OKRs Fail(28:55) Rewriting or Killing Off an OKR Mid-Way(29:51) Where To Track Your OKRs(32:03) Applying the Rule of 40(34:39) Educating the Org on the Rule of 40(37:34) EBITDA Versus Free Cash Flow for Calculating Rule of 40(39:24) The CFO As the Culture Leader(43:21) Using Money To Change the Culture in a Positive Way(45:42) Mistakes CFO's Make When It Comes to Culture(47:06) Long-Ass Lightning Round: Why Failure Is Okay(51:41) Advice to Younger Self(53:44) Finance Software Stack(55:12) The State of SaaS Fragmentation or SaaS Sprawl(57:28) Craziest Expense Story—SPONSORS:NetSuite is an AI-powered business management suite, encompassing ERP/Financials, CRM, and ecommerce for more than 41,000 customers. If you're looking for an ERP, head to https://netsuite.com/metrics and get the CFO's Guide to AI and Machine Learning.Planful's financial planning software can transform your FP&A function. Built for speed, accuracy, and confidence, you'll be planning your way to success and have time left over to actually put it to work. Find out more at www.planful.com/metrics.Tabs is a platform that brings all of your revenue-facing data and workflows - billing, AR, payments, rev rec, and reporting - onto a single system so you can automate and be more flexible. Find out more at: tabs.inc/metrics.Rippling Spend is a spend management software that gives you complete visibility and automated policy controls across every type of spend, saving you time and money. Get a demo to see how much time your org would save at rippling.com/metrics.Pulley is the cap table management platform built for CFOs and finance leaders who need reliable, audit-ready data and intuitive workflows, without the hidden fees or unreliable support. Switch in as little as 5 days and get 25% off your first year: pulley.com/mostlymetrics.Navan is the all-in-one travel and expense solution that helps finance teams streamline reconciliation, enforce policies automatically, and gain real-time visibility. It connects to your existing cards and makes closing the books faster and smarter. Visit navan.com/Runthenumbers for your demo.#failure #companyculture #OKR #KPI #Ruleof40 Get full access to Mostly metrics at www.mostlymetrics.com/subscribe