Podcast appearances and mentions of vern harnish

Why most growth plans fail is simple: leaders can't connect the dots between strategy, execution, and people. Shannon Susko learned this the hard way, and then did something extraordinary about it. She created Metronomics, a strategic growth operating system that aligns teams, drives execution, and helps CEOs finally get out of the weeds. In this episode of Reflect Forward, Shannon shares how Metronomics was born out of desperation when she was on the brink of being fired. Her bold move? Ditching vague 10-year visions for a Three-Year Highly Achievable Goal (3HAG), a clear, actionable roadmap that brought her board back onside, rallied her team, and ultimately transformed her business. “When you delegate, you still own it. But if you empower people to build a plan with you and own their pieces—that's when real execution happens.” Inside This Episode: • How a 3HAG connects strategy to execution and earns board confidence • Why most CEOs are stuck in whack-a-mole mode and how to escape it • How 15-minute daily huddles saved Shannon 40 hours a week • Why clarity and cadence beat complexity every time • How to cascade strategy out (not down) across the entire organization Shannon draws from the best, Jim Collins, Michael Porter, Vern Harnish, and Jack Stack, and weaves it into a rigorous and human system. She breaks down what most leaders get wrong about scaling and how to build a rhythm that turns big goals into achievable outcomes. Mic Drop Moment “This system allowed me to stop working in the business and start working on it. That's how I exited two companies—and why I coach CEOs today.” Start Here Ready to grow with intention? Start with Shannon's book The M Game, a short, high-impact read that introduces Metronomics in under 100 pages. You can also visit metronomics.com to find a coach, explore tools, or connect directly with Shannon. If this episode sparked an idea, share it with a fellow leader. Subscribe to Reflect Forward on YouTube or your favorite podcast app, and don't forget to leave a review—it helps us get these game-changing conversations into more hands. How to find Shannon: LinkedIn: https://www.linkedin.com/in/shannonbyrnesusko/ Website: https://www.metronomics.com/ You Tube: https://www.youtube.com/channel/UCtfKz1miyfoNlX9RYvtQx-A Connect with Kerry Don't forget to subscribe to Reflect Forward on your favorite podcast platform or YouTube. Visit my website, kerrysiggins.com, to explore my book, The Ownership Mindset, and get more leadership resources. Let's connect on LinkedIn, Instagram, or TikTok! Find Reflect Forward on YouTube: https://www.youtube.com/@kerrysiggins-reflectforward Find out more about my book here: https://kerrysiggins.com/the-ownership-mindset/ Connect with me on LinkedIn: https://www.linkedin.com/in/kerry-siggins/

Welcome to The Private Equity Podcast, by Raw Selection. Today's guest is Jeff Wigle, Managing Director at Banyan Capital Partners, a lower-to-middle market private equity firm based in Canada. Jeff shares insights on transitioning portfolio companies from founder-led to data-driven decision-making, leveraging technology, and managing cultural change during these shifts.Breakdown:[00:00] Jeff Wigle discusses his background, Banyan Capital Partners, and his experience transitioning portfolio companies to data-driven decision-making[00:29] Jeff's background from accountant at Ernst & Young to private equity leader, including serving as CEO of a portfolio company at age 31[02:26] Building an evergreen private equity model with the importance of long-term holds and avoiding rushed investment theses[04:22] Common private equity mistakes including rushing transformations, breaking culture, and short-sighted strategies[05:48] Banyan's approach focusing on long-term value creation, rebuilding foundations, and avoiding premature integrations or expansions[07:31] Lessons from being a CEO with the critical importance of having the right people in the right roles[08:52] Characteristics of top performers including clarity, consistency, transparency, and alignment with investor and business goals[10:16] Transitioning to data-driven decision-making by addressing founder-led systems and building scalable processes for growth[11:43] Challenges of upgrading systems with balancing inward focus during upgrades with market opportunities[12:42] Investing in systems and data by upgrading technology to generate actionable insights and improve decision-making[14:09] Starting with manual processes by using limited data to identify profit drivers and inefficiencies before implementing systems[16:05] Managing resistance to change by evolving culture carefully with executive buy-in to avoid breaking businesses[17:41] Leveraging IT consultants and internal resources with strategies for implementing and managing technology upgrades[20:59] Early steps with artificial intelligence including using AI for coding fixes, dynamic pricing, and operational efficiencies[23:22] AI and dynamic pricing with AI to manage large customer bases and product catalogs efficiently[24:50] Staying competitive with AI and how larger businesses lead adoption, but smaller firms must act to avoid falling behind[27:44] AI at the private equity level with AI for research and data compilation, but still validating results manually[29:10] Recommended reading Scaling Up by Vern Harnish, Grit, Good to Great, The Five Dysfunctions of a Team, and Switch[31:00] Podcast recommendations Business Breakdowns, In Good Company, and Michael Lewis's podcast[32:26] Connect with Jeff via the Banyan Capital Partners website for contact details[32:55] Closing thoughts with Alex Rawlings thanking Jeff for sharing his insights on data-driven decision-making and cultural change in private equityTo be added to the book waitlist, you can email alex.offer@raw-selection.comThank you for tuning in! Connect with Jeff on LinkedIn here.  To get the newest Private Equity episodes, you can subscribe on iTunes or Spotify here.Lastly, if you have any feedback on the podcast or want to reach out to Alex with any questions, send an email to alex.rawlings@raw-selection.com

Discover the remarkable journey of Andrew Sherman, a founding member of the Entrepreneurs Organization (EO), and a leading voice in the world of entrepreneurship. Andrew, whose career straddles both law and business, brings us a wealth of insights from EO's early days and its growth into a global network supporting entrepreneurs. From the pivotal roles of influencers like Vern Harnish and Michael Dell to the unexpected emergence of robust chapters in St. Louis and Vancouver, Andrew shares personal stories and reflects on EO's unique impact. We also honor the legacy of Steve Mariotti for his transformative work in youth entrepreneurship education.Andrew's career as an attorney and entrepreneur is nothing short of inspiring. His story is one of determination, from meeting his wife Judy in law school to the challenges of starting his own solo practice. Andrew's empathy-driven approach to law, where he invests significant time in understanding his clients' ecosystems, sets him apart in the legal landscape. We explore his passion for writing on subjects like governance and strategy, and how these pursuits compliment his legal practice, offering invaluable insights into business development and client relationships.We confront the pressing issue of workplace disengagement, where a staggering majority of employees feel disconnected. Andrew shares strategies to foster genuine engagement, emphasizing the importance of authentic recognition and leadership connection. We venture into the role of a "business growth lawyer," exploring how Andrew helps clients navigate growth through mergers, acquisitions, and franchising. Lessons from past challenges underscore the value of client diversification, and we begin to uncover what sets high-growth CEOs apart, hinting at traits that drive entrepreneurial success.Please visit www.internationalfacilitatorsorganization.com to learn more about Mo Fathelbab and International Facilitators Organization (IFO), a leading provider of facilitators and related group facilitation services, providing training, certification, marketing services, education, and community for peer group facilitators at all stages of their career.

In this episode of Grow a Small Business, host Troy Trewin interviews Leona Watson, who scaled Cheeky Food Events to over $3 million in revenue. Leona shares her experiences in building a successful company and managing a talented team. She provides actionable insights on effective business growth strategies and planning a smooth exit. Tune in to gain valuable advice on achieving substantial business success. Leona Watson is currently a Keynote Speaker and Leadership, Executive, and Business Coach at Leona Watson Speaks. She offers a range of services, including keynote speeches, leadership training, executive coaching, and business coaching. You can reach her at +61 412 190 252 or via email at info@leonawatson.com. Other Resources: Leona Watson's Strategies to Decoding Business Sales Why would you wait any longer to start living the lifestyle you signed up for? Balance your health, wealth, relationships and business growth. And focus your time and energy and make the most of this year. Let's get into it by clicking here. Troy delves into our guest's startup journey, their perception of success, being a learner again when moving into a new industry, and the pivotal stress point during business expansion. They discuss the joys of small business growth, vital entrepreneurial habits, and strategies for team building, encompassing wins, blunders, and invaluable advice. And a snapshot of the final five Grow A Small Business Questions: What do you think is the hardest thing in growing a small business? According to Leona Watson, the hardest thing in growing a small business is managing staff, building trust, and avoiding being overly judgmental. She emphasizes that people are both the greatest asset and the greatest challenge in small business growth. What's your favourite business book that has helped you the most? Leona Watson's favorite business books include "Scaling Up" by Vern Harnish and works by Cameron Herold. She appreciates these books for their practical advice and insights into business growth and management. Are there any great podcasts or online learning resources you'd recommend to help grow a small business? Leona Watson recommends practical and straightforward resources like "Diary of a CEO" for deeper insights and the "StoryBrand" podcast by Donald Miller for its impactful business strategies. She finds these resources beneficial for small business growth and personal development. What tool or resource would you recommend to grow a small business? Leona Watson recommends investing in a coach for accountability and an Executive Assistant (EA) exclusive to them (ie not shared with other team members) to manage tasks efficiently. These resources can significantly aid in business growth by providing strategic guidance and freeing up valuable time for important priorities. What advice would you give yourself on day one of starting out in business? On day one of starting out in business, Leona Watson would say to herself, that she's going to surprise herself with amazing successes and inevitable challenges. She would emphasize the importance of recognizing red flags early and preserving positive moments to draw upon during tough times. Additionally, she would encourage herself to stay humble amidst achievements and keep ego in check for long-term success. Book a 20-minute Growth Chat with Troy Trewin to see if you qualify for our upcoming course. Don't miss out on this opportunity to take your small business to new heights! Enjoyed the podcast? Please leave a review on iTunes or your preferred platform. Your feedback helps more small business owners discover our podcast and embark on their business growth journey.     Quotable quotes from our special Grow A Small Business podcast guest: Walking side by side in meetings can make tough conversations feel more natural and less confrontational – Leona Watson Investing in personal and professional development is crucial; it's not just about the money, but about evolving yourself – Leona Watson On your entrepreneurial journey, lock in the feelings of success to help you navigate through the inevitable tough times – Leona Watson      

Today's guest is Gino Barbaro.    Gino is the Co-founder of Jake & Gino, a Multifamily Investor, educator, and Operator with over $280,000,000 in assets under management. Their students have closed over 71,000 units and have $4 Billion in Deal volume!   Show summary:  In this episode, Gino Barbaro shares his journey from the restaurant business to real estate investing, emphasizing the importance of understanding the business before scaling. He discusses the benefits of using your own capital, the current market conditions, and the opportunities that arise from motivated sellers. Barbaro also highlights the importance of education, partnering with experienced individuals, and creating a strong organizational culture.    -------------------------------------------------------------- Intro (00:00:00)   Gino Barbaro's real estate journey (00:00:55)   The pros and cons of syndication in real estate investing (00:02:54)   Opportunity in Seller Financing (00:08:36)   Challenges with Seller Financing (00:08:52)   Targeting Mom and Pop Sellers (00:09:14)   The surprise lessons from people in the coaching program (00:16:44)   The type of people they attract to work with (00:17:20)   The importance of managing and scaling a real estate business (00:18:24) -------------------------------------------------------------- Connect with Gino: LinkedIn  https://www.linkedin.com/company/jake-and-gino/   Web: www.jakeandgino.com/apply   Connect with Sam: I love helping others place money outside of traditional investments that both diversify a strategy and provide solid predictable returns.     Facebook: https://www.facebook.com/HowtoscaleCRE/ LinkedIn: https://www.linkedin.com/in/samwilsonhowtoscalecre/ Email me → sam@brickeninvestmentgroup.com   SUBSCRIBE and LEAVE A RATING. Listen to How To Scale Commercial Real Estate Investing with Sam Wilson Apple Podcasts: https://podcasts.apple.com/us/podcast/how-to-scale-commercial-real-estate/id1539979234 Spotify: https://open.spotify.com/show/4m0NWYzSvznEIjRBFtCgEL?si=e10d8e039b99475f -------------------------------------------------------------- Want to read the full show notes of the episode? Check it out below: Gino Barbaro (00:00:00) - Bigger is not always better if you don't know what's going on underneath the hood. So thinking about it as not just an investment, not just a piece of land or a piece of real estate you have out there, but that is a business you have right there and learn how to run that business. And once you learn how to run that business, then go on to the next one and start learning how to scale and put systems in that real estate business.   Intro (00:00:21) - Welcome to the how to Scale Commercial Real Estate show. Whether you are an active or passive investor, we'll teach you how to scale your real estate investing business into something big.   Sam Wilson (00:00:34) - Gino Barbaro is the co-founder of Jake and Gino. He's a multifamily investor, an educator and operator with over $280 million in assets under management. Their students have closed over 71,000 units and have $4 million in deal volume. Gino, welcome to the show.   Gino Barbaro (00:00:49) - Sam thanks for having me on, brother. How are you doing?   Sam Wilson (00:00:52) - I'm great, I'm great. It's good to have you back on the show.   Sam Wilson (00:00:55) - It's been only 700 episodes ago or so that you were on the show. For those of you that didn't get to listen to episode number 137, go back and check that story out or that episode out, and you'll get to hear Geno's kind of introductory story where he tells how he got involved in real estate. Gino, I won't ask you to rehash all of that today, but there are three questions that I ask every guest who comes on the show in 90s or less. Can you tell me, where did you start? Where are you now and how did you get there?   Gino Barbaro (00:01:21) - Before I do that, please don't go listen to 137. I probably sucked five years ago. I'm not that great now, but I was really bad back then. I'm assuming. Anyway, the answer to your question, I completely forgot because. So who am I? Name is Gino barbaro I was in the restaurant business for 20 something years. I met my partner Jake Cinzano back in 2009. We partnered up in 2011.   Gino Barbaro (00:01:42) - We bought our very first deal. 18 months after we did that, we bought a 25 unit. Since then, we've been able to scale the majority of our own capital only three syndications. We own 1800 units right now, so we've had an amazing journey. Just 1 or 2 great deals of the year refined those deals being very boring because creating wealth is not a dopamine hit every day. It can be really boring for weeks at a time. And then all of a sudden something happens and it's just being steady. Creating a business, creating processes, creating systems, hiring great people, having a great team is what has allowed us to scale to over 1800 units.   Sam Wilson (00:02:16) - That's really cool. I love the what you've said there about only having three syndications and doing a lot of this with your own money. That honestly is something, and I know it's probably not in the cards for me in the near term, but it's something I've thought a lot about where it's like, man, the not having the responsibility of needing to report to investors, tell them what's going on, or even even being responsible to make sure that they get their returns hit, because I'm probably willing to accept some risk and maybe some downside that maybe I'm not willing to accept for my investors.   Sam Wilson (00:02:47) - So what's been your thought process behind keeping that? Only to three syndications with investors.   Gino Barbaro (00:02:54) - Sam, when we started back in 2011, there was no raising capital. The economy was terrible. We know we didn't know syndication was that was not that buzzword. So we bought our very first deal using seller financing. And that's what's going on in the market right now. Seller financing is back. So for those of you that say, hey, I like to use my own capital, maybe buy a couple of smaller deals. I mean, people out there will tell you, well, you got to go big. You got to get economies of scale. That 25 unit property that we bought ten years ago for $600,000 is currently probably worth a little over 2.5 million bucks, right. It's it's generating between 8 and $10,000 in cash flow every month. And the reason why it's doing that is we bought it, right? We refinance it. There's not a ton of debt on it. And when you look at it, rents went from 325 bucks back in 2013 to over $1,100 today.   Gino Barbaro (00:03:44) - So it is, it is it's a little bit of a waiting game. But that's okay. You wait. But that's 125 unit little crappy deal that I own. 33% of it because Jake and my brother Mark are partnered up on that deal. So that one deal has put my first child through college, my second child is graduating, and it's my third child and everyone's out there. It's only a 25 unit deal. Do one of those a year for the next three years, and then by year five you'll be thanking, you know, going I've only got 75 units but $200 profit per unit. You're talking a nice 15,000 bucks in cash flow. You don't have to be overwhelmed by the numbers in this business. And there's no right or wrong answer. I'm not here to tell you to syndicate or not to syndicate, because syndication allowed us to build that business with investors, allowed us to get on a platform. It allowed us to create some kind of acquisition fees where we put back into the deal.   Gino Barbaro (00:04:32) - We saw that that model wasn't for us, because all of a sudden we had capital to do our own deals and we're vertically integrated. So we're not looking to buy 5000 units a year. We're looking to do 2 to 300 units. Really good. Jake and myself, at this point in our lives now, syndication is an awesome tool if you're looking to scale, if you have very little capital to start out with, or if it's part of your overall strategy, you can still syndicate deals and you can still go buy 25 unit deals, 75 unit deals, JV with somebody. Why can't you do them all? Because I'm going to tell you right now, Sam, it may be difficult to syndicate in the next 12 to 24 months if you've got capital calls, if there's investors out there who are skittish, it may be hard to raise money. So this may be the time to jump in and say, hey, I've got my partners here, let's JV on a deal, let's do a seller finance deal.   Gino Barbaro (00:05:17) - So learn all of the strategies in the multifamily, know when to use them and know what your goals are. And make sure that every deal that you underwrite aligns with those goals.   Sam Wilson (00:05:27) - Yeah, absolutely I like that. And you know, raising capital is getting immeasurably more difficult. I mean, I've not heard anybody come on the show here in the last six months and they're like, oh, man, 2023 has been just super easy to raise money. People are just flush with cash. No, people are holding it tight and they're going, oh, crud, we don't really know what's coming down the pipe. So let's, you know, let's let's sit tight with our cash and just wait. So that's that's a really interesting point, Sam.   Gino Barbaro (00:05:53) - You say people are flush with cash. There are a lot of people with cash. They just don't want to give it to you and me.   Sam Wilson (00:05:58) - That's it. Yeah, yeah. Let clarify. Yeah, exactly. You know.   Gino Barbaro (00:06:01) - And I don't mean to cut you off, but I think that's an important thing.   Gino Barbaro (00:06:04) - That's what happens when you go into recession. People are become afraid. That's why asset prices drop because there's less money in circulation. People are holding it then that's why the government doesn't like that. That's why they like lower interest rates. They want more euphoria in the market. When there's more euphoria, one of two things happens. Asset prices do go up, but it is easier to raise capital. You can't have it both ways. You can't have a ton of deals and easy cash. You know one of them is going to be lacking. So right now it may be the capital is lacking, but go out there, continue to make those relationships. And long term you're going to be all right with raising capital.   Sam Wilson (00:06:36) - Absolutely, absolutely. But while we're on this, let's talk about what your views are in the market. I mean, you mentioned, hey, you should have all the tools in your in your tool belt ready at your disposal, from seller financing to syndication to using your own money to whatever it is.   Sam Wilson (00:06:51) - But what are you where are we right now in the market, in the cycle, and what are the opportunities today? And what do you see coming coming ahead?   Gino Barbaro (00:07:00) - I can tell you what we've done over the last year. In January of this year, we closed on 132 units in Knoxville. It was we had $450,000 seller finance note as part of that purchase. July we closed 105 units, and now in December we're closing on 96 units. So for us 300 units this year, excellent. Last year we had a total of maybe 80 units spread out over 4 or 5 deals. We had like a 16 unit deal. We had a 22 unit deal. So now we're seeing the opportunities are in these larger assets. Years ago, the last two years, they've been more difficult for these larger assets because you had private equity, you've had a lot of people come in with bridge debt and take a lot more risk. We're not bridge debt for us is buy right, manage right and finance right. And that finance right component is if you're trying to do short term debt, you've got to be very, very careful.   Gino Barbaro (00:07:49) - Because when interest rates do rise, if they have their there's there's a problem. And that that's what's leading into the opportunity. There haven't been a lot of deals out there over the last 6 to 12 months. They're going to start coming because right now there's a lot of distress. A lot of people are just saying to themselves, here, here's the keys back, back to the bank. And there's a lot of quiet. There's a lot of hush hush going on right now. But I think from what I've been hearing from a lot of operators, a lot of people in the business, that there is going to be a wave of distress coming, and that's a good thing. And that's a bad thing, because the bad thing is, it may be hard to go out into, you know, get debt on these things because debt starts pulling back. So you may have to come up with more of a down payment. Terms may not be as great. But then there's the seller financing component, which we've already used once, and we had a second deal in the contract that had seller financing.   Gino Barbaro (00:08:36) - So. The opportunities are self-financing, and I think the opportunities are that deals will come. And it all comes down to a seller's motivation. If a seller is not motivated and can hold on, they're not going to sell. But the ones that need to sell, that's where the that's where the the opportunity is going to be.   Sam Wilson (00:08:52) - The ones that need to sell, I would imagine, to have debt terms that are not favourable. So how do they do seller financing if the debt they have is just bad? I'm going to call it bad debt, but that's the wrong term for it. It just has terms attached to it that are no good. So how does a seller do seller financing with debt attached to that property? That is not favorable.   Gino Barbaro (00:09:14) - They won't that's that's not the type of seller financing deals that you're going to be looking for, which you're going to be looking for are the mom and pops that have been holding on to these deals. We've got a deal that's coming up in January. We've been hunting these people for three years, and all of a sudden they decided we want to sell in January.   Gino Barbaro (00:09:28) - Well, why January? Well, what's going on in the world right now? We've got a war in the Middle East. We've got Ukraine that's been going on, we've got inflation. I don't believe the GDP numbers for a second. I don't care what you tell me. So I'm looking. All these people are seeing things. Two years ago they were saying to themselves, Jake and Gino, go fly kite. I love this real estate thing. I don't need to sell because if I sell, where am I going to put my money? Now the paradigm has shifted to like, oh, Jake and Gino, we still have health problems, but I think we want to sell because we just want our capital back. We don't want to continue to lose. And that's where I think the mindset is. And these these owners have owned the property for a long time. Their mom and pops, they're about $200 to $300 below on market rents. They haven't kept up. And they're the ones who have a lot of equity in this deal.   Gino Barbaro (00:10:12) - That's where the seller financing are going to come in place. So when you're out looking at deals, make sure you look at those kinds of deals that you know what? They've got some equity in them. They've been they've been held by the same individual for 7 or 8 years. The deal is you're talking about they're going to be worked out by the bank or the banks taking those things over, or you go in as an operator and say, let me work directly with the bank, see if we can create some new types of bank terms so you don't get dinged on your foreclosure. I can take the property over. And oh, by the way, your LPs, they may get written down on this thing. So it's one of those things where it's going to go deal by deal specific. How do you provide value to that transaction? How can you help that general partner team without losing everything? And how do you help the bank by keeping this deal going. The problem is a lot of these general partners didn't operate these properties properly.   Gino Barbaro (00:10:58) - So if you're a team that can actually manage these properties, run these properties and get them back to where they were, I'm sure that banks want to work with you, and I'm sure that general partnerships that have been sunk and having problems, they'll want to have that conversation with you as well.   Sam Wilson (00:11:10) - Yeah, absolutely. Here's here's an interesting thought from a broker actually, that just interviewed this before I jumped on this show with you in New York City. And he was talking about how a lot how this kind of downturn, slash potential downturn is very different than the last ones, in the sense that he said the way that banks are handling distressed debt is very, very different right now. And maybe you can give some insight or some color to this from what you're seeing is that previously it was like, okay, hey, you know, we'll get this off of our books, we'll foreclose, we'll then sell this off, he said. Because of SVB. And what was the other bank that went belly up thing that sure.   Sam Wilson (00:11:49) - There you go. Yes. Those two banks. He said, you know what we're seeing a lot of banks do now is it's real hush hush like and things that are distressed, like things are things are trading kind of, you know, under the radar. If you see any of that go on right now where banks are working stuff out with really, you know, flying the flying the flag. Tell everybody what they're doing.   Gino Barbaro (00:12:07) - That's a great point. I'm not sure. But I know I've been talking to a lot of individuals in private equity. I spoke to somebody the other day. He has a quote unquote, what he calls a rescue fund, but more of a philanthropic where he actually keeps the GPS in on the deal, cuts them out drastically, but but keeps them in. Right. And I think he says he's underwritten over $1 billion worth of transactions in the last three months, underwritten. And he says there is a lot you he says you'd be amazed. And what happens is when people are in a general partnership and there's three or 4 or 5 general partners, the communication start breaking down and then they wait till the last second and then there's nothing that they can do.   Gino Barbaro (00:12:43) - And that's what he's seen over and over and over again. And it really comes down to the health of the bank. If the bank is healthy, they can work it out. So they can work something out with you. They can take it back. But if the bank is not healthy, they're going to foreclose on you. They're going to get that thing off their balance sheet, and they're going to get rid of it one way or another. They want to be made hold of this thing. Banks don't want real estate. They're in. They are in the best business on the planet. They're securing their loans with an amazing piece of real estate, and they're making ten times on their money and lending out money that they don't even have in their vaults. On top of that, why would they want to own real estate? You know, that's that's the way I look at it. I've learned that real estate is not a good business when you're a bank.   Sam Wilson (00:13:23) - I like that. That's funny. That's absolutely funny.   Sam Wilson (00:13:26) - A great way to put that. And you're right, it is not a good business when you are the bank, because that's not the business they are in. Very, very cool. You've given us some insight, both on the way you guys have been taking down deals, the way that you can buy 25 units a year and really make a meaningful difference in your financial and your life future. We've talked about kind of your views on the economy and where things are heading. What what are some what are some other things here that we should really talk about, kind of relevant to what you guys are working on right now that you feel like listeners should hear?   Gino Barbaro (00:13:57) - Well.   Gino Barbaro (00:13:58) - I've really been stressing to people that if you're going to get into multifamily, are you going to get into any kind of investing? Please invest in your education. I've had that Maserati Mike moment where I always share with people. Back in 2005, I met a guy. His name was Mike. He drove into my parking lot at the restaurant.   Gino Barbaro (00:14:15) - He's driving a nice gold Maserati, and he said, invest with me. And I actually met him through a friend and I invested in his deal, and it so much wasn't the deal that was bad. He was bad on top of that. But I didn't understand the investment myself. So I put 170 grand in a mobile home park. Year and a half later it blew up. And do you think I learned my lesson? Didn't went and did a went? And second investment was a strip mall in New York. I didn't know that either. And for me, that's when I got serious in 2008, I said, I need to find mentorships, I need to find some type of process or some type of framework. I didn't have one, didn't know one. And when I met Jake in zero nine, it's like, okay, I've got a business plan, I've got an understanding of how to invest. And when we came up with the buy right, the management and the finance right after our first deal, it's something where it's a repeatable process.   Gino Barbaro (00:15:03) - You're looking at deals, and the only thing that really to us changes is the market cycle. As you're cycling through the market, you may buy different kinds of deals, but you still have to focus on managing these assets and you still have to focus on financing them properly. Things change years ago, who would? A multifamily with a credit union. I think it was unheard of five years ago. Now credit unions have really don't say taking them by storm, but we're doing our first deal, the credit union, in December, because all of a sudden, community banks are they've gotten a lot more expensive. All of a sudden they're calling loans because they need to go borrow funds. People are pulling money out of banks, remember, they're putting in T-bills and they're putting money in other, other areas where they're not in the community bank. And, you know, you're looking at Fannie and Freddie. Their rates are a lot higher. So what people need to understand is there's a process or framework to invest in anything, learn the process that fits what you're trying to accomplish and then follow that process.   Gino Barbaro (00:15:54) - Don't jump into something without having a plan. Don't go into a forest without a map. Get the map and then go into into the forest. People ask me, hey, do I need to make money and then join a program? Or I need to join a program and then make the money? And for me, if you can't, if you don't join the program, how are you going to learn how to make money? You're going to make so many mistakes you're going to make. And I'm talking from personal experience here. You're either going to learn on the street, are you going to learn in the classroom? And I can promise you the classroom is a lot easier to learn a lot quicker. And man, when you have people who've done it, you just, you know, you mirror their success. Success leaves clues.   Sam Wilson (00:16:32) - Oh, it absolutely does. No. And there's no doubt, and I can attest to that. Having had partners, coaches, friends that are way ahead of me in certain asset classes and said, hey, come, you know, just bring your experience to the table.   Sam Wilson (00:16:44) - Partner with me on this from experience, have them review the deals ahead of time. What what we're buying. It's like, oh, I would have totally missed that. Well, there was 50 or $100,000 mistake. Thank you. And it's simple. Just simple phone calls. And all of a sudden you're just like, oh golly, man. So I hear you. That's that's really, really powerful stuff. Now you guys have a really cool coaching program, no doubt. What are some things, though, that maybe have been some surprise lessons that you've learned from people that have come into your group where you said, oh man, this is something I've learned from people that didn't expect.   Gino Barbaro (00:17:20) - I mean, I think it's the type of people that we attract. I was always out there trying to convince people that multifamily is the best vehicle. It's a great place to put your money early on, and that's a hard boulder to push up a hill if I've got to convince you and then you come in, I don't want to be convincing people.   Gino Barbaro (00:17:37) - So the people that we love to work with are people who are single family home investors, people who are fixing and flipping. They know real estate's great. They're just in the wrong vehicle to create long term wealth and to scale. For the most part, there are some people that can do it really well, but it's a lot harder with the single family home space. So what I've learned is you have to be you have to believe in the vehicle and behaviors are belief driven. So if you're already doing it, oh man, this is great, I think, Holy crap, I'm already doing single family. What do I need to learn about multifamily? There's certain differences. I think the second huge component that I learned over the last few years is investing in real estate is an entrepreneurial venture. I don't care what anybody says at Jacobs, you know, we say we create multifamily entrepreneurs. And what do we mean by that? As you start scaling your portfolio, you need to learn how to implement systems.   Gino Barbaro (00:18:24) - You need to learn how to manage. Right. It's not just sexy about buying these deals and financing these deals. You have the child. It's a lot of fun. The process of making that child. The hard part is raising that child. And and it's I've had students join us. Go. I don't know how much money I'm making in a month, but I'm still buying deals. I'm like, time out, can you stop buying deals? And let's figure out how to manage these assets properly, because you've got a lot of people have dopamine hits. They keep buying deals, keep buying deals. They're not managing what they have, but they're but they've been taught, hey, bigger is better. Bigger is not always better if you don't know what's going on underneath the hood. So thinking about it as not just an investment, not just a piece of land or a piece of real estate you have out there, but that is a business you have right there and learn how to run that business.   Gino Barbaro (00:19:11) - And once you learn how to run that business, then go on to the next one and start learning how to scale and put systems in that real estate business.   Sam Wilson (00:19:19) - That's great. I like that, and that is man, that's a temptation. I think for everyone. I think I think all of us on some level are probably deal junkies where it's where it's always fun. It's always fun to see the next thing coming. But I think managing, like you said, is probably one of the biggest components. It's probably overlooked. Let's talk about that for just a second. What are some things you guys have done systems wise, managing your own properties that have made all the difference?   Gino Barbaro (00:19:44) - Big shout out before I answer that question to Mike Dillard, big fan of Mike Dillard's. I'm finally getting him on the show. I don't know if you've ever heard of him, check him out. He has got a passive income course, and the reason why I'm mentioning him to you is you talked about deal junkies. If you're a deal junkie out there, it's all about the neurochemistry.   Gino Barbaro (00:20:01) - It's all about the neuroscience that's going on in your brain. And one of the one of the one of the happy drugs is endorphins. Mike Dillards talking about this. He actually explained it to me. The four happy drugs. I'm an idiot. I couldn't understand that until Mike was watching the video. You got oxytocin, you got endorphins, you have dopamine and you have serotonin. So the endorphins are important because if you're a deal junkie, endorphins are more of like the status kind of drug. When you buy a deal, you feel like you're important, like you've got that extra 30 units. It's really important and it's part of our survival. And I'm not saying it's a good or bad thing, but let's pull back and say, well, why are we buying this next deal if we haven't done really good on this past deal? Let's take a look at why are we making these decisions. And it's important to understand what's going on through your neuro, through your neurochemistry. So go look up mike Diller, everybody.   Gino Barbaro (00:20:48) - You're going to love the dude. He's really makes it. He just lays it out so easily for you. But to answer your question specifically as far as manage, right, when you're managing these deals, it's either third party or it's managing it in-house. And you need to look internally at yourself and say, yes, I want to own 3000 units the next five years. That may be difficult if you're going to manage yourself, because when you manage yourself, you need to hire employees and you need to scale that part of the business. When you're using third party, you have a lot less control, but it's a lot easier for you to scale because all you're dealing is managing the third party. You're not managing employees per se. For us, we just started out buying our own deals and managing our own deals. Jake wanted to get out of his W2, so he's like, I'll manage our first property. He liked management, so he continued to to manage along our deals. There's a couple of things that you need to do when you're scaling a management company or you're scaling a business.   Gino Barbaro (00:21:43) - And I think the first thing that you really need to sit down and understand is you need to create some type of core values for yourself and every, every entity and every organization needs to have it. And the reason why I know that's true is I had one restaurant for over 20 years. It was a good restaurant in New York, excellent restaurant, but I couldn't scale it because there was no mission statement. I was not a leader, and I really didn't have any core values in that business. When Jake and I took over, we got stuck around the 300 unit mark. That's when we decided to, you know, do some scaling up, do some training with Gino Wickman. We did some work with Vern Harnish, and all of a sudden we started working on our core values. And from there you start creating a culture. You start being able to actually understand how to grow your business. And without those core values, how do you hire? How do you fire? How do you look at vendors, investors? That whole thing starts to become more crystal clear and who you want to work with.   Gino Barbaro (00:22:39) - Back at the restaurant, those days where, hey, that employee sucks. It's his fault. It's her fault. It's never was never my fault. But I never set any expectations with the employees. They didn't know what to follow. They weren't any quote unquote rules. There was no culture there. And it felt more like a transaction. They'd come to work and they get paid. But that's all it was. You know, with I think the entities that we're creating, I think our employees are bought in. I think they really enjoy working with us. We have something called the Golden Ticket Club, where if an employee works for two years with us, they're able to invest in our deals dollar for dollar. That is an amazing. And I don't think a lot of people understand that. But they're investing dollars. No fees, no nothing. You're investing alongside us. So you put $10,000, you have X percent or whatever. The deal is worth going forward because we want them to materially participate in that deal.   Gino Barbaro (00:23:25) - I want property managers to see the business model in action. So when we refi that money out and they get that big check, it's like, oh, this is what business is all about. And when they have ownership and you hear a property manager go, it's time to raise the rents. You know you're doing a good thing for yourself, but also for them because they understand ownership. They understand owning something and being part of something.   Sam Wilson (00:23:46) - That's really, really cool. I love that, and that's and that's not the answer I would have expected, to be honest with you, is defining core values and mission statement. That's not not the one I would have would have predicted. You'd say, well.   Gino Barbaro (00:23:59) - What did you think? What was what was your prediction?   Sam Wilson (00:24:01) - I don't know anything outside of, you know, building systems or, you know, whatever it is, there's a there's a dozen other answers that you could probably have given, but those I think are where you've started is, is is an excellent foundation.   Sam Wilson (00:24:14) - So I appreciate you taking the time to really shed some light on that. You know, this has been a blast having you come on the show today. I appreciate you coming back on for a second episode. It's been been a good time. I've learned a lot from you. If our listeners want to get in touch with you and learn more about you, what is the best way to do that?   Gino Barbaro (00:24:31) - Jake and Gino go on there. You see all the podcasts, all the books, all the website, all the how to shows on there. Just go to the website, Jake and Gino and check us out.   Sam Wilson (00:24:41) - Jake and Gino. I'll make sure to include that there in the show notes. And Gino, thank you again. I certainly appreciate your time.   Gino Barbaro (00:24:47) - Thanks, Sam.   Sam Wilson (00:24:48) - Hey, thanks for listening to the How to Scale Commercial Real Estate podcast. If you can do me a favor and subscribe and leave us a review on Apple Podcasts, Spotify, Google Podcasts, whatever platform it is you use to listen.   Sam Wilson (00:25:01) - If you can do that for us, that would be a fantastic help to the show. It helps us both attract new listeners as well as rank higher on those directories. So appreciate you listening. Thanks so much and hope to catch you on the next episode.

Scalability and growth are top priorities for many, if not most, business owners. In today's podcast, Colin Nolan, Sr. Business Coach at NCG, dissects three barriers to scalability and growth, based on Vern Harnish's book, Scaling Up. Business is complex, and growth is even more so! At NCG, we work with clients through a variety of challenges - owners trying to get out of the hourglass, growth plateaus, succession planning, organizational and systems development, and more ... so this is a hot topic for us. If growth is the mission, our goal is to help businesses identify these roadblocks in their own organization and provide some insight to change. Listen in to see if any of these barriers could be halting the growth of your organization.

Who doesn't want to maximize results, and spend less time - or just make better use of it - in their business? On this week's show Dan and Ian discuss five possible ways to make this happen from their own experience growing Dynamite Jobs. They include reaching out to an expert practitioner in your field, someone who has experience and insight at the level you want to grow to, creating tight ‘backward looking' financial accountability that gives clarity on where your money is, and should be going. And there's more, of course. It wouldn't be a TMBA episode without five points. It's the law. ‘We've reached out to several industry experts in the job space. And I think some relationships are going to come out of that … And I think the most valuable thing that's starting to change for us, it's just the product roadmap. So if you can identify somebody that's an industry expert in your field, a lot of times they can shave years off your product development cycle.” Listen and learn: ● Why reaching out to an industry expert in your space could be so helpful ● ‘Scaling Up' by Vern Harnish v ‘Traction' by Gino Wickman ● Choosing where to have a ‘work vacation' ● The power of a system to get inside your business financials

https://youtu.be/Hz2VsfN4L8U David Jenyns is the founder of Systemology and the author of the best-selling book with the same title, where he helps business owners systemize their businesses. We talk about the Systemology framework, the benefits of consistently updating your business systems, and the difference between a scalable and a sellable system.   --- Apply Systemology with David Jenyns Our guest is David Jenyns the founder of Systemology and the author of a best-selling book with the same title. He also founded and runs, I don't know if he still runs it. It may have already been systemized, but he formally is the CEO of the Melbourne SEO Services company, a digital marketing agency. So welcome to the show, David. Oh, it's a pleasure to be here. Thank you for the kind introduction. And yes, I ended up stepping out of the digital agency. We had a lady who ran it and she ended up, it's actually the final chapter in the book, she ends up moving back to the US for some family reasons, and we ultimately sold that company. And now my focus is exclusively on systemology. Ok, so I missed that. I don't know what happened. Maybe my lawnmower was a little bit too loud when I go to Pittsburgh, but I missed it. But anyway, I can't wait to get into this stuff. And so let's start at the beginning. How did you become an entrepreneur and build a digital agency? And then how do you transition to become an author and kind of creating a business about creating and improving businesses? Yes. Well, I feel like I've always been an entrepreneur. I think right from when I left school, I started different projects, everything from importing product from the US. I helped to create a stock market education training program. I was involved in a rock and roll clothing music store. And the digital agency is probably what I was most well known for. I got stuck in that business for probably about 10 years too long, I think, when I look back on it. And for a lot of the same reasons that a lot of business owners get trapped in their business. I just thought that the business was dependent on me and I thought our business was too creative and my team wouldn't follow systems. And then I kind of had a little bit of that moment when I found out we were pregnant and I just saw my future flash before me. I kind of felt like, oh, I could, if I'm not careful, I'm going to be that dad who's always too busy, who's working 70-hour weeks, doing the mornings, late nights, weekends. And I thought, no, this is not what I want to do. And that really was a big U-turn and really kind of spore. That was kind of like where the seed of systemology came from. There's like a few steps in between there, but that's what it grew from for sure. Well, it certainly doesn't sound like you're that kind of person who is stuck in his business with you having this conversation. 6 p.m. here on the East Coast of the U.S. You're in Australia, which is like 9 a.m. in the morning, and you already been surfing this morning. So that doesn't sound like a workaholic just kind of waking up under his desk and climbing out of his sleeping bag. So let's talk a little bit about this whole journey, which led to Systemology. And this podcast is all about management blueprints, I call them, and Systemology definitely qualifies as a management blueprint in my vocabulary. So before Systemology, as you were building your digital agency and the previous businesses, was there a management blueprint that kind of inspired you that you kind of adopted partially or fully in building your businesses? The main one, and I've still dipped back into it today, take a lot of ideas from it, and I feel like Systemology fits very well, hand in glove, is the traction framework by Gino Wichmann. I've always found he was able to take a lot of what I felt was Vern Harnish's work, which felt like, you know, there was just a lot of different tools all thrown into one place. And Gino was able to effectively translate that i...

Do you understand cash flow? As in, do you really understand your cash flow, or are you just saying yes because you know you ought to?Alan Miltz, co-founder of Cash Flow Story and co-author of Scaling Up has made it his life mission to help business owners not just understand cash flow, but to use it to avoid growing broke. Alan's idea, The Power of One, is that if you incrementally changed your business by 1% or 1 day changes, how long would it take you to achieve your desired financial results? The Power of One, says Alan, is the code of your company. Why 1? Because everything Alan has developed one common theme - to make the complex simple. He wants business leaders and their teams to learn to love the numbers. “Revenue is vanity, Profit is Sanity and Cash is king.”Why might you listen to Alan? Because he's the chartered accountant who co-wrote Vern Harnish's book - Scaling Up Rockefeller Habits 2.0. In today's episode Alan explains why you need a cash flow ladder for your products or customers. You need to know what the working capital and cash implications are of each dollar of revenue to that customer cohort or for that product. He also discusses the levers that the leadership team should be able to pull to improve cash flow. To find out more, check out the links to www.cashflowstory.com where Alan's software resides. On today's podcast:Cash flow storyThe 7 leversCash flow ladderThe power of oneLinks:https://cashflowstory41746.ac-page.com/cfs-1-post-talkBook - Scaling UpTwitter – @AlanMiltzLinkedIn – Alan MiltzWebsite – Alan Miltz, cashflowstory.com

This week we're bringing you a special episode: a recording of one of our live webinars with Greg Crabtree, founder of accountancy firm, Crabtree, Rowe and Berger. Greg is exactly the type of person that we love to be able to bring you here on The Melting Pot. If you weren't able to join us for the live chat, don't panic, you haven't missed out.Greg is author of The Simple Numbers, and is famous for cutting through jargon and making his theories accessible. He also co-wrote a chapter of Vern Harnish's brilliant Scaling Up. More recently he's written Simple Numbers 2.0, where he's dug into some concepts that we wanted to talk about more - labour efficiency ratio and launch capital.While Greg is an accountant, he comes at it from a very unusual perspective. As an entrepreneur himself and a small business financial expert he is such a fantastic person to listen to and learn from. “The vast majority of businesses struggle to understand financial truth. And that's really the epidemic crisis in the privately held business world. Entrepreneurs are trying to scale and they're 100% focused on revenue. But [they're like] are we profitable? How do we make money? You can't just be changing quarters for dollars and think that's success.”We hope you enjoy this episode as much as we did, don't forget to subscribe to stay up to date!On today's podcast:Why he's an unusual accountantHow to run a successful businessReturn on investmentLabour efficiency ratioImportance of marketingUnderstanding launch capitalLinks:Simple Numbers, Straight Talk, Big ProfitsSimple Numbers 2.0: Rules for Smart ScalingScaling UpTwitter – @gregcrabtreecpaLinkedIn – Greg CrabtreeWebsite – https://simplenumbers.me/

Nikolai Ray is the Founder and CEO of MREX, he is a professor at MREX College and is a leading apartment investing expert with over $10B in multifamily analysis, underwriting, and transactions to date. Nikolai speaks at multiple multifamily conferences and events. In this powerful interview, Nikolai takes us through his exciting and multi-faceted experience as a self-made entrepreneur, teaching us how to grow our own businesses along the way. Hungry for more of the How in real estate investing? Visit www.ezfiuniversity.com for in-depth articles and webinar recordings to start down your own road to Financial Independence. 1. Listen and Learn on our Podcast, "10,000 Roads to Financial Independence": https://bityl.co/4l3z 2. Subscribe to our channel: https://ytube.io/3C4F 3. Check out more about Nicolai here: https://mrex.co/about-mrex https://www.instagram.com/nikolairay/ About Elisa Zhang: I am an owner and principal of over 1,000 apartment units across the USA. I'm an educator, an artist and a mother of two beautiful children. I am on a mission to help motivated individuals make money while they sleep and retire faster than they dreamed. What makes me so confident that I can guide someone to achieving this goal? It's the exact process I used to replace my annual full-time corporate income of over $200K. I came from the IT world and focused on leveraging the power of real estate investing to form passive streams of income that now funds my family's life, independent from working at a day job. Why not keep this all a secret for myself? Sharing the formula for Financial Independence is my way of showing gratitude and adding more value to the world. ⏰ Timestamps ⏰: 0:00 Introduction 1:30 Early Influences as an Entrepreneur 4:46 Nicolai's Experiences and Academics 9:20 A Passion for Finance Leads to Real Estate 11:15 First Business Start-up 12:49 The Failure of a Business pushes Nicolai to Focus on Finance 14:15 Ways to Look at a Problem 16:36 Scalability of Business 20:00 Hire Fast, Fire Fast 20:55 First Real Estate Acquisitions 24:00 Nicolai's Investing Philosophy and Strategy 26:30 Nicolai's Involvement in Syndications 28:14 Real Investing, Price vs Value, A Tear-Down Deal Example 34:45 Value-Add According to Nicolai 35:02 Markets where Nicolai Invests 39:43 MREX College, Montreal, Canada 43:34 How to Connect with Nicolai 41:39 How Nicolai Teaches his own Children Resources: Scaling Up by Vern Harnish https://scalingup.com/book/ EOS: Entrepreneur Operating System https://www.eosworldwide.com/

The DYOJO Podcast LIVE Episode 52 from Thursday, March 11, 2021 at 9am PST The DYOJO Podcast is sponsored by iRestore Restoration Management Software - Powering Your Vision, Values, and Leadership. It's time to calm the chaos, get your team organized, and focus on your efforts for growing your business. iRestore offers all Job Management, Relationship Management (CRM), Equipment Management, Vehicle Management, Human Resources, and Scheduling all in one portal. GUEST 1: Joyce Gabriel, Senior Project Manager (Puyallup, WA) Joyce discusses the two books from The DYOJO as well as some great perspective on learning how to interact with your co-workers to achieve shared objectives. GUEST 2: Mark Springer, CEO of Dayspring Restoration President of Restoration Industry Association (RIA) TOPIC: Property Restoration Trends: Mergers and Acquisitions What is private equity's (PE) role in property restoration acquisitions? What is the significance of fragmentation in restoration acquisitions? The Big M&A Deals, the package deals, and teaming up within the industry The impacts of consolidation How do you build a company that is sell-able even if you don't plan to "sell-out" ​ We broke for a note from our sponsor iRestore and a special treat from the marketing powerhouse duo of Born to Repair and GMS Distribution. Mark Springer shared some valuable perspectives for the everyday restorer: Build a strong foundation starting with clearly identifying your organizational OBJECTIVES. Know your numbers and develop your exit strategy long before you ever plan to leave. READING LIST: Mark recommended the book Scaling Up by Vern Harnish who will also be the keynote speaker at the RIA Convention 2021. Mark discussed various investment strategies including De Novo (organic) and Arbitrage (bundling) and his process for deciding to team up with Trinity Hunt. Mr. Springer shared some additional insight to how their team operates, in particular how they use resources such as SWOT to determine whether to push through with an idea that doesn't appear to be working as well as when to scrap an effort. The DYOJO Podcast - the weekly podcast for Intentional Restorers. Every Thursday at 9am PST on YouTube, Apple, and Spotify. Sharing The DYOJO WAY to shorten your DANG learning curve for professional development. www.thedyojo.com/listen

Krister and I talk about color-coordinated, Laura Jones, Talk Shifts, it will be published no matter what, investment in a brand, simple practical say-this-not-that, French and German, learn a new language as an adult, business and personal divorce, Dr. John Gottman, complete opposite of relationships first, interviewer got a 6 (I got a 10 – yay!), scale of 1 – 10 opens up conversation, weird rooms, sex therapist for people in alternative relationships, Vern Harnish, The Father’s Creed, Leadership Archeologist, Non-Violent Communication, 30 employee ceiling, trapped inside your own business, and talkshift.com/quiz.

At the beginning of October, I created a goal for myself to have more time available for me to read and research business-related articles and books. Why? Because leaders are readers. It should come as no surprise then that I learned this in a book called Scaling Up: How a Few Companies Make It...and Why the Rest Don't by Vern Harnish. In it, he talks about how Larry Page, the former CEO of Google, "was asked how he learned to run a company, he responded 'I read a lot.'" And how Marc Cuban reads three hours every day, with the goal to find "just one idea he can use to give him and the over 150 companies in which he's invested an edge in the marketplace." As Harnish wrote, "having a natural curiosity and thirst for learning separates the good from the great in our experience." Now, I'm no Larry Page or Marc Cuban, but that doesn't mean I can't take some of their best practices and apply it to my own day-to-day.  Hence why my Tuesday afternoons have now turned into a dedicated time for me to read. During my time this week, I came across an article by Thomas Oppong titled "To Become More Efficient, Ask Better Questions." I immediately dove in. His approach is intriguing and honestly, not all that difficult. Essentially, you should be asking yourself better questions that can then lead to better and stronger results. Questions like: What specific outcomes do I want more of? Am I working too long or too short of a time for certain tasks? Am I trying to be more effective (i.e., doing the right things) or more efficient (i.e., doing things right)? When do I have the most energy? What 1–3 things would I like to have done (today, this week, this month, this quarter, this year) Each of those questions can help you come to realizations or ideas on how to be more productive and improve your efficiency. In this week's episode, Marcella and I share our opinions on the subject and brainstorm how we can apply these questions to aspects of our days.

Welcome to episode 171! I was recently in Adelaide also known as the city of Churches delivering a full day workshop on Strategy to a group of entrepreneurs. I asked them to take a piece of paper and write their business strategy in 1 sentence. The kicker is they only had three minutes to do this. These business owners struggled to state their firm’s strategy in one simple sentence. Why? It’s a difficult exercise to do. Would you be able to state your company’s strategy in one simple sentence? Today’s episode we will discover your why…. What is your core purpose? This is just the start of a series of episodes on business Strategy. In the following weeks we will cover difference between SWOT & SWT, how to differentiate your company from the competition, how to discover your X-Factor to gain a 10 times advantage and learn about BHAG! We will have all their free worksheets, on our show notes page compliments to Vern Harnish from Gazelles. Maxum Corporation - Inspiring Greatness Show Notes: http://maxumcorp.com.au/podcasts/  

Desde pequeño, Ahmad Ashrafi, ha estado ligado a la tierra y a la agricultura. Al crecer, se dio cuenta que el tesoro de los Incas estaba en la fertilidad de la tierra y eso fue la inspiración para fundar su compañía, Inca's Treasure, que produce super foods como quínoa, chía, amaranto y frutas deshidratadas, que se venden en Estados Unidos, Canadá, Medio Oriente y Europa. En éste episodio de Maestros del Escalamiento, Ahmad nos cuenta la historia de su compañía, así como también sus experiencias como emprendedor; lo bueno y lo malo. Encuentra el por qué Ahad dice que un gran negocio o proyecto, siempre encuentra dinero.    Notas 1:18 Ahmad Ashrafi es un emprendedor de padre iraní y madre ecuatoriana. Él nació en Ecuador y vivió algunos años en el extranjero. 1:57 A pesar de que Ahmad es el CEO de Inca’s Treasure, en su empresa le ha tocado hacer de todo, como a muchos emprendedores. 2:33 Ahmad nos cuenta acerca de su trayectoria como emprendedor. 3:41 Él siempre quiso emprender y tenía una vocación con la tierra, con la agricultura. Desde pequeño, buscaba el tesoro de los Incas. Más grande, se da cuenta de que el verdadero tesoro de los Incas era la fertilidad de la tierra. El Ecuador es un sitio muy fértil que tiene el potencial para darle de comer al mundo. 7:00 Para fundar Inca’s Treasure, Ahmad se tardó desde la idea a concepción, 5 años. Su padre fue una de las personas que más lo apoyo y le dio una base para emprender.   8:05 Este es el primer año de operación de Inca’s Treasure. 8:44 Ahmad tiene una regla de 3, donde pasa una tercera parte de su tiempo con personas a las que les puede enseñar, una tercera parte con sus colegas y amigos y la otra tercera parte con personas de las que puede aprender como mentores y gente que admira y que le inspiran. La red de EO le sirve para esto último. 9:40 Ahmad habla sobre su rutina diaria. 11:11 Ahmad habla sobre lo que más le gusta de ser emprendedor. Él se siente afortunado de poder tener una idea de negocio y verla en la realidad. 12:07 Ahmad profundiza en lo que hace su empresa y el mercado que tiene. 13:11 Ahmad habla sobre lo más duro de ser emprendedor, como los sacrificios con su familia y amigos. El recurso de apoyo más grande que ha tenido es involucrar a su familia en su emprendimiento. 15:02 Daniel Marcos le pregunta a Ahmad cuáles son los libros que más le han servido en su negocio. Scaling Up de Vern Harnish ha sido muy bueno para expandir su conocimiento. Los otros libros son Essentialism de Greg McKeown y Cradle to Cradle de William McDonough y Michael Braungart. 16:41 Ahmad nos cuenta sobre una compra que hizo, de menos de $100 USD, que cambió su vida. 18:30 La Humildad y perseverancia es la clave de ser un buen ser humano. 19:20 El servir a las personas lo hace sentir exitoso. 20:00 Un consejo para él mismo es aprovechar al máximo cada momento y cada oportunidad. Tratar de absorber un poco más las cosas y disfrutar todo. 20:52 Recomendaciones para una persona que empieza a emprender: El que empieza un negocio no necesita dinero para empezar. Un buen proyecto siempre encuentra dinero. 22.17 Agradecimientos.   Recursos mencionados en el podcast Libros Vern Harnish, Scaling Up. Greg McKeown, Essentialism: The Disciplined Pursuit of Less William McDonough y Michael Braungart. Cradle to Cradle: Remaking the way we make things. Recomendaciones360 Podcast / Verne Harnish: "The Growth Guy" - Author of Mastering the Rockefeller Habits and Scaling Up https://goo.gl/Nx9hsb Recursos para miembros de EOPresentación de Vern Harnish sobre Scaling Up en EO Ohana 2018 Regional Event. https://goo.gl/i8Mxi3

Free DYB System PDF: http://dybcoach.link/DYBSystem Is it possible to be a painting contractor and make a ton of money? "Oh YEAH!" says Jeff. Did it happen immediately? Let's find out...as you may have guessed from the title...not for Jeff. Jeff Sommers is the owner of ESP Painting and business coach at DYB. In this conversation, Jeff opens up about real struggles he had to go through while building his business over the years - from a massive IRS bill, to moving back in with his parents (with a wife and a kid!). In addition, you will learn how he was ultimately able to overcome these excruciatingly difficult challenges by changing his core mindset, implementing systems, and never giving in.     QUOTE: “Half the struggle of getting what you what in life is believing you can achieve those things.” - Jeff Sommers   HIGHLIGHTS: 8:55 Jeff explains some of his initial struggles in building the business 13:18 How Jeff was able to learn more about painting 17:28 How was Jeff able to generate his leads?  26:28 How Jeff was able to get out of his funk by using his "Deliver It Creation" worksheet 33:12 How Michael Gerber's E-Myth changed Jeff's business when he re-launched   LINKS AND RESOURCES MENTIONED IN THIS EPISODE:   Join DYB DYB System PDF E-Myth Revisited by Michael Gerber 10X by Grant Cardone Scaling Up by Vern Harnish 3 P's to Find Your Target Market Acuity Scheduler Google Business Suite - G-Suite - Priority Inbox Prosper Works Basecamp/2 Estimate Rocket VeriClock GroupMe Zappier YouCanBook.Me   jeff@esppaining.com to contact Jeff Sommers   LINKS TO ADDITIONAL FREE RESOURCES   EP01 9 Steps to Doubling Your Business Part 1 EP02 9 Steps to Doubling Your Business Part 2 52 Blog Post Ideas PDF YouCanBookMe VIDEO Pre-qualifying Questions PDF Video Testimonial Checklist PDF 3 Steps To Get Leads From FB PDF 11 Interview Questions PDF 9 Ways To Get HOA Work PDF   Press and hold to visit the page Show Page Notes   Thank you very much for joining us today! If you received value, would you take a quick few seconds and leave us a review on iTunes, please?

We say goodbye to 2016 and embrace 2017 with reflection and new dreams!  Welcome to our 1st GNF of the year!  Episode 71 where we with share my personal BEST tools for goal setting, and starting this year off with a bang.  Not only are we giving you amazing free templates you can download for Business. We will cover the best of the best highlighting Vern Harnish who is top international rated key note speaker he is an Author of Scaling up and the creator of the one page strategic plan! Secondly I love Cameron Herold’s Vivid Vision. Cameron has been featured in Fortune, Forbes, The New York Times and has a great Ted talk and finally Keith Abaham who has become the world’s premier thought leader on passionate performance and building passion based team cultures.   Inspiring Greatness has been nominated for the Castaway Award for Podcasts! Show your support by clicking on the link below and throwing us a vote: https://thecastawayawards.submittable.com/gallery/fb53f574-b3c9-43c8-8585-83bb919489f4 What an excellent way to begin 2017! 

Summary: In Episode #214 Ari welcome [Vern Harnish](https://gazelles.com/) - founder of [EO](https://www.eonetwork.org/), CEO of [Gazelles](https://gazelles.com/), and author of [Scaling Up](http://www.amazon.com/Scaling-Up-Companies-Rockefeller-Habits/dp/0986019526). Vern's a strategic planning expert who helps companies to scale up successfully. Listen in as Ari and Vern discuss delegation, hyper-focus, and how ‘scale-ups' are going to replace ‘start-ups' as drivers of business. Time Stamped Show Notes: - 16:28 – Welcoming Vern to the show - 16:50 – CEO of [Gazelles](https://gazelles.com/) - a firm that helps growing firms to scale up - 18:20 – “Nailing strategy can cover a lot of execution flaws” - 19:20 – “I would define ‘scaling' as growing at 20% to 100% per year” - 20:00 – “We look at 4 scale areas: talent, strategy, execution and practice - 20:40 – Communication and execution are the main challenges - 22:20 – “What's the biggest problem people face when they can't scale?” - 22:40 – CEOs should spend 4 of 5 days on market-facing activities - 23:30 – Talented people often struggle to delegate. People can't let go. - 24:30 – “We're big on gamifying companies” - 24:50 – Currently working on 4 books - 25:30 – “We want to create the [Techstars](http://www.techstars.com/) for scale-ups” - 26:25 – “Most people's creativity increases hugely as they age” - 27:05 – “I think we'll see a move from start-ups to scale-ups” - 29:00 – “Become the absolute expert in your niche - you need to hyper-specialise” - 29:45 – Scaling-up doesn't have to be about reaching more people - you can focus more tightly and become the absolute master in your field - 31:52– _Top 3 Tips to be More Effective:_ - The most leverage comes from people...write down the 25 people that you absolutely need to get on board with your project and start working that list - Find the tone or two words that you need to own in the mind of the market - Read Eli Goldratt's book [The Goal](http://www.amazon.com/The-Goal-Process-Ongoing-Improvement/dp/0884271951) - Visit [com](https://scalingup.com/) for free personal plans and strategic planning help Key Points: 1. Hyper-focus. Find a niche you can absolutely dominate, and own it. Scaling doesn't have to mean going broader. 2. Work on your company, not in your company. Learn to delegate, automate, and outsource so that you can focus on strategy and expansion. 3. Your biggest leverage point is people. Write down the people you need behind you, and work on that list. Resources Mentioned: - [Pop Slate 2](https://www.indiegogo.com/projects/popslate-2-smart-second-screen-for-iphone#/) - An iPhone case that turns the back of your phone into a 2nd screen - [Nadi](http://wearableexperiments.com/nadi/) - An outfit that corrects your form in real time during exercise - [No More Voice Mail](http://www.nomorevoicemail.co/?ref=producthunt) - An app to keep your voice mail box empty - [Card Form](http://cardform.co/index.html?ref=producthunt) - Build a blog from Trello - [Dieterest](http://dieterest.co/?ref=producthunt) - Text-based diet coach Sponsored By: [EarthClassMail](https://www.earthclassmail.com/) – Earth Class Mail helps you move your snail mail to the cloud. Visit [www.LessDoing.com/postal](http://www.lessdoing.com/postal) to get signed up now! Text DOLESS to 33733 to sign up for the Less Doing Newsletter Credits - Original Music provided by [Felix Bird](http://2014.felixbird.com/) - Audio Production by [Chris Mottram](https://www.linkedin.com/pub/christopher-mottram/96/b12/708) - Show Notes provided by [Mallard Creatives](http://www.mallardcreatives.com/Testimonials) ------- [Get the FREE Optimize, Automate, Outsource Blueprint here.](https://go.lessdoing.com/blueprint?utm_campaign=blueprint-ari&utm_medium=link&utm_source=podcast) --- Send in a voice message: https://anchor.fm/lessdoing/message

  Ben Croft is the president of the World Business and Executive Coach Summit and co-founder of the Coach Master toolkit as well as the CEO of the Executive Coach MBA. He is also an award-winning marketer.  Ben has over 4,000 coaches as clients from 149 countries and his annual event in 2014 attracted over 14,500 business and executive coaches. Ben works firsthand with the world's leading experts in the coaching industry including Marshall Goldsmith, Seth Goden, John C. Maxwell, Brian Tracey, David Allen, Karen Kimsi-House, Vern Harnish, Sir John Whitmore, Michael E. Gerber and heads of the largest coaching organisations in the world.