Business RadioX ®

  • Home
  • Business RadioX ® Communities
    • Southeast
      • Alabama
        • Birmingham
      • Florida
        • Orlando
        • Pensacola
        • South Florida
        • Tampa
        • Tallahassee
      • Georgia
        • Atlanta
        • Cherokee
        • Forsyth
        • Greater Perimeter
        • Gwinnett
        • North Fulton
        • North Georgia
        • Northeast Georgia
        • Rome
        • Savannah
      • Louisiana
        • New Orleans
      • North Carolina
        • Charlotte
        • Raleigh
      • Tennessee
        • Chattanooga
        • Nashville
      • Virginia
        • Richmond
    • South Central
      • Arkansas
        • Northwest Arkansas
    • Midwest
      • Illinois
        • Chicago
      • Michigan
        • Detroit
      • Minnesota
        • Minneapolis St. Paul
      • Missouri
        • St. Louis
      • Ohio
        • Cleveland
        • Columbus
        • Dayton
    • Southwest
      • Arizona
        • Phoenix
        • Tucson
        • Valley
      • Texas
        • Austin
        • Dallas
        • Houston
    • West
      • California
        • Bay Area
        • LA
        • Pasadena
      • Colorado
        • Denver
      • Hawaii
        • Oahu
  • FAQs
  • About Us
    • Our Mission
    • Our Audience
    • Why It Works
    • What People Are Saying
    • BRX in the News
  • Resources
    • BRX Pro Tips
    • B2B Marketing: The 4Rs
    • High Velocity Selling Habits
    • Why Most B2B Media Strategies Fail
    • 9 Reasons To Sponsor A Business RadioX ® Show
  • Partner With Us
  • Veteran Business RadioX ®

Speaker and Coach Danny Brassell

November 29, 2022 by angishields

Danny-Brassell-headshot
High Velocity Radio
Speaker and Coach Danny Brassell
Loading
00:00 /
RSS Feed
Share
Link
Embed

Download file

Danny-Brassell-headshotA highly-sought after speaker, trainer and coach known as “Jim Carrey with a Ph.D.,” Dr. Danny Brassell has spoken to over 3,500 audiences worldwide and authored 16 books, including his latest, Leadership Begins with Motivation.

He helps entrepreneurs, executives and small business owners boost their business and impact by improving their communication skills.

Connect with Danny on LinkedIn, Facebook, Twitter and Instagram.

What You’ll Learn in This Episode

  • How communication skills affects one’s business
  • Why reading is so important
  • How Danny helps people improve their speaking skills
  • Ways to improve communication skills

This transcript is machine transcribed by Sonix 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for High Velocity Radio.

Stone Payton: Welcome to the High Velocity Radio show, where we celebrate top performers producing better results in less time. Stone Payton here with you this afternoon. Please join me in welcoming to the broadcast with Danny Brassell DOT COM, the man himself, Danny Brassell. How are you, man?

Danny Brassell: Fantastic, Stone. Thanks so much for having me. More importantly, thanks for spreading some joy in the world. We need a lot more of you.

Stone Payton: Well, I am delighted to have you on the show. I’ve really been looking forward to this conversation. Got a ton of questions. Surely won’t get to them all. But I think maybe a great place to start would be mission purpose. What are you out there trying to do for folks, man?

Danny Brassell: Well, really, thank you for that, Stone. I appreciate it. I’ve been. I’m a jack of all trades, master of none. But really, my passion is helping people communicate better. I do that. There’s four aspects of language development. They are speaking, listening, reading and writing. And so today, I guess for your listeners will focus on on reading and speaking. So I’m on a mission to bring joy back into education in the workplace by showing people better ways to communicate. And so I’m looking forward to all you had to offer today.

Stone Payton: Stone Well, I have to believe that the work you’re doing, the things that you focus on, must impact so many different aspects of a business. Speak to that a little bit, if you would.

Danny Brassell: That’s great. Stone So I’ve been working a lot with entrepreneurs and small business owners craft their messages because I really believe that if you can speak, you can really change the world. And so I help people create engaging presentations. So many of these presentations I see people talk about, they’re just depressing. Stone And it bothers me. I think people need some hope in the world. And so and I’m not putting down a lot of these tragic speakers, but I remind a lot of people that criers are not buyers. Mo Funny mo money.

Stone Payton: So I suspect that it may be myths is a little bit too strong of a word, but but I suspect there are some misconceptions, some assumptions, some things about this whole area of communicating effectively and particularly speaking, that are just off the mark. Is that accurate?

Danny Brassell: Yeah, absolutely. I really think that speaking is the best way to really improve your business. And if you can master a basic format that I work with my clients on, on how to create engaging presentations, you can really have a much stronger impact. It doesn’t take that much. I mean, one of the quick tips for everybody listening is I see a lot of people that like to brag in their speeches and there’s nothing you know, I’m not going to put down pointing out how extraordinary you are. But I think the more ordinary you show people, the more you’re going to have an impact. That’s the quickest tip I give people is stop telling people what makes you so dang special and what you’re posting on social media. I think everybody in your audience is not succeeded, but they’ve all failed. And the more vulnerable you make yourself and share your failures, the better impact you’re going to have.

Stone Payton: Well, I got to tell you, that’s very consistent with my experience as a participant. When I attend a keynote or even as a host when I’m hosting a show, I feel like the connection is so much more valuable than someone just impressing me or trying to impress me with their with their background. So that really certainly rings true for me as a participant and as a host. I got to know me in the back story. How in the world did you find yourself in this line of work?

Danny Brassell: Well, I never wanted to, Coach Stone. I’ve always because I have very high standards for people and it drives me nuts when people won’t do the work. And it was really the pandemic that kind of forced me into coaching people since I lost all my speaking engagements overnight. Global pandemic will do that sort of thing. But I turned out I actually love working with people now on improving their messages. I’ve worked with all kinds of people, from astronauts to Olympic gold medalists, but the people that bring me the most joy are ordinary entrepreneurs and business owners that are looking for ways to really improve their business. And I think that’s the one measure I hold for people. I mean, yes, when they work with me, a lot of them are going to get standing ovations. Yes. If you work with me, you know, people are probably going to come up afterwards and tell you you’re a great speaker. But the only measure I have of the speakers I work with is are people asking you to do further business with you, whether it be the product that you’re trying to sell or if you’re pitching that big pitch at a corporate meeting for for a $10 Million. Engagement. Are you getting that next gig? And so that’s that’s how I define success. Are people taking the next step with you?

Stone Payton: So now that you’ve been at this coaching for a while, what what are you finding the most rewarding man? What’s the most fun for you about it?

Danny Brassell: I like taking people’s depressing country Western song stories and making them a little bit more fun and engaging. Again, everybody has had tragedy and I’m not I’m not putting it down. Stone. I don’t want people to misunderstand me, but I just judged a speaking competition the other day and we literally had hundreds actually, it was 1300 speakers and there wasn’t a single funny one in the bunch. I was like, My goodness, I’m about to jump off a cliff after listening to these speeches. And I just love to show people some simple way. And I’m not talking about adding jokes. Any people think that to be funny means telling jokes. I said No, people are funny inherently. Just in your mannerisms, I’ll give you a tip. I had two different speakers. One guy had he came out of prison and so he had this depressing speech about being in prison. And so all I did with his presentation, I said, Well, did you ever speak when you were in prison? He said, Yes. I’m like, okay, well, there’s your line. You can just say, I spoke. I began my speaking career in prison. I had a captive audience. It’s a simple line and it makes people smile. I had another gentleman I was working with and I don’t remember his name. It was a very long, complicated Indian name. And so I said, Oh, well, that’s how you can start your presentation. Say, Hi, my name is Emil Maharishi. Gee, I sure hope I pronounce that correctly. And just. Just doing something like that.

Danny Brassell: I’ll make everybody like you. I mean, here’s a ninja trip for tip for everybody. Listening right now is one of the things I do is I craft introductions. If somebody’s introducing me, I make my introduction that they’re going to introduce me with make me sound like Jesus Christ, because that’s them introducing me. And then when I get up on stage, I can immediately start by saying, Yeah, Jesus Christ, forgot to wear his dress socks today, I ain’t all that. And so somebody else bragged about me, and now I’m making myself vulnerable and ordinary to people in the audience so that they’re going to connect with me. I mean, you don’t have much time to connect with your audience. And I think I hear all these people like to talk about the most tragic moment of their life. And I’m like, Would you start a first date that way? Would you just say hi? Hi, It’s really nice to meet you. Did I did I tell you that I just got out of prison or. Oh, I was great to meet you. Let me tell you about how Daddy used to touch me as a kid. You don’t say that in the first 5 minutes when you’re. I mean, I’m not saying it’s not important, but you don’t introduce yourself that way. And yet I see people do this all the time when they’re speaking. And so I’m like, let’s lighten up a little bit and get people to like us by connecting with a little bit of humor and engagement.

Stone Payton: Well, what I’m hearing in this conversation is that there really are they are skills. They can be taught. They can be learned that there are repeatable processes, transferable tools, that we can all practice and exercise those muscles. Yeah.

Danny Brassell: Absolutely. So here’s a tip for your for your audience. Stone Sit down tonight with a glass of whatever libation you like and a pen and paper. I want you to write down every story that’s ever happened to you. And I don’t mean write down the entire story. I mean write down some triggers. So, like the time I locked myself out of my car when I was at Costco, the time Dad spilled mustard on his tie at that fancy restaurant. The time I peed my pants in second grade, you’ll come up with a list of 4 to 500 stories of personal things that have happened to you. And then what you do is you say to yourself, Oh, this is actually a story about loyalty. Oh, this is actually a story about responsibility. Oh, this is actually a story about overcoming obstacles. And what you do is you put all of those stories in folders on your computer and now you have plug and play stories that whatever the speech is that you’re required to give. Oh, I have a story about that. And I add to these folders all the time. For example, one of the best selling personal development books of all time is Thinking Grow Rich by Napoleon Hill. He doesn’t have any personal stories in that book. All of his stories are about famous, wealthy people that I interviewed. And so every day when I’m reading a newspaper or watching a game on TV or something, if I see a good story, I’m like, Oh, that’s a good story. I’m going to file that away in the accountability file or I’m going to file, Oh, that’s a beautiful one about how to appreciate our blessings. So I’m going to put that in my gratitude file. And this is just a simple way to really build up your repertoire of stories that you can offer people because human beings connect through stories That’s cross-cultural and it’s across time.

Stone Payton: So have you had the benefit of one or more mentors as you came up through the speaking world and now as you sort of made this this pivot, this transition to the coaching world that kind of helped you navigate this terrain?

Danny Brassell: Yeah, of course I have. Stone I appreciate that question. Yeah, I’ve had all kinds of wonderful mentors, but this is one of the best tools that everybody can use. There’s this government program. They got these buildings in almost every single community, and in these buildings are rows and rows of books. And get this, you can apply for a card and they’ll let you take these books home for free. They’re called public libraries. And I’ve been mentored by people from Abraham Lincoln to Nelson Mandela. So one of the tips I give people all the time is, you know, there’s plenty of readers that don’t necessarily become effective leaders. But I have never read about an effective leader in history that was not also an avid reader. I’m I’m reading all the time. I mean, when I read that Teddy Roosevelt, he read over 20,000 books by the time he was 30 years old. So I used to be a classroom teacher. And I would tell my kindergartners, I’m like, So that means kids. We got to read lots of books every single day. I mean, I read ten bucks a day now. Stone I mean, many of them are scratch and sniff and and pop up like you read ten books a day. It’s actually something I do. Stone Before I go to a party, I’ll go to a Barnes Noble, I’ll go to the children’s section and I’ll I’ll I’ll take people that are significant of the day. Like I’ll find a little 32 page picture biography about Jeff Bezos or Sara Blakely, and I’ll learn some facts about them. And I always look like I’m the most intelligent person at the party. Oh, you have all these great stories. Well, I’m just getting those from children’s books. And then obviously, if I if I find the person’s interesting, I’ll read something a little bit more advanced on the person. But I’m. Constantly looking for anecdotes that inspire people.

Stone Payton: Well, and you bring up an excellent set of points there, because every page in every book doesn’t have to be this world beater thing that’s totally shifts your mindset. Just picking up an idea or two, which you can do from almost any book, right?

Danny Brassell: Absolutely. Stone One of the books I’m reading right now is a biography on President Eisenhower. And I just I dog eared a page because I didn’t know this story that Hitler had given his general this order. When the guy left Paris, he was supposed to burn down all of Paris. Well, this general had some second thoughts. He’s like, I don’t want to be remembered as the guy that burnt down Paris. And so he refused to do it. And I was like, Oh my gosh, how many stories in history are one person making a decision like that? I had read a story once about Henry Stimson, who was the secretary of war under President Truman. President Truman was going to drop the atomic bomb on Kyoto because Kyoto was the center of commerce and politics in Japan. Well, it just so happened, Stone, that Henry Stimson had had his honeymoon in Kyoto. And he looked at President Truman and he said, Oh, sir, we cannot destroy Kyoto. It is too precious. And that’s why we chose Hiroshima over Kyoto only. How many events in history are based on random anecdotes like that? So that’s why I read. I’m constantly interested in stories like that.

Stone Payton: So how does the whole sales and marketing thing work for a guy like like you does? Is the business coming to you? Do you find yourself out there marketing? How do you get the new clients?

Danny Brassell: Well, I’m speaking constantly on stage is stone. So that way, you know, podcasts like this, you never know who’s listening. I’ll give you an example. When I first started speaking, I spoke from my local library and they said, Oh, there’s going to be like 500 people speak, 500, 500 people are going to attend your speech. Well. Stone Four people showed up. Two of them were my realtors and the other two was a Hispanic couple that did speak that did not speak a word of English, but I believe in given 110%. So I did my my song and dance for an hour. I did as much in Spanish as I could. We all laughed and had a good time. Well, this was interesting. Stone The Hispanic woman was taking English classes at the Adult Literacy Center, and she recommended me to speak at her English at the adult Literacy center I was making at that point in my career, this is 20 years ago. I was making $700 a day to speak. She recommended me for a 45 minute engagement for 4006 times my typical fee. And I realize, Wow, you never know. And so I get my word out just speaking to people like you. And I got all the YouTube videos and all that good stuff. And then some people, they read my books and they want me to come and speak for them that way.

Stone Payton: So yet another reason to get really good at this communicating. Speaking. So you’ve spoken to this idea of reading. Let’s talk about writing. I know you’ve written like well over a dozen books. What is what is that experience like? Do the books come together really easy for you, or sometimes is it a struggle?

Danny Brassell: Nina That’s a good question. Stone There’s a little reminder I had on my phone. Let’s see, I have these daily reminders on my phone with I’m always trying to learn quotes from people and things like that. There’s this great quote from Jean Fowler, who was a journalist, and he wrote, Writing is easy. You just stare at a blank piece of paper until blood drops form on your forehead. And I couldn’t agree more. Writing is not always the easiest process, but I like to write the books that I haven’t read. So when I was a middle school teacher, I was the only teacher in my school not to have any tardy students. And that’s because I always began class by reading aloud a Paul Harvey story. I don’t know if you remember Paul Harvey Stone. I’m kind of old at this point. Chop off my head and count the rings. But when I was a kid growing up, I listened to Paul Harvey would come on the radio every day. At 1215, he’d say, I’m Paul Harvey with the rest of the story, and he would tell you this story. And the entire time you’re trying to guess who it is or what company it is. And so my students love those stories, but a lot of those stories are about people like Sears and Roebuck. Well, my students today have no idea who what Sears Roebuck is. And so the last book I wrote, Leadership Begins with Motivation. That’s basically an homage to Paul Harvey with short stories about significant people that today’s students would know something about, like like a Elon Musk or a Warren Buffett or somebody like that. And after I wrote that book. Stone It was interesting. I read it and I’m like, oh my gosh, completely unintentionally. So many of my examples were of white male Americans. And so the book I’m writing right now, most of the examples are of female minorities and international people. And so I’m always looking for books that I want to read. That’s how I start with my writing process.

Stone Payton: Sounds like a marvelous process to be, and it’s terrific that you’re serving other people with that medium. Do you also find, though, that when you invest the time and the energy to commit these ideas to paper, that above and beyond serving other people, that it helps you solidify your own thinking, help you crystallize your your own approaches to to trying to serve and help you that much better than the other areas of your life.

Danny Brassell: Wow. You’re a dream student. Stone And absolutely, this is what I love about your podcast. So many podcasts I listen to, people have like just a prescribed list of questions and you actually are answering, you’re listening to my answers. So I really appreciate that. So yeah, that’s what I’m doing. I’m constantly writing because it makes me the best. Leaders are constantly learning, and in the process of writing stories, I’m learning about things all the time. And so I wrote a story today about my second grade teacher was. Ms.. Ms.. Ms.. Ms.. Hester and Ms.. Hester. She asks all of us kids one day she said, How far can you see? And she held up a pen. She’s like, Raise your hand if you can see this pen. And all of us kids raised our hands. And then she took us out into the hallway and she said, Raise your hand if you can see the exit sign. And all of us kids raised our hands. Then she took us outside. She’s like, Raise your hand if you can see that house across the street. And all of us kids raised our hands. And then she said, Raise your hand if you can point to if you can see the water tower behind that house. And all of us kids raised our hands. And then she said, well, how far can you see in one kid said, 800 yards, and another kid said a mile. And then another kid said two miles. And she said, Now look up above. Raise your hand if you can see the sun. And all of us kids raised our hands. And she paused and she said, Did you know that the sun is 92.9 million miles away? And all of you can see it, and yet you only said you could see 800 yards or a mile or two miles. And she she looked at all of us. This is bunch of eight year olds. And she said, you see, most people underestimate their abilities. I mean, I’m I’m an old man at this point. Stone And I’ll never forget that lesson. Most of us are underestimating what our capabilities are.

Stone Payton: What a fantastic illustration. And it goes back to your earlier points and that these stories can help you underscore timeless principles, things that you want to you want to challenge people’s mindset on. I’m not even sure you’re qualified to answer this question because I’m trying to envision you running out of gas and needing to recharge. But I also I know you’re human, man, so when a tank runs a little bit low, when you need to recharge and regroup, where do you go? And I don’t necessarily mean a physical location, but how do you sort of recharge the batteries and get geared up to get back out there and serve?

Danny Brassell: So? Stone The best thing anybody can do is turn off the TV news and read a funny children’s book. You know, I can already tell you what’s on the news tonight. The. The world is coming to an end and whoever the president is is doing a bad job. It’s been the same negative news for 100 years. I’m looking for inspiration. My poor wife, she she wonders why I love watching sports. And I always say honey, because at any moment something extraordinary can happen. I mean, I’m ashamed to say this, stone, but when I watch the Olympics, I’m usually rooting against America. And my wife’s like, Why do you do that? And I’m like, Who am I going to root for the American runner with the microchips in his Nike’s or the barefoot Sudanese refugee who just survived a civil war? I mean, the background stories of these people are amazing. They’re like, Oh, I learned how to run running away from the bullets in my village. Well, of course, I’m rooting for that guy. That’s the most inspiring thing. So people that need to recharge, you know, it’s the same tip I give people if they want to become better speakers. Well, you become a better speaker in two ways. First off, you do the reps. You should be practicing your speech in all kinds of different venues.

Danny Brassell: And most importantly, I think you have to watch lots of speakers. So I watch. I watch politicians, comedians, televangelists. I watch them in front of big groups, in front of small groups, international groups and and other things. Here’s a quick tip for your audience. One of the things I do all the time is I watch award shows because when you win the Academy Award, they only give you 45 seconds to give a speech. And I want to see can that person give a meaningful speech in 45 seconds? And I’ve been giving this example lately. Last year at the Academy Awards, a British guy for he won an Academy Award for some small technical achievement. And so nobody was going to pay attention to his speech. And he got up there and he said, a lot of people don’t know this, but when phrased properly, the term Academy Award nominee can be used as an insult. For example, yesterday I got an argument with my 17 year old daughter and she said, well, Academy Award nominee Thomas Harris, you know, and all of a sudden everybody is laughing. And I saw like Julia Roberts and Brad Pitt begging to meet this guy. That’s the power of a good speech. And that is what I’m training people how to connect their audiences with.

Stone Payton: I cannot remember a 15, 20 minute conversation that was laced so heavily with practical, actionable pro tips on any topic. You are an absolute wealth of information. Before we wrap, though, let’s let’s leave let’s leave our listeners with a couple more things, things they should be reading, doing, not doing. Just continue to and look. Game number one pro tip is reach out and have a conversation with Danny or read some of his some of his books. But let’s give them something to be doing between between now and then.

Danny Brassell: Well, first of all, you’re hired, Stone. You can be my pimp any time. Thanks for promoting me as as a thank you to you and your audience for bearing with me. I wanted to give everybody a couple of freebies. So if you go to free gift from Danny com again, free gift from Danny Dotcom, I’m going to give everybody a couple of things. First of all, I’ll give everybody a complimentary copy of one of my books, Read, Lead and Succeed. This is a book I wrote for a school principal who was trying to keep his faculty and staff positively engaged. So I said, okay, I’ll write your book. So every week I give you a concept, an inspirational quote, an inspirational story, a book recommendation on a book you should read, but you’re probably too lazy because you’re an adult. So I also give you a children’s picture book recommendation. You can read that book in 5 minutes, demonstrates the same concept. And then I’m also going to give everybody access to one of my companies is a reading program called The Reading Habit. And last summer I did an online five day reading challenge with about 700 parents around the world where every day for an hour I gave them all kinds of tips to get their kids excited about reading because I find schools do an adequate job of teaching kids how to read. But the question I always ask is, Well, what good is it teaching a kid how to read if they never want to read? I teach people why to read because I’ve never had to tell a kid, Go watch TV. I’ve never had to tell a kid, go play a video game. And I never want to have to tell a kid, go read a book. I want them to choose to do it on their own. And so those are my gifts at Free Gift from Danny. And I really appreciate this time and all that you’re doing. Stone We need a lot more of you in the world.

Stone Payton: Well, it’s absolutely my pleasure, man. What’s the best way for our listeners to connect with you and have a conversation with you or someone on your team and tap into your work? You’ve already shared a couple of resources, but I just want to make it super easy for them to get connected.

Danny Brassell: Man Yeah, they just connect with me. Danny Bristlecone My last name is really easy to remember how to spell. It’s about, like, bras cell. No, I never took any grief over that as a child. So if you go to Danny Brazil dot com, you can figure out how you can book me as a speaker or work with me one on one as a coach to grow your business.

Stone Payton: Well, Danny, it has been an absolute delight having you on the show. This afternoon. Thank you for investing the time and energy to share your insight and your perspective and mostly your enthusiasm. And this has been a great deal of fun.

Danny Brassell: Thanks for all you do so and keep on doing it. God bless.

Stone Payton: All right. Until next time, this is Stone Payton for our guest today, Danny Brazil and everyone here at the Business RadioX family saying we’ll see you in the fast lane.

 

Tagged With: Danny Brassell

BRX Pro Tip: How to be a Trusted Curator

November 28, 2022 by angishields

BRXmic99
BRX Pro Tips
BRX Pro Tip: How to be a Trusted Curator
Loading
00:00 /
RSS Feed
Share
Link
Embed

Download file

BRX-Banner

BRX Pro Tip: How to be a Trusted Curator

Stone Payton: [00:00:00] Welcome back to Business RadioX Pro Tips. Stone Payton and Lee Kantor here with you. Lee, I think you’re probably one of the best people on the planet to pose this question to, what thoughts do you have on how to be a trusted curator?

Lee Kantor: [00:00:16] Yeah. When there’s so much information coming at people from all different places to be the person in the niche that you serve that knows what’s what, who’s who, who are the good sources and who aren’t, that trusted curator is just critically important for any community builder. There’s just too much information. It’s overwhelming.

Lee Kantor: [00:00:37] Most people don’t know who their go-to resources are. And if you are a person that’s connected in your community and you are that go-to resource for knowing who the skilled people are, which businesses can deliver, you then get to be this indispensable member of your community. You’re that person that they’re going to call when they need something, and every professional service person would love to be that person.

Lee Kantor: [00:01:05] And this is really kind of the secret sauce and one of the competitive advantages that our studio partners have because they’re having meaningful conversations with a real diverse group of business community members. It’s not just in one area. They’re kind of meeting people across all industries and all niches. And that’s what makes them so valuable is connectors. They’re able to kind of match, make and say, “Hey, you should meet this person.” And it’s in a different industry that they, that person would never meet in a million years. But because our studio partners are so plugged in and know so many people in such variety of industries and businesses, they are able to make those kind of serendipitous like connections.

Lee Kantor: [00:01:52] So, our studio partners are, in essence, the curator for the business community in a lot of the cases. And it’s cool because since everything we do is published, anybody can really listen to the interviews on our website in any given market or niche and then listen and then they get to, because we’re kind of curating that for them as well. So, it’s a benefit in multiple layers and multiple areas.

Lee Kantor: [00:02:20] So, being a curator is an important component of a community. And if you get to be that curator, you have a competitive advantage.

BRX Pro Tip: Give Yourself Permission to Reboot

November 25, 2022 by angishields

BRXmic99
BRX Pro Tips
BRX Pro Tip: Give Yourself Permission to Reboot
Loading
00:00 /
RSS Feed
Share
Link
Embed

Download file

BRX-Banner

BRX Pro Tip: Give Yourself Permission to Reboot

Stone Payton: [00:00:00] And we are back with BRX Pro Tips. Stone Payton and Lee Kantor here with you. Lee, I think it’s important that we give ourselves permission to reboot.

Lee Kantor: [00:00:11] Yeah, absolutely. Everybody has bad days. And sometimes, you get on to these kind of spirals where it seems like nothing’s going your way. And when that happens to me, what I like to do is just stop, and pause, and then get up and do something physical. For me, that kind of clears my head and kind of helps me reboot. So, I’ll do something that makes me sweat. And that might be exercising, or running, or doing the spin bike or something like that that kind of clears my head. I like to put on headphones, blast music where I don’t have my own thoughts kind of harassing me. And I just want to stop thinking about whatever it is that’s happening, and then kind of just reset.

Lee Kantor: [00:00:53] And then, if you do that – and it’s not something you have to do for five hours but even if you do it for 30 minutes or an hour, then just get back at it, and you’re going to have new energy, you’ll have a new mindset, and hopefully things will start going your way.

BRX Pro Tip: How to Use Surveys

November 24, 2022 by angishields

BRXmic99
BRX Pro Tips
BRX Pro Tip: How to Use Surveys
Loading
00:00 /
RSS Feed
Share
Link
Embed

Download file

BRX-Banner

BRX Pro Tip: How to Use Surveys

Stone Payton: [00:00:00] And we are back with BRX Pro Tips. Lee Kantor and Stone Payton here with you. Lots of interesting tools to gather information, share information, begin a relationship, get the word out about stuff. One of the tools that we’ve enjoyed some success with is actually surveys. Let’s talk a little bit, Lee, about best practices, when and how to use surveys.

Lee Kantor: [00:00:29] Yeah. Surveys don’t have to be some formal thing or some form. They could be a conversation. But whatever the case is, you want to be surveying all your constituents, those are your prospects, your clients, your employees, your vendors. You should be kind of taking the temperature of all those groups on a regular basis.

Lee Kantor: [00:00:50] And I think that this is an underutilized strategy and that a lot of businesses would benefit by having more one-on-one conversations with a handful of people in each of those groups in order to listen to them about, What am I doing well? What would you like to see more of from me? What do you wish that we would be doing more of? What are ways we can help you? Do you have any new challenges that we might be able to help you through?

Lee Kantor: [00:01:20] Those kind of conversations are useful on a regular basis, because a lot of times we develop a service or a product and then all we think about is now marketing that service and product. And all we’re doing, we’re heads down, is just trying to get it out there. And I think periodically it’s useful to kind of have these kind of conversations with each of your constituents to see if things have changed. Just because something worked, you know, a year ago, two years, five years, ten years ago, doesn’t mean it’s as relevant as as it is today.

Lee Kantor: [00:01:53] So, it’s important to kind of stay up to date with the needs and the desires of your constituents so you know how to serve them better. And whether it’s formal or informal, conversational, whatever the case may be, I think it’s useful to kind of have a system where you’re surveying the people that are important to you on a regular basis.

BRX Pro Tip: 3 Ways to Get More Referrals

November 23, 2022 by angishields

BRXmic99
BRX Pro Tips
BRX Pro Tip: 3 Ways to Get More Referrals
Loading
00:00 /
RSS Feed
Share
Link
Embed

Download file

BRX-Banner

BRX Pro Tip: 3 Ways to Get More Referrals

Stone Payton: [00:00:00] Welcome back to Business RadioX Pro Tips. Lee Kantor, Stone Payton here with you this afternoon. Lee, today’s tip, three ways to get more referrals.

Lee Kantor: [00:00:11] Yeah, referrals are important and it’s really good to invest some time on creating some sort of good client referral system. The first way to get more client referrals, obvious, deliver great results for your clients. You know, the better results you can offer your clients, the easier it is for them to refer you to other people that they know.

The second way is to, when you have a success story four from one of your clients is to capture it, especially in their words. If possible, get a testimonial. Capture those case studies and success stories, and then share them on your website and on social media. You have to have a place that illustrates the value you’re providing because a lot of folks that are just going on the Internet to check out possible solutions and they see you’ve served all these people that look like them and you’ve helped them achieve what they were trying to achieve, they’re going to feel a lot more comfortable on checking you out and hiring you.

And lastly is to have some sort of system to make sure you’re asking your happy clients for referrals. These referrals don’t just happen. You don’t want to be that best kept secret. That’s literally the friendzone in your business relationship. You want to be the person who is amazing that your clients can’t wait to share their experience with others.

So, if you don’t have an actual system that makes that happen, it’s not going to happen by accident. This is something you have to invest time and resources in to make sure it’s happening because you need those referrals, whether they’re through, passively through testimonials or success stories or case studies or proactively where they’re actually your clients going out and saying, hey, I recommend you and you should hire the person I’m using. So, in order to do that, you have to have a system in place, and you have to kind of work that system every day.

Dan Fisher with Bottle Rocket Media

November 22, 2022 by angishields

Bottle-Rocket-Media-logo
High Velocity Radio
Dan Fisher with Bottle Rocket Media
Loading
00:00 /
RSS Feed
Share
Link
Embed

Download file

Dan-Fisher-Bottle-Rocket-MediaBottle Rocket Media specializes in video production, motion graphics, and virtual event production.

As a Principal and a Director at Bottle Rocket Media, Dan Fisher is excited to be able to combine his years of experience as an Editor, a Producer, a Director, and a Photographer to create content across many platforms.

Follow Bottle Rocket Media on LinkedIn, Facebook, Twitter and Instagram.

What You’ll Learn in This Episode

  • Branded content is still the leader in commercial storytelling and advertising
  • Using technology (camera, lighting, audio) makes all the difference when tapping into viewers’ emotions
  • Lessons learned in 10 years with a creative business – principles matter
  • Navigating a career of collaboration

This transcript is machine transcribed by Sonix 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for High Velocity Radio.

Stone Payton: Welcome to the High Velocity Radio show, where we celebrate top performers producing better results in less time. Stone Payton here with you this afternoon. Please join me in welcoming to the broadcast with Bottle Rocket Media, Mr. Dan Fisher. Good afternoon, sir.

Dan Fisher: Hello. Thanks for having me.

Stone Payton: Well, it is a delight to have you on the program, man. I got a ton of questions. I know we’re not going to get to them all, but I think a good place to start would be if you could share with us mission purpose. What are you and your team really out there trying to do for folks, man?

Dan Fisher: So, you know, the company started in its most purest of forms, really. You know, I’d spent years and years and years in the Hollywood machine and wanted to kind of bring that quality to to the private sector. But since then, it’s really developed into this quest for just telling great stories in whatever and whatever manner we can. So we’re a small, mid-sized video production company based out of Chicago. And so what we really do every day, whether it’s a whether it’s working with a still photographer or a full crew or my editors, is just try and find that kernel of storytelling that that inspires people.

Stone Payton: So how did you get started, man? How did you get into this business?

Dan Fisher: Oh, I got lost along the way. And here I am. You know, fairly fairly traditional trajectory. I was very much a photographer at a young age and one day got my hand on a on a video camera and fell in love with it. After school, after college, I moved out to Los Angeles, where I where I didn’t have a lot of my friends and colleagues went out to be the next great director or the next great writer. And I really didn’t have that that specific goal in mind. So I wound up taking me all over the business because I allowed myself to try a lot of different things. So I’d spent a lot of years doing lighting. I spent a lot of years as a producer, some time directing my own things. And so all that sort of sort of culminated when I wound up getting a job in primetime TV in Los Angeles, which then that trajectory took me. I got a job at the Oprah Winfrey Show, which is what brought me to the Midwest. All that to say. I started as a I started with a love affair of the image, you know, and photography and videography and cinematography. And then when I started editing in Los Angeles, I really my my love shifted to telling stories. And so and so when I when I got the job at the Oprah Winfrey Show, that’s all I did for 60, 70 hours a week. Like a like a ridiculous amount of amount of hours, really kind of cutting my teeth and learning what works and what doesn’t in the nonfiction storytelling space so that when the show ended, I was able to sort of combine these two loves when I started this company.

Stone Payton: So when it comes to commercial storytelling, if that’s an appropriate phrase, I bet you’ve learned a ton, maybe even skinned your knee a couple of times. Have you kind of feel like you’ve cracked the code on some do’s and don’ts when it comes to commercial storytelling and using that to advance a brand?

Dan Fisher: Sadly, there’s no code to be cracked because every client is a different code. But I think there are some things that I’ve that I’ve learned over the years in terms of collaborating, in terms of working creatively with other people that that that I’ve developed over the years, that that has really helped. And they’re all obvious but still worth worth repeating, you know, for, for me. What I had to really develop into is to learn how to be a better listener. And you hear this all the time when musicians are playing together, like, what’s the most important thing you do? And they all say, Listen, But that’s true with that’s probably true with everything, but it’s certainly true with anything collaborative is to really allow yourself to be in the moment and hear what what people are saying. And that’s probably the big the big code breaker for me. And then I guess also. In the same vein as kind of listen to your gut. Right. So many people who do what. What I do. It starts from a place of of pure intention and art, but that at the end of the day, it just makes all of us insecure artists. And I can appreciate that. But also, there’s a good chance that if you’re thinking something or feeling something creatively, so is somebody else. And the best thing to do is just follow your let your let your gut take you where it needs to be. Because at the end of the day, it is just a creative endeavor. And I was I was used to joke and say, well, we’re not we’re not performing brain surgery, we’re not saving lives. And so, you know, the the the ability to at least put the idea, even if it’s not the best idea or not, the approved idea is still something that’s very important.

Stone Payton: So now that you’ve been at this a while, what are you finding the most rewarding? What what’s the most fun for you, man?

Dan Fisher: So thanks for asking that question. It’s it’s an important topic for me. I for me now. What’s the most fun is growing. My team, as you know, because of the because of the inception of this business, it started with me and my business partner, Brett Singer. You know, so much of the so much of the growth of the business revolves around everything we do. And it becomes it becomes basically there’s there’s a one person audience and that audience becomes me. And everything my team does has to satisfy me. I’ve always kind of shied away from that and really just want my my team members to shine. We always say, like, the best thing we can do is put a bunch of smart people in a room and get out of their way. And so finally, at a place both as both as an owner and even as a even as a director, when I’m on set where I’m able to actually do that, I’m able to step aside. I’m able to provide provide guidance for the team and watch them, watch them. Take it to the next level.

Stone Payton: Well, you touch on a really important set of points, I think, because many of us there’s there’s practicing our craft. And if we want to be productive and have real impact, we’ve also got to run a business, Right. And to do that, we’ve got to we’ve got to produce results with and through other other people. What do you feel like you’ve learned about recruiting, developing, retaining, cultivating people and creating that culture that’s going to lend itself to to reaching those objectives?

Dan Fisher: I probably haven’t learned anything. I keep tripping over myself. It’s so hard. No one listening is going is going to question. When I say the generational thing really is, it really makes it challenging. It’s really hard when you’re recruiting. If you’re if you’re trying to recruit, if you’re trying to recruit somebody from Gen X, which is my category or or a millennial or a boomer, like, it’s a completely different set of rules and people respond completely differently depending on on what where they’re at in their career. And so, I mean. I guess, if I’ve learned anything. If there’s anything consistent, it’s probably that the onboarding process is critical. I spent a lot of time bringing people on and making sure they understand their value to to my team and what. And what I expect them, what I expect their value to do and how I expect that value to grow our team. And I’ve done it wrong more than I’ve done it right. I’ve had people leave because they felt they they I misrepresented what the job was. The job was more more intense than than they thought it was. The job was too easy. Like, I’ve really I say this is probably the area of most experimentation, but when it worked right, it worked right because I over communicated during the onboarding process. I spent I went that extra mile to find the right candidate. From the beginning, I didn’t I didn’t rush into anything, and I just made sure that whomever whomever the candidate is or the new or the new team member was really, really, really understood that, that they’re vital to the growth of the company. And my company has 15 people, so each person is vital to the growth of the company. Yeah, I’ll say so.

Stone Payton: Have you had the benefit of one or more mentors to kind of help you navigate this business side of things?

Dan Fisher: I’ve had a lot of informal mentors. I have I have colleagues and actually clients over the years that have been that have been champions for us that we were hired to do a project. One thing about me is I’m super transparent all the time. It’s it’s either my fatal flaw or my superpower. I haven’t figured it out. And so, you know, even we’re on set, it’s lunch. And, you know, I love to things as much as as much as my family. I love making videos and I love growing my business. And so that’s what I talk about. So that conversation has has inspired a lot of people to offer themselves up for advice, for consult over the years. But there hasn’t been one one person in a business sense that’s been there. That’s been my true mentor.

Stone Payton: Well, I commend you on your ability to seek out a variety of people and be and I guess maybe, maybe more importantly, to be open to absorbing what’s what’s out there. Because, I mean, we can’t we can’t do it alone. I mean, we really can’t write. I mean, we need to know.

Dan Fisher: No, I mean, before. So I think I, I think this business was a minute old when when Brett joined. And I always knew that I needed a partner, but especially in a in a space where half of your brain minimally has to be occupied by, by the creative side, and then there’s running the business. And I’m just a huge proponent of you can you can never learn too much. I, I read a ton about this stuff. You know, to to be clear, I’m just a I’m just a filmmaker who decided to open up a business 11 years ago. So I knew going into it, other than other than the dozen books that I read while while at night, while I was an editor, I knew from the very get go that I had no idea what I was doing. So so reading and talking to people is the only way, you know, to to advance well.

Stone Payton: And if you didn’t know it immediately, I’m sure you learned very quickly that you were going to be facing any variety of risk at any given time. Did you have you sort of developed a playbook for for taking smart risk or knowing when to cut your losses? Have you have you have you got the Dan Fisher playbook for that kind of thing put together?

Dan Fisher: I got the Dan Fisher playbook. If you if you if you ask anybody on my team, they’ll say it starts with a calculator in my hand. Prior to starting Bottle Rocket Media, I’ve been an independent contractor basically my whole career, and so I’m not averse to risk. You know, I have a family, I live in a house, I drive a car and, you know, I never had a full time job. So. So for me, like, the smart risk is always about limiting my financial exposure. So we might have great ideas as a team that we want to do and we will get to them, but we might not get to them today. And so it’s really just about chipping away and doing doing my homework as to what the exposure is and. You know, making I’ve made a lot of small risks that didn’t pan out. But to me that’s better than making a big one and having to recover from from a giant. From a giant. Because. Because risks are going to fail. We know that. And that’s and that’s the point of them. But I’ve always wanted the blow to be a little bit I’m a little bit more conservative in that. In that sense, I’ve always wanted the the failures to be less profound.

Stone Payton: So how does the whole sales and marketing thing work for a guy like you? An organization like yours? How do you get the new the new business?

Dan Fisher: So this is actually a great a great story. So I have a small marketing team. It’s run by run by our marketing director, Tamika Carlton, and she has been with us for about three years prior prior to Tamika joining the team, We. We spent probably seven years or so doing nothing but outbound a lot of emails, a lot of phone calls, a lot of coffees for for local people. And. And then we. Brought on someone to run marketing right on the eve of the pandemic. And this isn’t a this isn’t a pandemic story as much as. Well, I guess it is in that we spent seven years doing outbound and then we completely stopped doing outbound because there was no point of it during the pandemic. And we did three we’ve done now done three years of only inbound. And at the beginning of this year, Brett decided to move over to focus solely on sales. And so we’ve basically been doing all inbound. We’ve really been working the the SEO and the marketing circuit, you know, basically taking advantage of of the Internet. And as outside of return clients, a large percentage of our clients find us and we’ve recently started to. Get back into our outbound ways. And so it’s just a lot of like every small business finding the equation that works for us. You know, if you had told me ten years ago that I could that I could procure sizable video production budgets by being present on Google, I would have laughed at you. But the but the. The landscape is changing and very, very, very big companies and big agencies are simply seeking, using Google like everybody else to find what defined the services they need. So we’ve gotten some really nice size clients just by by having a very strong presence on the Internet.

Stone Payton: I often get asked about some of my favorite or most interesting interviews. Do you ever get asked about do you have a favorite shoot, if that’s the right word or two that kind of stuck out. Man, I really enjoyed that one.

Dan Fisher: So, you know, it depends it depends what lens I’m looking through. But I would say personally, for me, my probably my favorite stuff to work on is pharmaceutical stuff. It’s super dry. I know. And if you’re not if you’re not super familiar with with what that looks like, it might you might you might shake your head. But. A lot of times when we’re doing the pharmaceutical stuff, we get to work with real people, real patients, and we get to make these tell these really intimate stories, like maybe mini documentaries. And it could be like a day in the life of using a using a medication or what it’s like to live with a certain condition, all kinds of things, all ages of people. And for me, that’s really a big component of why I do what I do, because I love talking to people. I love talking to real people and getting to know them. And so for me, that’s those are some of my favorites. And of course, most of those are proprietary. And I can’t I can’t show you them. I can’t tell you who they’re about. But but they’re really the process is great. On the flip side, if you’re looking for specifics, American Girl, the doll company is one of our clients, and several years back they called us to do a music video with. With a dozen girls dancing on stage. And that one shoot is just something I look back on fondly because it was you know, we had all the toys, We had a choreographer, We had kids dancing. It was just one of those like, spectacle type things, type shoots that really that was a fun one. And everyone was really happy with the product.

Stone Payton: So I got to give a shout out to American Girl. I am the father of two girls. My brother has a girl they all had. They all got from their grandmother at art prodding and art with a little bit of facilitation from us, an American Girl doll. So what a what a great company. What a delight. I’m sure that was to to work with them. I’d love to. Before we wrap, leave our listeners with some insight, some perspective on a couple of fronts. One, just kind of how you see the kind of the state of the industry, if you will, you know, the importance of video in these times. And so I’d love your take on that. But also maybe for those of us that really don’t necessarily even know the questions we should be asking, what to be looking for when we’re considering engaging a media firm to come in and help us captur video to help us go to market more effectively.

Dan Fisher: Good questions. I mean, if I have to communicate to to you or people listening the importance of video, I think nobody’s paying attention. It’s it’s amazing. You know, frankly, I’ve never been this spot on in terms of in terms of a business idea, you know, to focus on video. I don’t think anybody could have anticipated it going the way going the way it has. I mean, it’s it’s and I don’t I don’t use the term loosely. It’s literally everywhere. So I think there’s there’s no there’s no shortage of ways to use video. And and that’s at all at all levels of any organization, whether you’re communicating your mission, whether you’re training employees, whether you’re whether you’re if you’re if you’re a larger company and you just need to communicate a consistent message, you know, and forget about social media and advertising and all this stuff, that that is that is more obvious. There’s just there’s just no there’s just no shortage of how to use it. And, you know, I am a proponent of of what I would say, like a well balanced video diet. It doesn’t all have to come from a from a production company. We all have some of the best cameras we own are on our phones or on our computers or right with just a little bit with just a little bit of love from a from a microphone or something. You can have a you can create beautiful video. So I think it’s everywhere. I think it’s it’s not going anywhere. I’m a little bit of a reader. And so it’s sad to say that again, this is not news.

Dan Fisher: People aren’t reading the way they the way they were. But but everyone is watching video. Everyone is. Let me put it to you this way, Stone. If I’ve downloaded Tik Tok on my phone, then the worm has turned. I mean, you know, it’s just it’s just ubiquitous. You know, everything is everywhere. When you when you search something in Google, the first thing that comes up is a YouTube clip. And YouTube is the second biggest search engine in the world. And that’s not even that’s not even taking into account the entertainment value. That’s just data. So so video is. Video is here to stay. It’s only going to it’s only going to get more. It’s only going to get bigger, faster, more, more present. And I don’t even really know what that means. But but the technology is growing. So, so well. So. So will the video component. In terms of what to ask. So my so. Our business is like any other business. There’s there’s people who are good at it and there’s people who are not. There’s people who are nice. There’s people who are not. There’s people who are transparent and there’s people who are not. And so for me, you know, it’s not so much about the questions to ask. I mean, certainly I probably have written this blog half a dozen times, and we have actually we have a lot of information on our on our website. If people are really interested in knowing how to engage with a video production company. But I think what’s most important is that you that you work with people that are that are open to collaboration, that are of course not overpriced and that because there’s so many.

Dan Fisher: Components to a to a video project. It starts with it starts with the concept. It’s there’s a lot a ton of planning. There’s a lot of moving parts. If there’s if there’s a crew, there’s post-production is very subjective. Is that if if the company that you’re working with or the people that you’re working with have a process in place, I think that says a lot about what the experience will be because. You hear all the time people that go through the process of making a video. They’re not unhappy with the product. The product came out well or okay, but the but the process was miserable. And it’s one of those weird it’s one of those weird aspects to this business where you can have a really bad time. But at the end of the day, the product, if the product is is reasonably close to what you thought it would be. People are accepting of it, but it just doesn’t have to be like that. So I think, you know, like, like any other vendor of any other industry, you know, look under the hood, make sure you read the fine print and and, and if you feel like they’re being transparent with you, then you’re going to know exactly what you get. And with a little bit more preparation, I would have had this exact blog standing by on my screen and I could have read you five bullet point stone. But I don’t I don’t have it in front of me.

Stone Payton: Well, that’s all right, because the next thing we’re going to do before we wrap is we’re going to make sure that our listeners have an easy path to connect with you tap into your work. So if they would like to have a conversation with you or someone on your team or just start to learn more about your work, let’s equip them with some coordinates. Let’s make it easy for them.

Dan Fisher: Oh, sure. You know, I think the best place to get in touch with us is our website bottle Rocket Media dot net. There you can click on all kinds of links to communicate with the team members and of course, see our work. And we have our our I mean, we’re a video production company, so I don’t get to talk about our blog much, but it’s pretty extensive. We’ve got we’ve got a very big library of of of material that would answer all of these questions, how to work with a vendor, how to work with music, what’s the best way to do X, Y, and Z? You know, no shortage of opinions here. And then, of course, we’re we’re all over social media. Instagram bottle, Rocket Media three 1 to 4 Chicago area code. Facebook, I think is just bottle Rocket media. So we’re around where everywhere that you would think we would be. We are not I’m not sure if we’re on Twitter and we’re not on Tik Tok yet. That’s just because we’re too busy.

Stone Payton: Well, Dan, it has been an absolute delight having you on the show this afternoon. It’s been informative, inspiring. I really appreciate you investing the time and energy to share your experience and your insight and your perspective. And man, just keep up the good work.

Dan Fisher: Thanks. Thanks, man. Really appreciate.

Stone Payton: It. It is my pleasure. All right. Until next time, this is Stone Payton for our guest today, Dan Fisher with Bottle Rocket Media and everyone here at the business Radio family saying we’ll see you in the fast lane.

 

Tagged With: Bottle Rocket Media

With Enthusiasm Coaching Founder Keren Eldad

November 22, 2022 by angishields

With-Enthusiasm-Coaching-Founder-Keren-Eldad
High Velocity Radio
With Enthusiasm Coaching Founder Keren Eldad
Loading
00:00 /
RSS Feed
Share
Link
Embed

Download file

With-Enthusiasm-Coaching-Founder-Keren-EldadKeren Eldad (“Coach Keren”) is an executive coach and trainer working with media personalities, founders, teams and executives at organizations such as NIKE, Estee Lauder, Salesforce, Twitter and more.

Her mission is to advance teachings that help people cultivate personal agency, a positive self-image, and a strong sense of purpose so they can thrive as individuals and in teams. Keren’s work has been featured in numerous leading media outlets, including: The Harvard Business Review, CNBC, The Today Show, and in 2019, Goop named her one of the 11 life-changing coaches of the year.

Her first Tedx talk, “You Don’t Know What You Don’t Know,” has been viewed over 250,000 times, and her second, “Why You Should Pray for a Midlife Crisis,” will debut at TEDx Harker Heights in 2022. She holds gold-standard International Coaching Federation credentials (PCC) as well as advanced academic degrees from The London School of Economics and the University of Jerusalem.

Keren lives in Austin, Texas with her husband, Ryan, and their four pets.

Connect with Keren on LinkedIn, Facebook and Instagram.

What You’ll Learn in This Episode

  • What the midlife crisis has to do with business success
  • Why MILLION DOLLAR BUSINESS means MILLION DOLLAR BOUNDARIES

This transcript is machine transcribed by Sonix 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for High Velocity Radio.

Stone Payton: Welcome to the High Velocity Radio show, where we celebrate top performers producing better results in less time. Stone Payton here with you this afternoon. Please join me in welcoming to the broadcast executive coach and trainer and founder of With Enthusiasm Coaching, Keren Eldad. How are you?

Keren Eldad: I’m great Stone. Thank you so much. It’s such a joy to be here.

Stone Payton: Well, it’s a delight to have you on the show. I’ve got a ton of questions. I know we won’t get to them all, but I’m thinking a good place to start would be if you could share with me and our listeners mission purpose. What are you really out there trying to do for folks?

Keren Eldad: Oh, with enormous pleasure. So first, high velocity is definitely my speed, but my mission and purpose is to help other high velocity, high achievers avoid living a life that is without purpose and overstretched and overstressed and help them find meaning and purpose as well as an accelerated path to career super started.

Stone Payton: Well, it sounds like a noble pursuit to me. One of the things that I came across in my notes, you have a very unique, I’ll say, perspective on this, on this whole topic of midlife crisis. I know you did a TEDx talk on it, and I want to learn more about that. But yes, speak into that a little bit. Your perspective on midlife crisis.

Keren Eldad: Well, I think that the midlife crisis is actually extremely related to business, and that’s also because most of the people I meet in executive coaching happen to be in this apotheosis of life. If we’re very generous, we’re talking about 35 to 55 years old, right? It’s a very wide age range, but that’s when most people start to find real success either as an entrepreneur, solopreneur or as a leader. So I had to look at the midlife crisis because it was part of what was making people so miserable. We did have to look at those factors and my understanding of it is exactly like you can take work from misery to meaning. You can also take your midlife crisis from midlife crisis misery to meaning, or as I like to call it, a midlife awakening by doing the same thing you would do as a business leader, by facing the truth, by facing the brutal facts and having the courage to work through them so that you can eliminate them from your path and rise easier. I know that’s a little bit succinct, but we are going to have velocity there. Stone So I hope that helps answer your question.

Stone Payton: Well, it certainly helps me, and I’m sure it does for our listeners as well. I got to know what is the back story? How did you get into coaching?

Keren Eldad: Well, I got into coaching through my own midlife crisis at the age of about 36. To my to my recollection, and I think the best of my analysis, I started to come up against a life that looked absolutely perfect on the outside and felt like garbage on the inside. I had the dream job. I was a highfalutin C-level executive at a big company. I was married to a tall man, which apparently is the gold standard, and I was living in a very large, very pretty house. So I thought, I have it made. But the truth is I was feeling absolutely rotten on the inside. The job was great. And again, very, very nice, as I’ve said so many times in my own talks, but it wasn’t lighting me up from the inside. And I knew I had this nagging feeling that I could do much more in that part of me was being repressed there. Part of me was certainly being repressed in my marriage, which was abusive and absolutely intolerable. So even though it looked great on Instagram, it was really miserable and the house was nice, but it was in Zurich, which is not my kind of city because I’m really a deep, diehard New Yorker. And now, as you know, a die hard austinite I live in Texas, so it just wasn’t my speed on all angles. And in order to unravel from that and really create with enthusiasm coaching, create a life that was based around my purpose and my meaning, and that really I followed with audacity and courage. I had to first burn everything to the ground. That’s what I mean by face the brutal facts and have the courage to create a life that really means something to you because it’s exactly how I created my business.

Stone Payton: Okay, so let’s talk about the work a little bit. Who are you working with? What are you trying to help them accomplish and maybe even share some of what you’ve learned in that process?

Keren Eldad: I serve two groups of people. The first is high level executives, C-suite executives at the teams of big companies like Nike, Estee Lauder, Luxottica, but also hedge funds, VCs, big tech companies, well funded startups. The second class is entrepreneurs and solopreneur. And what I’ve learned is it actually takes a lot more than just resilience to get to the top. It takes a lot of suppression and overachieving behaviors that start to backfire at a certain point. And all of these people have almost all of them have those in common. They have behaviors like people pleasing, like invulnerability, like never taking a day off, the addiction to being busy as part of their patterning that got them to where they are. Except at a certain point, they all realize that it’s actually not working anymore. And what got you here won’t get you there. In the words of Marshall Goldsmith. And that’s essentially where coaching comes in. Coaching comes in very handy when you start to understand that if you really want to reach another level of your potential or your potential, you will have to take off those modes and turn to a different set of modes.

Stone Payton: So now that you’ve been at this a while, what are you finding the most rewarding? What’s the most fun about it for you?

Keren Eldad: It’s the meaningful connection with people and seeing them light up at the end of the process, seeing them live a different kind of life. You know, I got into this for the same reason people start hiring coaches to become more successful and to help very successful people be more successful. But that’s not really the outcome in coaching. It’s that you become much happier. You truly have a life that is meaningful to you. You actually slow down rather than speed up. You know who you are. That deeper connection to see that in another human being, to see another person really live in a way that is now eager and not in pursuit. I live for that.

Stone Payton: Well, I can see it in your eyes. And I know our listeners can can hear it over the airwaves, your your passion for the work and how much you personally get out of it and the value that you must be delivering for your for your clients. How do you get the new clients? How does the whole sales and marketing thing work for a person like you, a coaching practice like yours?

Keren Eldad: I’ve been very lucky. Stone. This is a referral business. This is almost entirely referral business, though. I speak all over the world now and I have some following, so it makes it easier, of course, for people to find my work. But ultimately, I think that people who hire you want to know that you’ve helped a couple of people in their sphere, and once you have done that, you really begin to build a referral business that is much more continuous. In the beginning, the first thing I did was I just reached out to my entire LinkedIn list and said, I’m launching a coaching business. I have six available spots. Here’s what it is. Are you interested? And I was lucky enough to somehow sell that out. I guess people were ready for me to, and from there it really just continued to grow organically.

Stone Payton: Have you had the benefit of of one or more mentors to kind of help you navigate this terrain of running a coaching business?

Keren Eldad: Absolutely. Nobody does anything alone. I am a huge fan of coaches, as most most coaches are coaching junkies. I would never have been here without the teachings of magnificent teachers who included Tony Robbins, Jensen, Caro, Esther Hicks. Just amazing, amazing coaches that I got to see live or work with one on one who helped me enormously. But also I learned from my clients in the first years of coaching, I took everything to heart and really understood what they were asking for and built the skill set around what they needed. I’m an Israeli, and as you might hear from my sexy accent and I come from a military service like all of us, and I learned that really the great honor in life is to serve others. It’s not to serve yourself. So almost everything I’ve ever done has been learning in the field from my fellow combatants what they need to really become the strongest warriors they can be. And I think that’s sort of how how collaboratively this has become what it is today.

Stone Payton: So my business partner and I lead Cantor. He’s the founder of the Business Radio Network. We’ve had the pleasure of doing live onsite broadcast at a few of these TEDx events. Neither of us have ever been invited to present at a TEDx event, but I have absolutely been. I guess mesmerized is the right word for the way that those that those talks are produced and distributed. I would love to hear about your experience. What what was that like presenting at a TEDx event?

Keren Eldad: Well, I just did my second and it actually went live last night. So I’m obviously in a particularly good mood about TEDx. It’s a great thing. I’ll tell you what the secret is, is the secret to all public speaking because most of the speakers at TEDx are not professional speakers. I am a professional speaker. It’s part of what I do for a living. The secret is rehearse your ass off. I hope I can say that. Sure, I apologize for the profanity, but rehearse much more than you think. You need to rehearse because you’re going to get the jitters. You’ve already been at these things. You know that the room is black. You know that there’s very low visibility, there’s enormous amounts of light on you. And the reason it makes you more nervous is simply just that the circumstances of it and how high stakes it is. You got one shot, you’ve got 15 minutes, get on the stage and get off the stage. And so over rehearsal is the the way to go about this. And so if anybody is interested in out there giving a TEDx talk first, do it. Research the process, You will figure it out. Anybody can do this. And second, have a great idea so that you can actually get a TED talk. And once you do rehearse more than you think you should.

Stone Payton: So I realized that you have a great many irons in the fire, as my dad would say. But I got to believe. And so I’m going to ask, is there a book in you? Do you think you might you might write a book?

Keren Eldad: I think so. I hope so. I would really like to talk about the midlife crisis some more because it’s real and it’s aggressive. And if it goes haywire, especially in very powerful people, it can be very chaotic for enormous amounts of people. So it’s my hope that we bring this to the forefront. I hope I do for middle age what Renee Brown has done for vulnerability. We make it a good, positive thing rather than a big bummer. And yeah, I’d really like to talk about entrepreneurship in general because, you know, my biggest thing, stone, is when I went through my midlife crisis and Lost really got divorced. I lost my job too. I was jobless for a very long time. I realized something that’s very fundamental, which is this old idea of the American dream that we all have, that we think that life is somehow going to be linear if we go to college and then get married and then have a picket fence and then get a labradoodle, it just doesn’t exist anymore. And I think that the new American dream is onto. If you will make life what you make of it. And in that sense, I hope there’s a book in me about choosing yourself and choosing the way of entrepreneurship to.

Stone Payton: Well, I have to believe that there is. And of course, looking through my lens, I’m kind of a one trick pony. I think there’s probably a radio show in you, too. So since you’re not doing anything else, I think that would be would be marvelous. The topics that you speak on, the topics that you that you coach on, they’re so fundamental. They’re so, so important. So I encourage you to continue to pursue that. I’d love to to try to help out some of our aspiring coaches or maybe some of our folks that are just getting started in the coaching arena. Have you come across I don’t myths, maybe a little bit of a strong word, misconceptions, preconceived notions that you’ve discovered. You know, that’s just really not the the case or some do’s or some don’ts. Any counsel you might you might offer some of our aspiring coaches, I’m sure, would be more than appreciated.

Keren Eldad: The biggest misconception about the coaching industry. And thank you so much for allowing me the chance to speak about this is that it’s a snake oil industry. This is still a wild West as this is a very young industry. It’s 20 or 30 years old, is a formal industry. I think the International Coaching Federation or governing body is only 20 years old. And so there are, I think, 200,000 working professional coaches, consultants in the United States, and most of them are not accredited or formally recognized accreditation by the ICF. And that’s one of the things that’s helping this mythology of this is a snake oil industry. It’s just not that way. This is a professional profession that has the highest standards and the highest ethical standards. Whether a certain type of accreditation speaks to you or not is not for me to call. But there are certainly enough people here in this industry who are academically informed and who conform to ethics and norms. In other words, we could lose our accreditation if we break confidentiality or other cardinal rules of coaching. And it is also a methodical process with measurable, tangible results. So it’s my hope that anybody out there who is worried that they’re perceived as someone doing something, woo, get over it. We’re not. There are enough of us who are doing this formally and for several corporations and large organizations, and we do things by the book here too. So that’s my first thing for for coaching. The second is that it’s hard. Yeah, I mean, it’s supposed to be hard. That’s not a myth. That’s true of anyone starting their own business. But if you’re talented and obsessed with what you do, you will get there.

Stone Payton: Okay, so back on the other side of the of the desk or the table, if you will. If if I think maybe I’m in search of a coach. You know, I have enough self-awareness to say, you know, I’m not where I want to be. I don’t even know that I know what to look for in a coach. What questions to ask before engaging a coach. Any perspective on that.

Keren Eldad: The questions you need to ask are not of the coach there of yourself. The most important question is am I coachable? Am I coachable? Is am I willing to say, Can you help me do another person? Coaches will not be able to help anyone who is not ready to believe that they don’t know everything and haven’t tried everything. It’s not. It’s not a place from which you can teach anyone anything. But if you’re at a place where you understand that you’ve tried a lot and you’re not getting the results you want, then a coach would be very helpful to you. And then the only other question you have to ask yourself is while speaking to coaches or engaging with coaches or coming across coaches, is does their voice, their story, their background speak to me? This is a very sacred and special relationship and you do have to really like and respect the person before you. Coaching is a form of mentorship, so you want to also admire the path that they’ve traversed, not just talk to somebody who looks cool. I hope that’s helpful, but that’s certainly how I chose my coaches. Their their voice resonated with me. Their life story resonated with me, and I knew that I was going to be in very good hands. I also was finally stone at long last in my life, in a place where I knew that I didn’t know everything and I really needed somebody to help me.

Stone Payton: And it’s been my experience in conversations not dissimilar to this one, that most of the coaches that I have had an opportunity to speak with. They too have coaches. I mean, they continue to sharpen their soul.

Keren Eldad: Yeah, all the time. I mean, again, I told you, we’re coaching junkies and we don’t know everything and we really live in that space of I don’t I don’t know what I don’t know. And a coach can always help me. We all have blind spots. It’s literally like driving a car you just can’t see peripherally. And most of the time all of us are so involved in our own lives, we definitely don’t have that high above perspective. A coach can give that to you very quickly.

Stone Payton: So I didn’t ask you at the top of the show, but but I am a little bit curious. Anything in particular that compelled you to to name it with enthusiasm coaching?

Keren Eldad: Yes, because that was the name I gave to my transformation. I went from like all of my life feeling sort of gray to feeling turbocharged. And the word I could find was enthusiasm, living life, turbo charged, excited, eager, satisfied, rather than met.

Stone Payton: All right, If listeners would like to reach out and have a conversation with you or somebody on on your team, what’s the best way for them to connect with you? And let’s make sure that we give them an easy path to tap into these TED talks and just learn more about your work.

Keren Eldad: Well, thank you so much. Well, I’m at k, e, r e n elder care and all that. And as I told you, it’s caring with two E’s, which is unusual. But again, I’m from Israel and that’s the best way to reach me to book a consultation or to to check out any of the materials. The last TED talk is called Why You Should Pray for a Midlife Crisis, and I hope you enjoy it. It is. It’s 24 hours old, so I hope everybody takes that one. And if they’re it’s relevant for their category.

Stone Payton: Well, Karen, that is the very next thing that I’m going to do this afternoon. I’m going to the living room. I’m firing up the TED talk and I’m going to listen to that. But it has been an absolute delight having you on the program this afternoon. Thank you so much for investing the time and energy to share your perspective and and thank you for the for the work you’re doing.

Keren Eldad: Likewise. Thank you so much. Stone This has been an enormous pleasure.

Stone Payton: It is my pleasure. All right. Until next time, this is Stone Payton for our guest today, Karen Eldad, with with enthusiasm coaching and everyone here at the Business RadioX family saying we’ll see you in the fast lane.

 

Tagged With: With Enthusiasm Coaching

Jeremy Furtick with Sigma Mergers & Acquisitions

November 22, 2022 by angishields

Jeremy-Furtick-Sigma-Mergers-and-Acquisitions
Buy a Business Near Me
Jeremy Furtick with Sigma Mergers & Acquisitions
Loading
00:00 /
RSS Feed
Share
Link
Embed

Download file

Sigma-Mergers-and-Acquisitions-logo

Jeremy-Furtick-Sigma-Mergers-and-AcquisitionsJeremy Furtick comes from a long line of entrepreneurs – his great-grandfather ran a Dallas dairy farm at the turn of the 20th Century, his grandmother founded one of Dallas’ oldest private schools in the 1950s and his parents started a specialty advertising firm in Garland in 1982 that is still in operation.

So it’s no surprise that Jeremy would find himself working directly with business owners today. He understands the unique challenges business owners face and knows how important business transaction services are to their futures. Jeremy’s education, creativity and experience, along with his straight-forward, meticulous personality are all keys to his success.

Prior to Sigma ending its contract with the world’s largest business sales franchise organization and becoming an independent firm, Jeremy became one of the most decorated and successful agents in the 35-year history of that franchise.

Starting in 2007, his first full year with the business, Jeremy was named the franchise’s No.1 worldwide agent – the first “rookie” to achieve this prestigious feat in franchise history. He finished No.1 a second time in 2013, becoming the franchise’s only repeat winner. And in 2014 he was well on his way to another No.1 ranking before Sigma ended its franchise relationship. Jeremy was also a top-ten agent three other times, and received the franchise’s quarterly National Victory Register award 25 times in 33 quarters.

Jeremy graduated from Texas A&M University in 1998 with a B.S. in journalism and a marketing minor, before earning an MBA from The University of Texas at Dallas in 2003. Prior to joining Sigma, Jeremy spent seven years at KRLD NewsRadio 1080 and the Texas Rangers Radio Network in advertising sales and sales management, then served as vice president of accounts with Reef Securities, an oil and gas broker-dealer.

Jeremy is also a licensed real estate salesperson in the State of Texas.

Connect with Jeremy on LinkedIn.

What You’ll Learn in This Episode

  • How to identify a “good” business intermediary vs. a “bad” one
  • Mistakes buyers make with business intermediaries
  • Qualities business intermediaries are looking for in buyers
  • What needs to be included in your LOI, and what is irrelevant

This transcript is machine transcribed by Sonix 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for Buy a Business Near Me, brought to you by the Business Radio X Ambassador program, helping business brokers sell more local businesses. Now, here’s your host.

Stone Payton: Welcome to another exciting and informative edition of Buy a Business Near Me Stone Payton here with you. Please join me in welcoming to the broadcast with Sigma Mergers and Acquisitions, Mr. Jeremy Furtick. How are you, sir?

Jeremy Furtick: I’m good. Stone I appreciate it.

Stone Payton: Well, we’re delighted to have you on the show, man. One of the questions that has been burning in my mind and now I am going to ask it how do you identify a good business intermediary versus a bad. What am I looking for?

Jeremy Furtick: Now. It’s a great question, and I think it’s something that that individuals looking to buy a business really need to pay attention to. But there’s just a couple of key things. When when a buyer is looking for a business is, number one, when you’re talking to a business broker or a business intermediary, you need to make sure that that individual understands the motivations of their client, because there’s nothing more frustrating than getting to a point in a process where a seller just decides they don’t want to sell anymore. And that’s incredibly frustrating and costly for a person looking to buy a business. And if a broker doesn’t qualify his clients properly on the front end, then you could potentially run into a situation like that not only qualified to sell, but also motivated to sell has the right motivations. Those are important to understand. It’s also critical, in my opinion, that the business broker you’re working with actually has a process that they follow. You should be able to get on a first phone call with a business broker or a business intermediary and say, okay, explain to me where we go from here. And they ought to be able to lay out step by step, a process from this point all the way through to closing and even post closing about. Here’s what you can expect as a buyer to get from our office and from our clients. If they don’t have that process. Then you can expect that this is probably potentially going to be a challenging endeavor to go through because if they’re not running steering the ship, so to speak, then who is? And that’s just going to be frustrating for you and frustrating for for their client as well.

Jeremy Furtick: And I really think the last thing, if you want to just talk about three key points is you want to find a broker that is understands their role. Their role is to be a filter, not necessarily a blockade. Our role is not to inhibit, inhibit the buyers access to a seller. It’s to make sure that because we all know everybody wakes up on the wrong side of the bed every now and then. And in the midst of a business transaction like this, some things could be said from one party to another that may derail a deal just because somebody had a bad day. It has nothing to do with the business, nothing to do with the deal, nothing to do with the individuals involved in the deal. But you can say the wrong thing at the wrong time, and that could potentially cause a deal to fall apart. When those things get said to me as an intermediary, why filter what gets back and make sure that just the important aspects that are deal related get translated or communicated to each party as opposed to the emotion. And so that’s an important role. You never want a broker or an intermediary that just sends you information via email and says, Hey, here’s the seller’s phone number column and you all work out the deal and just tell me where closing is and I’ll be there to collect my commission. That doesn’t work. And if you run into somebody like that, then you can almost be assured that the process is just not going to work for you.

Stone Payton: What is a quality broker looking for in me? The buyer? What qualities are they looking for?

Jeremy Furtick: Well, again, a great question because it is a two way street, just like all the things we just talked about that are important for a buyer to understand about a broker that they’re potentially working through. The broker is also, in our case, we’re talking to between 85 and 100 buyers on every one of our listings. Well, eventually one person is going to buy it. So there’s going to be 84 to 99 that don’t. And a lot of those are people that we weed out. So it’s important to understand what a broker is looking for and what’s going to make you stand out, because it is a competition. It’s very rare that you’re the only buyer on a deal and if you are, you might be a little worried about that. But number one is know where your money is coming from. I mean, it sounds so simple, but I can’t tell you how many times I’ve talked to somebody and say, Hey, just out of curiosity, explain to me how you’re going to fund or finance this deal. And when I hear the answer, I’ll I’ll get a loan. That’s an immediate check out for me. I just know that that this person hasn’t done the things that they need to do to get prepared to make a deal happen. So know where you’re getting your money. Have that lined up before you start your business search, not only before you inquire about a business, but before you even really start looking at any businesses, know where you’re getting your money. I think another important aspect is when you’re interacting with the business broker.

Jeremy Furtick: I mean, we all know the when you’re talking about families, people who have kids, people love to talk about their kids, Parents love to talk about their kids. And it kind of wears you out on the other end of that because we get tired of hearing about your kids. Business owners are the same way. They love talking about their businesses. They’re so proud of what they’ve done. They’ve got so much pride in it and so much ego wrapped into that that you need to be conscientious of as a buyer of make sure you let the the seller talk about their business. Don’t tell we always talk about this is one of two things as a buyer ask, don’t tell. Make sure you’re asking questions, that you’re inquisitive, that you’re generally interested in the business because the seller loves to talk about their business. I don’t tell them all the things about you. Don’t tell them all the things that you think about their business necessarily, but also be impressed with their business because buyers love to hear excuse me. Sellers love to hear all the great things about their companies. And if you can come across as being impressed with their business and very complimentary of their business, well, that just goes a long way with when they’re looking at four different offers on the table and they get to yours and they get a warm fuzzy when they think about you because you could not stop saying enough great things about their company. That can be the difference between getting a deal and not getting a deal.

Stone Payton: So what is your back story, man? How did you get into this line of work?

Jeremy Furtick: Actually, it’s interesting because I certainly never thought I would be in it. I used to sell radio advertising, of all things. And but the station I was at, as opposed to the typical radio where you think of where ad agencies buy a lot of airtime and they’re buying points if you’re familiar with that in the industry. I was on a news talk station, and so we did a lot of what we call direct selling. So it was literally going in, sitting down with a business owner, identifying what their needs, objectives, budgets, all those things were, and then coming up with a creative solution on how our station could reach our listeners with in an effective way that’s going to get their phone to ring. And when I came over and started working here at Sigma back in gosh, it was 2006. I was shocked at how much the skill set translated. It’s the same thing. We sit down with business owners, same people, but now we’re talking to them about a different set of objectives and motivations and goals. This time it’s to exit their business, not necessarily to to to grow their business. And so it really worked well that that experience translated very well. And so it’s just been a natural transition. And I’ve enjoyed pretty much every minute of it since then.

Stone Payton: Well, and this work is far more I’m learning by hosting the series, actually far more grounded in relationships than I ever anticipated. I kind of viewed it as as much more transactional, and there’s certainly that aspect to it. But man, when it comes down to it, I mean, this is a relationship business, isn’t it?

Jeremy Furtick: It is. And you use the term transactional, which is ironic because we use that term daily that this is not a transactional business. This is not a transactional process. There are transactional aspects to it. Of course, there’s very in this whole process, there’s a lot of black and white, there’s a lot of the numbers are what they are and you’re evaluating financials and etc.. But it really does come down to the old adage of people want to do business with people they like and trust. I don’t think it could be any more true in any other industry, more so than it is in our industry, where not only the sellers want to work with intermediaries that they like and trust. I want to work with sellers that I like, trust and respect. And same thing goes for buyers. I want to work with buyers that I feel like you have a fiduciary responsibility to your client, but you also end up having a These people become my friends. You work with them for so long and you want to see them be able to hand the keys off to the to the machine that they’ve built and right off into the sunset and be thrilled with those results. And most sellers have a lot of pride in who’s taking over my business and is going to continue the the brand and the legacy and the name and the reputation that I built. And those things are important. And so relationship is a massive piece of that.

Stone Payton: So, I mean, clearly you’re finding the work incredibly rewarding. What are you enjoying the most, man? What’s the most fun about it?

Jeremy Furtick: I think what’s personally what the most fun is, is the there’s no day that’s the same. And we have a process, of course, that we follow, whether it’s working with sellers, whether it’s working with buyers, marketing businesses. There are certain steps that we follow 100% of the time. So you think, okay, well, that’s repetitive and can get stale. But the fact is, is that you’re dealing in every one of those deals, even though it’s the same basic process, it’s different personalities, it’s different sized businesses, different types of buyers, different industries, of course. And every deal, even though, again, we’re running the same process, no two deals are alike. Every deal is unique. And so it keeps it fresh on a daily basis. There is a you know, there’s certain parts of it I like more than others. But I think that the biggest kick that I get out of it and the most enjoyment I get out of it is really when you can see a seller start to believe that what they’ve been working for for sometimes 50 years is coming to fruition. And that’s an exciting time. And on the same token, you look at the other side of that coin, a buyer is almost equally as giddy because they’re getting into something that has been an objective of theirs for however many years that they’ve been dreaming about controlling their own destiny and owning a business. So I liken it a lot to think about a football field. Every football field got the same sidelines and that’s our process. But every game and every play that’s run within those sidelines is unique and you very rarely have any repetition. So that’s really what keeps it fun.

Stone Payton: What a great analogy. So how does the whole sales and marketing thing work for you? How do you get the new clients? Well, at this.

Jeremy Furtick: Point in our life cycle as a business, it’s really less about our outbound marketing and more about referrals. And I’m talking about seller sell side clients. We’ve been around for so long. This office has been here since the mid eighties and I’ve been here since oh six. I’m to a point now where I’ve actually sold the same business three times in one case because it’s and those were buyers that came back to us after they bought a business from us. They came back to us and said, Hey, we liked what you did for your client back then, we want you to do it for us. So referrals are a big part of it. The way we market to buyers. So really two sides of this business, of course, there’s buyers and sellers. You have to have both to have a deal. And 75 or so percent of the time we’re representing the seller as opposed to the buyer. But the way we market to buyers is, is we’ve really spent a lot of time and money building our database of buyers so that every time we get a new listing, we’re marketing to them. We know the size business, the industry, the geography, the cash flow that they need. We have all that data about our buyer clientele. And so we may have 6000 people in our database. And when we launch a new business, there may be 750 buyers that fit that criteria of that new listing we’re launching. And we give them, we call it a sneak peak or a preview of the business before we take it out on the open market. And generally speaking, over the last decade or so, we’ve sold about two thirds of our listings to people that are already in our database.

Stone Payton: Let’s talk about timeline a minute, especially on the seller’s side. If I’m looking and planning an exit, I mean, this is not something that I decide to do today and try to get done in a couple of months. I’ve got to get my ducks in a row for this thing. Right. So like, when should somebody be reaching out to you to start organizing all that?

Jeremy Furtick: I think if you can force yourself as a business owner to to get with this before you’ve even thought about selling, that’s ideal because then we can start helping you lay the groundwork for the things that you’ve got to do to make the process easier when you do decide to do it. But most of the time people have started thinking about selling and they’ve talked to a couple of buddies on the golf course or they’ve talked to a couple of people that their neighbors that they know have been in business and sold the business or bought a business. And so by the time they get to us, they may have been thinking about it for six months to a year, but not really having done anything. They’ve just kind of started taking those mental steps, which is a huge part of it. Again, getting back to the idea that these businesses are so important to these business owners, a lot of times they’re things that they’ve been working on for decades or they’ve taken over family, legacy businesses or whatever the case may be. They’re important. So the mental aspect is a huge, huge part of it. Just if not more important than the financial aspect. But by the time they come to us, we do a business valuation, a market valuation on the business, and we’re able to sit down with those potential clients and say. Now, here are the things that here’s what the business is worth today. If you went to market, what you could expect. And if that doesn’t work. For you financially? Well, here are the things you can do to increase the value. And of course, number one is get more evidence.

Jeremy Furtick: If that was that simple, then everybody would be getting the number they want. But a lot of times it’s more about the intangible things. It’s about making the business more marketable to a buyer where when a buyer is looking at three or four different deals, you’re stands out because it’s it’s just a more attractive business, not just because of the numbers, but because it looks like it’s a business that is replicable, that it’s all the things that are intangible, valuable about it are things that they can’t create overnight. So when a seller comes to us and wants to start talking about that, it’s rare that after the first meeting or valuation that we do that they’re ready to pull the trigger. I’d say probably about a quarter of the time. The rest of the time they either realize that they’re just not anywhere near ready or maybe they just need another six months, another year to kind of clean some things up, whether it’s in their books or in their operation or whatever the case may be. Whatever consultation we’ve given them, the majority of sellers will come back to us then and say, okay, I’ve done it here, check this out. Does this work now? And a lot of times the answer is yes, and that’s when we move forward. But yeah, I mean, to answer your original question, I would say that most buy our most sellers start thinking about the process of selling their business a good year to two years before they actually move forward with it. And it’s usually within six months to a year of first reaching out to an intermediary.

Stone Payton: All right. So going back to the buyer’s side, as much experience as you’ve had, as many deals as you’ve helped broker, have you identified have you landed on like the ideal business?

Jeremy Furtick: The ideal business.

Stone Payton: Yeah, the ideal business for a buyer to go after, like, I don’t know. Like my uncle at Thanksgiving is probably going to say laundromats or some, I don’t know, like, is there that perfect business out there?

Jeremy Furtick: There isn’t. There is absolutely no perfect business. There’s only the business that that makes the most sense to you individually as a buyer. And so there’s obviously businesses that are more attractive to a larger number of people. They have a broader appeal, but that doesn’t necessarily mean they’re they’re the right business for everyone. So that’s that’s the trick is part of that, going back to what we talked about, about good buyers is I tell people all the time, know your story. Know what you want to accomplish? No, what you’re looking for. Know what the the key things are. I mean, every business is going to have 100 different data points or there’s going to be five or ten that are critical to you. And the other ones really don’t matter. And those are going to be different for every buyer. So really know what you’re looking for, not just financially, but operationally, just as important. And so when it comes to a perfect business, we tell people all the time, there’s hair on every dog and that doesn’t make it a bad business. That just you need to understand when you begin your search that nothing is going to check every box. And if it does, then then jump on it quick.

Stone Payton: And what about deal structure? Because there’s a lot of different ways to to skin this cat, right? It’s not always just here’s a check, here’s your keys. There’s a lot of different ways to put this thing together, isn’t there?

Jeremy Furtick: Absolutely. And of course, the SBA financing is a huge tool that a lot of people utilize. And SBA gets a bad rap a lot of times because people have all heard horror stories about what a tedious and difficult process it is. And it is. There’s no two ways about it. I mean, you’re dealing with a government entity, and so there’s a lot of paperwork and a lot of checking and and all of that. But at the end of the day, when you can buy a business for 10% down, that in itself is a pretty ridiculous arrangement to be able to do that. You’re not going to get that deal directly from the seller. So when it comes to deal structure, we see a lot of SBA financing and the max loan amount is $5 million. So you can get a business that’s got a significant EBITA figure and still qualify for an SBA loan. So it’s a great tool. But of course, seller financing is a big deal. A lot of buyers don’t need seller financing. They just like to have it because they like the idea of the seller having some skin in the game long term. And that’s something that getting back to what makes a good business broker, we have those conversations pretty much day one with our clients of are you willing to sell or finance? And if the answer is no, then we make sure that that’s in our marketing that buyers know don’t even bring it up because the answer is no.

Jeremy Furtick: But if it is, then we try to give buyers some some guidelines as to what they can expect or potentially offer. But when it comes to seller financing, as a buyer, if you’re asking for that, a key thing to keep in mind is put yourself in the seller shoes. Number one, why would they do it if it’s necessary? Because their business isn’t financeable through a traditional means? Well, that’s that’s the main reason that you’ll see seller financing. But understand that you’re asking the seller to be the bank. And so the seller may want to go through a similar process to what the bank would to approve you. They want to understand your creditworthiness. They want to understand your other sources of income. They want to understand your background and how it applies to this business. So it becomes more of that. We talked earlier about that warm fuzzy that a buyer wants to give a seller about taking over their business. When you add seller financing to the mix, you’ve added a whole nother level of actual analysis, not just the feel good, but the seller’s got to feel confident that they’re going to get their money from this this buyer taking over their business.

Stone Payton: So I came across a term in a previous interview. L. O. I. I’m operating under the impression that is for letter of intent. First of all, is that accurate? And where does that come into play? And, you know, is there is there something that we should make sure that we include not include the way that we frame Anello, I. Yeah. Speak to that, if you would.

Jeremy Furtick: Okay. Yeah. So Alloy. Absolutely. It’s a letter of intent. And when I explain to people what an LOI is and how it should be used, I describe it as a roadmap for closing because that’s all it is. It’s a non binding agreement that lays out the basic terms that you’re proposing to the seller. Here’s what I want to do. Here’s the the price, the structure. Other aspects that may be important to them. And the seller then is agreeing to those. So it’s not a binding agreement. You get to that. That’s the purchase agreement down the road, the asset purchase agreement or the stock purchase agreement, depending on the structure of the deal. But the LOI lays it all out. And basically what the buyer is saying in that LOI is this I’m showing you what I’m going to do, what I’m willing to do. If you’re agreeable to it, then I need to do my due diligence on your business. And as long as all of that checks out, then I’m going to be ready to close under these terms. And so what’s important about an LOI is because it’s a non binding agreement is not to get overly detailed. I mean, this should be a 1 to 2 page document, in my opinion. All the legal fees and reps and warranties and all of those things that are binding need to be in the purchase agreement, not in the lie.

Jeremy Furtick: So an LOI, in my opinion, the things that really need to be in there are of course the purchase price in the terms, but a timeline that’s really key as well because the seller has got to feel confident that they’re not just indefinitely tied up until a buyer decides they either want to buy it or don’t. So put a timeline in there where you’re going to complete your due diligence, put a deadline in there where you have to deliver the draft purchase agreement and then, of course, put a deadline in there for closing. And and there’ll be language in there that says that it can be extended if both parties agree, of course. And the idea, though, is just to make a seller feel good that you’re not I’m going to give you 30 days to do due diligence, for example. And if if you haven’t completed it by then, then it’s up to me if I want to extend it or not, the timeline. So that’s that’s key there. But as far as your other part of the question about the timing of it, one mistake a lot of buyers make is they think the LOI is what’s going to impress the seller and they may send me an LOI before they’ve even had a conversation on the phone with the seller.

Jeremy Furtick: And I always send it right back and say how present this if you want. But the answer is going to be no because they don’t even know you. And so we need to do some things, some parts of this process to get the seller comfortable with you before you present an offer. Because what that screams to me when somebody sends over in LOI that early is I really have no intention of buying the business based on the terms I’m presenting here. I’m just trying to get the business locked up so that I can evaluate it and then I’m going to come back and say, you know, I offered two and a half million dollars. After looking at the financials, it’s really closer to to what I can do that doesn’t work. I’d rather you spend the time and the effort evaluating the business, then make the LOI proposal, because then if it’s 2 million on the front end in the LOI and using my last example, then if a seller takes it, that’s great. But he’s probably not likely to take 2.5 and then drop it to 2 million. He might be more likely to take 2 million if that’s the original offer. If that makes sense.

Stone Payton: No, it makes perfect sense and I’m really glad that I asked. That is incredibly helpful. All right, man, what’s the best way for our listeners to connect with you if they’d like to have a more in-depth conversation with you or somebody on your team?

Jeremy Furtick: Well, you can call me directly. My office line is 2144426706. You can email me at Jeremy Jeremy at Sigma mergers dot com or look me up on LinkedIn just to search Jeremy FERTIG and you can contact me through there.

Stone Payton: Well, Jeremy, it has been a real pleasure having you on the program, man.

Jeremy Furtick: Yeah, I appreciate the invitation.

Stone Payton: Well, it is my pleasure. All right. Until next time, this is Stone Payton for our guest today, Jeremy Fertik with Sigma mergers and acquisitions, and everyone here at the Business RadioX family saying we’ll see you again on Buy a Business near me.

 

Tagged With: Sigma Mergers & Acquisitions

Jonathan Porter with PorterLogic

November 22, 2022 by angishields

Jonathan-Porter-PorterLogic
Atlanta Business Radio
Jonathan Porter with PorterLogic
Loading
00:00 /
RSS Feed
Share
Link
Embed

Download file

Jonathan-Porter-PorterLogic

ABRJonatahanPorter111822pic1Jonathan Porter is the founder and CEO of PorterLogic, a flexible supply chain application platform.

After graduating with a degree in Industrial and Systems Engineering from Georgia Tech — where he was also a Denning Technology and Management scholar, Jonathan spent his career working with supply chain and business intelligence software at both large, established firms — such as Manhattan Associates — as well as startups.

He founded PorterLogic in November, 2020 to help high-growth bands modernize their supply chain technology and better manage their supply chain operations.

Connect with Jonathan and follow PorterLogic on LinkedIn.

What You’ll Learn in This Episode

  • Significant pain points high-growth supply chain teams face
  • Things supply chain teams can do when systems start breaking
  • Actionable ways supply chain teams can streamline their operations and increase revenue
  • Why brands struggle with finding off-the-shelf supply chain software that meets their needs

This transcript is machine transcribed by Sonix 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for Atlanta Business Radio, brought to you by on pay. Built in Atlanta on pay is the top rated payroll and HR software anywhere. Get one month free at unpaid. Now here’s your host.

Stone Payton: Welcome to another exciting and informative edition of Atlanta Business Radio. Stone Payton here with you this afternoon. Please join me in welcoming to the broadcast CEO with PorterLogic. Mr. Jonathan Porter. Good afternoon.

Jonathan Porter: Sir. Good afternoon. Thanks for having me.

Stone Payton: Well, it is a delight to have you and to have you in studio with us. I have so been looking forward to this conversation. I got a ton of questions. We probably won’t get to them all, but I think a great place to start would be if you could articulate for me and our listeners mission purpose. What are you and your team really out there trying to do for folks?

Jonathan Porter: Yeah, great place to start. So Porter Logic is a supply chain application platform for supply chain. So we are really trying to help supply chain and operations teams better manage the way that they fulfill inventory, better manage their purchase orders, really just try and get things to a place that they are not struggling with their software. Right? So many people in the supply chain industry are like the offensive lineman of the business world. We get all the blame and none of the credit. And so we’re just trying to actually give supply chain teams the software that they need to run their business and not have to fight with it and work around the way that systems work today.

Stone Payton: So have you found yourself gravitating to certain types of companies or industries or sectors? Is there a sweet spot?

Jonathan Porter: Yeah, we really try and go after mid-market companies. We find that there’s a really underserved niche in there because there’s a lot of real small business software out there. If you’re kind of just getting started, there’s a lot of enterprise software out there that’s, you know, these big legacy systems that have been around for 20, 30 years. But there’s a middle market of companies, especially fast growing high growth companies, whether that’s venture backed or whether you’ve just, you know, gotten on to, you know, some product market fit and just exploded. But the software for that segment of customers is really lacking right now. And especially when you look at certain industries like food, food and beverage distribution has a lot of nuanced requirements around storage temperatures and data requirements of what you report on. And so you can find some industries that just have some real specific requirements around the way that their supply chain operates. And that is then also even more so of a challenge to get software to work for your company. So yeah, we do a lot of food and beverage, CPG, retail companies, pharma, pharma distribution has tons of regulations, alcohol distribution. So there’s a lot of these little segmented industries that that need better software, but there’s just not a great way to get that for that middle market customer.

Stone Payton: It sounds like a noble pursuit, I can tell. I can see it in your eyes here in studio and I know that our listeners can can hear it over the airwaves. Your passion for the business, your enthusiasm for the business. I got to ask, man, what is the back story? How in the world does one find themselves as the CEO of an organization like this serving businesses like those?

Jonathan Porter: Yeah, So well, I started at Georgia Tech. I did industrial engineering there, and there’s a very heavy supply chain focus in industrial engineering. Naturally, I’m a very analytical and logical person, and the way it’s just fascinating to me, the way that a supply chain fits together, the way that all the different cogs in the wheel go together, you know, fitting warehousing and shipping and transportation, all of it together is just super interesting. So, yeah, I actually got my start at Manhattan Associates, though, right out of school, a large supply chain software vendor. I’ve worked for other startups. I’ve worked for other smaller consulting firms. And really I just I am a super nerd about supply chain. I mean, I will go on and on about this all day. The systems in warehousing, I mean, just how all the inventory I mean, it’s this it’s a beautiful orchestra of inventory moving between racks and pallets and all kind of stuff like so I mean, it really does just fascinate me. But I was also one of the ones that was boots on the ground for a long time. I mean, I was traveling almost every week implementing these major systems. I was I mean, they get you out of school and talk about how fun traveling is and then they send you to the middle of nowhere where all the warehouses are. And, you know, it’s great when you’re first out of school. And I look back on my time at these other firms with only positive things to say. But I’ve really have lived that journey of trying to get software that works for your particular business. And it’s just a huge struggle. It’s a I mean, the current systems is you just throw a lot of people, you throw a lot of money at it. And yeah, having been one of those people, I’m now on the other side trying to help companies solve that problem, you know, without all the money in people.

Stone Payton: So I got to believe it was it was it kind of daunting? Was it a little scary stepping out on your own, trying to build this thing with your own two hands?

Jonathan Porter: Yeah, no question. I mean, it’s intimidating. You know, I still struggle with imposter syndrome every day, but I come from a very entrepreneurial background, though. So my parents have owned a residential construction company for 40 years. I mean, my grandfather was a brick mason that worked for himself. And I mean, so I come from that background and. Saw it around the dinner table as a kid. I mean, my parents were always talking business. They worked in the business together, you know, And so I just grew up having that entrepreneurial side of me. I built my first website at 15, and then throughout all of high school and college, I had a side business where I was building websites and marketing collateral for Atlanta based real estate agents. So it’s been in my blood forever. I just had to get the timing right in a way. And so, yeah, it was about the kind of second half of 2019 when I actually first really started working for myself. I just was doing contract software development, trying to, you know, get something off the ground and but needed some revenue to come in. So, yeah, I started building websites for people, started building applications for people. But, you know, really just kind of figured it out along the way. And I think that that’s the best part about entrepreneurship in a way, right? Is you can just kind of figure it out on your own, on your own pace.

Stone Payton: Yeah, it’s the best and the worst of it, right?

Jonathan Porter: Absolutely. Yeah. No, and I don’t want to say I mean, it comes with a lot of, you know, trials and tribulations, right? I mean, like, it is difficult and I you know, I’ve had struggles with, you know, nights of anxiety and staying up awake and all of that kind of I mean, all of that is very true when you’re out on your own. So.

Stone Payton: So you touched on the void there in that middle market. What are some of the the pain points for these high growth supply chain teams that they’re dealing with?

Jonathan Porter: Yeah. So if you think about the way that a supply chain operates, right, you have to keep up with things like inventory data. You have to keep up with things like sales and demand data. You have to keep track of where all of your products are. And when you’re first starting out, if you know you’re just maybe one warehouse or maybe one three. Pl So third party fulfillment partners are called three POS. They’re separate companies that operate logistics networks for other companies. So if you only have maybe 1 to 3 POS, you’re really just starting to get your business off the ground. You’ve probably started doing a lot of things in spreadsheets and manually, and that’s actually a great thing at that point, right When you’re early on and when you’re first building a company, it’s not the time to make a major software investment. So you’re going to naturally start doing things, just kind of piecing it together and figuring it out. And that’s actually really the correct place to start. But you get to an inflection point where that all just starts breaking down and it starts breaking down very fast. So if you’ve started growing, you know, 100, 150% a year, you’re having to double your team, you’re having to expand your operations very rapidly. You’re having to add three POS, or maybe you’re starting to invest in your own warehouses. You know, maybe if you’re a transportation heavy company, you’re starting to invest in your own fleet of trucks. And so you just very quickly start having to expand operations. And that point is where it becomes very difficult to get software that works for the nuances of your business. So from the outside, everybody that is buying things online, they’re just clicking the buy button.

Jonathan Porter: They don’t have they don’t really understand what’s going on behind the scenes. But every distribution model has some real nuance and difference around it. So even things like buy online, pick up and store bopis, it’s a big thing where, you know, you can go online, you can buy something and then you can just go to the local store and pick it up, something even like that. It has these real nuanced requirements around how the fulfillment of that occurs. It’s just very different how you usually fill an e-comm order versus a retail order. And I know that’s getting in the weeds a little bit, but it’s that type of unique nuance that really makes it challenging to get software that works for the way that your business does. And it’s especially true in this middle market and that inflection point because really quickly, you need to scale up really quickly. You need to get software that works. But a traditional ERP implementation is usually a two year plus process. So an ERP is kind of the central core of a business system, an enterprise resource planning system. You usually have a lot of other supply chain systems that kind of fit around that. So you may have an inventory management system, you may have an order management system, you may have a transportation management system. But all of these major systems take a very long time to get up and running, especially when you start adding in layers of complexity around the way that a business operates. So yeah, that’s a lot of the problems that we try and solve and we do it for this underserved middle market customer.

Stone Payton: Well, and my observation with implementing ERP, you and I were talking before we came on air about I in a former life was on the periphery of the change management world, the human dynamics, the change management associated with implementing an ERP system. I mean, that’s wow, that’s a whole nother ballgame.

Jonathan Porter: Yeah, astronomical. I mean, and yeah, the people of all of this are the only thing that makes it work. And I mean, frankly, that’s part of the the what’s so interesting about supply chain and warehousing, I mean, it is the intersection of technology people and then a physical good right? At the end of the day you’re shipping a box from a point in, you know, a physical location to another place. Right. And there’s challenges around that. But then, yeah, making sure it works for the people because there’s always going to be people involved. I mean, that’s everybody’s been concerned about robots and automation taking all of our jobs and you know, especially in a warehouse setting that’s. Definitely not true. I mean, we’re far away from no people being, you know, in the warehousing fulfillment, you know, transportation world. And so but yeah, making it work for people is one of the hardest things. And we have found that the the closer the software is tailored to the way that those people want to work, the easier it is. Right? If they’re not having to change their process, if they’re not having to just force it into the system, it’s it just opens up a whole new door for them.

Jonathan Porter: Right. It’s even the little things about like does your product name, you know, field in your software, does that actually even match the way that they talk about products? Right. Sometimes there’s those little things around, like the words used in in in a screen, you know, on a piece of software that can throw people off there. Having to remember that reference. Field three Well, that’s actually our product velocity. And like, it’s just really it’s like it’s those things that trip them up, you know? So yeah, the more that you can get it to work for the way that a company works and then and you know, converse for the people really, right. The better that you can tailor your system to the way that your people work, the faster their work, the more efficiently they’ll work. And especially in today’s tough labor market, you know, you really want to retain your people, too. So, you know, if they’re fighting with systems all day, they’re not going to be as happy. They’re not going to be as productive.

Stone Payton: So how does the whole sales and marketing thing work for a firm like yours? Our clients who are experiencing these kinds of pains, are they finding you or you reaching out and trying to educate and inform these folks so that they know that there’s some alternatives available?

Jonathan Porter: Yeah, we do a lot of more of the outbound and educational side because traditionally there’s not really a great solve for this problem. So most of the time when you’re starting to talk about getting a system to work for a business, you’re either talking about manual workarounds. Work arounds is like the worst word in a warehouse, but it’s all over the place. So you’re either looking at a manual option or you’re looking at customizing those systems and customizing systems, which is writing real custom code on top of a WMS, on top of an ERP that comes with its whole host of challenges. I mean, not only is it very expensive, it’s very time consuming, but even maintaining that who’s going to maintain this new custom add on? How are you going to upgrade that over time? If you want to make a if you want to transition into a cloud based system from an on premise system, how are you ever going to transition these unique custom bolt on? So but yeah, we do a lot of education because those were really the only two options. You could either do it manually or you could change the software. And we’re kind of interjecting this middle ground where we sit on top of other systems, we sit in between other systems.

Jonathan Porter: We don’t make companies replace what they may already have. We can even work directly with spreadsheets. So that’s actually we’ve done a customer where their accounting team wanted to stay in spreadsheets. And as much as we were, you know, wanted to maybe fight that, we weren’t going to win that battle. So the supply chain team, though, needed better visibility. They needed, you know, a more efficient operation. So we let the accounting team stay in their spreadsheets and we just automatically pull data out of those spreadsheets and put them into the inventory management system. So, yeah, we really do try and just fit into the way that a company already works, while also then interjecting efficiencies, automating manual tasks, building systems that they need. Yeah. So it’s a really it’s a different approach. And that’s back to your question. I mean, that’s why we have to do more education is because like this is kind of a it’s a different alternative that, you know, getting people to realize that this is out there. Yeah, that’s kind of the marketing struggle that we have.

Stone Payton: So yeah, and the marketing opportunity, absolutely. I would think it would be incredibly rewarding to educate, inform folks and then kind of bring them into your circle. And then you’ve created an environment where you can genuinely, genuinely serve. So at this point in the development of your organization and the development of this market, what’s the most rewarding man? What’s what are you finding the most fun for you about it?

Jonathan Porter: Yeah, great question. There’s this pretty So on the back end of our software, there are these cool graphs that we can see of customer usage over time. So we can actually look at at one of our particular customers and see how much they’re using the product day to day. And every one of our customers, it’s this up into the right graph. And that’s really one of the most rewarding things, is that we can put a system in and over time see customers using it more and more because that really tells us that, okay, there, you know, we’re solving a problem for them. They’re logging in every day, they’re getting the information they need. And that to me, I mean, it really doesn’t all go back to the people. Like I mean, I said it earlier, but I was the one that was on the ground having to do this. And it was it’s you can burn out really quickly if all you’re having to do is manual data copying or fighting with a system to make it work. And so, yeah, just being able to see people and that were improving their day to day business life, it’s very rewarding.

Stone Payton: So it’s one thing for Jonathan Porter to have. This set of ideas, this ethos, this mindset of wanting to educate, inform, serve and really meet this, I think void was the right word. This, this, this, this market. Talk to us about building an organization though, that can because you’ve got to work with and through other people everything like recruiting, developing retaining. Speak to that if you would what it’s what it’s been like to build an organization that can do this at scale.

Jonathan Porter: Yeah. Know the internal team is one of the biggest things too, when you’re trying to build an early company. And so I will say I’ve had an immense amount of help, both from, you know, the friends that have been working with me from the beginning and are willing to work for for not market rate pay. But I also am very involved in an organization out of Atlanta called 80 DC, the Advanced Technology Development Center. It’s connected with Georgia Tech and it’s a state sponsored program actually, that really their goal is to bring technology jobs to Georgia. So I got involved with them actually when I first started working for myself in 2019 on their education side. So they actually just have a continuing education program where there teach you about entrepreneurship. They’ll teach you about Lean startup and customer discovery and how to identify a problem, and then also how to build an organization, how to scale, how to fundraise. Like all of these pieces, they have resources to help you. And so I credit them an immense amount with I mean, I was a I was the naive programmer that thought I could build a product in two or three months and, you know, somebody is going to come sell it.

Jonathan Porter: And it’s just not the way it works. But yeah, I’m really trying to just take advantage of as many resources as I can, you know, learn on my feet as much as I can. I think that’s one of the things that Georgia Tech set me up really well for. I don’t necessarily use much of my industrial engineering degree specifically, but the problem solving and the ability to be faced with a problem that you don’t know how to solve, but then figure out how to solve it. I think that’s one of the biggest things that engineering can bring. And that’s that is what I credit a lot of being able to build an organization, being able to build a team, being able to build a product like I just am constantly facing challenges that I’ve never faced before. But the fact that I’m confident in my ability to figure out how to solve it, that’s the biggest thing. So.

Stone Payton: So tell me a little bit about the work itself. Are there things that if I’ve identified maybe through the benefit of some of this education that I’m getting from tapping into your work or I’ve just I’ve felt enough pain, man. I got to get out. I got to have a conversation with Jonathan or someone on his team. Are there things that I should be doing to try to button things up, streamline the operation, or should I just come to you with my big mess like I do with my CPA, my shoe box full of receipts and say, Oh.

Jonathan Porter: No, good. Yeah, I know all too well. I used to do that too, with my CPA. He hated me, so no, he. So there are definite warning signs and things that you can look for as a business, and especially when it really starts with back to people. So if your people are fighting fires constantly, that is like one of the clearest warning signs that like something is breaking or something is wrong. And I mean, you’re always going to have people fighting fires to some degree. But if it’s a if it’s a constant, it feels like that your team can never quite get enough done if it feels like that. You know, they’re always trying to keep your systems up and running or, you know, they’re constantly fighting with customer support and having to refund orders. And there’s a lot of little warning signs. But generally speaking, if you that is one of the clearest signs that something is breaking down and you need to be looking at different systems or different processes because again, manual is great for a while. Doing it on spreadsheets is is the right approach from the beginning. But if you can then start identifying when those are breaking down before they’re really in a dumpster fire, because that’s the that’s the challenge that you want to avoid. Right. These systems do take time not only just to implement, but to be adopted and to really work themselves into the day to day of your team. And so you need to try and get ahead of that as much as possible. Now, looking for modular systems that you can put together specific to your needs is one of the other things, because you probably don’t need a entire ERP right off the bat, and that’s one of the things that some of the the legacy software is you kind of have to just implement all of it all at once, and that’s part of why it takes so long.

Jonathan Porter: So looking for systems that you can more specifically tailored to just the parts that you need and then being able to also bring them together. So you don’t also want to end up with siloed data. That’s one of the other big challenges, right? If you do end up with systems that are point solutions specific to that problem, you do need a way to kind of bring all of that back into one place or at least have them all talk and integrate together. But yeah, it is a the best thing you can do is try and get ahead of that and start talking to vendors or start talking to consultants. So especially in supply chain, there’s a rich ecosystem of third party consultants that are willing to come in and help you analyze and look at efficiencies and look at the way that you’re operating. One of the things that I used to do as a consultant, we would do a lot of value stream mapping. So if you actually you start at the very end of your process and work your way backwards. So for example, the very end of a process is the box gets to the customer. That’s the end of the shipping story. Work your way backwards and look at every place that that box stopped or where people had to touch it.

Jonathan Porter: And you can start identifying some of the low hanging fruit. So for example, maybe there’s a three day window where an order sits in a in processing status because your team is waiting, fulfilling that order before they’re shipping it out. Well, if you’re trying to hit two day delivery times, which Amazon has standardized for all of us, basically those you need to start trying to cut out some of that that fat in a way. Right. But like actually mapping it out and seeing where your inventory sits for periods of time where people are involved in that process, you can actually start identifying some of the areas where you may want to start automating, right? So there’s the tie in then to software is okay, that’s how you can start identifying. This is where I maybe need to interject a software solution. This is where I need to make a data integration automated and not just my people copying out of emails and keying into another system so you can try and be methodical about it. But that’s all coming back to say that the more you can get out ahead of that, and especially if you’re a leader in the supply chain organization, so often we’ll talk to folks like directors of operations or VP of supply chain, folks like that. If you’re in those leadership positions, you need to be trying to look two steps ahead and get ahead of some of these challenges before your team is the one that’s just, you know, screaming and yelling every day about how they hate their systems.

Stone Payton: All right. So let’s paint the picture. If we could kind of play out a use case I’m particularly interested in, although I’d love to hear about all of it. I’m particularly interested in what happens kind of early in the engagement cycle, if that’s if that’s the right word. Are you or someone on your team coming out on site and almost doing like, I don’t know what you’d call it, an audit that. Yeah, sure. Speak to that a little bit.

Jonathan Porter: Yeah. Generally we do a lot of our implementations remotely, although we can come onsite if we need to. There’s a number of consulting partners that we also work with to kind of help some of that process. And so yeah, if a customer comes to us and really does need that kind of, you know, personalized touch of just figuring out their processes, oftentimes we’ll bring in one of our partners to kind of help them with that, help them identify, do some of that value stream mapping, for example. We’re much more than just on the product and technology side of things. So we, of course, help customers implement. We help customers solve problems. We are there as much as they want or don’t want. Our technology is actually set up so that customers can maintain it themselves or their consulting partners can maintain it themselves as well. So we actually don’t have to be involved for any of the process if we don’t want to. But generally we are there along the way that once we’ve identified a use case. So that’s really where we kind of start is we’ll look at your entire supply chain operation or maybe your entire fulfillment operation and start saying, where are the most painful points? Where are things really breaking down the most? And we’ll try and identify one because the way our software is built around workflows, so we actually call them logic flows.

Jonathan Porter: You’ve got to brand everything these days, right? But so it’s very easy to build over time. So you can start with just one process and say, okay, we’re going to want to automate this or we want to extract the human component out of this data move and we’ll go ahead and build that and actually get that up and running usually just in a couple of weeks and get customers starting to see, okay, here’s a this is the different solution on this. Right back to that education point. It’s like we need a quick way for customers to kind of see that here. We can actually solve these challenges. Unfortunately, in the software world, there’s a lot of overpromising and under-delivering. So we also kind of have to fight fight that a bit. So but then we try and just build over time. So I mean, almost all of our customers have a phase two or phase three, and we really do just add on over time. We can build entire systems in our tool. So I mean, we can build things like a full WMS, we can build a full ERP, we can build entire systems if we want.

Jonathan Porter: But our approach much more is let’s figure out what you actually need. Like I kind of alluded to it earlier, the chances that you need an entire ERP are probably low, right? I mean, especially talking and talking to this middle market customer, you probably need a little bit of ERP, a little bit of order management, a little bit of inventory management. And so we work with you to over time then put these pieces together in such a way that you have the systems you need. You can operate your business the way you want and you don’t have all this technical debt of three different systems and an integration layer and a whole I.T team. Like again, we’re a whole managed solution, so we’re fully cloud hosted. There’s no onsite servers or anything like that. You don’t have to have an entire IT team manage it again. You can if you want. If you have an IT team already, that’s wonderful. You can manage it yourself. But really we’re trying to deliver a finish solution that you don’t have to worry about. You can get back to running your business, you know, running your fulfillment. Operations and let us handle the software side.

Stone Payton: I would think that clients and prospective clients would find this this modular approach very attractive, especially when they contrast it against sort of this one size fits all thing. And then, oh, by the way, we’ll come customize it for you later.

Jonathan Porter: Yeah, no, it’s a much better approach. And I mean, you know, when we show people the system, yeah, that’s their first reaction is why hasn’t this always existed? And you know, you can’t take all the credit by any stretch. You know, we’ve had a lot of people help along the way. And, you know, we’ve built an incredible team and, you know, we’re really just here to help supply chain organizations get the software they need.

Stone Payton: So you touched on it earlier. Lee and I both my business partner, were very familiar with ATC. We actually do ATC radio. Oh, cool. And we’ve gotten to know some folks out there, and I’ve had a chance to interview several people from that system. They do such marvelous work. So I know the answer to this is yes. So maybe rather than ask you if you’ve had the benefit of one or more mentors as you begin to build up this organization, maybe just ask you to speak to what that’s been been like, what the experience of leaning on other people to to help you. It sounds like it’s been invaluable.

Jonathan Porter: Oh, yeah. I mean, that’s one of the things that, you know, I have to credit my parents with showing me early on is that, I mean, say yes to everything the first time, Right? There’s a limit to that. Absolutely. But I will take almost any breakfast. I mean, I just came from breakfast with another founder, you know, So take any meeting you can and Yeah, listen, put your ears to the ground, right? I mean, people that have done this before, they have invaluable experience and learnings and can teach you. And I mean, I’m very upfront with you. This is my first startup in the software world. I mean, I’ve worked for myself, I’ve had side businesses and things, but this is, you know, this is my first go round at it. And, you know, the more that I can bring in mentors and people around me that have done this before, I think it can can only help. And I mean, yeah, I do. I really start trying to fill different segments of the advising side, right? So I have some I have an advisor that is really onto the growth side. So she’s a chief growth officer at another really high velocity startup. And so any kind of like scaling questions or fundraising, we can go to her. We have another our actual catalyst, our coach at HDC is Alex Rodin and he’s a supply chain, you know, former entrepreneur and has been in that in the trenches before of operating in early startup.

Jonathan Porter: And so yeah, we can bounce a lot of ideas off him of you know this this go to market or how does this work and so yeah just trying to surround yourself with people that have done it before but then also you know filling the gaps that you have. Right. So again, I’m more technical, I’m on the product side, so I know that I need to bring in folks that help on the kind of the business that go to market, the sales strategy that side. That’s what Anya, my co founder, does. She does all go to market in business. We’ve known each other for a really long time, but that was part of why I brought her in is because, you know, I know that I have the product technology side, I have the vision and where we want to go. But, you know, I needed to bring somebody in that really could hammer the go to market, hammer the sales side and business development. And I extend that same thought to mentors and advisors and, you know, anybody else that I bring bring along.

Stone Payton: So my impression is that the the supply chain community, at least here in the southeast with Atlanta, Savannah, it’s it’s a much more collaborative group of folks that genuinely want to try to help everyone in the ecosystem. Is that accurate to speak to that a little bit?

Jonathan Porter: Yeah, no, absolutely. I mean, I said it at the beginning about supply chain people being, you know, offensive lineman. But really it is I mean, we’re you know, I feel like that a lot of supply chain is a team based approach. I mean, there’s there’s just so many partnerships that have to happen to make a supply chain work. I mean, there’s no one company that’s going to do every single piece of it. I mean, even Amazon contracts out some of their distribution. I mean, so it’s like, you know, there’s always going to be multiple entities involved. You’re going to have freight brokers and freight forwarders and the trucking companies and the warehousing companies. And so, yeah, I think that it’s partially just because supply chain is such a just a massive thing, right? So there’s no other way to say it. So but yeah, because of that, there is a very collaborative team based approach. You know, we are I do think that most people in supply chain are just looking to help. And I mean especially we’ve seen it the last couple of years with the pandemic, right. Of how critical supply chain became like in a way. I mean, I think that a lot of us that have been in the industry have have seen it. We knew it was true. But just now, everybody else has also seen how critical a supply chain is. I mean, for how long? We couldn’t get toilet paper and protein at the grocery store and stuff. So it’s you know, it’s been a trying couple of years for supply chain. But at the same time, people have really banded together. And I mean, I know there’s a robotics company that I know of that move robots around for different clients. And it was really just I mean, they kind of threw revenue to the door. They were just like, you know, how can we fulfill our clients needs and get boxes shipped? Out the door. You know, when we were in these you really crunch time.

Stone Payton: So what’s next for you guys? Are you just going to continue to try to grow and expand your reach and serve more clients? What’s what’s on the horizon? I don’t know what the proper time frame is. Nine, 18 months where you got your sights.

Jonathan Porter: Yeah. So we really are in a growth and expansion phase. So, you know, after kind of proving out that the technology works and, you know, having it running live in multiple customers for an extended period of time, we’re now at a period where we can actually really grow and continue to serve more and more customers. So candidly, it is some of the stuff that we’re still experimenting with. I mean, so that’s part of being a startup is just trying things, right? I mean, so we have the amount of different things we’re trying on a outreach go to market side. I mean, we’re experimenting with Google ads. We do a lot of content marketing on LinkedIn. We’re trying trade shows, we’re doing industry events. I mean, we really are just trying things because we need to get data back, right? We need to really show what is that? What is that process that’s going to work, to find customers, to continue to expand, to expand our reach? Right. And I mean, it’s there are trends that you can definitely see from other companies, but every company is different, right? And we our offering is different than another software offering. And so figuring out that repeatable process of who in the organization even do we talk to, Right.

Jonathan Porter: I mean, is it the director that we go to first? Or maybe do we start with an inventory manager that feels the pain a little bit more acutely, but, you know, is conversely a little lower on the totem pole of a decision maker? So those are the types of things that our mentality at least is we just need to get as much data back from real encounters. I mean, you can talk to people as much as you want, but there’s no especially things. So for example, like pricing, there’s no way to know if a customer actually will pay that price unless you put the offer in front of them and get them to pull their check back out. Right. Like they’ll sit around forever and say, Oh, yeah, you know, 100 grand a year sounds great. But until they actually have to pay it, there’s no way to know. And it’s the same with anything on the go to market side, in my opinion, until you actually have real customer real prospect data coming back, it’s hard. It’s all just speculation, it’s all a hypothesis.

Stone Payton: So so I’m not even sure this topic applies to you because you have so much energy, so much enthusiasm and passion for what you’re doing. But I like to ask this of my guests for for my own benefit, but also for the benefit of the entrepreneurs, the business leaders out there who continue to try to grow their own organizations. I still I got to believe sometime somehow, somewhere you must the tank must run a little bit low now and again, the batteries must need recharging. Where do you go personally? And I don’t necessarily mean a physical place, but how do you go sort of rekindle the inspiration, recharge the batteries? What works for you in that front?

Jonathan Porter: Yeah. So I very much describe myself as an extroverted introvert. So I do love talking, I love engaging with people, I love learning about other people’s stories. But at the end of the day, I don’t get energy from the extroverted side of things. So I do very much need my me time. I need to decompress. Right? And for me, this is going to sound crazy, but I actually it’s coding for me. So building software, it is this it’s this incredibly creative outlet for me. I mean, you start with a blank page and typing words on a page. You can just create anything. And it’s it’s amazing for me personally and it’s very much I get in my zone, throw my headphones on, you know, don’t talk to anybody for a couple of hours. But that’s how I recharge a lot. I mean, so again, it sounds insane, but almost every night after dinner, I get back on the computer and code for another couple of hours just because I love it. And that’s how I do a lot of my recharging. I mean, I have meetings throughout the day and I’m talking to customers and I’m talking to prospects. But then at night I’m just diving back into the code and, you know, building the software.

Stone Payton: Well, I’m so glad that I asked. And I find that I often get very interesting, fascinating, and a tremendous diversity of responses As far as the actual mechanism, you know, in coding, I don’t think is one I don’t think we’ve had that response.

Jonathan Porter: You know, most most people are not like me. I’m just a unique specimen, I guess. But no, it works for me so well.

Stone Payton: But what I do, the consistent theme that I do pick up when I ask that question is that the vast majority of people who are building organizations, they do feel like it’s incredibly important that they do invest the time and energy to make the space to recharge.

Jonathan Porter: Oh, yeah, 100%. I mean, yeah, you have to. And that’s one thing that I mean, I know I have gone through a journey with mental health in the sense of like, you have to make room for that, right? Like if you don’t stay sane, none of this works, right? And so yeah, I think that that’s something that traditional entrepreneurship, especially when you start talking about the the classic model of the VC backed company that’s going to work 100 hours a week. And I mean, don’t get me wrong, we work a lot, but you do have to figure out room for yourself to recharge. I go on walks a lot still. I mean, that’s one of my other things is, you know, just get out. Side for 30 minutes or an hour pop in a podcast. You know, just I have some of my best ideas when I’m walking, right? You step away from the problem. I’ll have been fighting with some piece of code for, you know, a couple of hours. And yeah, the best thing to do is just get up and walk away, take a breath and come back fully recharged.

Stone Payton: All right, before we wrap, I would like to, if we could leave some of these folks that are in that middle market, that are in that group of people who you fervently want to to serve, I’d love to leave them with with a few pro tips, some some things to be thinking about with respect to these topics and things to be doing, not doing reading. I just. Something actionable from this conversation that they can go back to the ranch and, you know and say, you know, hey, I’m going to start doing this or looking at that.

Jonathan Porter: Yeah. The first place that my mind goes is talk to the people that are actually doing the work. So especially if you’re in a management or leadership position, there is no better way to know the problems than to go and ask the person on the shop floor, what are they struggling with? You know, some of the worst implementations that I’ve seen over my career have been when only leadership sat in a room, designed the whole system, and then six months later you go talk to the receiver on the floor and they tell you, well, no, it doesn’t work that way and you have to redesign everything, right? So that’s the first part. And I mean, I think that that’s part of any any any good leader needs to be talking to the people on the floor and really getting a sense for how they operate, what the needs of the true operation are. So but then I also think looking forward. Right. So, I mean, I alluded to it earlier, but, you know, trying to get ahead of these challenges is the other best thing that you can do. And doing that by looking for people that are just fighting fires all day, looking for manual processes, going through some of the work to look ahead and try and get in front of these problems. Because if you if you get into that mode of playing catch up, it’s very difficult to kind of get out of that. Right. It’s very difficult to if you’re growing at the rates that you need to be, it’s very difficult to kind of get ahead of that, you know, unless you can get from the beginning, you’re always looking two steps ahead.

Stone Payton: So, yeah. All right. What’s the best way for our listeners to connect with you or someone on your team? Maybe have a conversation around some of these topics and tap into your work because it sounds like you really have invested you and your team in in creating some information that people can tap into. So whatever you think is appropriate, whether it’s LinkedIn kind of thing. Yeah, email, website, let’s make it easy for them to connect with you guys and tap into your work.

Jonathan Porter: Yeah, we’re very active on LinkedIn, publish a lot of our content there, so I’d say find us the company under Porter Logic or me. Jonathan Porter. We’re also our website is a trove of information. We try and publish a lot of different resources there. So Porter Logic is a great place to find us or just email us. Yeah. Hello at Porter Logic is our main main email address. It’ll get to the right place. You can email me Jonathan at Porter Logic and yeah, I’ll always respond. So yeah, would always love to talk to anybody about supply chain and software.

Stone Payton: Well, Jonathan, it has been an absolute delight having you on the show this afternoon and getting a chance to to meet you in person. Thank you so much for investing the time and the energy to share your insight and your perspective and the work you’re doing is man, it’s important work. That supply chain is just so critical, so foundational to everything I personally think makes this country great. And we really appreciate you, man.

Jonathan Porter: Yeah, well, know. Thanks so much for having me on. I’ll talk about this any time. So yeah, this has been great.

Stone Payton: My pleasure. All right. Until next time, this is Stone Payton for our guest today, Jonathan Porter, CEO with Porter Logic and everyone here at the Business RadioX family saying we’ll see you again on Atlanta Business Radio.

Speaker1: Today’s episode of Atlanta Business Radio is brought to you by On pay. Built in Atlanta on pay is the top rated payroll in HR software anywhere. Get one month free add on Paycom.

 

Tagged With: PorterLogic

  • « Previous Page
  • 1
  • …
  • 217
  • 218
  • 219
  • 220
  • 221
  • …
  • 1323
  • Next Page »

Business RadioX ® Network


 

Our Most Recent Episode

CONNECT WITH US

  • Email
  • Facebook
  • LinkedIn
  • Twitter
  • YouTube

Our Mission

We help local business leaders get the word out about the important work they’re doing to serve their market, their community, and their profession.

We support and celebrate business by sharing positive business stories that traditional media ignores. Some media leans left. Some media leans right. We lean business.

Sponsor a Show

Build Relationships and Grow Your Business. Click here for more details.

Partner With Us

Discover More Here

Terms and Conditions
Privacy Policy

Connect with us

Want to keep up with the latest in pro-business news across the network? Follow us on social media for the latest stories!
  • Email
  • Facebook
  • Google+
  • LinkedIn
  • Twitter
  • YouTube

Business RadioX® Headquarters
1000 Abernathy Rd. NE
Building 400, Suite L-10
Sandy Springs, GA 30328

© 2026 Business RadioX ® · Rainmaker Platform

BRXStudioCoversLA

Wait! Don’t Miss an Episode of LA Business Radio

BRXStudioCoversDENVER

Wait! Don’t Miss an Episode of Denver Business Radio

BRXStudioCoversPENSACOLA

Wait! Don’t Miss an Episode of Pensacola Business Radio

BRXStudioCoversBIRMINGHAM

Wait! Don’t Miss an Episode of Birmingham Business Radio

BRXStudioCoversTALLAHASSEE

Wait! Don’t Miss an Episode of Tallahassee Business Radio

BRXStudioCoversRALEIGH

Wait! Don’t Miss an Episode of Raleigh Business Radio

BRXStudioCoversRICHMONDNoWhite

Wait! Don’t Miss an Episode of Richmond Business Radio

BRXStudioCoversNASHVILLENoWhite

Wait! Don’t Miss an Episode of Nashville Business Radio

BRXStudioCoversDETROIT

Wait! Don’t Miss an Episode of Detroit Business Radio

BRXStudioCoversSTLOUIS

Wait! Don’t Miss an Episode of St. Louis Business Radio

BRXStudioCoversCOLUMBUS-small

Wait! Don’t Miss an Episode of Columbus Business Radio

Coachthecoach-08-08

Wait! Don’t Miss an Episode of Coach the Coach

BRXStudioCoversBAYAREA

Wait! Don’t Miss an Episode of Bay Area Business Radio

BRXStudioCoversCHICAGO

Wait! Don’t Miss an Episode of Chicago Business Radio

Wait! Don’t Miss an Episode of Atlanta Business Radio