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Greg Reffner With Abstrakt

March 29, 2022 by Jacob Lapera

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Startup Showdown Podcast
Greg Reffner With Abstrakt
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GregReffnerGreg Reffner is the Founder and CEO at Abstrakt

As one of the very first power users of Conversational Intelligence as an Account Executive, Greg fell in love with how technology-enabled his success.

As Abstrakt’s leader, his vision and “why” is to help every sales rep and leader avoid the pain of missing their number.

Connect with Greg on LinkedIn.

What You’ll Learn In This Episode

  • Developing software for real-time
  • How to start a technical company, not being a technical founder
  • Startup showdown experience
  • Conversational Intelligence vs. Real-Time Call Coaching Software
  • Roadmap of what’s next for Abstrakt

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:08] Welcome back to the Startup Showdown podcast, where we discuss pitching, funding and scaling startups. Join us as we interview winners, mentors and judges of the monthly 120,000 pitch competition powered by Panoramic Ventures. We also discuss the latest updates in software Web three, health care, tech, fintech and more. Now sit tight as we interview our guest and explore their journey through entrepreneurship.

Lee Kantor: [00:00:45] Lee Kantor here another episode of Start Up Showdown Radio, and this is going to be a good one. But before we get started, it’s important to recognize our sponsor Panoramic Ventures. Without them, we couldn’t be sharing these important stories today on start up showdown radio, we have Greg Reffner with Abstrakt. Welcome, Greg.

Greg Reffner : [00:01:05] Hey, thanks for having me. Excited to be here and kind of dove into some of the details of our experience and kind of what we’ve learned along the way.

Lee Kantor: [00:01:11] Well, before we get too far into things, just tell us kind of about abstract how you serving folks?

Greg Reffner : [00:01:18] Yeah. So we are a real time coaching software that essentially is you’re always on sales coach, so imagine you’re on a sales call and an objection comes up that you’ve never heard before. Well, abstract is listening to that conversation and then in real time providing insights or recommend and responses to sales reps so they know exactly how to answer that question and don’t lose that opportunity.

Lee Kantor: [00:01:43] So this is just kind of happening in a stream on the side or something as I’m interacting with the prospect.

Greg Reffner : [00:01:50] Yeah. So imagine I’m kind of looking at my computer through a zoom call or on a phone call and yeah, based upon what’s happening in the conversation, there’s we call it our heads up display is on your desktop and it pops up and says recognizes that they said, Hey, this is too expensive or call me back later. And in about 0.2 seconds, there’s a little called a recommended response card that pops up and says, Hey, they said this, you say that.

Lee Kantor: [00:02:18] So what was the genesis of the idea?

Greg Reffner : [00:02:21] Yeah. So it kind of started about eight years or so ago when I first started my career as an SDR called Calling every single day. And back then the tools that sales managers relied upon to coach their team were largely two things. One was called Whisper and one was called Barge. And what Whisper would do is it allow a manager to tap into a phone call while it was happening and in one ear tell the sales rep what to say. While the sales rep was supposed to be paying attention to what the prospect was saying in the other ear, it was very distracting, didn’t work very well. So that’s kind of my early exposure to call coaching sales, coaching software, and that evolved into tools that most people know today as conversational intelligence tools like Gong and Chorus. And I was a very early adopter of those. I love those technologies attribute much of my success to being able to use those technologies effectively. And a couple of years ago I was using a speech to text on my iPhone, talking with my wife about what we wanted to name our first born son. And I was kind of like, Why aren’t we using this type of technology in B2B software sales? And kind of one thing led to another. And I realized that it was actually quite hard to do automated speech recognition in real time, kind of at scale. And so kind of early exposure to painful coaching tools, early adopter of technology that was coming out along with a chance kind of thought in my mind as to speech the text and how it could be applied to sales is kind of looking back the breadcrumbs that made up what an abstract is today.

Lee Kantor: [00:04:11] So you’re not a technologist, you are a practitioner?

Greg Reffner : [00:04:18] Yes, I am definitely not a technologist. I know what code looks like, but I wouldn’t be able to tell you how to write it or if it’s good code.

Lee Kantor: [00:04:26] But you were able to find kind of a a problem to be solved and you were able to communicate that with people who know the technology.

Greg Reffner : [00:04:37] Yeah. So that was it was interesting because I, I knew the problem I wanted to solve and being a non technical person, being able to take that problem and communicate it in a way to technical person that would start to paint the picture for kind of what the, how the technology could be built was a challenge. And ultimately I spent a long time in there was actually I spoke with 37 different kind of development firms before I found somebody who understood what I was trying to do. I felt like it could be done and was willing to invest the time with me to actually try to build a proof of concept. So it’s definitely a challenge being the practitioner, as you said, and not the actual technology person behind building it, because going out and finding someone to help you build is definitely a challenge.

Lee Kantor: [00:05:35] Now, any advice for other non-technical founders to kind of find that right fit? Because I’m. Sure. As you mentioned, you had to kiss a lot of frogs, right, in order to find the right fit for yourself.

Greg Reffner : [00:05:51] Yeah. So I think there’s a there’s a website called Co Founders Lab, and that’s ultimately where I found my technical cofounding team. So I think just like kind of anything today, there’s resources out there. So Co Founders Lab, there’s a couple LinkedIn groups for sales, marketing, operational type folks looking for technical co-founders. So there’s, there’s resources out there for non-technical people to find technical people because it makes sense. There’s probably technical people in the world that are looking for their their counterpart from a sales marketing operational perspective. So there’s there’s websites, there’s resources, there’s groups, there’s meetups for people that want to find those technical cofounders. You don’t have to kind of just kiss a lot of frogs. There’s actually kind of very, very, very good groups and networks out there already established. You just got to find them in your area.

Lee Kantor: [00:06:54] Yeah, it seems like there’s a platform or a marketplace for pretty much everything nowadays.

Greg Reffner : [00:06:59] I would say it’s a fair statement. Yes, sir.

Lee Kantor: [00:07:02] So now let’s talk kind of the beginning, beginning of your career. You mentioned you spent some time as an SDR, but what was when you were younger? What was your kind of dream to become? Was it always an entrepreneur, always a founder?

Greg Reffner : [00:07:17] Yes. I wanted to become a fighter pilot in high school, and it turns out my eyesight wasn’t good enough to be a fighter pilot. And they told me that I could work on planes if I went and got a mechanical or aerospace engineering degree. And so that was what my original degree was going to be. And when I went to college and it took me all of about three weeks to figure out that Friday morning classes, combined with my interest in joining the fraternity, did not make sense. They weren’t going to turn out too well for me. So I went back and forth, changed my major, I think five or six times. I ended up getting kicked out of college, believe it or not, because I didn’t go to any classes. And a couple of years later I invented a piece of exercise equipment, fell in love with the idea of inventing things and kind of taking a napkin drawing and turn it into something that people use was moderately successful at doing that, but I had no idea what I was doing from a business perspective. I ended up running out of money, running that company into the ground, and ultimately just realized that I kind of enjoyed that process. I love the idea of working for myself, but I didn’t know anything about how to run a company or even market or sell a company. And so that’s when I was like, okay, I need to get into the ground floor somewhere and start my career cold calling, building sales funnels, building pipeline. And that’s when I made my way into the world of being an SDR.

Lee Kantor: [00:08:53] So going through that process and learning other people’s systems on how to work a funnel and, and, you know, participate in the moving of prospect through the funnel that was foundational for you in terms of abstract. Like those, those learnings sound like they kind of set the stage. You had the entrepreneurial drive, but that gave you some tools maybe to to help make abstracts successful.

Greg Reffner : [00:09:17] I think so. I mean, ultimately, I think when I talk with. My peers that are kind of going through the same stage where abstract is one of the problems they have is they don’t know sales and marketing. They wouldn’t know how to tell you how to build a marketing funnel or a lead generation engine. They wouldn’t know how to sell their own software. And so I feel like I don’t have that problem. I feel very confident and comfortable in that. And I can attribute a lot of what I know today to what I learned. Being okay. Kind of stepping back and joining a company called Axon Software as an SDR. I think it was foundational to kind of laying the groundwork for where we are today.

Lee Kantor: [00:10:08] So now you got to participate in this kind of transition from conversational intelligence to real time call coaching software.

Greg Reffner : [00:10:18] Yeah. Yep. Yes, sir.

Lee Kantor: [00:10:20] So you were able to kind of see the the trade offs in each one of those, and then how abstract is maybe a better way, a better solution?

Greg Reffner : [00:10:31] Yeah. So as one of our early customers put it, he said, with conversational intelligence tools out there today, it’s like finding the black box after the plane’s already gone down. It tells you what went wrong, what broke, what you could have done better. But you only find that after you’ve already lost the opportunity. And with abstracts, I imagine autopilot kicks in when things go wrong and saves the opportunity. And so it was kind of a natural progression. When you look around as consumers, we have things in our cars that drive our cars for us. When we’re not paying attention, we have things on our phone that help us to do things when we’re maybe not organized as we should be. We have tools in our house that automate some things that we don’t want to think about anymore. And so it just it becomes like this natural progression in the B2B world to to start to think about how technology can be used in the same way to help us avoid those lost opportunities, as opposed to only waiting until to find out they were lost until after they’ve already been lost.

Lee Kantor: [00:11:49] Right. Like, instead of doing the autopsy, you’re kind of solving the problem and saving them in real life.

Greg Reffner : [00:11:56] Exactly. Absolutely.

Lee Kantor: [00:11:57] Now is how from a technology standpoint, were you able to not only kind of capture good enough content where it’s understanding the context of what’s being said? Because a lot of times their subtext during a conversation and to to bubble up the right information for that sales person that, you know, in that speed. At that speed.

Greg Reffner : [00:12:25] Oh, that’s the million dollar question if you ask. So I asked one of our first solutions architects was a guy named Josh, and I asked Josh that same question, like, how did we figure this out? And his answer still kind of sticks with me today because he said, Honestly, Greg, we didn’t know what we didn’t know. And we didn’t come in with any preconceived notions of how things should be built. And what he meant by that was there’s a lot of companies out there today that are worth billions of dollars, have more money in the bank that they know how to do it, that haven’t been able to figure out what we figured out. And so we were able to look at. Building abstract without kind of preconceived notions of how software should be built in the first place. And as a result of that, we were able to do some pretty interesting things through some algorithms changing the way in which we tapped into cloud servers using sound cards on computers. And we weren’t constrained by. The the status quo of how software is built today because the team that said yes hadn’t ever really built a B2B software application before. And so we came at this from a very creative perspective. We came at it with eyes wide open. And honestly, one of the one of the algorithms that we use, Lee, was written in 1954. We went back in time to see how the first people who are trying to diagnose audio streams and audio channels looked at using mathematical equations to understand audio. And we applied those principles into our software. And as a result, we were able to build abstract.

Lee Kantor: [00:14:24] Well, it’s an amazing story. How did you hear about Startup Showdown and Panoramic Ventures? What got them on your radar?

Greg Reffner : [00:14:33] Yeah, so I was introduced to a couple of the guys, Dustin and Faraj, back in May of 2021 through a mutual connection. I had introduced Abstract to this mutual connection. She’s like, Hey, you got to compete in this thing called Startup Showdown. And I was like, What? I don’t know anything about this. And so I reached out to the Startup Showdown guys, and submitted my deck and made it to the semifinals, actually, the first time. And after Mentor Day, I got some feedback that that the team at Panoramic didn’t really think that abstract could be built or that we could get it live kind of working in the wild. And they said, hey, come back to us when if you’ve made any progress. And I kind of took that as a challenge.

Lee Kantor: [00:15:24] And now it’s personal now.

Greg Reffner : [00:15:27] All right. Don’t tell me. And so a couple it must have been a couple of days before the semifinalists round of the last month’s competition where I saw something on LinkedIn about it. And so I reached out to the Tammy and Dustin. I was like, Hey, I already competed in this thing once. Can I compete again? Here’s the traction I’ve made. And they’re like, Absolutely, submit it. So it made the semifinalists. I made the finalist round. And I guess the rest is history. But this was actually the second time that I came back to the start up showdown.

Lee Kantor: [00:16:07] So now can you share a little bit about what you got out of this process of going through the startup shutdown process that you feel was most beneficial? You know, doing these kind of events, they’re a job unto itself. And it can be I don’t want to say a distraction, but it’s just another thing on your plate. And this is all work that has to be done. But, you know, when you’re trying to build software like you are, you’ve got a lot on your plate. How did this process help you and ultimately get to the goals that you’re aiming for?

Greg Reffner : [00:16:45] Yeah. So I think some of the when you’re going to like Mentor Day. It’s one of the valuable things there is. You’re getting kind of rapid fire feedback on your deck and. As I went through Mentor Day and then had the opportunity to sit down with Paul before and kind of go over my deck again. One of the things that I realized that hadn’t been pointed out to me before is that my deck did a really good job of selling the company, but it did nothing to emotionally draw people into the story or the vision behind the product and why I wanted to build this and what I was trying to solve for. And so thinking about what I got out of this, it was I needed to tell more of a story of how we got here and why this needed to be solved for and the impact it would have on people, not just, hey, look what we did. Look at the cool product. It’s kind of Simon Sinek is famous for his book. Start With Why I Needed to do that more in my presentation. And so when I think about what I got out of this, it was get people tapped into the story of why this matters. And the moment I did that, I realized that everybody that I talk to has felt the pain of not knowing what to say when faced with an objection. And the moment you can emotionally attach somebody to that, then it becomes something that they feel powerful they feel strongly about and buy into. So that’s what I got most out of this was don’t be afraid to get people to buy into this emotionally and get the side of the story behind why I want to do what we’re doing.

Lee Kantor: [00:18:31] And that’s a great lesson for other founders that sometimes they get so enamored with the technology and they get all that. That’s all they’re thinking about, but they’re not really looking at it through the lens of the user or the buyer and that emotional frustration that they’re dealing with. And if you can get to the heart of that and make that go away, you have a really compelling sales case for them.

Greg Reffner : [00:18:52] Absolutely. Spot on.

Lee Kantor: [00:18:55] So now what’s next for abstract? Where are you on the road map and how you plan to get there?

Greg Reffner : [00:19:01] Yeah. So next steps, we have two pretty big product releases that we’re going to be pushing out in May and June of this year that we were able to accelerate as a result of our winnings from the start up showdown. And really, we’re on our path to to raising our seed round of a couple million dollars later this year. So pipeline strong, we’ve got a great marketing engine growing. We have a very predictable engineering and product release cycle. So we’ve we’ve accelerated some things with this investment. We’re looking to hire a couple more people internally from a product perspective and raise a raise two or $3 million, hopefully middle of this year.

Lee Kantor: [00:19:45] Now, have you got clarity around your ideal sales persona or the folks that should be buying the software?

Greg Reffner : [00:19:54] Yeah. So what’s what’s been interesting about that is we have had a thesis around who that should be and it was B2B software companies, mid-market, less than 1000 employees. But what’s been fascinating is that just organically other markets, other buyers have come to us and found instant value in this. So who are we targeting? We’re targeting B2B software companies. That being said, the problems that we solve are applicable across any vertical, any market that has a sales team. So we’re going to remain hyper focused on B2B software, but our product works organically across again, anybody who needs to make a phone call and handle objections.

Lee Kantor: [00:20:41] Now, has there been a mentor or somebody either that you met in person or that maybe you read about or maybe you read their books? That has kind of left a mark in terms of inspiration or philosophy and your leadership in abstract.

Greg Reffner : [00:20:58] I think there’s probably two. I like Steve Jobs. I’ve always been a fan of Steve Jobs. I know kind of ruffled a lot of people the wrong way. Was tough to work with and work for. But. We wouldn’t have the iPhone. We wouldn’t have smartphones without him in the way some of the stories of how we push people. I know probably some folks on my team. Probably. Are frustrated with me at some times, but I think Steve Jobs is somebody that changed the world. And I think you’ve got to kind of be a little crazy to do to do that. So I relate to him. And then the other person that I really like and I think I try to live by is a gentleman by the name of Jocko Willink. He was a Navy SEAL. Talks about extreme ownership and kind of owning responsibility for everything. Because when you own the responsibility, you don’t pass the buck to somebody else. It allows you to make changes. So yeah Steve Jobs Jocko willing to people that are really. Really aspire to kind of follow in their footsteps to some degree.

Lee Kantor: [00:22:13] So what do you need more of right now and how could we help? Do you need more funding, more clients, more talent?

Greg Reffner : [00:22:22] Yeah. So right now we’re hyper focused on finding our first VP of engineering. So that’s the person that I’m on the lookout for. I have three recruiting firms actively looking for that first person to come in and be kind of our, our, my, my counterpart, our technical leader. So that’s, that’s number one, two money fundraising. That’ll come. I, I wouldn’t know how to spend $2 million today if I got $2 million. So we have some things to do, some some answers to get from a marketing perspective and a pipeline generation perspective before we know what a repeatable sales and marketing motion looks like. So really right now, hyper focus on finding a VP of engineering to bring in house and to just going out and getting new customers and delighting those customers every step of the way.

Lee Kantor: [00:23:14] Well, if somebody wants to learn more about abstract, what’s the website.

Greg Reffner : [00:23:20] Abstract dot i the abstract spelled with a K mainly because abstract with the C was way too expensive.

Lee Kantor: [00:23:26] And that’s abstract I.

Greg Reffner : [00:23:31] Yes, sir.

Lee Kantor: [00:23:32] Well, Greg, thank you so much for sharing your story today. You’re doing important work and we appreciate you.

Greg Reffner : [00:23:37] Yeah, thank you for having me, Lee. I appreciate you giving us an opportunity to share our story.

Lee Kantor: [00:23:41] All right. This is Lee Kantor. What’s our next time on Startup Showdown Radio?

Intro: [00:23:52] As always, thanks for joining us. And don’t forget to follow and subscribe to the Start Up Showdown podcast so you get the latest episode as it drops. To learn more and apply to our next startup Showdown Pitch Competition Visit Showdown DC Goodbye for now.

Tagged With: Abstrakt, Greg Reffner

Sharon Newport With Sharon Newport, LLC

March 29, 2022 by Jacob Lapera

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Association Leadership Radio
Sharon Newport With Sharon Newport, LLC
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SharonNewportSharon Newport, CAE, is an organizational consultant, facilitator, and executive coach with clients in the nonprofit and for-profit sectors across the globe. Sharon supports her clients’ goals of transformational change using expertise in organizational development, diversity, equity, and inclusion, neuroscience, and body intelligence to deliver leading-edge thought leadership for her clients, to meet them where they are, and support their goals to evolve. Sharon also serves as adjunct faculty at Georgetown University’s Institute of Transformational Leadership.

Sharon served as an association and nonprofit executive for over 12 years, including executive director, COO, and CEO roles, successfully leading wide-scale strategic, operational, and cultural change, building partnerships, improving value propositions, relevance, advocacy, and profitability. Sharon has delivered keynotes and education, authored content, and provided consultation, expertise and facilitation across four continents to support and inspire cultural and strategic transformation.

In Sharon’s early career, she was a documentary television/film producer and actor for over a decade, including television series for The History Channel, Discovery Channel, and Animal Planet. As a volunteer, Sharon serves on the Global Policy Think Tank for the Institute for Association Leadership, ForesightWorks Advisory Council for the American Society for Association Executives (ASAE), and as a Board member for Safe and Sound Schools.

Sharon has earned the Certified Association Executive (CAE) designation from ASAE, an Executive Certificate from Georgetown University in Organizational Consulting and Change Leadership, and her B.F.A. from the State University of New York, Purchase College, graduating Magna Cum Laude. Sharon was awarded a Leader of Distinction by digitalNow and is a proud ASAE Diversity Executive Leadership Program alumnus.

Connect with Sharon on LinkedIn and Twitter.

What You’ll Learn In This Episode

  • About the company
  • Sharon’s unique professional history and path

This transcript is machine transcribed by Sonix

TRANSCRIPT

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

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

Sharon Newport: [00:00:29] Thank you so much for having me.

Lee Kantor: [00:00:30] Well, I’m excited to learn what you’re up to. Tell us a little bit about your practice. How are you serving folks?

Sharon Newport: [00:00:36] Well, I am excited to be serving a lot of clients in the association space. Having an association background for about a dozen years, I serve folks around change and transformation. Fundamentally, a particular area of expertize also includes culture, which includes DEI and within. That certainly includes strategy. But usually people come to me when they want something to some best practices or leadership or inspiration to be delivered. And often that becomes the precursor to creating a change process. And so my work really is grounded in supporting my clients through an entire change or transformation process, which can look like consulting, facilitation, group and team work, individual coaching, etc.. So I’m excited to be doing that in this really unique time and in our lifetime.

Lee Kantor: [00:01:32] Now, when people are working with you, are they coming to you typically like for a project or one kind of an issue and then it kind of over time it morphs into something a little more foundational.

Sharon Newport: [00:01:45] Yeah, that’s an interesting question. Usually I sometimes have clients that come to me and they don’t know how to name it, but they’ll say, We’re having trouble getting the work done, we’re having trouble getting along or having effective disagreements. We know strategically what we need to be doing and everyone’s really clear on their job. But I’m making up a scenario. But we’re just we’re having trouble as a team being with each other or we’re having trouble being effective with our use of time, or we’re having trouble figuring out the best way to navigate hybrid life, etc., etc. But usually it’s grounded in some bigger things. Those tend to be symptoms of other stuff. And so while part of my expertize is to be able to see the duality of those things, or even sometimes the polarity of those things, or maybe the overuse of one to the lack and detriment of the other, and needing to have a both end mindset towards things that are supportive to the organization getting it done. But the other thing that people really want right now is support around diversity, equity and inclusion work in a way that’s not checking the box, that’s not isolated to one area of the association or the organization, but really baking it in into everything that the organization does, not only across staff, but across the board, across what is given to membership, what are all the IT systems, what are all the lenses? And while I don’t have the expertize in every single one of those areas, my expertize is supporting their mindset, their thinking, their knowledge and discernment to make good choices and build effective processes and attract the right partners and further down the line around change to be able to make the kind of transformation that is lasting.

Sharon Newport: [00:03:35] And that is the difference between change and transformation, is that change might be a shift and it might not be forever. It might be to to navigate a new thing, but it might not need to be forever. Transformation is fundamentally changing form so that it never goes back to what it was before. And so my clients often come to me when they don’t know how to put their finger on it, but they know it does have something to do with the human component. And so I use not only some of the areas that I’ve named, but I also really use neuroscience and somatic work, which is work around the body and being able to help create awareness and understanding about the language of the body, the language of how neuroscience. There’s some stuff around neuroscience, I would say dabble on the edges on that, but teaches us how to show up better as leaders and use more resources and messages from our bodies and what we’re learning from each other and being with each other around that, that can really get at the non-verbal component as well as the energy in a room so that we are really better supporting the effective, lasting change that we seek to create.

Lee Kantor: [00:04:42] Now as catalyst for change. I think associations are uniquely qualified to be the leaders in this area and to really lean into this DIY and this transformation, because if they are doing it from their lens, then their members hopefully will learn from them and they’ll they’ll be role modeling the behavior that we all would like. So I think that there’s definitely a need and it’s exciting that there is a desire for the associations to kind of lean into this and be the. Role models for the others in their industries.

Sharon Newport: [00:05:19] Yeah. Well said. Is, is the role model component is really important and that also includes the board. Right and supporting all leaders to be able to model the way and be in that. But it also changes their knowledge and discernment on how to influence the future of the organization. And so you’ve said it well and and that is also, you know, I think there’s often expectation that we just do some things and we get it done and it doesn’t work that way. So it really does require the indefinite long term commitment that we do in steps in order to avoid any sort of urgency bias that we might feel, but really be willing to step forward because there’s a lot of slowing down that has to happen sometimes to really make sure that we are gaining that wisdom rather than biasing action over knowledge. That wise action once does not mean we know how to do it again. So we want to make sure we have the knowledge.

Lee Kantor: [00:06:19] And is that kind of action bias? I don’t think I’ve ever heard that term before. Is that something that maybe a younger generation is more comfortable with taking action faster and wanting expecting change to happen faster? Because their whole experience in life is something where, you know, when they want something, they get it. If they, you know, information, weather, whatever it is, pretty much everything is instant, you know, you know, next day everything is fast.

Sharon Newport: [00:06:50] You know, that might be true. But I would say in my experience, action bias or urgency bias and I would say the other side of that would be reflection and slowing down. I think I experience that from all generations. I think that when people I think it’s natural that when people decide something needs to change or transform, there’s an excitement about that, right? We start to get a glimpse of what that future state could look like, and we’re comparing it to where we are. And we go, Oh, and to get there when to get there right now. But there is absolutely a journey that must take place to change form. And we often as humans get so excited and so towards moving towards action and urgency that we can skip steps and not realize that part of the process is being in process and being uncomfortable and learning and growing and having reflection time. Otherwise, we are naturally going to miss some of the things that some of the ingredients that are required to come out with this new preferred future state. So in any change or transformation work, whether it’s DEI related or not, it is an ongoing conversation I’m always having with my leaders around that because it can actually create real unintended consequences.

Lee Kantor: [00:08:14] And I, I’d like to fit in whenever there is a change in my own world or my own life. I like to kind of sit sit with something for a bit and have some patience and try it on before, you know, maybe a knee jerk move to the next thing. Or, you know, a lot of times you want to just see how the story ends. So let’s just get to the end and then skip the six steps in between, because I know what the end I want to be, but by not kind of sitting in it and just marinating in it a bit, I think you’re right that you do miss out on some of these things that you just might glance over because you don’t think it’s important. But it could be very important to go to the next step and to kind of earn your way up the ladder and to really earn that change.

Sharon Newport: [00:09:01] Absolutely. And, and, and yeah, I, I, I’m curious about the earning that change, and I want to clarify that it’s a decision a lot of the times to make the change. So sitting in the reflection doesn’t create the change, right? We know that you do have to take action and do behavior and all of that good stuff, but you will not necessarily know how to hold it and keep it indefinitely without some of that reflection time. Yeah.

Lee Kantor: [00:09:33] So you have to build that in. And is that kind of an aha moment for your clients when you’re like telling them, okay, we can get there, but we have to kind of leave these oasis’s where we just hang a bit and it may seem like we’re not doing anything, but believe me, things are happening underneath the surface here.

Sharon Newport: [00:09:53] That no, that’s exactly right. It is a big aha moment because most people don’t realize that thing in us that has us moving towards those urgency or action biases. And, and frankly, I’ve I’ve always had clients appreciate me pointing it out. That’s not that’s the. Aha. That’s exciting. The hard part is sitting in that and part of my role is supporting their ability to see what they are gaining. As we slow it down, we don’t stop. We’re still in process, but they want to leap to like five things. And I’m recommending two or three maybe, for example. And as I’m walking through that with them, I’m continuously pointing out the value of our pace. So because part of what I’m also trying to do is literally recalibrate the energy and the velocity that they are accustomed to likely weigh in their muscles that supports their ability to help everybody else in their organization. Because I’m working with the leaders. Right. And we want everyone else in the organization to attune to that so that it slows the whole organization down without having to yell slowdown everybody. Right. We want them to attune to this leader who is changing the pace at which we do this work. And the real tough stuff around change and transformation is being willing to look at the things that we did naturally as steps A, B and C or one, two and three and say, wait a minute, I need to rethink how I want to do A, B, C, and 1 to 3 to align with these values or these these ways in which we’re going to behave going forward, or the ways in which we need to create new outcomes going forward.

Sharon Newport: [00:11:34] And that slowing down requires support and requires partners to think through. And, and when the organization sees, that’s how we’re going to get through. This is slowing down and being willing to go, Gosh, I need to build more time for these projects now, right? I need to build more capacity for how I look at the annual conference this year and how we build X, Y and Z because we want time, because we value this to go look at it from these new lenses. And so you’re right, and it’s the doing that’s harder than the mindset. Once I pointed out a few times, they get really excited about it, but it is the learning how to do it that can be challenging and exciting I think, for people at the same time.

Lee Kantor: [00:12:15] And isn’t that where your background in the neuroscience. Yeah, comes into play where behavioral change is difficult and then you have to kind of account for some sort of setback or some sort of, you know, period of just like you said, rest where where things are kind of percolating. And if you don’t have those kind of insurance policies that are keeping people on track during those kind of transition periods, then they’re, you know, then a bad day turns into a bad week. And then all of a sudden that was, you know, a folder on a shelf somewhere that you used to you thought about doing. And it’s important to keep that, you know, to build that into the process or else it’s going to be difficult to make that change last Exactly.

Sharon Newport: [00:13:01] And and one of the things neuroscience teaches us and somatic teaches us is how there are specific things that we’ve learned that neurologically people need to hear, feel, experience in order to have capacity for their best selves at work, even if everyone’s exhausted. Certain aspects around inclusion, relatedness, understanding the importance of my role in the context of everything where I fit around the org chart and how that’s important to the strategic plan, etc. etc. certainty. You know, the thing with change is that there might be a great deal of uncertainty, but a good leader is always going to find something to be certain about. And sometimes I was that leader in COVID that was like, We don’t know if we’re going to be in this in-person meeting next month that is going to make or break our budget. Right. There was a lot of deep, serious uncertainty. But what we know for sure is that you I am so proud of how. You are and how committed we are to each other that we are going to get through this together. You’ve got to find something that you can really have everyone rally around and ground in that creates some certainty so that I can show up with some assuredness around what I’m doing right now, even if what I know tomorrow might change it all.

Lee Kantor: [00:14:20] Now, how do you help the folks that. Maybe they got you there, but they’re not going to get you to where you want to go. The people that maybe are not the right fit for this future organization, how do you kind of counsel them on just that change? You know, the person that was great in the old world may not be the right fit for this new world.

Sharon Newport: [00:14:45] Well, I think it’s important to center autonomy around those kinds of things. Sometimes people know that that’s true about themselves, that they’re saying, gosh, I don’t know that this is for me anymore and giving them the room for that. I would also say that the premise of fitting into an organization needs to change. I think that ideally an organization always allows everyone to fit if they want to be there and they have the qualifications to do the role. The premise of FIT needs to flip and the notion that you hire for fit needs to ground and center on skills and competencies and not some of the other stuff that we sometimes consciously and unconsciously would decide as good for us, which often magically would create homogeneous organizations. And that can’t be the way anymore. So if that person can do the job and they need different accommodations to be able to do that for whatever reason, I think that’s a conversation that I’m teaching leaders how to look at a little differently and how to realize that accessibility matters and inclusion matters. And if you want to keep this person but here’s the deal. In this new COVID world, right, or this new hybrid work life, we have to look at it differently. And the organization has to decide their values. They have to decide their based upon their resources. I mean, the organization has the right to do a lot of things, but if they want to explore the new horizon of what will be the best practice if it’s not deemed already, we have to be willing to revisit that paradigm.

Lee Kantor: [00:16:22] So how do you help them kind of open their mind to maybe a broader team than they had previously? Like a lot of these organizations, they find their next hire by a friend of their current hire or a relative of somebody they know, and they’re not looking outside kind of maybe their own version of traditional places.

Sharon Newport: [00:16:49] Well said, whatever they deem is their network or traditional places might be very homogenous and might be getting the same thing over and over again. And if they want to diversify, that is going to require them to go beyond what they’ve been doing before and do things differently. When I have I have absolutely had clients say to me, I mean, those you know, those kinds of folks are just not applying to our job or maybe aren’t attracted to our industry and really kind of blaming the component once again rather than saying perhaps it is on me if I want this organization to look different, to think different, to bring diversity of thought and experience and background and identity, to be able to help us innovate faster. Then I have to go find where they are and bring them to us. It’s our job to be attractive to them and to always put that burden on the premise of the quote unquote right candidate is, I think, backwards and antiquated and is not going to get you this outcome that you say you want. And you cannot blame the candidates for not being those things when you’ve not done the work to go outside of it.

Sharon Newport: [00:18:01] What’s interesting is that in slowing that down in conversation and in action, we really can support some unconscious bias in thinking and approaches that they did not even know about their own network or their own traditional ways. They were going about it and getting them to think differently about going to HBCUs or going to other trades or going to let’s look at transferable skills and go find maybe veterans. I mean, this is not reinventing the wheel, but for some and slowing that down and really getting to critically think about that can feel like that. And so I have to honor that for them to slow it down enough to not skip the step, give them a chance to process. Sometimes there’s some emotion around that and sometimes then they’re ready to go and we’re off to the races and we can go get different kinds of candidates to fill these roles. So so there’s there’s sometimes a little more to it than strategy.

Lee Kantor: [00:19:03] Right? And if if they say that they are open to change and if they can look at their board of directors page on their website and see if that reflects their members, then that should do the trick, you would think.

Sharon Newport: [00:19:20] Or really the other comparison is, does our board reflect our members and does the member reflect the industry or the population of the area? Our mission says we serve. So, for example, if we serve the United States, does the industry reflect the population diversity of the United States? And does the membership reflect that and does the board reflect that? And there’s often different levels of schism across those different metrics. And I have a client right now that’s very deeply committed. They do not feel that their board represents the industry and the industry doesn’t represent the population of the areas that they serve, which in this case is the United States. And so they’re committed to not only diversify the industry, but therefore also start with diversifying. They’ve diversified their staff. They want to diversify their board and volunteer scope. They’re doing they’re committed to doing cohort style education around this so that those volunteers are really looking at things differently, looking at their networks differently, looking at the premise of mentorship and allyship differently, and and bringing succession in differently so that it can start to model and attract people to the association that previously may or may not have been attracted to the industry or the association before. So they’re really trying to be a leader in that. And I think that’s one of the power of associations is that we have the power to support an industry by being a little bit ahead of it, not always falling behind it and blaming the pace of the industry for what can get done. I don’t think that associations will always be able to to live that way anymore.

Lee Kantor: [00:20:58] No, I think it’s imperative that they are the leader and I think that the ripple effect is real and that if they are walking the walk, it’s a lot harder for those industry members to say that it’s impossible if the association that serves them is demonstrating, it is possible.

Sharon Newport: [00:21:16] It’s exactly right. I yes, I think we completely agree. And from the association side, I would say that’s part of what makes the work really exciting and and innovative and different and being able to create really generative discussions for that industry to explore itself, its evolution towards change as well.

Lee Kantor: [00:21:38] So any advice for the association leader that let me reframe it, any advice for the young person out? Who’s considering getting involved in associations, whether it’s just they’re an industry person and they want to be a member of an association or maybe pivot their career to open themselves up to a career in serving associations, because I think that that’s an opportunity for young people to really accelerate their career if they if they’d like that.

Sharon Newport: [00:22:10] Yeah. So from the premise of becoming a member of an association, I would say whatever industry you’re in, go seek out the association or associations that serve that industry and get involved. I would say join start to dabble in some volunteerism. There’s likely some sort of micro volunteerism where you can start to see what it’s like to participate in something much greater than yourself, which is what I believe, what it’s like as a member of an association to work on the association side from the volunteer perspective. So without question, don’t hesitate. Just do it, just do it. You’re going to learn a lot about yourself. You’re going to probably get more out of it than you’d ever give. And you’ll learn about your profession and whether you stay in that profession or in that job or not, your association will be able to. That association experience will help you grow in a really, really powerful way that you might not know how to measure until after you’ve had the opportunity to engage. For those who are interested in working in associations, I of course say do that. I have a testimony for that as well. I’ve been on both sides. I would also say that what’s so interesting about associations, and particularly in this, we’re all all of our industries are going through a shift right now.

Sharon Newport: [00:23:32] And I’m really excited about the leaders who are running the larger societies across the globe right now. They are fantastic global thinkers who are talking and working together about how we can absolutely elevate the industries we serve and the associations that we serve to do really important work in this world that this world needs right now, period. And not doing that in isolation, but doing it in community. And that is what associations are built upon, are hearing diverse voices from multiple layers of volunteers who influence ultimately the way the association leads that industry to its future. It has a deep grounding and belonging that is possible. Not always happening, but possible. And to be part of that is from the staff perspective as well as the volunteer perspective and my experience. And in those that I work around constantly, I pretty much say we all feel I can’t speak for everyone, but I’m on a dare. It can be life changing, the kind of power that can happen through the community that associations create.

Lee Kantor: [00:24:43] Well, Sharon, if somebody wants to learn more about your practice, get a hold of you or somebody on your team. What is the website?

Sharon Newport: [00:24:50] My website is Sharon Newport. Shar0 rn ewp0rt.

Lee Kantor: [00:24:57] Thank you so much for sharing your story today. You’re doing important work and we appreciate you.

Sharon Newport: [00:25:03] Well, thank you so much for having me. It’s been a great conversation.

Lee Kantor: [00:25:05] All right. This is Lee Kantor. We’ll see you all next time on Association Leadership Radio.

Tagged With: Sharon Newport

Design Radio Series with Caroline Leyburn, Stacey Wyatt And Robert Mason

March 28, 2022 by Jacob Lapera

DesignRadiopic2
Cherokee Business Radio
Design Radio Series with Caroline Leyburn, Stacey Wyatt And Robert Mason
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Design Radio 1

CarolineLeyburnCaroline Leyburn is currently a Registered Architect in Georgia and North Carolina. She earned her bachelor’s and master’s degrees from Georgia Tech. She became a LEED AP in 2009 and started her own Architecture firm in 2007.

She was a partner in the firm HLP Architects for ten years and worked at Harrison Design Associates for five years. She spent years gaining experience in various residential construction trades.

Connect with Caroline on LinkedIn.

staceywyattStacey Wyatt is a full-time real estate sale professional committed to offering his clients the best service possible.  He is not your average agent, he is one of the top producers in Atlanta and he works tirelessly to find his buyers the best deals and provide his sellers the exposure and expertise they need to net the most money in any market.

Throughout his career, he has personally sold hundreds of homes and managed the sales and development of over 500 homes.  That is a total of over $500 Million in real estate deals.

He has always been most passionate about assisting his clients sell their current homes, find their perfect new homes, and the excitement that comes from knowing he was a part of making their dream come true.

Wyatt runs the Stacey Wyatt Group, a full-service real estate team that covers the metro Atlanta area to help people buy, sell, invest, build or renovate. Transactions range from $20,000 to $1.5 million. In 2019, Wyatt’s team completed $33 million in sales on 90 transactions.

Wyatt, who has a degree in architectural/structural engineering, is also a licensed general contractor and is quickly scaling another pillar to his business that buys, holds and flips investment properties.

Connect with Stacey on LinkedIn.

RobertMasonRobert Mason is a full-service Real Estate professional, specializing in Sales and Listings as well as Property Management. His 24 years in this business has shown him a variety of situations and He handled them all.

As a Previous Owner/Broker of RM Property Group, Currently, an Associate Broker with Keller Williams he concentrates on real estate sales. As a former Commercial agent and a 21-year residential real estate vet, he has sold and leased commercial properties, residential homes and participated as an investor and investor/portfolio services. He has been fortunate enough to have been honored as a Top Producer on many occasions and He has sold millions in real estate throughout his career. Buyers and Sellers will get his honest opinion and that in its own right, is uncommon in their arena.

In a world of uncertainty and real estate flux, your decision to work with a Pro is your choice. There are no cutting corners in today’s business environment and working with the best ensures the Best outcome.

Connect with Robert on LinkedIn.

 

TRANSCRIPT

Intro: [00:00:07] Broadcasting live from the Business RadioX studios in Woodstock, Georgia. It’s time for Cherokee Business Radio. Now, here’s your host.

Stone Payton: [00:00:23] Welcome to this very special edition of Cherokee Business Radio Stone Payton here producing for you this afternoon. Please join me in welcoming our host for today with Beck shot the man himself Mr. Randy Beck good afternoon, sir.

Randell Beck: [00:00:38] Hi, Stone.

Stone Payton: [00:00:39] Thanks for having me, man. Thanks for letting me sit in. It’s going to be a marvelous series. It’s really our inaugural series of design radio. It’s going to be fantastic. Take it away. Do your thing, man.

Randell Beck: [00:00:50] Well, as you know, but maybe nobody else knows. Design radio is all about the design build space. It’s about real estate, commercial and residential and every aspect. And so what I’ve done today has gotten a few Beck shot clients and other people that I know to come in to talk to us about some aspects of what’s going on in Atlanta and why realtors can have five deals going with the same person and why the house prices are doing what they’re doing and all that sort of thing.

Stone Payton: [00:01:18] Fantastic. All right, lay it on this man. Who did you bring with you?

Randell Beck: [00:01:22] So we got two people here from Stacy Wyatt exp real estate and exp is got some real advantages as a as a real estate operation. And Stacy Wyatt, the face of exp in Atlanta is here. And Robert Mason. Robert is a market leader in Roswell. And that area does a lot of work in north Georgia, mountains, investment properties and that sort of thing. He recently came over to EXP from top producer position at Keller Williams. And I have Carolyn Laban here. She’s a licensed architect in Atlanta who works the other side of the fence. She does a lot of additions and renovations and new home design for custom builds. The whole architecture scenario, she’s going to talk to some about design aspects and what she’s seeing and how this all gets put together.

Stone Payton: [00:02:15] All right.

Randell Beck: [00:02:16] Fun stuff. So I think the way to start is let each one of you guys just kind of take a second and tell us who you are and what’s so in business for you. You know, why should people work with you and in whatever you’d like to say? Well, Carolyn, you want to go first?

Caroline Leyburn: [00:02:33] Oh, okay. Yeah. I’m Caroline Rayburn of Caroline Labor Design. And I do focus on homes and home remodels with a focus on having the home be like really all about your personality, about you and supporting your lifestyle. So I guess you’d want to work with me if you want that. You know what? Same old, same old.

Randell Beck: [00:02:59] Robert.

Robert Mason: [00:03:00] Thanks for having me here, Randi. I’ve been selling real estate since 1990, came out of the University of Georgia. Did some commercial real estate. At first, all the girls on the residential side were having all the fun. So I said, You know what? I need to go over there and made that switch. And, wow, it’s been a heck of a ride. I joined Stacey about a month ago, but he and I had been running around at Keller Williams, aggravating everybody over there for a couple of years. And I was always keeping track of what Stacey was doing, and I was bird dogging some deals for Stacey, and he was making fun of me online and stuff like that. But so now, you know, I tell my clients, you, you know, we’re not all the same and you must choose wisely and you better have people with experience, because in this market is fast as the water is moving, as fast as the incomes are going up and the average price homes are going up. Now we’ve got interest rates that are soaring and we’ve got some big waves in front of us. So you need somebody that’s going to you need a good captain of the boat, not you, Randi, but Stacey Whyte.

Randell Beck: [00:04:04] And I was a captain.

Robert Mason: [00:04:05] I know. That’s why I brought it up. So. Yeah, so choose wisely, folks. And I’m here to help. And I’m glad you brought me on today.

Randell Beck: [00:04:13] Awesome. And Stacey.

Stacey Wyatt: [00:04:15] Yeah so interesting backgrounds of everybody here. I actually I’ve got an architectural engineering degree so came out and went into commercial construction until let’s say 2008 when the market decided to take tank. And the developer I was working for went belly up. Well, let’s say, do they just close their doors, handed the keys back to the banks and a lot of their deals? And so I got my real estate license in 2009. So residential real estate space started a sales team because of my background, I’m a licensed GC and have that architectural engineering. We started buying, renovating and flipping a lot of properties, which is a big passion of mine. And now I’m in the space of six white real estate. We also have our own construction company, investment company and our sales company, and a big passion on helping other agents grow their businesses. And like Robert said, he and I have been in the, you know, real estate sales space. So the EXP brokerage model, which, you know, Robert and I both have our deals brokered through, it’s allowed us to team up and you know, like you said, it’s a tough market. It’s a really tough it’s almost I think it’s a tougher market than it was in nine, ten and 11 for people. And this is the type of opportunity that agents are stronger together as we navigate these these waters. And it’s kind of an iron sharpens iron mentality where Robert has his own business. I have my own. And together we can help people buy, sell, invest in real estate.

Randell Beck: [00:05:39] So I’ve been in your office and it’s unique. I hear a lot that exp doesn’t really have offices or doesn’t need offices. And so when I came in yours, it strikes me, you know, you’ve got your back office where you work and your administration works, but then you have a meeting room. It’s sort of a gathering area and that’s really kind of all I saw. It seems like a good meeting place. Tell us more about that.

Stacey Wyatt: [00:06:02] Yeah. So the XP royalty model is very different than all the other real estate models out there, right? It’s an old traditional model that is mostly a franchise model, which let’s just hearken it to the blockbuster. Right. It’s brick and mortar. And as the the brokers don’t have access to all the information. Well, they have access to all the information, but so do we as agents. Right. So the value proposition for the broker has been reduced. And for that, the agents who are out there generating the business and bringing in the income are looking for more opportunity in the market, in my opinion, ownership and what have you. So as the market has changed or technology has changed, it is allow a new model which exp brought out which is virtual model and people think is that wow like do you guys actually have brokers and meets and you don’t have places to go? So it’s a complete mind shift and I say, yes, just think about this. All of the brokerage operations works in the virtual world. They work in a cloud, actually has a dxp had a metaverse before Facebook had metaverse. Right. Which was it’s an avatar based software system that you go on and dress up a fancy little character that looks just like you.

Stacey Wyatt: [00:07:15] You know, mine’s got this same shoes and and a jacket and jeans on that you can walk around and talk to anybody real time. If there’s a wireless connection anywhere in the world, I can walk in and talk to my broker tech support payment processing like you did in a brick and mortar. So it allows an agent to work from anywhere in the world, provided they have a wireless connection. And agents like myself may choose still to have an office. Right. Because as we still like that little bit of collaboration, I mean, I can’t imagine somebody in the architecture space or design space would be able to work with the client without seeing anything. Now, you could do it technology wise. But there is, I think just as humans in general, we do like that still getting in front and having that conversation. So. We had built a space to where we call it like our collaboration hub, where we can come in and for salespeople, for in the office all day, we’re probably not making any money, right? So we treat it more as a.

Robert Mason: [00:08:06] Be out.

Stacey Wyatt: [00:08:07] There, a collaboration hub to where we all can get together, mastermind on what’s working, what’s not working in this market and then get out and do what we always did. And the beauty of it is, is most people choose when I chose this business, I wanted the flexibility to be to work wherever I wanted to write. And it does seem every time I set a vacation and I go there, that’s when my deals go under contract. Yeah.

Robert Mason: [00:08:28] Contracts come in when you’re going out of town.

Stacey Wyatt: [00:08:29] Yeah, but the beauty of it is now my brick and mortar is still back in Atlanta, but when I’m down in Florida on Thursday, I can put my wireless connection up, walk into my broker’s office. I could do that anywhere. So the model is hard to understand until you actually get in it and and see it because I hearken expe realty to the Netflix of real estate. So that’s a little bit of the difference.

Randell Beck: [00:08:51] So it sounds like if I’m understanding this right when Robert runs off to play tactical games or he’s up on the Great Lakes sailing on a boat or whatever, you got it. All he has to do is find a wi fi connection to take care of whatever his client’s got going on. And it’s otherwise, it’s exactly. There’s no difference between him being in the office, being in Atlanta or anywhere else.

Robert Mason: [00:09:11] That’s the way it is. And my avatar looks like tatou from Fantasy Island, a really small little guy, you know, indication of.

Stacey Wyatt: [00:09:18] With big guns, though.

Robert Mason: [00:09:18] Yeah, he’s got big guns. But yeah, anywhere I go, as long as I can get online, you know, I can get help, I can write contracts. You don’t have to be in an office. It gives you a lot of flexibility, which more agents want flexibility. And the market has changed since COVID and people don’t have to go to work. So it’s a great it’s a great company and it’s going to work.

Stacey Wyatt: [00:09:40] And if I had one thing to that is I actually feel and this is going to be really weird. No, not that weird. I feel more connected on a virtual world than I ever did standing in an office next to other people.

Randell Beck: [00:09:53] Well, people say that about Facebook and stuff, too. They feel like they make real friends there when you’re not even making them in your day to day life.

Stacey Wyatt: [00:09:59] Yeah, I mean, you get there’s.

Randell Beck: [00:10:00] Some level of connection that this is enabling that people have.

Stacey Wyatt: [00:10:03] 100%.

Randell Beck: [00:10:03] It’s either new or they’ve been missing.

Stacey Wyatt: [00:10:05] Yeah. And you get to for a lot of instances, you get to choose who you like. Robert and I chose to hang out together like smart guys blown up his business and he and I can share what’s working in this market, what’s changing and keep us both ahead because it’s a little bit of an abundance play, right? Because sitting here, people could say, oh, you guys are competitors. Well, yeah.

Robert Mason: [00:10:25] I don’t feel that.

Stacey Wyatt: [00:10:26] Way. Yeah. Robert sells a lot of homes in Roswell. I sell a lot of homes in Roswell. And we’ve never, ever I don’t think that we’ve we’ve done one potential transaction together.

Robert Mason: [00:10:33] I’ve sent him homes. Yeah.

Stacey Wyatt: [00:10:35] So it was a situation where we can make each other stronger, help each other’s businesses grow, and it’s abundance mentality. Most people come at it with a little bit of a scarcity mentality.

Randell Beck: [00:10:44] Is it fair to say then that the benefit to your client is that there’s no gap in the service you provide at all?

Robert Mason: [00:10:50] None.

Stacey Wyatt: [00:10:51] There’s none. None. And I do. And I honestly believe that it’s an elevated service because we’re sharing information at a really high level. I go spend I mean, I would guess on average, I spent at least $50,000 a year on education masterminds and stuff that I go to. When I bring that back, I’m sharing it with like I consider Robert a partner. We’re not partners in the legal sense, right? We’re partners. And he has joined ISP financially invested through their brilliant model of sharing in revenue and agent ownership. I want to see him succeed, right? I mean, I like him. He’s just a nice guy anyway. And he’s going to teach me how to shoot guns way better than I already do. That’s a different story for different day. However, that’s that collaboration piece that I feel like then makes us that much sharper to serve our clients at a higher level.

Randell Beck: [00:11:38] All right. And Carolyn, you work from home, but you have staff, too, right?

Caroline Leyburn: [00:11:43] Actually, I have a drafts woman who is in India so that, you know, it’s kind of very similar, you know, virtual. So, you know, now that we have daylight saving time, she starts at 630 in the evening, works till three in the morning. I start at nine in the morning, work till 530 actually I work till about two in the morning.

Stacey Wyatt: [00:12:01] But she’s doing all the work while you’re sleeping and shows up in your email box and you look brilliant, right?

Caroline Leyburn: [00:12:06] Well, she’s working actually at the same time. And then I continue.

Stacey Wyatt: [00:12:10] Got it.

Caroline Leyburn: [00:12:11] On. Yeah. I mean, an employee. You work 8 hours. Yeah. Business owner, you work whatever. 16.

Stacey Wyatt: [00:12:17] True. You’re on all the time, right? Well, it’s interesting because I have two Vas in the Philippines. One does video editing and one does graphic design. We send them their information. And Grant, I’m kind of like you. I don’t sleep, but when I do sleep, they’re probably working on it. So in a in a big sense, we already are in a virtual world, which is amazing for for an entrepreneur or somebody that you can run a business, you need to figure out how to do these things. I call it resourcefulness.

Randell Beck: [00:12:38] Did I hear him say video editing? Yeah. We’re not even together. And he’s already cheating.

Robert Mason: [00:12:43] Yeah, he’s. He’s already cheating on you right now.

Stacey Wyatt: [00:12:44] So it’s not quality video. It’s like four reels or something.

Robert Mason: [00:12:48] Stacey. No, Randy. A better shooter than I am.

Stacey Wyatt: [00:12:50] So I was world.

Robert Mason: [00:12:51] Champion, so.

Stacey Wyatt: [00:12:52] Oh, well, I guess you’re going to be teaching me then.

Randell Beck: [00:12:56] We could work something out.

Stacey Wyatt: [00:12:57] Yeah.

Randell Beck: [00:12:57] Yeah. Let’s talk about the Atlanta market here. I saw statistics. I’ve been told that 150,000 people a year are moving into this area.

Robert Mason: [00:13:05] Last year, we had about 125,000 moved to Atlanta. We typically were getting 75,000 roughly moving to Atlanta. So we almost doubled. And, you know, I hear realtors saying that the inventories are down. Well, we averaged 100 well, we did 110,000 interactions last year through the FLS, which is how I kind of gaze everything. If you look back the last two or three years, it was about 100, 105, 110. So those numbers really didn’t get squeezed out. We’re selling the same amount of houses. There’s just a lot more competition for everything that goes online. For every house that comes online, you probably have three or four buyers if it makes sense, if it’s ready to sell, if there’s curb appeal and they haven’t overpriced it. And there are a couple of brokerage companies in Atlanta that tried to come in and buy the business, won’t mention their names, but now they’re kind of going by the wayside. So we have to be very careful on on offers that we’re throwing out there because it still has to make sense.

Randell Beck: [00:14:04] How do you have a market that active and still have low inventory?

Robert Mason: [00:14:09] There’s more competition. There’s more competition. We’re going to sell the same amount of houses.

Stacey Wyatt: [00:14:14] Yeah. And there’s some interesting stats out there as to why inventory is so low. Well, first of all, the one millennials is the largest buying segment, right? Boomers is the second. Well, most of those millennials, what did they get introduced to real estate in 0809? They saw what happened. They were coming out of college. They were living in their parents basements. Mm hmm. Well, now, fast forward. They’re in in basically family formation stage or ready to have their first child, and now they need homes. So the challenge was, in the last decade, we’ve built the fewest homes in the last, I believe, eight decades than we ever have. So we actually have the homebuilders have not kept up with the necessary supply, mainly because of the fallout from the 0809 period. And this is a really wonky stat that caught me by surprise was the oh eight or nine when we had oversupply. Right. And the lending standards and everything were, as we all know, loose. Right. They were giving dead people mortgages. If you back up 30 years before that, builders had stayed on that pace. And we’re building, building, building. Why did we have so much supply? Well. Roe v Wade was 30 years earlier.

Stacey Wyatt: [00:15:21] So the amount of actual household formations decreased massively. So you take an oversupply of houses, a smaller group of family, of family formations. That’s what created that gap in the supply at that time to where everybody was doing the LYRE loans. It was a financial crisis. That’s what people can’t get there. That was a financial crisis. People did not have. They were given loans to people that didn’t have the money. They weren’t putting anything down. Subprime, that was a financial bubble. Right. Brought on by the oversupply of housing because of that demographic shift. Now, let’s fast forward over this last decade. What has happened is builders hadn’t caught building, right? They were trying to get rid of all the supply. So the builders haven’t started. They haven’t caught up. So that’s led to what? Two things. We’re in the Sunbelt part of the country, right? So everybody’s still moving here. Since the Olympics, this place has still been growing. So add that on because of our business climate and low taxes and everything else and the fact that the builders stopped building. We just don’t have enough homes. And so competition now is just crazy.

Robert Mason: [00:16:24] And a little known fact, Randi, is the population of the United States has stayed flat relatively over the last 25, 30 years. So it’s not that we’re getting more people you know, people are having more children. It’s it’s regional. You’ve got to look things through a macro lens and a micro lens. What’s going on in California or New York that’s not going on Atlanta and Birmingham and Raleigh and.

Stacey Wyatt: [00:16:44] Places all coming here.

Robert Mason: [00:16:46] They’re coming here for a number of reasons, which is great for us. Realtors. It makes it tough for those folks who are or Atlantans trying to buy a house and move up because a lot of them are getting squeezed out, especially.

Stacey Wyatt: [00:16:58] The first time homebuyers are just getting destroyed in this market.

Randell Beck: [00:17:00] So we know that businesses are moving in here, creating a lot of jobs. That’s drawing people here, economics, 100,000 people a year or whatever it is. And so. Since the housing hasn’t kept up, there’s not enough development there bidding up prices and competing for the.

Robert Mason: [00:17:16] House and there’s not in the land. This is the.

Randell Beck: [00:17:18] Competition you were mentioning.

Robert Mason: [00:17:20] It’s difficult to find land to build on. I mean, I’ve got 13 acres in due west and the numbers have to make sense. There’s not enough land for these builders to go out and buy on them when they do. The average price home on new construction anywhere 30, 40 miles within, you know, the greater Atlanta area, you’ve got to price those homes at six, seven, 800,000 for it. To make sense, though, first time homebuyer is going to be able to buy that well.

Stacey Wyatt: [00:17:46] And if you throw that into the increased cost of land, because prices have gone up, well, now all the builders and everybody and you’re probably seeing this in people you’re consulting on the architecture side is your design stuff is inflation is crushing these builders because they’re paying high for the land. All the materials are expensive. They can barely put a price on the house. Now, a little bit of upside. Prices are continuing to move up. Right. But they’re facing challenges because the time that they actually start the house or even start developing the land, they ran a proforma on how much it’s going to cost for bricks and sticks, which that could mean now it’s changing in two weeks, even if they can get the materials. Yeah.

Randell Beck: [00:18:21] So and so you’re advising your buyers, as you told me, to step up to the plate, get in while they can make the best offers they can. They’re competing with other buyers for the houses. Yeah. And so and so I would think that sellers would be excited to sell their house for a premium price and move but then they’re having to pay the inflated price, right.

Robert Mason: [00:18:42] Yeah. But if they you’ve got to find something that you can move into and you can win the bid on. Right. So that’s where new construction comes in from somebody that’s got an existing house. He’s going to make good equity when he sells it, getting into something new, construction, if they can find it. I’ve got my mortgage guy Brad Hartman’s like that. He’s looking to step up, but there’s not a lot of inventory out there that really makes sense. There’s not a lot of inventory out there at all. And so the train is not going to slide backwards down the tracks. The prices are going up. They’re going to continue to go up. The cost of money has gone up. I think we’re priced out today at about 4.5, 4.5, six for an interest rate. And the Fed has announced that they’re going to increase that six times this year. So for people that are sitting on the on the fence and saying, I’m just going to wait for it to come back down, there’s going to be a crash. It’s not going to happen. Yeah.

Stacey Wyatt: [00:19:30] I’ve heard over the last to even today I could pull up my slack right now and my team said, Hey, can we do five or six talking points on why the market’s not going to crash? Because, you know, I think there’s little PTSD from 0809. Yeah, especially in the millennial. It’s kind of it feels like the same thing. I’m like it feels like it, but it’s completely different.

Robert Mason: [00:19:49] It is.

Randell Beck: [00:19:50] Well, the growth that’s happening in Atlanta, nobody’s going to stop moving here in the near future.

Robert Mason: [00:19:54] Right. So economics.

Randell Beck: [00:19:55] Real estate market, this is a jobs market.

Robert Mason: [00:19:58] Now, if you were talking about California, New York, New Jersey, some of those some of those places. Yeah, they’re sliding back.

Stacey Wyatt: [00:20:04] Well, at that 50% of that 150,000, roughly that move here every year, 50% of it’s from New New York, New Jersey, Connecticut and now California.

Randell Beck: [00:20:12] Including me a little over a year.

Stacey Wyatt: [00:20:13] Ago. Oh, really?

Randell Beck: [00:20:14] Yeah. Yeah. So so, Caroline, how is this affecting your business now?

Caroline Leyburn: [00:20:19] Well, in the custom, you know, it’s hard for a contractor to give a fixed fee bid. I mean, you.

Stacey Wyatt: [00:20:25] Know, it’s got to be cost.

Caroline Leyburn: [00:20:26] Plus. Yeah. Got it.

Robert Mason: [00:20:27] I mean. Caveat. Yeah.

Randell Beck: [00:20:29] So are you seeing a lot like if it’s difficult for a seller to sell something and find where they want to go next, are you seeing an increase in remodels and additions then where they where they say, okay, let me stay where I am and add on to the house?

Caroline Leyburn: [00:20:43] Uh huh. Certainly.

Stacey Wyatt: [00:20:45] I would assume you’re also seeing probably getting more work that you can shake a stick at. Right, because everybody’s.

Caroline Leyburn: [00:20:49] It’s certainly available.

Stacey Wyatt: [00:20:51] Yeah. And it’s a good problems to have, I guess.

Caroline Leyburn: [00:20:54] Mm hmm.

Randell Beck: [00:20:54] So as an architect, what do you do the most of in that world? I mean, tell us a little bit about the kind of work you’re doing.

Caroline Leyburn: [00:21:01] Yeah, it is mostly remodel, which, you know, I don’t I think when it comes to new, if they want just the same old, same old, sometimes I’m like, well, why don’t you just get a stock plan or go see a real estate agent? I mean, you know, but if you want something that’s really more about you and your personality, then that’s when you get an architect.

Randell Beck: [00:21:23] It’s very customized work. And so what is that? A lot of the people moving in? Are you getting a lot of people saying, I don’t just want to buy something else now I’m coming from New York. I sold my highly appreciated house. Now I want something really special that’s my own.

Caroline Leyburn: [00:21:38] Well, most of the people that move in need something right now. So, you know, unless they’re going to rent for a year or two, it’s really more people who are here and moving up or changing, sometimes downsizing. You know, the old fifties ranches are great for the boomers who are getting older and just remodel it and it’s perfect.

Stacey Wyatt: [00:21:58] Are you seeing on the scene a lot of California buyers come in and they want that California mod. Are you seeing a lot of that?

Caroline Leyburn: [00:22:05] Not not yet. But I certainly like the look.

Stacey Wyatt: [00:22:08] It’s coming. They come in, we get a lot of requests lately that are, you know, because the modern farmhouse has been big, right? Yeah. Oh, yeah. Now they’re wanting that California mod as well.

Robert Mason: [00:22:19] That’s on the coast.

Randell Beck: [00:22:19] Yeah. Cubes with windows.

Stacey Wyatt: [00:22:21] Yeah. Yeah, you got it.

Randell Beck: [00:22:23] Some of those, some of those are really nice. And some of them look like Frank Lloyd Wright nightmares.

Stacey Wyatt: [00:22:27] Yeah, true. They’re doing three in East Cobb over kind of where we’re Robert and our had builders moved in there and he’s building three custom like two or $3 million really modern California type houses and they all are already under contract pre build.

Robert Mason: [00:22:43] Yeah.

Randell Beck: [00:22:43] Well you guys bridged into the trends topic really nicely. They’re almost like you knew what we were going to.

Robert Mason: [00:22:47] Be talking about. I saw your notes.

Randell Beck: [00:22:50] So what are the trends? What are the hot versions besides Modern Farmhouse, which everybody knows.

Robert Mason: [00:22:56] Modern Farmhouse is really in still white with black trim, you know, that’s become a trend now. We just did it in our house.

Randell Beck: [00:23:03] That’s still the.

Robert Mason: [00:23:03] Hot. Oh, yeah, it is now.

Stacey Wyatt: [00:23:05] Yeah, yeah. I’m seeing a lot. I am definitely seeing a trend moving towards what I’d call more modern, like a little more of a mid-century. But all a lot of the California clients that are coming in really want a modern look, more gloss. You know, we’re kind of in where we’re at more traditional, right? We call joke and call five, four in a door. It’s a box. You walk in and, you know, living here in the right kitchen, in the back, so on and so forth. They’re wanting more open space, a lot more light. They want these modern homes. I mean, you think about it, they’re probably tripling down on their money moving to Atlanta, because we’ve always been I mean, nationally, average sales price like Phenix is pretty low in comparison. And so they’re bringing all this money in and they want what the what what they want. They can have get hire an architect and design these fancy modern houses. So I’m seeing a huge trend. Sandy Springs, Buckhead up into the lower part of East Cobb that are wanting these what I’m calling like the California modern vibe.

Robert Mason: [00:24:04] And another thing about it, more people are spending time in their own houses and working out of their houses. So they’re changing that space, you know, for the kids to be able to study at home, you know, because COVID changed everything. And people want their workspace and their their residential space in the same place.

Stacey Wyatt: [00:24:21] That additional bedroom. But now it’s additional office or flex space because almost all of them I mean, a lot of the big corporate like Coke and they’re just now going back. But what has happened? My buddy, he’s like, dude, I don’t want to go back. Yeah. So they’re going to be they’re going to force employers at some point. And so that’s opening up that additional flex space or additional room in the house for to work from home.

Robert Mason: [00:24:40] You’re seeing carriage houses over garages and stuff like that. You know, they’re they’re really they’re hunkering down because they don’t have a lot of choices out there. It’s competitive.

Randell Beck: [00:24:50] So, Caroline and if somebody is remodeling or adding to an existing house, they’re probably not following these same trends, right? You’re probably trying more to blend it into the existing house. Like when I looked at your website, a couple of things that I noticed were some of the additions you did. You had to kind of look two or three times to see that that wasn’t really that the photo changed. It wasn’t really part of the original house.

Caroline Leyburn: [00:25:11] And I usually do want that. Yes. So and so. So yeah. We’re talking about style. Yeah. Obviously Joanna Gaines made.

Robert Mason: [00:25:19] It’s not just HGTV change the world.

Stacey Wyatt: [00:25:22] Everybody wants to be them.

Robert Mason: [00:25:23] Everyone Chip and Joanna.

Caroline Leyburn: [00:25:25] And you know, and like you say, the midcentury modern and so forth. But, you know, for the most part, people are wanting it to blend into what was already existing, maybe upgrade a little, change a little.

Randell Beck: [00:25:36] Are there other trends that affect you, like, I don’t know, automation or intelligent house or energy efficiency, topics that are hot?

Caroline Leyburn: [00:25:45] I mean, I incorporate all that, but it doesn’t necessarily drive the design.

Stacey Wyatt: [00:25:49] The one the one that I’ve seen a little I’ll be curious from your perspective is obviously with the aging boomer population, I’m seeing a lot more multigenerational living or at least spaces like they want the basement or in the case some carriage houses for that. Are you seen that very much.

Caroline Leyburn: [00:26:04] Yeah. And that so any any life change like if you’re expecting a new child or your mother’s got to move in. That’s often the time they call an architect, you know, saying we need to either add. I mean, it’s like when mom wants to move in, maybe someone feels like the guest room is not a big effort.

Stacey Wyatt: [00:26:23] Or mom doesn’t think it’s big enough.

Caroline Leyburn: [00:26:24] Yeah, it’s like we need a little a little better boundary here, you know? So. Exactly. You make a new special space. It could be in the back. The bottom. The top, anywhere.

Stacey Wyatt: [00:26:33] Exactly. Yeah, I’ve seen a lot of.

Robert Mason: [00:26:35] That in the garage.

Randell Beck: [00:26:37] Are there other trends besides style that you guys are seeing?

Robert Mason: [00:26:40] You know, ranch houses for the older generations? I mean, they don’t want stairs. I don’t want stairs. And I’m not really there yet, but I’m getting there quickly. Yeah, the traditional four upstairs is kind of going by the wayside because the aging populations, so more people want ranches. I think with the millennial crowd, they are they’re kind of like looking at things as a throwaway, you know, kind of like cell phones. Look, I got to get a new one every year, and they’re not really interested in tying themselves down. So multi multifamily living space is big for the younger crew. People coming in from the northeast are used to living in big cities, so you’re getting a lot of that multifamily stuff being built. And when interest rates and the economy goes a little sour, you see more rental opportunities. You’ll see like the cousins properties, some of those folks coming in and and taking some office space that people aren’t using anymore and they’re going to make it in the multifamily units. You’re going to see a lot of that. You’re going to see a lot of that with malls are going to be turned into entertainment districts. So there’s going to be a big shift in these commercial real estate guys. They’re not dumb. These guys have a lot of money, got a lot of intelligence, been doing things for a while. They’re going to they’re going to shift into some other product.

Randell Beck: [00:27:53] Yeah. Many times today we’ve talked about staffing, we’ve talked about work, and we’ve talked about the XP model, and now we’re talking about shifting this office space to residential and other uses. Yep. Apparently this shift in bandwidth and technology, internet marketing and work from home revolution that’s going on is having a broad.

Robert Mason: [00:28:18] Offensive, massive change.

Randell Beck: [00:28:19] Do you feel like we’re looking at a paradigm shift here?

Robert Mason: [00:28:22] Yeah, it’s going to they’re it’s going to be a paradigm shift. There already is. I mean, people are staying home, working out of their houses and designing properties like that is going to be a big part of your future. It’s a big part of the trend for Stacy and I. And we better get our head wrapped around it and understand it and not let it just surprise us and go, Oh, I’m gonna just happen, you know?

Stacey Wyatt: [00:28:41] Yeah, I think COVID shrunk the innovation cycle shorter. It just made it a shorter. We were going to get there. Covid just put it on the fast tracked and in that same breath to other things that are happening. I don’t know if you all remember here in Atlanta. How long you been here, Randy?

Randell Beck: [00:28:57] A little over a year.

Stacey Wyatt: [00:28:57] Okay. So pre-COVID, everybody wanted to move downtown. They wanted the lifestyle and they wanted the condo and they want to walk to the restaurants. And when COVID happened, they’re like, damn, we’re all too close to each other. So I’m seeing the big shift now to where everybody wanted to be in Morningside and all the places in town. Everybody’s moving out and they want bigger properties and more land for multiple reasons. But then also it’s the flight to second property, lake properties, right? And properties since they can work from anywhere they want. The the paradigm shift is we’re in the middle of it, in my opinion, because now they can work. That’s why you can’t find a damn lake house. And if you can, it’s so expensive because people if you have a choice to work, I mean, yeah, I’d rather work for my lake house, look at my Lakeview, and as soon as I’m done, I can pop out and go on the boat.

Robert Mason: [00:29:43] I think she’s buy one.

Randell Beck: [00:29:44] Stacy So you’re saying that.

Stacey Wyatt: [00:29:45] That I have friends with boats. That’s my law.

Randell Beck: [00:29:48] So so you’re saying it’s not like it’s going to change? It is changing. It is.

Stacey Wyatt: [00:29:52] Changing.

Randell Beck: [00:29:53] And we’re just we’re just wondering what the final version is going to look like at this point.

Robert Mason: [00:29:57] Yeah, there’s going to be a lot of agents that are behind the curve. It’s going to be a lot of folks behind the curve. We’re going to see a lessening of the real estate world and the mortgage world. The average agent around the average national agent sells two houses per year. That’s not enough, you know? And so you’re going to see the guys that have been in the business that have wrap their heads around. This change, this morphing into this different thing, they’re going to be able to hang on longer than some of these new agents that are coming in. So my suggestion for the young guys, young gals, is to get educated on this as much as possible, listen to blogs, listen to all the spots like this, get as much information as you possibly can, because we’re shifting we’re shifting fast.

Randell Beck: [00:30:40] So some of what I’ve observed myself in my comings and goings in this sea change, some navy talk for you. There you go. People are working from home. Yes. The counterargument is that you need certain things that the office can provide. It’s not the same things that it used to be. It’s not a fax machine in a copier and, you know, a secretary to answer the phone and all that stuff because you don’t even need that stuff. You can scan from your cell phone.

Robert Mason: [00:31:09] Yeah, that’s so eighties.

Randell Beck: [00:31:10] Randy Yeah, exactly. So, but, but it might be collaboration and face time and, you know, coordinated input, right? From, from people working together. And so I’m seeing that companies are. Transforming their workspace to collaborative environment. And they’re making them look more like homes. The office design is is very rapidly shifting to more like a long kitchen counter, almost a breakfast bar, some tables sitting around like a big dining room and some home type feeling spaces to work in. Can you guys comment on that trend?

Robert Mason: [00:31:48] Go ahead, Stace.

Stacey Wyatt: [00:31:49] Yeah, I mean, first of all, from, you know, in talks of working from home, I mean, there’s the first thing we intel was productivity. I mean, in Atlanta traffic in the morning I know people that live in Cumming and work downtown. I mean, first of all, from an employer perspective, I would rather have them an hour and a half instead of commute working. And in the evening it’s probably 3 hours of productivity time alone. However, as we look at you know, and Robert hasn’t been plugged into this totally yet, you know, as we’re looking at to build a collaboration space here in Atlanta for the agents that join us, you know, at XP is our version is something of a house. It’s not a commercial office space. We want it to be a home because that’s actually what we do. But we want to have with social media and technology, we want to have that custom kitchen. These agents can come get their photos in and have that collaboration space and have that feel for home. It’s kind of what we do. So it’s something different. I think for us it’s more, it’s different, it’s collaboration and it is what we do.

Stacey Wyatt: [00:32:47] I will say in the commercial space, I would agree with you now it kind of came from the West Coast, right, with Google and all them having those open workspaces. And you’ve been in my office, so you see, I haven’t built it kind of like a coffee house where I just want it to be a collaboration space where agents can come in or whoever partners come in, collaborate to video, do whatever they want in that space. Because I didn’t want the boring old office. I wanted to be able to go to a space that I like. You know, if I get in trouble with the wife, I can go in and I’ve got the dartboard and I’ve got the video games and I’ve got the refrigerator and bathroom just missing the shower. But we can work on that. So you sell out, right? It’s got a full bar and a skybar cap cappuccino machine play poker in there. In any event, I wanted a fun space anyway, so I do think people are want something different.

Randell Beck: [00:33:29] Stone I think I want to go to work for him.

Stone Payton: [00:33:32] Me too. I don’t want to go to work, period. But if I do go to work, I want to go with him.

Stacey Wyatt: [00:33:37] I’ve left the the old school and date myself here. Remember in pizza you always have the sit down Ms.. Pac-man game and it’s got all the old school games on it. That’s very 80 that was going to go into my into the office, but it stayed at the house. I played one game.

Robert Mason: [00:33:50] Waka waka. Waka waka waka.

Stacey Wyatt: [00:33:52] I’ve got like 200,000 of them now.

Robert Mason: [00:33:56] Oh, my wife loves Pac-Man.

Stacey Wyatt: [00:33:57] Yeah, it’s awesome.

Robert Mason: [00:33:58] Ms.. Pac-man.

Stacey Wyatt: [00:33:59] So I do I think I think people are enjoying it. And honestly, I think a lot still want to work from home. Yeah.

Randell Beck: [00:34:05] One of the last things I worked on in New York was a multi use building that was apartments above. I think there was 49 units or something like that. And then on the ground floor there was some commercial space and a school space. And of course the school being schools being what they are, that was handled by a different interior architect, different firm. Everything was. It was its own thing. The rest of the building was built to passive house standards, which is the first it was the first one in America to do that. Passive House being a residential concept from Europe for energy efficiency, using air interchange and sometimes geothermal and a lot of a lot of solar heating and all these specific technologies and specific design considerations. And now that’s going now that’s being adapted for commercial buildings.

Robert Mason: [00:34:57] Yeah, they’re called Pods Plan Unit Developments. They’ve been in Atlanta. Peachtree Corners was one of the very first pods here in Atlanta. So that’s that’s been here for a while.

Randell Beck: [00:35:06] Okay. So these things are expensive. You know, anybody that’s worked in the business will tell you that. How are people in the middle of this sea change? We’re changing our design criteria. We’re changing the functions of our house. We’re changing the map. We’re changing the mechanics of it. How do you afford this? How do you how does somebody how does somebody get what they want and be able to buy it now?

Robert Mason: [00:35:26] Well, that’s a good question. I mean, it just depends on what is the price what are the price points? I mean, the average person the average person in America makes $85,000 a year. So they’re going to get they’re going to get topped out around 400,000 at a 4.5% interest rate. So it’s going to leave a lot of people out of that.

Randell Beck: [00:35:45] So the average price on Long Island is over half a million. That’s the average price here in Atlanta is just reached. 400 just reached. What does that say for that average income earner?

Robert Mason: [00:35:54] It’s it’s going to be a tough it’s going to be a tough road to hoe for these guys because they’re not going to be able to qualify for some of these higher five 5650s when interest rates go to 55.56. I had a gal on a conference call said that might go to seven, which that would be a not a disaster. The first mortgage I took out in 1997 was seven. So people just need to kind of calm down and just realign themselves. But in 1997, when I had a 7% interest rate, the product was $130,000. It’s going to be 550,000. So things are changing.

Stacey Wyatt: [00:36:28] And I’ll be curious to hear what you’re seeing on that that end of the zine. Also, a lot of what you’re talking if you talk about the passive design. So when I think of that, I think of like building a house, green or solar or anything like that on the residential. That’s the first thing that usually seems to get value engineered out of the deal, right? So expensive. So unless you have the money to do it, where I am seeing it at a higher level is since the commercial usually can afford it, I’m seeing it in a lot of commercial spaces. For instance, like, you know, Facebook’s building another million square foot space out in social circle. Well, they’ve got their typical back up, but then they also have solar back up. So I think the ones that have the money they’re going to spend it probably are going to spend it in a category where maybe it helps them more financially. I’m not really seeing it on the residential, especially here in Atlanta, where, you know, Earth Craft was building. Green was a big thing. And I haven’t heard as much of that lately. I mean, some of the stuff has changed, better insulation and what have you, but that’s always seems to be the first thing that goes. They want the esthetic versus, you know, any maybe potential savings they have from solar or something.

Caroline Leyburn: [00:37:29] That does seem to be the case. You know, and I’m interested in doing the energy saving stuff. I mean, I would when I was in school, that was as much the religion as being green is now totally, you know, and but you know, yes, people do insulate better now sometimes with foam and stuff, but it’s great fun. But that’s usually.

Stacey Wyatt: [00:37:50] It. Right.

Caroline Leyburn: [00:37:50] But you don’t see a lot of South facing glass and that sort of thing.

Randell Beck: [00:37:54] Yeah. You had indicated to me the other day when we were talking that there’s less incentive, less tax breaks, less incentive for the homeowners to do green green design or green building. Other other than, wow, look at my neat, energy efficient house, right? Whereas the commercial guys have tax credits that they can sell off 100%, they can monetize that in a lot of ways.

Caroline Leyburn: [00:38:17] Well, certainly like the LEED accreditation, if you’re just doing your own house, how would you do it?

Stacey Wyatt: [00:38:23] Just because I wanted to write.

Caroline Leyburn: [00:38:25] You have to want to, you know, virtue signal or whatever. You have to be able to say, you know, I got to lead platinum or whatever you got, you know, and.

Stacey Wyatt: [00:38:33] My my partner, my construction company is LEED certified. So, you know, if he wants to do his house, he just wants to do it because.

Robert Mason: [00:38:39] Yeah, so I mean, the average price to do solar on a residential houses between 15 and $25,000 back to that $85,000 wage earner, do they have a 15 to $25000 to do solar if they wanted to? If you got 20,000, redo your kitchen. You know, there’s things that you can do that can up the equity and the value of your house. And as much as you know, people would like to go solar, it’s still very expensive. You don’t get the tax credits really as a residential purchaser of that, you do a little bit, but it’s still expensive.

Stacey Wyatt: [00:39:11] Well, and from a payback period to like we’re a very transient city. Like when I lived in New York, people there was like they’ve been in their homes for 30 years and here it’s forties that we’re very transient in Atlanta. So it’s 4 to 7 years. Well, for you to make your money back on solar, it’s something like 12.

Robert Mason: [00:39:25] To 12 to.

Stacey Wyatt: [00:39:26] 15 years to make your money back on it. So it’s just not a good investment, you know, because most people have traded out. Yeah. So buy and sell a lot of houses myself. So.

Robert Mason: [00:39:35] Yeah.

Caroline Leyburn: [00:39:36] Also means you’re cutting down your trees. Yeah. I mean, so how do you want it to feel like you’re, you know, in a sheltered tree natural space or cut them down because.

Robert Mason: [00:39:46] You need that sunlight?

Randell Beck: [00:39:47] Yeah. Now it’s the green ward and there’s on solar power. Do you want to save the trees?

Stacey Wyatt: [00:39:50] There’s a lot of trees in Georgia, though. Yeah, there.

Randell Beck: [00:39:52] Are. Yeah, it’s the Sierra Club against the sell the solar people.

Robert Mason: [00:39:57] I mean, in Nevada and those open spaces, it makes a lot more sense completely when a commercial side, when you’ve got a big concrete, you know, area that your your you’re working in, it makes more sense.

Randell Beck: [00:40:09] We’re talking about affordability here. A minute ago, you mentioned Brad. Give him a quick plug.

Robert Mason: [00:40:13] Brad Hartman at Cornerstone Mortgage. Yeah, yeah. He’s fantastic. He is a very unique lender. And he got into the Airbnb space. I sold him a mountain house about two years ago. And we’ve there’s a lot of different financing options now on that Airbnb stuff. But Brad, my guy at Cornerstone, he does a tremendous amount of job with whether you’re a new your first time homebuyer or you’re an Airbnb investor. So yeah, great guy. Love him.

Randell Beck: [00:40:42] And then you also mentioned the Fed is trying to raise interest rates six times this year.

Robert Mason: [00:40:47] That’s what they said. Yeah, 6 to 7 times.

Randell Beck: [00:40:49] And if we’re already in a position where the houses are climbing out of reach of your average wage earner, then tightening the money is going to drive those prices.

Robert Mason: [00:41:00] It’s going to be.

Stacey Wyatt: [00:41:01] One one thing in the real quick, because this comes up a lot when people talking about so the Fed is talking about raising the Fed fund rate, which is not directly tied to mortgage interest rates. Right. And I think a lot of younger agents and maybe even some consumers don’t don’t know that those they’re not directly tied. However, you can’t bump the Fed funds rate multiple times without. Most likely impacting like a mortgage interest rate. So just because the Fed bumps, it does not necessarily mean that the mortgage interest rates are. However, we are seeing rates obviously climbing right now. Mainly inflation is obviously driving a lot of things also.

Randell Beck: [00:41:40] So it’s not necessarily going to bump people out of the market.

Stacey Wyatt: [00:41:43] No. I mean, most of.

Randell Beck: [00:41:45] The cost of money being cost of money, they probably should. If you’re going to get in, you should get in 100%.

Robert Mason: [00:41:50] Yeah. And the rates are climbing, the mortgage interest rates are climbing. And it is you know, they shadow each other. They’re not there. They’re not on parallel universes completely. But when the Fed bumps the rate, the Fed rate.

Stacey Wyatt: [00:42:02] Well, and as the rates are rising, if the rates and prices are rising at the same time, it’s you’re really getting crushed as a homebuyer that’s getting priced out of the market quicker and quicker every single month. It’s the fastest I’ve seen people priced out of the market. And people are saying, well, I’m going to wait for prices to drop, like most people don’t realize, other than that one small period in history where we have the bubble and then pulled back, prices don’t go backwards. They’re not. Last time I checked, they weren’t making any more land. Right? Right. And we’re still growing. So if you’re going to buy, buy now and I look at it from a buy up, like if I’m buying up, right, I’m trading in my house at 500, I’m buying eight. I’m starting to consult people in like, listen, even if you think you have to overpay for a house right now slightly. Right. It’s the law of big numbers. Well, if I buy an $800,000 house and prices are increasing, which they say in metro Atlanta at 10%, I pay 20 grand over for the house, theoretically. So I’m 820. Well, at the end of the in 12 months, it went up 10%. I made 80 grand, so I netted 60 K. So we’re having to walk people through the psychological steps of understanding. Well, really, it’s a financial lesson in how do all these things come together. And that’s where I think to Robert’s point earlier, this is the worst market, I think, for real estate agents. And I’m the guy that got in in oh nine. I think this market’s worse. I think what’s going to happen is a lot of agents that aren’t plugged in, like, you know, that aren’t plugged into understand what’s happening and can’t articulate this to a client, are going to unfortunately get pushed out of the business. And then that’s when you go hire a guy like a Robert who has not only been doing the business, but Robert stays plugged in and understands the trends. So then he can articulate and give his best guidance to his clients to win.

Robert Mason: [00:43:42] Yeah. Thanks, Jason.

Randell Beck: [00:43:43] What’s the key for those agents? If it’s a tough market, how are they going to excel?

Robert Mason: [00:43:46] There’s going to be natural selection, of course. Right. And so the agents that seek out the experienced folks like Stacy and myself, then they’re going to going to have a better chance of surviving this. And the wave is coming. You see it. So I’m hoping because I love my fellow agents, I want them to succeed. But yeah.

Randell Beck: [00:44:07] And the ones that use buckshot, right?

Robert Mason: [00:44:10] Yeah. If you don’t use buckshot, then you’re out.

Caroline Leyburn: [00:44:12] I mean, if you’re here, they.

Stacey Wyatt: [00:44:13] Talk to Robert, they have to. Right.

Randell Beck: [00:44:15] So, yeah. Carolyn, in terms of projects that you’ve done, what are your favorite projects, favorite areas of town that you’ve done this in? And in particular, what are good areas that where people might want to do this?

Caroline Leyburn: [00:44:30] Well, the one that is on the front burner now is a lake house where, you know, they’ve got the house and the 404 area code and then one up in Blairsville and during COVID, they spent more time in Blairsville than Atlanta. Yeah. And they’re saying, you know what, we need to alter this house to make it our primary because it’s, you know, well designed as a vacation over the weekend, but not so much for primary.

Robert Mason: [00:44:53] Making it their forever.

Caroline Leyburn: [00:44:54] Home. Exactly which is which is what I like because then they don’t have to worry about resale and it’s yeah. It’s all about what they want.

Robert Mason: [00:45:00] Already got.

Stacey Wyatt: [00:45:01] It. And then they don’t come to you and say oh he just drew it too nice. Think I need you to take this out. Well budget for those days, but I’d like to hear that they’re actually going to spend the money for you, so.

Caroline Leyburn: [00:45:12] And yeah. And they want to essentially live, you know, have outdoor living as much as possible. And so I’m hearing hearing that more and seeing it in magazines and stuff. So, you know, now that you can just kind of work from a laptop anywhere, I mean, you could be in a screen porch, you could be anywhere.

Stacey Wyatt: [00:45:29] On a.

Randell Beck: [00:45:30] And why not at the lake?

Caroline Leyburn: [00:45:32] Yeah, on the deck, looking down at the lake.

Stacey Wyatt: [00:45:33] Instead of staring at four.

Robert Mason: [00:45:34] Walls. And then you make the house so nice. When somebody wants to sell, they say, Well, why do we want to leave this?

Caroline Leyburn: [00:45:39] Exactly.

Robert Mason: [00:45:39] So there’s a a problem.

Randell Beck: [00:45:42] Robert. Favorite areas and hot areas that you like.

Robert Mason: [00:45:46] I like Roswell, like East Cobb, but I really like selling up in North Georgia. I do. I mean, it’s a drive, it’s a hike. But I enjoy being up there and seeing the looks on these folks faces, you know, when they’re buying these mountain properties and going into Airbnbs and. And doing things. Yeah. East Cobb.

Randell Beck: [00:46:06] Stacey.

Stacey Wyatt: [00:46:06] Yeah. You know, my office is in historic Roswell. So obviously Roswell has got a is a big home for me and I live right on. I’m technically in East Cobb, but I’ve got a Roswell address. So that’s an area it’s, you know, I just know it so well. So in buying and renovating properties. But I will say I’m I’m an outdoors guy, so I love the lake and I love the mountain properties also. So getting a little more I’ve been heavy investing in either flipping houses or holding rentals in the metro area. I’m actually enjoying getting out and wanting to get some stuff, you know, Airbnbs in the Mountains Lake And I’m not licensed in Florida so long 30.

Robert Mason: [00:46:39] A I know an agent.

Randell Beck: [00:46:41] That I know an agent that works big in Airbnb too.

Robert Mason: [00:46:44] Yeah, yeah, yeah. We got that covered.

Stacey Wyatt: [00:46:47] Other agents I know are helping other agents up in the mountains.

Robert Mason: [00:46:51] I know. Don’t cheat on me now.

Randell Beck: [00:46:53] Now, now. We’ve talked a lot about what people are looking for. The good the good aspects. What should they avoid? Are there areas to avoid techniques to avoid in the remodel? Is there certain kind of windows or doors to avoid? You know, where are my pitfalls out there?

Caroline Leyburn: [00:47:11] Gosh, that’s a good question.

Stacey Wyatt: [00:47:13] I’ll jump in there on the the building side. We’re renovating. We’re doing our first luxury remodel. Windows, depending on which windows you’re picking. 18 to 22 weeks delivery. Yeah, it’s killing things. So we can we can buy what they call shop built manufactured windows locally. But if we wanted a vinyl or certain look because we’re going more modern, right? Those profiles, especially casement stuff and they’re like 18 to 22 weeks out, glass everything. So that’s the one challenge I’m seeing on building materials. I think some other paint like glass, you can even get paint. Like I went in, I just wanted white paint. Sorry, we don’t have we don’t have super paint. We don’t have it was just because that was, you know, from the, I guess the factory in Texas. So materials, windows, I’m probably seeing I don’t know what else you are seeing, but the windows are crazy.

Randell Beck: [00:48:04] Plywood is more than double.

Stacey Wyatt: [00:48:05] Yeah, lumber.

Caroline Leyburn: [00:48:06] Oh yeah.

Stacey Wyatt: [00:48:07] And some builders actually won’t even do. They’ve got home sold but they custom builders. I’d be curious if you’ve seen this is they won’t do the start because they’re hoping lumber prices will settle because they just don’t know what the number is at the end of the day. And if they can’t make any money on it, then why go ahead and build.

Robert Mason: [00:48:24] Right. A lot of these builders, they’ll, they’ll come out with a product and it’ll be a spec home or whatever, build a suit and they’ll have a fixed price in 2020. And the homes are going to be built now in 2022, 20, 20, 23. And when they start looking at their inventory costs, they’re actually losing money when they get to the clothes table. And so a lot of these builders, a lot of these developers are saying, okay, here’s what the estimated cost is, but you buyer have to be willing to pay these extra costs and we will show those to you. And scarcity of product like granite countertops or windows, you know, we may not be able to get you what was in the design center. And so these are things that you another another agent thing that we have to to talk to our clients about. Hey, guys, what if they don’t have that granite countertop when we’re ready to put that in? What if the cost of two by fours or two by eights has increased 50% like it has over the last 12 months? So those are things when you’re looking at a builder contract, you better be in those eyes and cross those.

Stacey Wyatt: [00:49:24] Ts And to your point earlier from a custom home builder, since it seems like the world that you operate in, typically we as a builder, we’d give like a guaranteed maximum price or a fixed, you know, they’re having to do cost plus because you don’t know what materials are usually. We always had an escalated in there for lumber because that’s the one that’s always been volatile. But now since it’s everything like I don’t know that I’d sign a contract with any client now, like I’m putting my builder hat on because I don’t know what that price is going to be. And I’m not going to build a house not to make money. Yeah, right. So that’s a tough that’s a tough road.

Randell Beck: [00:49:55] So you’re saying that they’re going to build spec now?

Stacey Wyatt: [00:49:58] Is that is that. No, they won’t build at all.

Randell Beck: [00:50:00] Won’t build at.

Robert Mason: [00:50:00] All. They’re afraid to build.

Stacey Wyatt: [00:50:01] Yeah. Because what their prices are continue to go up but they’re only going to go up to so high. Right. This can only this trend can only continue so high as the amount of wages increase. At some point there’s a breaking point where prices can’t continue to go or what’s going to happen. Then you’re going to have people start moving together, living together. Now you’re going to decrease household formations that then that will may open up a little bit of supply, but that’s going to happen down the road. So I see that because look at rents too.

Robert Mason: [00:50:32] Rents are sky.

Stacey Wyatt: [00:50:33] Absurd. So at some point, unless wages increase along with it, which we’re they’re not keeping up at the same pace, household formations will have to decrease at some point because people can’t continue to pay those prices either on rent or purchase.

Robert Mason: [00:50:47] Yeah, it’s a dilemma.

Caroline Leyburn: [00:50:48] So and in the custom remodel space from the homeowner side, a lot of times they have to move out and rent something while they’re building. And then you have the timing with, you know, you get a delay, which a lot of the municipalities, their inspectors were working from home and even slower than usual and or.

Stacey Wyatt: [00:51:07] The windows didn’t show up. And now the schedule is six weeks out and those people are stuck in an Airbnb. They only thought they’re going to be there two months.

Robert Mason: [00:51:13] And the extended stay hotels, you’re seeing a lot of that pop up. So that’s a difference maker for for folks in that space for sure.

Stacey Wyatt: [00:51:22] Which is a good point. Maybe we could go buy a house in like one in each part of the area. And then you just let all these people that don’t have a house and charge them three x rent.

Robert Mason: [00:51:30] Yeah. I’ve got one in Richmond, Richmond Hills and Savannah right now. That, that, that’s what he’s going to do.

Stacey Wyatt: [00:51:36] So that scenario happens a lot more than people think. And I know we see it all the time in private Facebook traffic. They’re like, hey, I got a client that it’s got a temp occupancy before or the seller has a temp vacancy. So they got 30 days and they need a place. Well, if you had a place, you probably can charge 2x3x just because they have to have a place for their family. Yeah. And then you can just keep turning now provided the house is not in a covenant subdivision, but I see that a lot because they call it corporate housing. Who’s got corporate housing? Yeah, I don’t know what that is really existing.

Robert Mason: [00:52:05] Randy, we’ll talk off the air about that.

Randell Beck: [00:52:08] Yeah. Yeah. Landlord to the move ins I.

Stacey Wyatt: [00:52:10] Do I get a commission off?

Robert Mason: [00:52:11] No, thanks.

Randell Beck: [00:52:13] You’re in my up.

Stacey Wyatt: [00:52:14] Yeah. There you go.

Randell Beck: [00:52:15] So we mentioned lifestyle a few times here, too. Working from the deck on the lake and in the outdoor lifestyle. Let’s talk a little bit about that, because Atlanta seems to be well, I know mountain biking is huge. And all the the river and the rafting and the fishing and the lakes and all that. We seem to be very well positioned as the capital of lifestyle as well.

Robert Mason: [00:52:35] Yeah, it starts with weather, right? Weather. It’s really nice. Taxes are low. There’s a lot of corporate jobs here. So the economy is good. There’s good restaurants. You know, 30 years ago, Atlanta was not known for its restaurants. And now you could go to Alpharetta, you could go to Woodstock, you could go to Roswell and Sandy Springs and whatnot. And there’s a lot of good restaurants. And so there’s there’s a lot of play and work opportunity here in Atlanta.

Stacey Wyatt: [00:53:03] Strategically, we’re located, you know, we’re I think, still the number one airport in the world. I think China, one of the Chinese airports took over during COVID, but Atlanta were central for the business hub. Right. Very pro-business. But you also look at it, what are we 4 hours from a notion you get to Savannah or down to 30 a year to mountains. You got we have a two or three large lakes. So you pretty much get anything you want here, you know, and you’re in Sun Belt. So for all of that, that’s why I think people are going to continue. It’s a good space to be in real estate. This is the great show for Georgia, for sure.

Randell Beck: [00:53:35] I’ve also noticed, Carolyn, you can comment on this outside of San Diego in the eighties, I have never seen more design per mile than here.

Caroline Leyburn: [00:53:50] There is some, but I also see a lot of you know stamped out subdivision. So, you know, it goes both ways.

Randell Beck: [00:53:59] You know, I’ve been in places where I see cube after cube after cube. And here it seems like people are really trying to make things and maybe this is more commercial, but it does seem like they’re trying to make things really have a character and design quality, too.

Stacey Wyatt: [00:54:12] Yeah, I would say so. Most people don’t realize Georgia is the largest state east of Mississippi. And for that reason, we’re not bound by lakes and oceans and well, I guess like but not ocean like New York City or San Diego or somebody would. Right. So we’ve been sprawl. We just the whole mass homebuilders go out and they build all these things. However people want access to that lifestyle. I want to get down to a game or restaurants or whatever. So on the infill lots, right? That’s where I feel like they’re coming in and then they can pay the money to design whatever they want because you’re seeing really modern next to very traditional to. So I think with we’re such a diverse city like nobody’s from Atlanta and now I think we’re finally becoming a very international city. We are the Hollywood of the East Coast. You get all these tastes coming here like I don’t know. We’ll have to ask who’s from Georgia. I think you’re getting a lot of mixture of tastes. So.

Randell Beck: [00:55:08] I drive a lot of neighborhoods and see these very modern houses next to the old an old craftsman or an old bungalow or whatever. So clearly they’re going into these older neighborhoods and knocking a house down and putting up something new. Is that just affordability? Is it in a transitional neighborhood? Is that what’s driving that?

Caroline Leyburn: [00:55:27] Yeah. I mean, I don’t know if I’d even say necessarily transitional my my neighborhood, La Vista Park. It has all these, you know, stucco boxes with, you know, the ultra modern stuff and selling some of them. I think one recently sold for about 3 million. I mean, you know, they’re just. Wow. Yeah. It’s crazy. But I mean, and then you’ll have one a few houses away. You’re selling for four or 500, so.

Robert Mason: [00:55:49] And one of the things you’re seeing, Randi, it’s opportunity. You take some builders or some guys with money and they’ll go into these older neighborhoods with no home. I did this back in 2000 for 2005. I was buying out an entire neighborhood with some partners and there was 30 houses, no way away. And we got 15 of them before we got stomped on by 2008. So these guys go into these older neighborhoods and that it’s an opportunity they can buy something for, say, three, 75, 400,000. They can strip it down, have it professionally redone, and they can sell it for seven or live in it for seven. You know, like Indian Hills is a big example of that.

Stacey Wyatt: [00:56:28] Perfect example.

Robert Mason: [00:56:29] Yeah.

Stacey Wyatt: [00:56:30] Well, and the other thing too on that is prices have to be increasing in the locations. They’re doing that right, because they’re having to pay a price to knock a house down to build on it. So typically the two things that on its location, they want access to lifestyle hey like Brookhaven Brookhaven and Asher Park area pre right after the crash like you could get a 300,000 brick ranch then the $500,000 brick ranch was the knockdown price to build your 1.5. And they were it was access, it was location, right, for lifestyle. And the second one, typically the drivers, the schools like Robert mentioned, Indian Hills. And it’s funny because I remember a picture in the paper where it had this little wheel house in Indian Hills and then somebody came and built this massive like it just dwarfed it. But it’s in one of the few subdivisions in East Cobb that is has a golf course and all the amenities.

Robert Mason: [00:57:20] This community in Cobb.

Stacey Wyatt: [00:57:22] County and it’s inarguably one of the best school districts. It is in the best school district in the in the state of Georgia, three of the top high schools in the state of Georgia, all are in that East Cobb region. So typically the.

Robert Mason: [00:57:33] Walton Pope Lassiter.

Stacey Wyatt: [00:57:35] So that’s usually the location in the schools, usually drive that trend of knocking down that infill type product.

Randell Beck: [00:57:43] Being an analyst at heart, I’m sitting here listening to all this and it sounds like if I had to sum all this up that you’re saying, despite all the chaos going on and all the confusion and all the difficulties, that there’s really no short term end here to the prices going up and the people coming in. It’s a demand driven market, and the longer you wait, the harder it’s going to get to find what you want, essentially. So is that a fair statement?

Robert Mason: [00:58:09] That’s very fair. That’s what’s happening.

Caroline Leyburn: [00:58:12] I think even even beyond the interest rates as they keep printing more money. And as you know, Putin starts selling oil in the ruble. I mean.

Randell Beck: [00:58:20] Yeah, well, everybody knows what printing money does, except apparently the people that print it.

Robert Mason: [00:58:24] Yeah, inflation.

Caroline Leyburn: [00:58:25] So I’m like, put your money in something like real estate that it’s not going to lose the value.

Stacey Wyatt: [00:58:31] Well, obviously this too is in any market, there’s opportunity. Who’s willing to play in the game hard enough? This is where like to me that separates the average agents from the ones that you would want to hire and do a transaction with. Right. I’m always looking at the opportunity market. There’s massive opportunity in this market. And if I was advising younger, I always speak to the agent community because that’s obviously one I’m in and have a lot of heart for. If you aren’t buying real estate, doesn’t that seem a little funky? You’re advising people to buy and you don’t. But here’s the big thing in an inflationary environment, you need to own assets. I bought a house in Lawrenceville that I. I had to buy it with tenants. And three months later, things were 30 grand more than when I bought it. So in an inflationary environment, there is still an opportunity and I believe it’s in real estate. I’m not a stock guy. I still think and this is not a stock advice, but I still think the stock market’s got a ways to go downward. I’m a real estate person. There’s so much opportunity in the real estate space. If you get in, do your homework, play the game, get an agent that actually understands it, get a rental, that thing is going to grow in value. So to me, you got to own assets.

Randell Beck: [00:59:37] And I’m a I’m a fundamentals guy and I don’t see. I was trained in this, but I don’t see the justification for some of the fundamentals in the stock market lately. Ps Out of whack and there’s just so much craziness going on there that does not seem to me to be sustainable. Whereas on the other hand, the fundamentals of the real estate market support, what we’ve been talking about in here very clearly.

Stacey Wyatt: [00:59:58] I just like the three basic, you know, human needs, food, water and shelter. Sure. I’m kind of good with shelter, stock market shelter. I didn’t need my exp stock. I don’t need any other stocks. But to your point, PE ratios, don’t they? They haven’t made sense for a long time. I think finally it’s being exposed because the Fed’s having to stop printing money. Right. Or slow down the printing of money, which is going to spike rates and everything else. And then that’s where to me, that’s where stock market gets exposed. I think a lot of companies have a long way to go in the wrong direction.

Randell Beck: [01:00:29] Okay. Shift hats. But get out your crystal balls. Carolyn, what’s the future look like?

Caroline Leyburn: [01:00:38] Well, certainly, you know, the moving online is going to change the architecture. I mean, you know, people ask for the Zoom room. You know, you’ve got to have a good background, a nice little room that, you know, whether or not that’s the room you work in. But, you know, even a little office that maybe you have, maybe you have two home offices where you can alternately open and close the doors to where one person is watching the kids take turns kind of thing. But yeah, I think it seems that a little more towards outdoor living, you know, people seem to be wanting the yards and stuff, you know, and I don’t know how long that’s going to last after the COVID fear dies, but I think that’s going to last. Gosh. What else? I mean, I think some of the lifestyle changes you mentioned are probably going to happen. I don’t know.

Randell Beck: [01:01:33] Stacey Builders clearing out.

Stacey Wyatt: [01:01:37] Clearing out in terms of out of business or.

Randell Beck: [01:01:40] Yeah. And reducing inventory even further. What do you.

Stacey Wyatt: [01:01:43] Think? I don’t think so. They’re going to continue to build. The one challenge I will say is a lot of the big builders and this is an interesting trend. There’s a lot of hedge funds buying up, gobbling up residential real estate. So the builders that we were hoping building inventory for single family houses, they’re building single family houses, but then they’re selling to the hedge funds to rent out. Now, I’ve got multiple examples here in Atlanta, one in Gwinnett County, it’s like a 400 unit subdivision. They’re going to buy it or they’re building it to then just turn over to the hedge fund to rent them out. So it’s not helping the inventory. So I don’t think any builders are going anywhere anytime soon. To me, it’s just when the cost of land gets too expensive and if it’s all going to depend on inflation. So I don’t think there’s anything in the market right now for builders to be worried about because we need them. They need to build more houses and faster.

Robert Mason: [01:02:28] Yeah. And it’s anybody who says that they know where we’re headed. They’re probably not telling you the truth because of all of our experience. It’s hard to really pinpoint where we’re going to head because we’re not in control of inflation and printing money and tax codes and all that stuff. The one thing that I see is a transient lifestyle. People are going to be moving to where they want to live, and there’s a lot of equity being built and there’s a lot of wealth being created by the real estate market right now. And you’re going to see people in their fifties, 55, 60, 65, they’re going to be cashing out and they’re going to go live on their sailboat or they’re going to go live in a condo down at the beach, and they’re going to be sitting on a pile of money because they were investing in real estate. And that’s that’s a good thing for us.

Randell Beck: [01:03:15] Cool. Cool. It’s our clients listening out there. Take a minute. Each of you tell me what you would like to say to your client out there. Ready. Let’s do it, Robert.

Robert Mason: [01:03:32] Be careful who you you trust in today’s environment, in real estate environment, seek out professionals who have teams of people around them that you can look and see that their history is correct and they’ve done some really good things and you know, they can prove it to you. I just want to say, if you’re not buying real estate and you’re waiting, you’ve got to get on the speeding train. It’s going 150 miles per hour. Like Stacy said, he’d rather have something appreciating at an $800,000 house at 10% opposed to that $350,000 house that we bought when we first got married. So there’s that. So don’t wait because there’s not going to be a slide back. That’s what I would tell my folks.

Randell Beck: [01:04:13] Carolyn.

Caroline Leyburn: [01:04:15] Well, I would certainly agree. Don’t wait. I would say, you know, if some you know, with me personally, my focus is on whatever, you know, appealing to your needs. So let’s say you’re afraid. World War Three is about to start and you want a concrete underground house. That’s what I’ll do for you, you know? I mean, or. Or if you want something that’s like a tree house, that’s what we’ll go with, you know? It’s like try to go with what really supports you, you know? And if you need the security of the underground concrete house, we’ll do that. I love it.

Stacey Wyatt: [01:04:46] Yeah. And since I’m kind of in all those spaces I’m going to in this particular avatar, I’ll talk to my client, who is his fellow real estate agents. And what I would tell him is who you’re in business with matters. And you really need to get around people that are going to help you grow and a whole train of thought that was going to go. In any event, the we’re helping agents not sell more houses. We’re teaching them how to run businesses. And I think people that actually run businesses have a lot more staying power. And take your own advice. If you’re if you’re out there telling people to invest in real estate, you as an agent also should be investing in real estate. Yep.

Robert Mason: [01:05:25] And use dot.com, of course.

Randell Beck: [01:05:27] Now, actually. And on that topic, I did I did do some some real nice video for exp recently for you guys and more to come so take again take a second and and tell us what you’d like us to know about EXP.

Stacey Wyatt: [01:05:46] So EXP is the first real estate model, in my opinion, that has typically in a real estate model, they’re the owners of a franchise get paid, then the regional owners get paid and then the national international gets paid. This is the first model. They flipped it and actually made the agents, the owners of the company. So for me, actually, because again, this is getting back to owning that asset, right? If you you a company actually allows you to own a piece of it. I think typically kind of what you said, we’re working 16 hours because why we own the company. So if you want a company where you actually have true ownership in it, to me that company sky’s the limit because people act differently when you actually own a piece of the pie.

Robert Mason: [01:06:32] Good stuff.

Randell Beck: [01:06:33] All right. I’m going to flip it back to Stone here. Thank you guys for coming in. You made my head hurt with all this information, but it was good. It was excellent discussion from true subject matter experts, wouldn’t you say?

Stone Payton: [01:06:45] Well, I thoroughly enjoyed it. And of course, we were starting at rock bottom, but my knowledge base has certainly expanded from here. Before we wrap, though, I would like to make sure that we go around the horn and let’s get some points of contact for for everyone. If someone out there listening would like to have a conversation with you or someone on your team, whatever you feel like is appropriate, whether it’s a website, LinkedIn, email, and we’ll start with you, Ms.. Caroline, and go around the horn.

Caroline Leyburn: [01:07:09] Okay. So it’s Caroline Labor and Design. You can get that at S.L. Unique Home Design or Caroline at KL Unique Home Design for my email. The phone is 4049638688.

Stone Payton: [01:07:26] All right, Mr. Mason.

Robert Mason: [01:07:28] Well, I’m Robert Mason. My company is ALM property group and brokered by EXP with Stacy Hewitt and my website is Robert Mason sells hotels.com and you can find me my name’s on the back of my car I get accosted and parking lots frequently and so I’m all over that area. So if you need anything, just look me up. Robert Mason I’m there.

Stone Payton: [01:07:52] And our headliner, Stacy.

Stacey Wyatt: [01:07:54] So Stacy White, real estate broker, also broker by exp. The easiest way usually is Instagram. These days it’s Stacy White Real Estate DM or just Google Stacy White and it’s hard not to find me.

Stone Payton: [01:08:06] You’ll find him and our sponsor and host for today. Randi, working folks, get in touch. In touch with you, man.

Randell Beck: [01:08:12] I’m like, Robert, if you look for the van or the truck running around town that says big shot on it and you grab me by the elbow, I’m there. Yeah. Half camera will travel.

Stacey Wyatt: [01:08:20] And thousand hills. Two days ago I think.

Randell Beck: [01:08:23] I saw you and my website is back shot and all contact information is on there as well as a lot of samples of the photographic work and several hours worth of video to binge watch.

Stone Payton: [01:08:36] All right. Well, thank you all for coming. This has been marvelous. It’s been informative, inspiring. I’m looking forward to doing more of these episodes with you, Randi. I think we’re going to have a good time and help some folks. So until then, this is Stone Payton, your producer, our host today, Randy Beck with Big Shot, our guest and everyone here at the Business RadioX family saying we’ll see you next time on design radio.

Tagged With: Caroline Leyburn, Robert Mason, Stacey Wyatt

Todd Kennedy With Capital One

March 28, 2022 by Jacob Lapera

Todd Kennedy
Atlanta Business Radio
Todd Kennedy With Capital One
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Todd Kennedy Todd
 Kennedy’
s organization is focused on building new capabilities in platforms, data, and machine learning to support Card strategy and the experiences they deliver to customers and associates. He is also helping to drive enterprise Platforms strategy.

Todd has held multiple leadership roles within the US Card division including leading the Digital Payments team and leading the Upmarket Segment where he helped develop and launch Capital One’s flagship credit card products – Venture and Quicksilver.

Prior to joining US Card, Todd led Capital One’s Small Business Card business. He was also the General Manager for Capital One’s Point of Sale business in Boston, after holding several other roles within that business. His early work focused on new business development for Capital One, including a joint venture with Sprint PCS.

Todd has a passion for talent management and recruiting. He led the creation of Capital One’s Analyst Development Program for college hires and has been active in building their Product Management community at Capital One.

Todd joined Capital One in 1996 after graduating from the University of Virginia with a degree in Chemical Engineering. He lives outside of Charlottesville, Virginia with his wife and their two sons.

Connect with Todd on LinkedIn.

What You’ll Learn In This Episode

  • About Capital One
  • Capital One’s plans for becoming part of the local community

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:04] Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for Atlanta Business Radio brought to you by onpay Atlanta’s new standard in payroll. Now, here’s your host.

Lee Kantor: [00:00:24] Lee Kantor here, another episode of Atlanta Business Radio. And this is going to be a good one. But before we get started, it’s important to recognize our sponsor on pay. Without them, we couldn’t be sharing these important stories. Today on the Atlanta Business Radio, we have Todd Kennedy with Capital One. Welcome, Todd.

Todd Kennedy: [00:00:42] Thank you, Lee. Glad to be here.

Lee Kantor: [00:00:43] Well, I am excited to hear your story. Capital One is coming into Atlanta, guns blazing. So talk about that a little bit, if you will. Thanks.

Todd Kennedy: [00:00:55] Of course. Yeah. We are excited to be opening up an innovative new workspace at the Pond City Market with the goal to hire hundreds of engineers and product managers in and around the Atlanta area. We actually currently have over 100 associates in the greater Orlando area, including our Capital One Cafe in Atlanta proper, and some associates based in both Alpharetta and Roswell. But this will be another big increase in our presence, and we’re really excited to continue to build out our footprint in the Atlanta community.

Lee Kantor: [00:01:29] So what attracted Capital One to Atlanta to really kind of double down and and really invest in immerse yourself in the community.

Todd Kennedy: [00:01:38] Yeah. For us, it all starts with finding amazing talent. I’ve been with the company well over 21, 20 years, and that’s really what makes Capital One special and why I’ve spent my whole career here. Atlanta is really attractive because it has so much diverse and increasingly fintech talent. And it’s really been it’s really become a hub for tech and product talent. So that’s really one of the main things that attracted us. We also love the proximity to so many great universities. We hire a lot of people right out of school, including folks like myself. And so we love the amazing universities you have in the Atlanta area, as well as a number of amazing historically black colleges and universities in the region. So that’s probably the number one reason is the access to talent. We also love the fact that it gives us easy access with flights to a lot of our other locations. And personally, I’d say one of the things I love about Atlanta is the great food scene. So that’s a big attraction to me.

Lee Kantor: [00:02:36] Now, Capital One invests a lot in underserved communities and trying to reach them and educate them. Did that come into play as well? Because there are so like you mentioned, the diversity is part of the secret sauce to Atlanta. But there are so many entrepreneurs, you know, from these underserved markets that really could use some help from an entity like Capital One.

Todd Kennedy: [00:02:59] Absolutely. And I think that can take a few different forms. It obviously can take the form of us hiring these amazing, diverse and entrepreneurial talent that we have in the Atlanta area. And I think that’s going to be a major focus for us. But it also, I think, manifests itself in ways where we invest back in the local community. We’re already heavily involved in the Atlanta area, and I think with this increased presence, we’ll only see that continue to grow. We support a number of local nonprofits and community partners in the region, including the Black Economic Alliance and Center for Black Entrepreneurship, the Urban League of Greater Atlanta, Braven and Spelman College Dress for Success and a number of others. So we’re excited to build on those already existing relationships and grow, grow them and probably grow with others as well.

Lee Kantor: [00:03:48] Now, as part of the culture of Capital One, that seems like you’re pretty innovative, like you do these cafes now you’re doing this new workspace upon city market. Talk about that a little bit about the culture of innovation and really trying to meet your clients where they are.

Todd Kennedy: [00:04:06] Absolutely. So I think people are often surprised when they learn more about Capital One. Obviously, a lot of people know about our commercials and the amazing work that folks like Jennifer Garner and Charles Barkley are doing right now in the middle of March Madness. But I think in addition to amazing people, I think what makes Capital One unique is we’re really this interesting blend of we do provide traditional financial services which are at the core of people’s lives. Right. Probably after health. It’s the most important thing in people’s lives. And we’re like uniquely positioned because we’ve also invested heavily to become one of the kind of leading technology companies in the world. We’re one of the first banks to move fully to the cloud, and we’ve really invested heavily in our technology and our technology talent. And so we’re really excited to build unique and innovative products that really help our customers and improve their lives. And we’re excited to do that in Atlanta.

Lee Kantor: [00:05:07] And then you mentioned the importance of technology, and you mentioned the, you know, so much talent that is available here in Atlanta. Are you working with the universities here to, you know, create internships and job opportunities and things like that with the students up and coming? Or is this something that after they graduate, then there will be obviously opportunity with Capital One?

Todd Kennedy: [00:05:31] Yeah, I think predominantly will be focused on full time hires. Every everything from entry level hires for folks right out of school, all the way up through leadership positions, very tenured associates. But we have a strong college recruiting program that spans really the country. And this will allow us to double down in the Atlanta area, and that would certainly include internships as well. So we already have existing relationships with a number of colleges in the Atlanta area. And I would just see this as an opportunity to expand and deepen those relationships because we’ll be able to provide opportunities a bit closer to home for folks that want to stay in the area.

Lee Kantor: [00:06:12] So what do you need more of right now from the folks in Atlanta? Is it talent? Is the is kind of the priority right now or is it just kind of keeping Capital One as top of mind and getting the word out about how committed you are to the city?

Todd Kennedy: [00:06:28] Yeah. I mean, I think both our commitment to the city and the fact that there are some going to be some really amazing opportunities to join what I believe is a truly special company. And we’ll be looking to hire engineers, product managers, a number of other functions over time to come in and really and really make a huge impact in people’s lives. And so I’m not sure that Capital One is really thought of as a predominant or a major employer in the Atlanta space. And we’re looking to really change that.

Lee Kantor: [00:07:00] Now, you mentioned earlier this new workspace at Ponseti Market. Can you talk a little bit about what that’s going to be, what’s going to look like? You know, just kind of how it’s going to be different.

Todd Kennedy: [00:07:12] Of course, I think if you look at about any of our Capital One spaces, people are often surprised how much they resemble the best of what places like Silicon Valley or other kind of tech forward companies offer. They really don’t look like a place that looks like a traditional bank and maybe with the exception of slides in the office. But we invest a lot to find the best talent and we want to create a place for them to succeed, and we want to ensure our space supports that goal. Our new space at Pond City is about 15,000 square feet. It’s going to occupy a full floor. There’s a lot of natural light. The space will be designed to support our associates with really adaptable space, right? Really space that encourages innovation and collaboration. We also love what Ponds City Market offers in general, lots of great amenities for our associates. There’s obviously a ton of restaurants, shopping gyms, lots of outdoor space and even a cool housing opportunity right there for those who want a really short commute. So I think it’s going to be a really incredible space to come to work. And we also like that we’re going to be among a number of tech companies that are calling upon city market home.

Lee Kantor: [00:08:26] So it’s important for you to kind of really differentiate yourself from these other kind of institutions being like kind of a tech first organization.

Todd Kennedy: [00:08:36] Absolutely. Our CEO, Rich Fairbank, is famous for saying in many ways we’re a technology company that happens to be in banking. And I think we live and breathe that every day. Obviously, our mission is also a really important thing that guides us where we we want to improve the lives of our customers. And financial well-being is such a central part of that. And so I think by leveraging the power of technology to improve customers lives is really what makes Capital One a really unique place to work.

Lee Kantor: [00:09:09] Now, for the folks that aren’t as familiar with Capital One as other institutions, can you kind of in a nutshell describe how Capital One would be different and some of the services you offer to folks like if they’ve only heard of the credit card, maybe they don’t understand all the other services you offer in terms of, you know, traditional banking capabilities.

Todd Kennedy: [00:09:31] Yeah, we’re involved in in most facets of consumer banking. We have a large what we would call a consumer bank that offers checking and savings products. I think what’s unique about us is they are very digital first basically oriented around not a large branch network, but as you mentioned, the sort of really unique and special cafes where increasingly customers don’t need to go in in person, but if they need to, it’s there for them. But more and more of our products and offerings are offered through digital experiences, which I think is where where the world is going and COVID is only accelerated. We also have a large auto finance business, so we’re one of the top auto lenders if you’re looking to purchase a new or used car. So we’re a pretty, pretty full spectrum bank. And I think what we really look to do is put our customers first and really think about where the world is going and build products and experiences that work backwards from where the world is going as opposed to where the world’s been.

Lee Kantor: [00:10:37] And that and it is full service. Like if I have a small business, I can go there for a loan, I can set up a business banking account. You know, there’s commercial banking solutions, there’s, you know, consumer checking solutions. This is full service. It’s not just like as people may think of just a credit card. This is a full service banking operation here.

Todd Kennedy: [00:11:00] Absolutely. We have we have like you said, we have checking and savings accounts and all the other traditional banking services for consumers. We do have a small business banking division. We also have a commercial banking division. Those those divisions aren’t as large and probably don’t get as much prominence as, say, our consumer credit card business. But they’re a huge part of what makes Capital One special as well.

Lee Kantor: [00:11:23] Right. And I want people to understand that this is it isn’t just a credit. This is something that it’s kind of trying to, like you said, kind of look at banking through the lens of today rather than yesterday.

Todd Kennedy: [00:11:38] Absolutely. Our our our mission is to change banking for good. And there’s sort of a in many ways double meaning there. Right. We we want to put our customers first, but we also see that banking is being transformed. And you just have to look around at all the fintech innovations that are happening. And we think we’re uniquely positioned because we have the experience and the scale and and the knowhow that comes from being in banking for 20 plus years. But also that for Ilene to really transform ourselves and transform what we offer to customers, and that’s why we think we’re sort of uniquely positioned in the market.

Lee Kantor: [00:12:15] Well, if somebody wants to learn more about, you know, even just opening a business account or something like that happen, or they want to pursue one of these jobs that are kind of opening up. Can you share the website for them to get more information?

Todd Kennedy: [00:12:30] Yeah, the easiest way to do that is at WW Capital One. It’s a pretty straightforward that’s both where you can see all of the products that we have to offer. If you’re looking to be a customer of Capital One as well, as you can see at the bottom of the page in terms of career opportunities, we’ll also be doing some more specific outreach in the Atlanta area in the coming months. But if you’re interested, that’s the best place to start.

Lee Kantor: [00:12:57] And that’s Cap, Italo and Ecom. Todd Kennedy, thank you so much for sharing your story today.

Todd Kennedy: [00:13:05] Thank you much. Thank you very much, Lee. I appreciate it.

Lee Kantor: [00:13:08] You got it. All right. This is Lee Kantor. We will see you all next time on Atlanta Business Radio.

About Our Sponsor

OnPay’sOnPay-Dots payroll services and HR software give you more time to focus on what’s most important. Rated “Excellent” by PC Magazine, we make it easy to pay employees fast, we automate all payroll taxes, and we even keep all your HR and benefits organized and compliant.

Our award-winning customer service includes an accuracy guarantee, deep integrations with popular accounting software, and we’ll even enter all your employee information for you — whether you have five employees or 500. Take a closer look to see all the ways we can save you time and money in the back office.

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Tagged With: Capital One, Todd Kennedy

Dr. Eloisa Klementich With Invest Atlanta

March 24, 2022 by Jacob Lapera

Investatlanta
Atlanta Business Radio
Dr. Eloisa Klementich With Invest Atlanta
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Dr.EloisaKlementichDr. Eloisa Klementich is President and CEO of Invest Atlanta. Previously, Eloisa served as managing director of business development at Invest Atlanta. In this position, she worked to attract new businesses and create initiatives that promoted job growth in Atlanta.

Before coming to Invest Atlanta, Eloisa served as special assistant for economic development at the U.S. Economic Development Administration in the Office of the Secretary. She served as California’s assistant deputy secretary for economic development and commerce and has held various roles with city governments, including the consultant for Mexico’s President Vicente Fox, working on best practices for addressing constituent issues and requests.

Eloisa holds a bachelor’s degree from Pitzer College and a master’s degree in business administration from el Instituto Tecnologico de Monterrey. She holds two master’s degrees in urban planning and Latin American affairs from the University of California, Los Angeles. She received her doctorate degree in public administration from the University of LaVerne. Eloisa is also active in various business and civic organizations

She serves as a board member for the Latin American Civic Association, Access to Capital for Entrepreneurs, Atlanta Technical College, Atlanta Workforce Development Agency, LaunchPad 2x, Startup Atlanta, and Atlanta Emerging Markets, Inc. A graduate of the Leadership Atlanta Class of 2017, she is also involved with the Women’s Entrepreneurship Initiative, Georgia Economic Development Association, and International Economic Development Council.

Follow Invest Atlanta on Facebook, LinkedIn, and Twitter.

What You’ll Learn In This Episode

  • Many of Atlanta’s small businesses are still financially impacted by COVID-19
  • City of Atlanta small businesses and nonprofits, can apply for up to $40,000 to reimburse the costs of business interruptions due to COVID-19
  • Payroll is an eligible item for reimbursement
  • Priority will be given to businesses that have not received any previous COVID-19 funding

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:04] Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for Atlanta Business Radio brought to you by on pay Atlanta’s new standard in payroll. Now here’s your host.

Dr. Eloisa Klementich: [00:00:24] Lee Kantor here, another episode of Atlanta Business Radio. And this is going to be a good one. But before we get started, it’s important to recognize our sponsor on pay. Without them, we couldn’t be sharing these important stories. Today on the Atlanta Business Radio, we have Dr. Eloisa Klementich and she is with Invest Atlanta. Welcome.

Lee Kantor: [00:00:43] Thank you for having me on this wonderful sunny day.

Dr. Eloisa Klementich: [00:00:46] Exactly. Before we get too far into things, can you educate our listeners a little bit about Invest Atlanta, how you’re how you’re serving the business community?

Lee Kantor: [00:00:56] Yes. So invest Atlanta is your economic development arm for the city of Atlanta. It’s our job in our mission to ensure that Atlanta is the most competitive and vibrant city in the world. But we’re doing that in a way that’s equitable and trying to ensure that every Atlanta can experience that growth. And so really, when it comes to businesses, what we can definitely help our businesses with. We have a small business loan program in house. If you’re looking to grow in the city, we can also help with those services. If you’re looking for a job, for a job, we can help through work. Source Atlanta Or if you’re looking to hire an individual and thinking about skills and skills training. So really trying to think about how we could provide businesses with support and services and meet them where they are. And the last thing I’ll tell you, Lee, that we can do is we are excited that we have business consultants ready and available. There’s 13 of them. So businesses today can tap into their services for free when it comes to getting help with accounting or finance or legal services.

Dr. Eloisa Klementich: [00:02:04] Now, when you use the word Atlanta in your title, is that the city of Atlanta or is that kind of the metro Atlanta?

Lee Kantor: [00:02:13] That would be the city of Atlanta proper? That’s correct.

Dr. Eloisa Klementich: [00:02:18] So now when you’re helping the folks in the city of Atlanta, you mentioned that there’s loans, but there’s also some grants that have opened up. Can you talk a little bit about the Resurgence Grant Fund?

Lee Kantor: [00:02:29] Of course. And so all of our businesses that are listening want to ensure, first and foremost, wants to thank you for your commitment to the city of Atlanta. We need every business to be successful and thriving because they provide very important amenities to a quality of place for our residents, but also support our residents through job and job creation. So first and foremost, thank you and excited to report that we have the resurgence to program. This is in the effort of the federal government, Department of Treasury. They have given a grant to the city of Atlanta. And so I want to thank each city council member because they voted on this. So please, if your business reach out to your council member and the vision of this mayor to really provide support to our businesses through this grant opportunity, Ms.. Elena rarely has grants for small businesses, so this is a prime time. What this will do in a nutshell is for businesses in the city of Atlanta. You’ll be able businesses and nonprofits, I should say, you’ll be able to apply for up to 40,000 to be reimburse for those costs that really you’ve had to incur as a result of business interruptions due to COVID 19.

Dr. Eloisa Klementich: [00:03:44] So now is this something that’s going to be a ton of paperwork a lot of folks get you know, they hear grant or loan and and in their head they’re thinking, oh, I just, you know, fill out a short form and then, oh, this money magically appears. But sometimes filling out the form and going through the process is a job unto itself.

Lee Kantor: [00:04:06] It is. And so I will tell you that we have been very conscious of the paperwork now. So it’s a it’s a balance. These are at their core. They’re taxpayer dollars that come from the federal government. So we have to ensure that they’re spent correctly. And you as a taxpayer want to ensure that they’re spent correctly as the way that they were intended. So we do have to ask for paperwork. I want to make sure I’m clear, but we’ve done everything we possibly can to streamline it. Let me give you an example. This this go round. Department of Treasury said that if you make the case for the broader group, you could ask for less documents. So we literally pulled up a study, made a statistical analysis to prove that our small businesses, the majority of them, were still impacted and literally ran data analysis to prove it. So we believe as a result, we are not going to ask you for your tax return. So you will see that in this application. We didn’t ask for it because we were able to prove it on a larger scale. So we’ve tried to limit the documentation we’ve asked for, but also tried to balance that with our need to be responsible with every dollar that comes our way. So yes, you will have some paperwork, but please know that every document we’re asking for has a purpose. So we wanted to ensure that it had a purpose and that it really would be easy. Our goal was that you could sit down and apply within an hour.

Dr. Eloisa Klementich: [00:05:30] Now in your work as Leading Invest Atlanta, can you talk about what you’ve seen in the making of Atlanta that’s different than maybe some of the other communities out there. I’m sure most large, even secondary, even tertiary cities have some sort of economic development. It’s a must have in today’s world. But you’ve been around a minute and worked in a variety of places. Can you share a little bit about what makes Atlanta different?

Lee Kantor: [00:05:59] I’m happy to. I would say what is my or what I believe to be Atlanta secret sauce when it comes to economic development are the three verticals. So if you can imagine a house with three main pillars, the first one is this economic development arm. Anything to do with businesses in terms of business attracting, attracting new companies, helping your current companies grow innovation, entrepreneurship about creating innovative companies, but also entrepreneurs, anybody who wants to open up a business. So you add the small business loan program, right? So you have that in one of the verticals. The second vertical is community development. It’s about creating a quality of place and it’s meeting people where they are. So that could be from developing key commercial corridors for retail opportunities to finding affordable housing in our city. We think we have to ensure that we’re addressing housing. If you want to rent, own or somewhere in between, we have to make sure you have those options in our great city. And the third vertical is workforce development is we have to ensure if we want to truly make Atlanta this vibrant, dynamic city that it is, then how do we ensure that all Atlantans can partake in that? So we have to ensure that people can find the training that they need so they could take those jobs and then participate in this excitement that’s happening. The fact that you have and I know of only two other entities in the nation, two other cities that have something similar to us but not exactly like us, I believe it’s that that leveraging the braiding of funding is what’s going to provide us the ability to be successful in the future.

Lee Kantor: [00:07:44] So let me just give you a prime example. If I’m talking to a company to come into the city and we’re competing against my biggest competitors, which would be Texas and Florida, and we’re competing after this company, I should have workforce at the table with us. So when that company says I need to hire X number of individuals that have these skill sets, then I’m training them at the same time. So when we win that company and they say they’re going to choose Atlanta to open up their second office or the regional office, then we could say, Guess what? And I have all these individuals that now qualify for your jobs. And so not only does that become a competitive advantage because the number one reason I’ve been here, companies choosing where they locate, it’s the ability to have access to a qualified workforce. So I’ve made myself competitive. But on the other hand, I’m ensuring that everyday Atlantans can take those jobs. So by us merging them together under one roof and now we are all aligned on our goals and our metrics. Well, I love to say we’re all shooting north, whether you’re north west or northeast. Heck, let’s all go to the same direction, moving the same needle. That’s what I think is our secret sauce, is we’re courting, we’re talking to each other and we’re leveraging each other’s tools for the benefit of everyday Atlantans.

Dr. Eloisa Klementich: [00:09:04] Now are you seeing it trickle down to everyday Atlantans? Like our city is very diverse and there’s a lot of business owners from communities that may not historically have been business owners or have been able to maybe take advantage of some of the opportunities that other groups have when you’re doing those kind of pitches, are those people also getting a seat at the table so that when you do raise your hand and say, look, there’s 100 businesses here to support this new business that can cluster around them. Are those people being heard and seen as well?

Lee Kantor: [00:09:39] Yes. So if you look specifically to our grant program, so we’ve had three grant programs last year, very big ones, the resurgence one, the strength and beauty and create ATL. If you look at those three programs and we took up separately 53% of our resurgence program funding went specifically to our bipoc communities. Strength and beauty was 86% and create ATL 76%. So if I were to combine them, I would tell you that 63% of those three grants that we ran went to businesses of color here in our city. So, yes, we are doing what we can to get out that word to really target and ensure that they’re inclusive. So that is overall. The second is when we look at the toolbox that invest Atlanta has, we’ve been very intentional about which tools can we use for our larger companies because we like our larger companies, they provide many jobs, much activity and growth. But we love our small business communities because our small businesses really are able to address this equity question about creating wealth for you and your family and your friends that you’re going to employ in the job. So we literally have created tools for each of we separate them out large, medium and. Small companies so that we can meet people where they are. So small business loans are loans go anywhere from $40,000 up to about $2 million. That really is for some of our smaller not necessarily our larger companies, maybe some in the middle. So really finding how we can meet people where they are, that is the goal.

Dr. Eloisa Klementich: [00:11:20] Now what personally gets you the most fired up? Like when one of these mega companies says, hey, we’re going to throw our other headquarters here, or when one of those aspirational firms kind of raise their game and get to a new level and then become a thriving, you know, entity unto themselves.

Lee Kantor: [00:11:43] I have a I have. We all have our desks in our office in my upper right hand corner desk. I have all the thank you notes I’ve received. And so when you talk about what gets me excited, I pull out those thank you notes. So whether it’s from a small business that says, Hey, how are we, son? I think of the guys over there at Nonstop who said, you know, we want to make everybody taste my mother’s Indian food recipe. And this these guys started off in a food truck and now have three or four locations throughout the city. That to me is super cool. Like we they were like Alisa, no one was giving us funding. Investment came in and gave us a small business loan. Now we were able to continue to grow super excited about what that meant to that family and how it’s impacted. And it’s seen that those businesses continue to grow. I do get excited as well when I look at like Coda over there in Technology Square, that was one of our bigger projects, but that was a visionary of how do you work with Georgia Tech and creating a condominium sized building. This had never been exist before where you have the education institutions on one floor and small businesses or innovation businesses on the other. And you have professors coming up and down the stairs and talking to these businesses as they create their next new, you know, great invention that those type of projects are really excited to. Getting a letter from someone that says, Hey, thanks for helping me get my first home, I was able to use Invisalign as a down payment assistance. Oh, that to me is the best. I love those. So those get me excited. And I every time, you know, things get a little crazy or I’m working a little bit longer hours than I wanted, I pull out those thank you notes and that’s what drives us because we’re really know that this work and really feels a privilege to be able to say that we are impacting the lives of different people in different ways. It truly is an honor.

Dr. Eloisa Klementich: [00:13:38] Now, you mentioned the importance of mentorship, and now there’s the availability of mentors as part of Invest Atlanta. Has there been anyone in your career that’s been a mentor or influence that has helped you get to the level that you’re at?

Lee Kantor: [00:13:55] You know, mentorship is really important and crucial. There are two things that really drove us to drive to really for the first time, create this business consultant. We never had this available for businesses. The first was my father. My father owned a body shop. It helped to get me through school. He was amazing at fixing cars. Just amazing, but not so much into accounting or marketing or answering the phone. That was either my mom or my responsibility. So that’s where I knew that, you know, entrepreneurs are really good at what they do, but sometimes they need that network around them to help ground them out and to really help their businesses scale. So for us, that’s why this business consultation became important. And then for me personally, there are key people in this city that have helped me grow personally, grow professionally, and really it’s about how do we support others in their trajectory of growth. And so if there’s anything I’ve learned is give it forward, give it back, and it comes to you, if not to me, to one of my beautiful daughters. And that’s what I try to do every day.

Dr. Eloisa Klementich: [00:15:03] And I think that that’s part of Atlanta’s secret sauce, is that spirit of collaboration. It’s less of a cutthroat dog eat dog world in Atlanta, I believe, compared to other markets where people are sincerely trying to help other people be better.

Lee Kantor: [00:15:23] I’ve literally have hosted. So I’ve had a couple of colleagues throughout the nation. They’ve called us about, Hey, Alice, how did you do that resurgence? How would you do about the business community and how did you. I’m like, sure, here and here’s all the documents and here’s how we set it up. And they’re like, You just gave me your entire program. I’m like, It doesn’t matter. Did they make it better for us? Yes. So I not knowingly I would I would have to agree with you. I think if that’s anything I learned when I came to Atlanta about 11 years ago was the concept of give it forward, give it back. There’s a lot of people in the space that have taught me that, and I just continue to do the same.

Dr. Eloisa Klementich: [00:16:01] So now as your journey kind of evolves in your career, are you enjoying the ride?

Lee Kantor: [00:16:10] Oh, I love what I do. I love this work. I love being able to wake up in the morning and think about making. I know it sounds a little altruistic and I remember sitting in my eighth grade class Spanish teacher and she looked at me and she was like, What do you want to do with your rest of your life? And I was like, Ah, I don’t know what I do. It’s great. And I remember sitting down and she said, Well, write everything you like. And I remember love speaking different languages, love working with people and want to make the world just a little bit better. And I really believe that. That’s why when I drive around and I see all these projects or I see businesses that we’ve touched play a role and just somehow influence, it is an honor, I think that for us to be able to invest Atlanta, me personally, to be able to to engage, it’s the it’s the biggest thrill for me. It really is what keeps me going. And again, excited that we have a council and a mayor, this mayor Dickins, he is pushing hard, he’s running and he’s just as excited. It is nice to just feel the energy to to really focus on city growth, city businesses in a way that’s equitable. So I love what I do.

Dr. Eloisa Klementich: [00:17:25] Yeah, I think that we are uniquely qualified and to really serve America, serve the South, the Georgia, the southeast, everybody around us. I think the power of our university systems having Georgia State, Georgia Tech, Emory all in the in the city right there. And it’s just a gift. And the way that the public and private sectors work together. There are so many entrepreneurs that believe what you believe, the importance of giving back and helping others up. You know, the sky’s the limit.

Lee Kantor: [00:17:57] Too, is that that we have the diversity that’s so unique here in Atlanta. The AUC Center Schools is powerful. Powerful. When I’m talking to big companies, the big ones there, like the fact that you have so many access to so many just African Americans coming out just really has driven the focus in Atlanta. I’ve talked to my colleagues throughout the nation and I’ve heard them say, are you kidding? If you if you want to start a business and you have to go to Atlanta, the network of support for African American businesses, for Latino businesses is great. And so I think that is really become something as a city that’s that’s continuing to attract more individuals. And this this hospitality, I think, also plays a role. People have said they love coming to the south. They love Atlanta and the spirit and the openness and these small neighborhoods that was in many neighborhoods and Adams Ville and People’s Town. And it’s just everyone carries their own unique spirit and energy and really all tied up with the 22 mile beltline. It’s just all of these things as we’re creating a great quality of place, our focus is just we want to ensure that everyone can partake and that we are protecting our legacy. Residents that have been here for years, our legacy businesses that have been here for years, we want them to stay and to continue to grow and be successful in the city.

Dr. Eloisa Klementich: [00:19:23] Right. And benefit from the overall growth. And and we can’t ignore the diversity of industry here. I mean, that really is special to we’re not beholden to just one company or one group of companies. There’s a it’s a big world in Atlanta that we’re doing a lot of different things and a lot of different areas that involve a lot of different people.

Lee Kantor: [00:19:43] Yep. And oftentimes there’s some people that just don’t recognize we are the third largest Fortune 500 city in the nation. And so and to your point, it’s not concentrated, right? You’ve got New York Financial, you’ve got Texas with the oil and gas. And here we’ve got fintech health information technology, transportation, logistics. All of these together is really allowing for diversity in the economy, which makes us much more resilient, resilient to to impacts, but also resilient to allow us to to grow very quickly and to recover and rebound. And we’re seeing some of that. Right now, we’re seeing businesses being able to recover. They now have to really get places because now we want them not only to recover, we want them to continue to thrive. And that’s why I’m excited about this second resurgence. Grant And just reminding anyone who’s listening. Applications closed April 29th. Go on our website. We’ve have over 2000 applications started. You still have time. You haven’t missed the deadline. But we want you to apply. We cannot review you unless you push send. So please ensure that you’re filling out your application.

Dr. Eloisa Klementich: [00:20:51] And the website one more time.

Lee Kantor: [00:20:53] It would be WW W Invest Atlantic.com It’s right there on the first main page about the resurgence grant opportunity. And again, I’ll remind you, we don’t have many times where we have grant funds available, so please check out our websites today.

Dr. Eloisa Klementich: [00:21:10] All right. Well, thank you so much for sharing your story. You’re doing such important work and we appreciate you.

Lee Kantor: [00:21:15] Oh, thank you, sir. I appreciate it. And thank you for your interest in supporting our businesses.

Dr. Eloisa Klementich: [00:21:20] All right. This is Lee Kantor. We’ll see y’all next time on Atlanta Business Radio.

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Tagged With: Dr. Eloisa Klementich, Invest Atlanta

Larry Hipp With Brightwell

March 24, 2022 by Jacob Lapera

Larry Hipp
Atlanta Business Radio
Larry Hipp With Brightwell
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Larry HippLarry Hipp serves as CEO of Brightwell, a FinTech company that helps global workers get paid, as well as send and spend money safely and easily worldwide. Larry brings more than 14 years of experience in the technology and product development field to his role at Brightwell. He has a proven track record of creating expertly crafted digital products that deliver comprehensive value.

Unlike many technologists, however, Larry is uniquely able to connect all the critical elements of digital strategy and performance expertise to develop a product that excels in user experience, functional software, and digital marketing combined.

Connect with Larry on LinkedIn.

What You’ll Learn In This Episode

  • About Brightwell
  • About Fintech
  • Payments
  • Fraud Prevention

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:04] Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for Atlanta Business Radio brought to you by onpay Atlanta’s new standard in payroll. Now here’s your host.

Lee Kantor: [00:00:24] Lee Kantor here. Another episode of Atlanta Business Radio. And this is going to be a good one. But before we get started, it’s important to recognize our sponsor onpay. Without them, we couldn’t be sharing these important stories. Today on the Atlanta Business Radio, we have Larry Hipp with Brightwell. Welcome, Larry.

Larry Hipp: [00:00:42] Hey. Hey, how are you today?

Lee Kantor: [00:00:43] Great. I am doing great. Before we get too far into things, tell us a little bit about Brightwell. How are you serving, folks?

Larry Hipp: [00:00:51] Yeah. So Brightwell has been in Atlanta for about about 11 years now. And we have been traditionally in the prepaid card space doing payroll for people that work on cruise ships. So if you’ve ever been on a cruise ship, there is somebody from every planet, every country on this planet working on a cruise ship. And what we do is, is we help them get their money back home to their families come payday. Pretty much everywhere in the world.

Lee Kantor: [00:01:18] So now how has that business evolved over the years? You know, especially when you went through a period where there weren’t many cruise ships moving around the planet.

Larry Hipp: [00:01:30] Yes. So it the pandemic hit hit pretty hard. I mean, when we look back at what’s happened over the last two years, in March of 2020, the cruise lines were were shut down. Actually, one of the only industries in America that the federal government just turned off and didn’t allow to come back on until July of 2021. So it was a wild, wild, wild, wild time there. And, you know, one of the things we did, we we definitely still had people on cruise ships through that period. And we had a lot of people going back home to their home country. So we had plenty of work to do for our users. But we honestly, we put our heads down and we took an opportunity to say we’ve got some downtime because cruise ships were a little down and locked down. And we we came out of there building two new products that were launching and now into 2022. And it was really a fun time as we could make it to say, Hey, we’ve got ideas about new things that we can build. And we were able to take our existing teams that would have normally been working on our main cruise payroll product and have them start working on some new things to build and sell. Once we got on the other side of this whole cruise COVID time frame and happy to say, yeah, we made it through it and we’ve got a couple of new things that we’re bringing to market and excited about our future.

Lee Kantor: [00:02:50] So can you talk about those things?

Larry Hipp: [00:02:52] Yeah, 100%. So one of the things that we had happened in March of 2020, cruise lines shut down. I mean, remember, this is like back in the we’re all going to go home for a couple of weeks to flatten the curve days. And in April of 2020, just really 30 or so days after kind of that timeline where most Americans went home for the work from home error, we had a massive fraud attack happen for our users. And this wasn’t a data breach, it wasn’t a security breach. It wasn’t any security failure on our systems. This was a brute force attack where you where the fraudsters took every combination of card number, expiration date, CVV, and just threw them at the processors and just brute force one by one, finding card numbers that they could unlock. And then once they could unlock one, they drained the card and took the money away from our users. And we’ve all had that feeling when you look at your card and your money’s gone and you call your bank and say, Hey, bank, this money has disappeared, what happened? And the bank immediately gives your money back. That’s what we did. Once the fraud happened, we immediately went to task of getting the money back for all our users.

Larry Hipp: [00:04:09] And once we went through that, we said, Man, this is a really big security hole. How are none of the payment ecosystems in kind of in the process of making a car transaction, figuring this out and leave? We spent we spent a long time trying to buy software to solve this problem and eventually couldn’t find it. And so we built it and we have got our fraud losses down to historic lows. And even people like Visa are coming around saying, hey, what you all are doing over there is an anomaly and we’re super pumped to share that with other people because fraud, especially fraud that is out of your control on something like a brute force attack on a card number. It never even hit our technology systems. Our code, our software was never even in the process. It was way upstream and some sort of payment rail. Being able to help other people not have to go through with that is is pretty rewarding. So we’re we’re doing number one, we’re bringing a new product to market that is helping on fraud. We’re also bringing a new product to market with cross-border payments. And so if you think about our business on the payroll side, what do we do? We move money around the world.

Larry Hipp: [00:05:19] We’re a fintech. We move money around the world. And. We’re now here with another product that we have launching now that’s enabling other fintechs like us to move money around the world where we’ve got a lot of a lot of companies that we’ve talked to that want to be able to offer something like a cross-border payment to their users. But it’s complicated because it’s a compliant world. It is a world of OFAC and BSA and AML, and there’s a lot of acronyms on what you have to do to make sure that money moves across borders compliant, secure and safe. And we know how to do that. We’re experts at it. So what we’re trying to do is enable technology for other fintechs to give that to their users, and we’ll take over the compliance for them. And so, yeah, it’s it’s been a wild two years where we come at our highest point ever as a company coming into 2020 to hit our lowest point ever in the middle of 2020, to be sitting here in 2022 with a cruise recovery and two new products that we’re bringing to market right out of here out of Atlanta.

Lee Kantor: [00:06:20] Now, can you share with our listeners when you’re going through that kind of a pivot and that kind of a kind of looking at yourself in the mirror? What were you doing first to kind of triage and assess, okay, this is bad. Okay, let’s see if we can, you know, try to, number one, fix this with triage the problem. But number two, is it possible for us to come up with a solution and reallocate resources and people like what was that kind of meeting? I’m sure an all hands meeting, like what we’re kind of share a little bit about how that came about and how you were able to come out of that with a plan of attack and move forward. And and, you know, not only come to the other side, but come to other side with something that’s going to could benefit lots and lots of people.

Larry Hipp: [00:07:11] Yeah. I mean, all hands meetings have been mission critical for us over the last couple of years. You know, when we if you timeline this out and you got March of 2020 cruise shutdown, you’ve got April the 2020 big attack we have to deal with. There’s a tremendous amount of uncertainty for our organization, for our staff. And, you know, I think one of the things that we that we hopefully did really well and I think there some awards that we just won that would help kind of back this up is that we are just very transparent with everybody, very direct. This is where we are. This is what has happened. This is what we’ve got to do. No, I as your CEO, don’t exactly know that it’s going to be all okay, but we’re going to do everything we can to make it okay. And we’re going to do everything we can to kind of build back in and fight back against the fraudsters. And we’re going to stick together and we’re going to get on the other side of this thing. I don’t know how long and I don’t how I don’t know exactly what the path is yet, but we’ve got a tremendous group of people here that work at Brightwell.

Larry Hipp: [00:08:11] And when we put our heads together and we’re all ruined in the same direction, we can do pretty big things. And so, I mean, yeah, lots of all hands meetings to try and communicate what we were doing and keep people on the same page through very uncertain times. And then as you move through the through the couple of years here, it’s easier and easier. The everybody kind of settles in on some of the COVID uncertainty with Cruise and everybody knows where we are as a company, where we are as a business, what the metrics we need to hit to get on to the other side of this thing. And eventually we all just got to work and started to kind of build new things to get on the other side of this thing. So communication with our staff up and down the chain was absolutely mission critical to getting through this thing.

Lee Kantor: [00:08:55] So now as a leader, can you share what’s your superpower that helped you power through these difficult times?

Larry Hipp: [00:09:03] You know, I don’t have a superpower. I think we have amazing teams and leaders and people. And I think the biggest thing that we can do to our organization is, you know, let the really, really smart people who know how to do their job really, really well execute with as little of friction as possible. And I am a proponent of kind of a bottom up leadership, if you will. Right. There’s there’s plenty of leaders out there that come into the room and say, I’m the leader of this team, this company, this whatever, and you need to listen to me. We try our best every day to turn that model upside down and say, hey, to our to our staff. Our leaders are here to help empower you and get you going through the work that you’ve got to do with as little friction as possible. Are we perfect at that? No, but I think it’s part of our secret sauce, is that we have a we have a culture here from a leadership perspective, that is, we move fast. One of our core values is quick as better than slow. We’ve got to make sure that we move things, move through, move through, move through things that are on a pretty healthy clip. But we also try our best to stay out of the way and let really bright people do what really bright people want to do, and that is build great things. So I don’t know that there’s any one person here that is the superpower we’ve just got. So we’ve been very, very fortunate and a very competitive market to keep and hire and retain very, very talented people.

Lee Kantor: [00:10:29] So now and that has been noticed, you’ve been recognized as one of these top places to work for several years in a row. When you talk about the culture at a place, a fintech firm that is using technology and it’s dealing with people’s personal information and privacy, how do you kind of strike that balance on moving quickly but still, you know, keeping the compliance, keeping the ability for your team to impact, you know, you empowered them, but you need them to take risks and you need them to kind of push the envelope in order to stay on top of things. But also, you know, sometimes things don’t work out. So you’ve got to be accepting of that kind of, you know, not having, you know, having things not work out. But still you need them to try to make things work out. So how do you kind of strike that balance?

Larry Hipp: [00:11:23] Yeah, I would say one of the things over the years we have really tried to ingrain into our business is the core values that we operate on. And those many companies, I mean, every company’s at core values. Right. And a lot of companies will say that they’re a core value driven organization and some reach that level of kind of really making it there or not. And there’s a lot of companies that are somewhere in between, but you’ve got to be careful with this stuff. I mean, even Enron had core values, right? And the next thing you know, it’s one of the biggest scam and scandals, you know, in a decade. And so for us, though, everything starts with our users. And so when we’re thinking about how to conduct our business and how do we kind of enable people to do a good job, everything that we’re doing. Every single day is trying to make sure that we are doing work that enables the people that are using our product on these cruise ships as an example to have a better financial life. And it kind of all starts with hiring people that are drawn to that. When we had a we had an all hands today meeting as an example, and we bring our new hires up and we introduced it to the company. And one of the questions I always ask is, look, there’s plenty of places to go and work here in Atlanta, and you know why, right? Well, and over and over and over, we hear people joining our organization saying that one of the reasons I’m here is because Brightwell seems to have a bigger mission in what they’re doing than just than just a job.

Larry Hipp: [00:12:57] And so that that enablement is part of like find people that love the mission that we have that is empowering people from around the world to get access to their money. And then those people come in and they just conduct business in a different way. How do you say good on the compliance side? Our fourth core value is honesty and integrity and everything we do. And we talk about this one over and over and over. Cross-border payments, cards, privacy, security. There is no black and white. There is no gray for us on that. It is all black and white. And so you are either on the right side of compliance or you’re on the wrong side of compliance. And we from every meeting that we have where we’ve got a corporate gathering, so to speak, an all hands meeting, town hall, those type of things we’re stressing as an organization. Yeah, we need to move fast because fintech moves fast. Our users need things fast, but everything we do has to be held in a compliant way. And honestly, it’s just built into our DNA and there is no gray on these things. You’re either right or you’re wrong. And staying on the right side of the compliances is core to who we are.

Lee Kantor: [00:14:05] Now, you mentioned kind of having your employees buy into this bigger. Why and being mission focused. Do you think that that kind of belief in that, you know, walking the walk, not just talking the talk, is what is helping you kind of survive this great resignation that we’re having where a lot of folks are struggling in this area. And staffing is a big issue, especially in a competitive area that fintech industry is.

Larry Hipp: [00:14:37] Certainly it’s part of it. You know, one of the things that, look, we’re not immune to the the job turnover that we’re seeing right now, but we’re actually hiring. We actually just like I told you to certain ago, we had an all hands meeting. I bring up new hires. I think I introduced six people today. And one of the things that is really helping us go through this, yes, there’s the mission focus, but the core staff that we have, the people that went through COVID with us that were here in the good day before COVID, we’re here through the days of the cruise shutdown and everything that we had to go through and are now are here on the other side, when the kind of the return story for Brightwell emerges and the new beginning merges with new products, I think we’ve got a group of people that are just bought into what we’re doing, and I’m really, really grateful for that. We talk about it all the time. You mentioned it a second ago. We won one of Atlanta’s top places to work for years in a row. We actually jumped from 67th place to 22nd place. And I think every bit of that starts from our mission of people wanting to be a part of that mission. But I also think there’s a there’s a little bit of, hey, we’re going to do this thing together. We’ve been through the hard times together, and we want to see what it’s like on the other side of this thing. So I think it’s a mixture of all of those things, but definitely everything starts with that user and that mission that we’ve got.

Lee Kantor: [00:16:03] Well, for people who aren’t familiar that Atlanta is this payment and fintech hub globally, not just in the Southeast or even the United States. Can you share with them how you’ve seen Atlanta evolve in this space and how it’s really impacting the world?

Larry Hipp: [00:16:22] Oh, my goodness. It is. You know, Atlanta is the home of payments and it’s one of these places where the talent for payments is just off the charts. The companies moving into Atlanta to be a part of payments is just off the charts. And if you need to be in a payment world, you know, I’ve got some some people I know who are in Seattle, for example, that do payments. And all the time I’m like, why are you all in Seattle? You all need to come down here to Atlanta. You want a compliance person who understands how to do payments. They are here in Atlanta. And so the talent for what we do, I don’t know that there’s a better city in the United States for recruiting. The hard part is that recruiting has exploded over the last few years, and it’s a very, very, very competitive space. But we’re starting to see is the the universities start to kind of jump on to the fintech. Even the high schools are starting to jump on to fintech. So I think that we’re going to see over the next few years more and more people coming out of school with an edge towards fintech versus just general technology. And Atlanta has just been a wonderful, wonderful place for us to do business. And there are so many companies here in the payments space affecting people around the world. It’s it’s fun when a lot of the payments groups gets together and you just get to hear what everybody’s doing because there’s really, really some unique things going on here.

Lee Kantor: [00:17:53] So what’s next for Bryant? Well.

Larry Hipp: [00:17:56] Yeah, for us, we’ve got hopefully an exciting year for us that is launching these student products that we’ve built, expanding cross-border payments, expanding payment security. And we’re doing research right now on things like crypto, like what’s happening in that space is fascinating. It’s evolving super, super fast. And if you’re in the business of doing cross-border payments, you better keep your eye on what’s happening over there. And I don’t know that we’re going to be doing any crypto say in 2022, but we definitely think it’s a part of the world in 2023 and out into 2024. So we’re doing a ton of research right then, right now on what might happen out in the next couple of years. Certainly a lot of really cool payments companies in Atlanta are already doing crypto things and so there’s a lot of lot of activity to watch there. But for us, we want to keep growing. We’re hiring a lot of people here in Atlanta. We’ve got a great company, great culture, great product, and just looking forward to having a much better 20, 22 than we had in 20 and 21.

Lee Kantor: [00:18:55] Well, if somebody wants to learn more, maybe get on your radar as a prospective client or a prospective employee. What’s the website for? Bright Well.

Larry Hipp: [00:19:04] Bright, welcome. And you can find us, find all the relative information and contact information for us. Very welcome.

Lee Kantor: [00:19:11] Well, Larry, thank you so much for sharing your story today. You’re doing important work and we appreciate, you.

Larry Hipp: [00:19:16] Know, thank you.

Lee Kantor: [00:19:17] All right. This is Lee Kantor. We’ll see you next time on Atlanta Business Radio.

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Tagged With: Brightwell, Larry Hipp

Jackie Bondanza With Hounds Town USA

March 24, 2022 by Jacob Lapera

JackieBondanza
Franchise Marketing Radio
Jackie Bondanza With Hounds Town USA
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Brought To You By SeoSamba . . . Comprehensive, High Performing Marketing Solutions For Mature And Emerging Franchise Brands . . . To Supercharge Your Franchise Marketing, Go To seosamba.com.

JackieBondanzaJackie Bondanza, CEO at Hounds Town USA

After studying business and communication at the University of Scranton and earning her Master’s degree in journalism, Jackie Bondanza was making a 5-hour round-trip commute every day for work. Even though she found a good job in the field she’d studied for, something was missing. Every day she’d come home and feel overly stressed and extremely unhappy with where she was. This inspired Jackie to make a series of big changes in her life, and dedicate her time to finding something she was passionate about.

After moving, Jackie was unsure of how to acclimate her dogs to her new surroundings. An internet search for dog daycares led Jackie to the nearby Hounds Town USA. When she walked in, she was immediately drawn to the simplicity and fun nature of the brand — and was impressed with Mike’s insight on her dogs, and his canine expertise in general.

She started to wonder why this brand wasn’t bigger or offering franchises. Over the next couple of years, Jackie learned from Mike and the team at Hounds Town USA, eventually becoming the company’s CEO. She saw the huge opportunity for the Hounds Town brand, and used her experience, education and drive to grow Hounds Town into a national franchise with over 100 locations!

Connect with Jackie on LinkedIn.

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:07] Welcome to Franchise Marketing Radio.Brought to you by SEO Samba comprehensive high performing marketing solutions for mature and emerging franchise brands. To supercharge your franchise marketing. Go to seosamba.com. That’s seosamba.com.

Lee kantor: [00:00:32] Lee Kantor here another episode of Franchise Marketing Radio and this is going to be a good one. Today on the show we have Jackie Bonds and she is with Hounds Town, USA. Welcome, Jackie.

Jackie Bondanza: [00:00:44] Great. Thanks for having me.

Lee kantor: [00:00:45] Well, I’m excited to learn what you’re up to before we get too far into things, tell us about Hounds Town. How are you serving folks?

Jackie Bondanza: [00:00:52] So Hounds Town USA is a fully interactive doggy day care boarding and grooming facility. And we we started over 20 years ago. So we’ve been at this for a pretty long time. And, you know, we we offer folks just accessible, affordable, down to earth pet care for a very reasonable price. And we’ve been doing that for for two decades now.

Lee kantor: [00:01:16] So what was the genesis of the idea? Was it built to be a franchise or was it something that just started locally and it’s just expanded organically?

Jackie Bondanza: [00:01:25] It started locally and just kind of has expanded organically over the last 20 years. We were founded by Mike Gould, who was one of the founding members of the New York City’s police department way back in the day. And he spent a good 25 years as a K-9 handler for various police departments. So when he retired over 20 years ago, he was young and still needed another career. And this was just sort of a natural extension of his extensive experience. And today what that means is, is everything we do at Hounds Town is about the dog first, which is our major differentiator. And yeah, just slowly over time, we started to expand. Mike never really intended on franchising this, but you know, after the first couple of years saw how well the couple of corporate stores he opened were doing, and just over time we started to franchise.

Lee kantor: [00:02:19] So you mentioned the differentiating by this kind of dog first methodology or philosophy. Can you talk about when he or you started kind of feeling like, hey, this is different and special and we are getting traction and this could probably be replicated.

Jackie Bondanza: [00:02:40] So I first came into the brand about ten years ago and I first learned of POUNDSTONE as a customer. So I used tempo for many years. I love them. They were a lifesaver for me when I lived in Manhattan, and I would drop my two dogs off there and head off to work. So when I moved all the way out to Ronkonkoma on Long Island, which is about an hour and a half from the city, I was that person on the train on the 638 train every morning, and I didn’t want to leave my dogs home. I couldn’t leave them home. So I found Hounds Town. And from the moment I walked in, I realized that there was something really special about the brand. And at the heart of that was the fact that Mike and the staff knew what they were doing with the dogs. And that’s not something I experienced in my other in my other experiences as a customer with other pet care facilities. They came close. But this was just kind of the whole the whole picture for me. And so from there, I just started talking to Mike about franchising, and I think he just didn’t have anybody come along that was interested in taking that ball and running with it. And so we spent the first couple of years, you know, we sold a few, but not that many. We didn’t really get much traction until a couple of years in, and we partnered with the Wright Development Team, and that’s really where it started rolling for us. But it’s been a slow ride and that has served us very well.

Lee kantor: [00:04:04] Now, any advice for those emerging franchisees out there that feel like, hey, maybe we can do it on our own, maybe share some of the the trade offs of doing it on your own versus partnering with a development team like you did.

Jackie Bondanza: [00:04:18] I would say we for the first two or three years, we tried to do it on our own and we sold a few we sold a few to a former customer, a former employee. And that really was the foundation of this, the next phase we needed to get to. We really needed to have three or four really great performing stores before we could get out there and say confidently, Hey, this model works in a lot of different markets. So that approach worked for us, but we needed to shift gears because it wasn’t scalable. So, you know, for us, it worked for us to do it ourselves in the beginning and then find a partner that could help really take it out of the gate and take it to the next level. So it was sort of a hybrid for us.

Lee kantor: [00:05:00] Now, when you do partner with somebody, what what are they doing differently than that you were doing?

Jackie Bondanza: [00:05:10] Marketing. So the company that we partner with Raintree, they specialize in emerging brands and we had looked at and even worked with a few other franchise development companies and the mist for us was that they didn’t understand emerging brands. They were used to working with big, successful franchise systems. There’s such a big difference between what they need and how they need to be marketed versus an emerging brand. And Raintree just understood how to market not only the business model but the the and the industry, but the type of stage that the business was in. And we just started getting a lot of traction about four years ago. They were just the right fit for us. But it took it took trying on a couple of different companies to find that right fit.

Lee kantor: [00:05:58] And then what was the clue that this was going to be the right fit? Was it all of a sudden now the volume of leads or the quality of the leads were just that much better?

Jackie Bondanza: [00:06:09] Yep. The quality of the leads were better. We started closing more deals, the pipeline got stronger. I really think their vetting process is was was fantastic. And we were seeing higher quality candidates that were really the right match for us instead of just kind of like working with the portals and just entertaining any lead that we got. These days, we have a much better understanding of what does a successful town franchisee look like, and we’re able to work backwards from that.

Lee kantor: [00:06:42] And then now, as the brand has kind of evolved. How has your life changed? You know, it’s one thing of having corporate owned and then a handful, and then now you’re on this kind of exciting, you know, journey where it’s really expanding pretty quickly. How has that changed, you know, kind of your day to day now? You’re less of a, you know, a hounds to Hounds Town USA, you know, kind of growing that individual store to now we’re really a training and sales organization correct.

Jackie Bondanza: [00:07:16] You know, and that’s an interesting question because it took me a while to realize that we were actually we’re actually running two businesses. We’re running our corporate stores. We’re running the doggy daycare, grooming, boarding business, hands down. And we’re also running a franchising company. And it was really challenging at times to move both of those along at the same time. Luckily, when I came along, Mike really had established the business model. There really wasn’t that much that needed to be changed or improved upon. But we did have to make some changes to our processes and our systems to make them scalable. So, you know, at times it was challenging to to, to, to wear both hats. Today, in the past 12 months, we’ve hired a team. So we went from Mike and I doing this seven years ago to now we have a team of 15 people and it’s life changing. I mean, it’s it just needed so much to to make sure that we scale properly and we owe that to our franchisees and our employees. So get the brand to a certain place of notoriety, and it’s exciting to see that that’s finally coming to fruition.

Lee kantor: [00:08:23] So now as the CEO of Hound Sound USA, what is kind of your superpower that you’re bringing to the table to help kind of maintain and continue the growth?

Jackie Bondanza: [00:08:33] So I think that speaking personally for myself about my superpower, I think that I come from a journalism background. I knew nothing about franchising when I first started doing this, but I am trained in research. So I went out and I just started making connections. I started asking people questions, I just started looking for information, and I relied on people who knew better than me. And I think that doing that is critical. And if one thinks they know everything, they’re not going to really get get that far in life. And so I just led with that approach. And it has really, I think, put the company in a great place now and again, hired a team of people who they all are, they all are are have a seat at the table because they’ve been successful in scaling, you know, franchise companies and just keeping keeping humility and gratitude. And those two things are, I think, huge for a CEO. Ten years ago, the qualities of a good CEO, I think, were being aggressive and dominant and, you know, sort of willing to crumble people to get somewhere. And I think that’s changed so much over the last decade, which I’m so happy to see. And it certainly served me well and I think served. Poundstone Well.

Lee kantor: [00:09:56] Has there been a setback or a pivot you had to make that you’ve learned from that you can share?

Jackie Bondanza: [00:10:03] Oh, gosh, there have been so many of them. You know, one of my favorite sayings, although it’s a little of a frustrating thing, but you don’t know what you don’t know. And when I brought Rob Flanagan in, who’s our president last year, he he said that. And it’s it’s so true. And so, you know, if we haven’t we hadn’t been through COVID before. Obviously, no one had. So every day was a new challenge, a new adventure. And, you know, same thing for when the housing market crashed for us in 2006. It’s these moments where things change quickly. And as the owners and the leadership team, we have to make sure our franchisees get through that those times successfully. So we’ve had a lot of setbacks, a lot of achievements, a lot of setbacks. We’ve struggled with construction and finding the right construction partners to keep our buildout costs as low as possible. That’s another one of our differentiators. So we just work through it every day and try to wake up the next day and improve upon what we’ve already built.

Lee kantor: [00:11:08] Now, it sounds like at the heart of hands down, you would say this culture and this philosophy of how to work with and care for animals is kind of at the heart of things. How do you kind of create a culture that can permeate into this kind of franchise system where, you know, these people like you, you know, they’re coming into this a lot of times, not with any kind of animal background or, you know, they’re learning to. So how do you kind of make sure from a culture standpoint you’re getting the right folks?

Jackie Bondanza: [00:11:43] Yeah, it’s definitely, I would say, front and center for us. We we hire for culture first on our corporate team. And if people have all the chops and all the skills and all the experience, but they’re not a good cultural fit. And we have a very defined deck on what that looks like. We don’t invite them on the team, and the same goes for our franchisees if we don’t get the vibe from them and vice versa. Honestly, if we feel that someone’s coming in and they’re just looking to make money and they’re not going to put their heart and soul into this, we have turned people down. And in the beginning it’s it’s hard to turn down money. But I always try to think of five years from now as a customer, how would I feel walking into this franchisee store if they seem apathetic at Discovery Day or they’re kind of like focused too heavily on numbers? We will we’ve always been very careful about trying to select the right people from day one. And that goes for our franchisees, our staff, our corporate staff, and even the staff at the store, you know, pet care. It’s such an emotional and personal thing for people. We have to be really conscious about us bringing on the people that represent and understand that the best.

Lee kantor: [00:12:57] So is the ideal franchisee someone who is kind of in the location and serving the customers, or can this be absentee or is it can this be a complimentary brand as part of a portfolio? Like how does that work?

Jackie Bondanza: [00:13:14] So for the most part, our franchisees are either semi active, meaning they’re not working in the business, but they’re there. They might be there a couple of hours a week. They’re overseeing staff. They’re getting some face time in with customers or they’re owner operators, meaning obviously they’re in the business, they’re working on a shift. We don’t really have franchisees that are completely absentee and living in another state or another country and doing this purely for an investment. We see and believe that some of our most successful franchisees, they need to feel like they have to put their heart and soul into the business. To some degree. That doesn’t mean they need to be there every day, but they need to feel a an attachment and an accountability to it, especially because there’s this emotional piece to it for the customers. And trust is such an important factor. So we don’t really entertain people who are who are looking to do this purely for the investment.

Lee kantor: [00:14:12] Now, was that intelligence gleaned from your own kind of gut feeling, or was this something that your partner said, hey, you know, we’ve done a few of these. This is what it looks like as you honed in on that ideal franchisee.

Jackie Bondanza: [00:14:26] I think it was more it’s more a gut feeling. And just looking at the 25 stores we have open now, who are our top performers? And, you know, I would say all of them have their they have a level of commitment to the business that goes above and beyond someone who would be absentee and was just looking to make a certain percentage. So we have to look, we’re very data driven. So I like to look at who are our top five performers and let’s get more of those people in the door. So I think it was a little bit of a combination. You know, we’re a family owned and operated business. So I think it’s. Kind of organically unfolded that way that a lot of people were attracted to us because they want to be involved in that culture.

Lee kantor: [00:15:11] Now, let’s talk a little bit about the philanthropy angle on this. Is this I know that you’ve teamed up with the campaign one at a time, a nonprofit. Was that something corporate did or is that something that the franchisee said, hey, this is a cause that we want to get behind?

Jackie Bondanza: [00:15:30] So that was something that came from me. I am on the board of Campaign One at a Time, which is a children’s cancer charity. It’s sort of like Make-A-Wish, but it’s much more personal. And I’m always passionate about helping other entrepreneurs build their businesses. And so I’ve known the founder for many years. I’ve seen him create this this charity from the ground up, and it’s just grown so much over the years. So what it made sense for us for Hounds Town to become a corporate sponsor. We went ahead and did that a couple of years ago and some people say, well, what’s the connection between dogs and kids there? Really, there really isn’t any. But we’re helping to spread the word. You know, the campaign, one at a time, word here on the East Coast, because it’s a West Coast brand. So one of our one of the campaigns we just did helped raise $10,000 for a girl named Sienna and her family to get a service dog. So Sienna had to have her leg amputated due to cancer a couple of years ago. And all she’s wanted is a service dog. So we were able to partner with Merlin’s kids to raise the money to do that. So there’s a little bit of a connection when there’s obviously a dog component to it.

Lee kantor: [00:16:47] So now what’s next? How do you see the next few years for Jamestown, USA?

Jackie Bondanza: [00:16:54] So we are set to open 25 to 30 more stores this year. So we’ve got a lot of work to do. So we’ll be at about 50, 55 stores open by the end of this year and another 3540 in the pipeline. So our ultimate goal is to be the biggest and the best pet care franchise out there. And we’re we’re pretty well on our way to doing that. So it’s an exciting year. We’ve been at this for a long time now, so it’s kind of our time to just get a bunch of stores open and continue awarding territories to people who who want to do something different with their lives and just to get to that 100 unit and then beyond.

Lee kantor: [00:17:35] So now are you targeting East Coast or is this now kind of the world is your oyster?

Jackie Bondanza: [00:17:41] The world is our oyster. We’ve never we’ve never targeted geographically. It’s we just decided not to do that from the get go because it’s it’s more pricey to do that. So instead, we thought we can spread out geographically and let’s be led by where are their quality franchisees. So it makes it a little more difficult for travel, of course. But we just weighed the pros and cons and decided that that was the way that we were going to go. Naturally, we’ve developed more stores in New York, New Jersey and Florida because we were founded in New York. So there’s some more interest in those particular markets because we’ve got a bunch there already. So I’m anticipating that that will start to happen once we get one or two stores open in all of these different markets.

Lee kantor: [00:18:28] Well, congratulations on all the success. If somebody wants to learn more, have a more substantive conversation with you or somebody on the team, what is the website?

Jackie Bondanza: [00:18:37] Sure. So we have Hounds Town franchise dot com is our franchising website and Hounds Town, U.S.A. is our consumer website. You can also see fun videos and photos and cute dog stuff on both websites, but the USA website would be best for that.

Lee kantor: [00:18:54] Well, thank you so much for sharing your story. You’re doing important work and we appreciate you.

Jackie Bondanza: [00:18:58] All right. Thank you.

Lee kantor: [00:18:59] All right. This is Lee Kantor will see next time on franchise marketing radio.

Tagged With: Hounds Town USA, Jackie Bondanza

Amy Williams With Good-Loop

March 23, 2022 by Jacob Lapera

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Daring to
Amy Williams With Good-Loop
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AmyWilliamsAmy Williams is on a mission to convert people’s attention into funds for good causes. She co-founded Good-Loop in 2016 after stints at advertising giant Ogilvy London, and a soup-kitchen in Argentina, to make ethical behaviour easier for consumers and more profitable for companies.

Today working with the likes of Nestlé, Unilever, the Co-Op, Coca-Cola and H&M, Amy’s ‘ethical ad platform’ rewards consumers who choose to watch an ad by donating to their chosen charity, whilst delivering better ROI for advertisers. It’s Yin Yang, win-win. Amy is one of Forbes Europe’s 30 under 30, eConsultancy’s Rising Star of 2019 and a face of the United Nations #SheInnovates global campaign.

Connect with Amy on LinkedIn.

TRANSCRIPT

Rita Trehan: [00:00:02] Welcome to Daring To, a podcast that finds out how CEOs and entrepreneurs navigate today’s business world. The conventions they’re breaking, the challenges they faced, and the decisions that they’ve made, and lastly, just what makes them different.

Rita Trehan: [00:00:19] Well, joining me today is Amy Williams. And she is known as The Woman. She is impossible to ignore. So, I dare you to not ignore her, because her story around the business that she has created over the last several years is something of interest, I think, that many people won’t really even thought about.

Amy Williams: [00:00:38] So, Amy, a woman that has been recognized as A Woman To Watch 2020 by Ad Age, Forbes 30 Under 30, the face of the UN She Innovates, #sheinnovates. I could go on. You have been nominated for numerous awards. A woman that is driving the tech industry, which is fabulous within itself because we need more women in tech.

Rita Trehan: [00:01:00] And here you are. I mean, you’re like, you know, young, have created this business, have traveled around the world. Let’s just actually talk about what this business is because, you know, you have a saying that I read, which is, “Eyeballs are a value.” So, let’s talk a little bit about what does eyeballs of value got to do with the business that you’ve created, Good-Loop, started in 2016. It’s basically an ethical platform for advertising that does good. Surely that’s not possible. I mean, that just can’t be possible, can it?

Amy Williams: [00:01:37] Yeah. An ethical advertising platform is a little bit of an oxymoron, I’m aware. But I’ve always worked in the industry. I’ve always worked in advertising. I find it a fascinating, brilliant, creative, strategic, challenging industry. And, fundamentally, what every advertiser is buying and selling is our attention. And there is this implicit value exchange in our industry.

Amy Williams: [00:02:02] When you stand at a bus shelter and it’s pissing down with rain, but your head is dry, that’s because the advert on that bus shelter have paid to keep your head dry. There is this value that society creates between an advertiser and a consumer. We will give you a little bit of our attention. And in exchange, you pay for stuff. So, the bus shelter is a really lovely example because it’s so physical, so tangible.

Amy Williams: [00:02:26] But, actually, when you think about the online world, when you think about every article you read, every site you visit, that is funded by advertisers. Your eyeballs are the thing that they are buying. And this value exchange is what I am fascinated by. This moment where an advertiser and a consumer agree to spend a little bit of time and a little bit of attention. And it’s a value exchange that has been broadly quite undermined and quite undervalued.

Amy Williams: [00:02:56] When we traverse the Internet, I think it’s fair to say that advertising is, at best annoying, at worst quite fraudulent and interruptive and intrusive, and can use our data in exploitative ways. It can really be quite unpleasant. You can try and read an article and you really can’t even see the article for all the adverts. So, that’s where the value exchange, in my opinion, has broken.

Amy Williams: [00:03:21] So, my business is about creating respectful, positive online advertising. Pure and simple. We work with global advertisers. We distribute ads across really premium publishers, like The Guardian, The New York Times, The Economist, Bloomberg. And if you choose to engage – it’s always a choice. We’d never force you to watch – if you choose to give that advertiser your precious eyeballs, then you’ll unlock a donation funded by the brand and you get to give it to a charity of your choice. So, the brand gets a moment of engagement and you get to do good for free.

Rita Trehan: [00:03:55] I mean, I’ve got to say, sheer brilliance, isn’t it? I mean, in a world today where people are more discerning, where there is a need for more trust and transparency, when you could argue is advertising digital space, is any kind of media a sort of a slave or a liberator. I mean, you’re making it a liberator, aren’t you? Because you’re letting people make the choice about what they do and how they choose those adverts, but enabling them to actually kind of connect to something that we’re seeing come to the forefront.

Rita Trehan: [00:04:28] You know, if it’s been heightened, it’s been raised even more since COVID about the meaning of trying to find meaning and social impact. We’ve seen lots of companies have platitudes around what they want to do around sort of social impact. But you’re actually helping them to think this through. Why is it taking a $500 billion industry this long to actually think about something that makes perfect sense, doesn’t it?

Amy Williams: [00:04:57] Well, it’s funny. I think there are so many people in our industry that are smart, and creative, and passionate, and also a little bit jaded. Like, there was a study came out from that advertising association a couple of years ago that found that advertising is now less trusted as an industry than banking and estate agents.

Rita Trehan: [00:05:21] We’re talking the low of the low, right?

Amy Williams: [00:05:25] A good place to be, to be honest, Rita. And I think that has really affected people’s confidence in this industry. And, of course, we’re seeing a huge loss of talent of The Great Resignation. We’re just seeing this real kind of absence of pride. And I think that it’s taking a little while because it’s taking a while for us to build back our confidence. And to know that advertising, it has an important role to play in society. Advertising doesn’t have to be that annoying, interruptive thing that gets in the way of your cat videos.

Amy Williams: [00:05:55] It can be something that funds free, independent journalism. That gives you access to a free Spotify account, that makes sure that journalists get paid their salaries. I think especially with the awful war in Ukraine and the way that the Kremlin has been using disinformation as a propaganda tool within this conflict, it has exaggerated and amplified how important and how valuable are free independent presses. And that’s thanks to advertising. So, we’ve just got to get a little bit more confident our industry again and start to find our place in society. And you mentioned that –

Rita Trehan: [00:06:34] Sorry, Amy. I interrupted you. But I do want to interrupt just a little bit, because that point about Ukraine, you’ve actually just given a speech recently or part of a discussion around this about misinformation in the media. But you’re sort of vision, clearly, is much wider than the impact of advertising. It sounds like it is really about helping people to understand the impact that advertising has on world events.

Rita Trehan: [00:07:02] I mean, it sounds like a movement that you are trying to help create sort of understanding around the value of advertising and its role in shaping world events in a purposeful and, I would say, fair and transparent way. Now, that’s a lofty goal.

Amy Williams: [00:07:24] And I’m under no illusions that advertising is one of the big things that got us into this mess. Like, I’m not blind to the role that our industry has played in creating quite damaging consumerism, and really degrading mental health of young people, and creating fake beauty standards, and really shutting down and silencing a lot of diverse voices.

Amy Williams: [00:07:51] Our industry has a lot of problems and our industry has a lot to be accountable for. But at the end of the day, you mentioned already, you know, it’s a $500 billion industry. And, actually, we are in the business of shaping desire. We are in the business of shaping consumer behavior, changing society.

Amy Williams: [00:08:08] So, just as we can encourage people to smoke cigarettes and use gas cookers, we can also encourage them to eat less meat and drive electric cars. And we can champion real beauty and challenge fake beauty standards. And we can get more diverse voices into T.V. screens and on the media. So, I think that our industry has a huge role to play. It has a huge influence in society, for better or for worse. It’s a tool that can be used either way.

Rita Trehan: [00:08:36] So, let’s talk about your journey into this business and Good-Loop’s future, because you’ve managed to not only sort of bring that passion to bear about the company, but you’ve managed to grow it. You know, you’ve raised several million pounds or dollars of funding and you’re expanding internationally. But, you know, you started your career in the sort of advertising industry.

Rita Trehan: [00:08:58] And you are known for saying that you were on a workshop talking about freshness and you said, “Oh. It doesn’t sound very interesting to me. I’d much rather talk about like how we can save water.” And with one of the clients that you were working with at the time, which I think was Unilever, who are actually very passionate about sort of social impact per person. And playing a role in global issues that we face today. And from there like, “Oh. Yeah. This isn’t really interesting me,” you go off and travel around the world. I mean, that’s pretty brave.

Rita Trehan: [00:09:34] But how did you have the courage to do that? Because there’ll be lots of people that maybe are sitting in a similar position as you were then thinking like, “You know, I’ve always wanted to do something of meaning. I know that I’ve got a passion for the industry but I want to do something different.” I mean, you went off to learn. So, talk a little bit about what that was like for you.

Amy Williams: [00:09:56] Yeah. I never felt brave at the time. It’s funny, people do say that, like, “Wow. That’s so brave.” And it’s such a lovely thing to say. Thank you for saying that. But it really doesn’t feel like that at the time. It feels terrifying and stupid.

Amy Williams: [00:10:13] Honestly, I had this incredible career at an amazing agency, and I just threw it all away. And I think it’s a bit of a double-edged sword. I have this personality type who as soon as something starts to feel a bit stale or a bit boring, I just have to shake things up. I have to break everything, which can be quite self-destructive. But in that moment, I looked ten rungs up the career ladder to where I was, and I thought, “I don’t think I want to be there. I don’t think that’s interesting enough. And I don’t think that’s inspiring me.” So, I just quit.

Amy Williams: [00:10:49] And I didn’t even have a plan. I just walked into that office one day and sort of in a daze, quit. I remember going home to my partner that night and saying, “I quit my job today.” And he was like, “What? Do you want to discuss it or anything?”

Rita Trehan: [00:11:04] “Do you want to go back and see if they’ll give it back to you.

Amy Williams: [00:11:08] “Maybe go back.” I just had this feeling, like, if you don’t break something then there’s no space for new ideas to grow. I love this idea of, like, a forest fire burning through a forest. And then, the fresh sheets. This idea of fire being quite healthy and important part of nature. You know, burning it all down to see what new, fresh ideas can grow. So, that was sort of the thing in my head. That was the big grand vision was just to burn it all down and see what happens.

Amy Williams: [00:11:39] And like you say, I went traveling. I think that’s a really healthy way to kind of break out of any staleness and any routine that you have is to just put yourself in entirely new context. And, for me, that was traveling to South America. I just always fancied seeing South America.

Amy Williams: [00:11:58] And, also, Chile in particular, has a really interesting program called Start-Up Chile. It’s funded by the government. It’s really modeled on Silicon Valley and about bringing a lot of the Silicon Valley values into Latin American culture. And so, I just thought that would be a really interesting combination of my two interests.

Amy Williams: [00:12:16] So, I sort of went down there. I went on a course in entrepreneurship. I met a ton of other entrepreneurs. And when you start to meet other people that have done it, it feels so much more realistic. You know, they say you can be what you can see. And it’s so true. It is. It’s so true when you’re thinking about diversity. But it’s also just when you’re thinking about changing your life, just go out and meet people who are already doing it because suddenly it doesn’t seem so scary.

Amy Williams: [00:12:42] So, that was a kind of life changing moment, really, was being out there and having that privilege and that opportunity to meet people like that. And I came back from that trip with the beginnings of the business plan that is today Good-Loop.

Rita Trehan: [00:12:55] Let’s talk a little bit about the beginnings of the business plan, because 2016, I’m a bit of a skeptic and I go and I look at all these companies, and I’m often advising them and saying, “Please don’t tell me that you’re really into social impact and that you’re a purpose-driven company. Because, you know, I can walk in and I can look around, I can feel the culture, I can touch it.” And, yeah, you’re trying to do a lot of the right things, but actually are you really if we look at it?

Rita Trehan: [00:13:22] And I can imagine, I mean, that’s today when companies are actually – all credit to them – now, I think, stepping up more than ever to sort of recognize that they have a role to play in global challenges, not just in running their companies. And that profit and and purpose go together. They’re not two extremes. They can actually work in balance together.

Rita Trehan: [00:13:49] But 2016, I don’t know, taking that idea to people and saying, “Hey, we’ve got this idea that you’re interested in getting as many people as you can to look at your adverts because you think that that’s the way to kind of attract them in. What we’re saying is, let them choose whether they want to watch it, but actually think about what they want, not what you want. And let’s give some of that money to charity as well.” Tell me about the challenges of convincing people of that. I mean, did you find they were all like, “Yeah. Amy, let’s do it.” Or were they like, “Hmm?”

Amy Williams: [00:14:27] Oh, man. You’re so right. All kind of internal thesis is to treat people like partners, not targets. And that is quite a challenging idea because, not only is it a new way of thinking about advertising, it’s also a criticism of the existing status quo. And so, going into any industry and saying what you’re doing is wrong, is a really, really difficult place to start.

Amy Williams: [00:14:50] So, I actually really underplayed that at the beginning. And I really focused instead on the trend, that you’ve perfectly articulated there, which is every business needs to do good. And we are a really easy way for you to start on that journey. You know, it’s such a simple little switch to say you’re already running ads on T.V. or on YouTube, why don’t you just run out with Good-Loop instead? And then, every time someone watches, you will fund a charity.

Amy Williams: [00:15:16] And to your point, you know, there’s so many businesses that say they want to do good. Well, let’s put some spend behind that. Let’s put some action behind those words. How about every time someone engages, you actually fund a self-esteem workshop or you build a well? Let’s put action behind your brand purpose. So, that was a much more uplifting and much less challenging entry point into the market.

Amy Williams: [00:15:37] Like, even just learning how to articulate the proposition and learning how to say it in a way that got people inspired rather than challenged. And challenging stuff along the way, but in a much more inclusive approach. And that is the biggest challenge, I think, is learning how to articulate the value proposition of what you’re building.

Amy Williams: [00:16:00] And, again, I’m building a business that does good. I’m building a B Corporation, a carbon neutral business that funds charities from our top line. We are a very, very social business, but I hardly mention that. I hardly mention the charity donation to any investor and, certainly, to any customer. I talk about performance. I talk about growth. I talk about heightened engagement. And how the advertiser is going to get better ROI. And the investor is going to get better returns because we’re doing something different in the industry. And the social impact is nice to have, a cherry on top.

Amy Williams: [00:16:31] In my heart, it’s the reason I get up every day, but it’s not the reason someone’s going to invest. And learning that is really tough. Like, learning that the thing you care about doesn’t matter to anyone else. It’s really, really tough.

Rita Trehan: [00:16:44] Are you seeing that today? Do you see that today? Do you really think that that’s still true today? That’s an interesting thought.

Amy Williams: [00:16:51] We’re not charities. Good-Loop isn’t a charity. We don’t donate to charity out of the goodness of our hearts. We donate to charity because it gives people a meaningful reason to engage with the advertiser, which gives the advertiser better results, which means that we win over our competition, which means that we grow.

Amy Williams: [00:17:11] So, even I can’t claim that the social good is the reason I do it. Like, owning up to this gray area where you do good, but you also have selfish goals, like you say purpose and profit, driving together. There’s a lot of awkwardness around this idea of benefiting from doing good or making a profit whilst building a social business. I don’t think we should be embarrassed about that. I think that’s a great thing. [Inaudible] change.

Rita Trehan: [00:17:34] Why do you think hat is? Why do you think that is? Surely, I mean, it makes sense that the two go together. It’s not like one is good and one is bad. Or if you only do profit, therefore, it’s actually a win-win. I think you described it as a win-win. Why do you think there is this sort of unease or discomfort about saying that you can do both?

Amy Williams: [00:18:03] I don’t know. Maybe it feels a bit disingenuous. I think so much of this responsibility for so many years has been so disingenuous. You see fossil fuel companies investing in solar energy whilst also lobbying governments to increase the reliance on fossil fuels. These layers of corporate philanthropy or CSR that are so paper thin that consumers have become rightly very cynical. And I think that’s absolutely the right trend. We should hold businesses to account. We should hold individuals to account. When you say that you stand for gender equality, you should also not have a gender pay gap. And if you do, I’m going to call you out for it.

Amy Williams: [00:18:47] Did you see that Twitter bot over International Women’s Day? Every time a brand used the hashtag, the Twitter bot would retweet with their gender pay gap, which was just really nice. So, I kind of embrace the cynicism as well. I think it’s healthy to have a dose of that when we’re talking about business philanthropy, because fundamentally these businesses are there for the benefit of their shareholders. Which means that they are exclusively existing to extract value from excite from society. We can’t get around that.

Amy Williams: [00:19:21] We really need to work with NGOs and governments to solve big systemic issues. And relying on businesses is relying on an emperor in new clothes. But embracing businesses that are trying to do both and letting them learn and take steps towards more positive business action. Perfection is the enemy of progress. And if every time a corporate did something wrong, we chastise them and we show them how badly it can go. And when they do something wrong, they’re never going to try. And I just think we’ve got to get these big businesses a bit braver about doing things with a social slant.

Rita Trehan: [00:19:58] So, how do you help companies do that? Because I don’t know, but I would imagine that they will either now, particularly after COVID, be saying like, “This is fabulous.” We recognize now that trust is really important. And, actually, we see our customers, or our prospective customers, or people that we want to engage with, we recognize that they’re looking to want to work with organizations that are doing something meaningful or have some sort of social responsibility or have some impact in areas.

Rita Trehan: [00:20:31] Do they then come to you thinking that you are going to kind of deliver it all? And, therefore, their expectations are sort of way out of reach from where they are? And if so, how do you manage that? Or do they become very nervous and kind of tentative around what they should be doing? And if it’s that and maybe it’s both, so you can talk about both, what do you do to kind of, like, show them the possibilities? So, I guess two, one is think you’re going to help solve all of their problems and generate masses of growth for them – which clearly you guys are doing – and those that are too tentative. How do you deal with those different types of clients?

Amy Williams: [00:21:15] Yeah. And we do absolutely get both. And I’ll first deal with the nervous ones because that’s probably the easier challenge. We do get a lot of businesses come to us that say, “With all of the Black Lives Matter protests, we feel that we should be doing something around black empowerment, but we don’t know what.” And that is a very sensitive topic. And there is a lot of ways that brands can get it wrong. And there is a lot of ways that big businesses can contribute, and help, and amplify a really important message. So, they shouldn’t be nervous. They should be excited. And they should be cautious.

Amy Williams: [00:21:53] So, what we would say is, “Where in your business are you already showing this through your actions?” firstly, because if there’s no evidence of that, then unfortunately we can’t work with you on this particular case. So, we have an internal filter that says we need evidence that this is an internal initiative, first and foremost, before we’ll help you promote it. Once we’ve got that evidence, then it passes our sort of internal ethical review process. And then, it’s a case of looking at where this business can have an authentic impact on an issue.

Amy Williams: [00:22:27] So, always start with what your business does for consumers. What is the benefit your business offers to consumers. And then, how do you amplify that to broader society. Because that’s how you’re going to find an authentic purpose.

Amy Williams: [00:22:38] So, a great example of this recently is Airbnb. Their product is a platform to help people find homes around the world. Their benefit to consumers is that they make you feel like you belong anywhere. You can go to a completely new city and you can feel like you belong there. So, to amplify that to a social good, to a societal good, they helped refugees find safety and home at a time of crisis.

Amy Williams: [00:23:03] So, that’s a brilliant execution from product through to social impact that feels fully authentic, really meaningful, and just really, really engaging, and amplifying for their brand and their business. You know, talking about that sort of selfish lens, more people are going to book Airbnb’s because of it, frankly. So, that’s how we deal with them.

Amy Williams: [00:23:26] And, often, the NGOs play a big part with those Nervous Nellies because the NGOs are the ones of the experts. So, they’ll help them with the language. They’ll make sure they add authenticity and credibility. And they’ll make sure that the money goes to the right people, to the communities that they wish to serve. So, partnering with NGOs is a really, really big part of getting it right.

Amy Williams: [00:23:46] On the other end of the scale where you’ve got brands coming in saying, “We’re going to solve the world’s problems,” I would say great, firstly. But also not every business has to have a big ostentatious goal. Not every business can authentically change the world.

Amy Williams: [00:24:07] And a great example of this is Unilever’s brand, PG Tips. They are teabags. That’s just a teabag. They’re not going to solve the world. They can’t end racial inequality, or create social mobility, or solve climate change. They can clean up their supply chain and they can make sure that they’re an inclusive employer.

Amy Williams: [00:24:30] But as a brand, their purpose is addressing loneliness. Because when you sit with a cup of tea and you go and visit a neighbor or you talk to your elderly relative and you make a cup of tea, you connect, you get off your screens and you talk to someone with eye contact, and then a meaningful amount of emotional connection. And that is a brand purpose that is never going to change the world, but it’s really authentic to who they are and what they do. So, I kind of love that as well. Like, scaling it back and thinking about where businesses, perhaps, can do smaller things, but still a meaning.

Rita Trehan: [00:25:03] They can do some great things. I know my niece works for them and she’s started working for them. And she comes home and she’s always passionate about just what they are really doing, like, from a social impact, from the packaging that they use, that they really do mean what they say. I mean, it’s great to see companies like that.

Rita Trehan: [00:25:21] And, you know, they were one of your early clients. So, you’ve got some big name clients that, I think, credit to your organization, to your company, for actually kind of reaching out to those because the bigger multinationals are harder to change sometimes and hard to accept. But, yet, you pick some very forward thinking organizations and/or they become more forward thinking through working with you. You know, it’s probably a bit of both.

Rita Trehan: [00:25:50] So, I have a question, so we’ve talked a lot about sort of like the advertising and how it can be a force for good, if you like, of have a purpose that does good as well as make a profit. As you think about the organizations, I can’t help wondering – we were talking about the gender pay gap was just an example. I get very passionate about that too – just the value propositions or the cultures that companies have, I mean, they’re often advertising who they are as a company for prospective employees. That’s advertising. That’s branding. That’s a messaging.

Rita Trehan: [00:26:26] I mean, how do you help them think about that? And do you guys think about that and you’re helping them think about advertising generally? Or is that an area that you think is, maybe, the next area that companies need to be thinking about at all?

Amy Williams: [00:26:42] Yeah. Well, you said it yourself with your niece, she comes home proud to work for an organization because of the things they do in their marketing, and their supply chain, and in their corporate governance. To me, it is a natural outcome of some of the work that businesses have to do internally, that their employees are proud to work at that organization and become advocates and become champions for that business.

Amy Williams: [00:27:09] So, it’s not something we work on explicitly, to be honest. We’re very laser focused on advertising. And when brands come to us, they’re often coming to us with three different pressure points to want to do good. One is consumers. Consumers are four times more likely to buy from a brand if they’ve taken a stance against climate change. Another is employees. Employees are so much more likely to stay at an organization if they feel that their work has purpose. And the third is shareholders. Shareholders are looking for sustainable ESG investments. The mention of ESG in SEC filings have tripled in the past month.

Amy Williams: [00:27:47] So, this sort of triple attack on organizations from consumers, from employees, and from shareholders, means that we are one of many solutions that they’re looking to, to kind of clean up their internal processes and, therefore, placate those key stakeholders.

Rita Trehan: [00:28:05] Let’s talk about some of the solutions that you’re working on, because one of them has to do with climate change and sort of ESG. And, again, I’m totally with you on this that we’re seeing this massive sort of uptake on sustainability reporting, and sustainability index, and ESG, and diversity inclusion, and equity. And you put all of those things in the mix. We’ve kind of been looking at them through all these different angles. Nobody is necessarily connecting them together. It sounds like you guys are doing that. You’re, like, kind of connecting the dots a little bit. So, tell us a little bit about what you’re doing in the area of that to help companies.

Amy Williams: [00:28:41] So, they started about a year ago. It started as an internal question. So, I’ve always said I want Good-Loop to be carbon neutral from inception. So, finger in the air, throwing some money at some trees, and said we’re carbon neutral. But we never really interrogated it properly. And it got to a point where we were like, “Okay. Right. This isn’t really good enough. We need to know the actual carbon cost of running adverts online.”

Amy Williams: [00:29:06] Which, I sort of assumed we could find. And then, months of research go by and there really wasn’t any answer. There really wasn’t anyone with that answer. No one had done that work. So, it started as an internal project to say, “Okay. What is the carbon cost of our ads? How do we offset what we deliver?”

Amy Williams: [00:29:26] So, we created a methodology, essentially mirroring a methodology that’s internationally recognized for website calculations. If you calculate the carbon cost of a website, you use a certain data transfer methodology. And we just nicked that, basically. And we looked at how we use data transfer to deliver adverts.

Amy Williams: [00:29:44] And that meant that we could then confidently say we were carbon neutral and start going out to our clients saying to update. We’ve now got this methodology, so don’t worry. Good-Loop is fully carbon neutral. And they go, “Wow. How’d you do that then? That sounds quite good.” So, it was sort of a bit of a start up pivot moment where we said, “Oh. We’ve actually built something here that other businesses could benefit from.” So, we spun it out to its own product.

Amy Williams: [00:30:09] And really simply, it’s just like a tracking tag that you append to your digital campaigns, like a viewability tag. It’s just a one by one pixel. It tracks data transfer and then it carbon offsets in real time. So, any advertiser can use it on any digital campaign. And it will mean that the full campaign is measured and offset. And the measurement piece is really important because offsetting is obviously the absolute minimum. What we should be doing is actually reducing our carbon emissions.

Amy Williams: [00:30:38] So, buying on publishers that use carbon neutral servers, buying at times of day when the electricity grid is more renewable, using lighter file sizes to reduce the data transmission and to reduce the electricity usage. So, this is the sort of insight that our dashboard can deliver back to clients so that they can offset what they have to use, but also reduce what they spend.

Rita Trehan: [00:31:01] So, I hope that as the listeners are listening to that piece, that they go back and play that again. Because there are a number of organizations out there right now that are feeling very nervous about their commitment to hit the targets of zero emissions. And I think you’ve just given them a really cool idea of how they can at least start or accelerate their work in that area. So, let’s hope that they go back and listen and replay that bit, particularly, because it is important.

Rita Trehan: [00:31:27] So, let’s talk about you as a leader. I mean, come on, 30 Under 30, Woman to Watch, like impossible to ignore. Tell us a little bit about you as a leader.

Amy Williams: [00:31:41] Oh, wow. How do I answer that?

Rita Trehan: [00:31:43] Did you always know? Like, when you were a young girl, were you at school going like, “You know what? I’m going to lead something one day. I just know that’s what I’m going to do.”

Amy Williams: [00:31:53] No. God, no. I was bullied awfully at school. I was so shy. I was so nerdy. You can’t see it on the podcast, but I’ve got big sticky out ears, and everyone used to call me Toby Jugs.

Rita Trehan: [00:32:06] I can see your ears, and you haven’t got big sticky out ears. Well, I can show you my calves if you want. I used to get called tree trunk legs. So, there you go.

Amy Williams: [00:32:16] We’ll start a self-help group. We’ll get each other through it. And I think the thread I pulled between that nerdy kid at school and today is that I loved theater. I was always the the main character in all the school plays and all the musicals. And, today, being a CEO, so much of it is about storytelling.

Amy Williams: [00:32:39] And being a leader is about making people feel a part of your story, making people want to join it, seeing their role within a broader story, and setting a vision for your business, and talking to investors and talking to customers. It’s the same story, but you’re just pulling at different threads and amplifying different parts depending on who you’re talking to, what your audience is.

Amy Williams: [00:33:01] So, that skillset I learned back on those stages when I was Fagin and Oliver Twist. Today, that still rings true. In terms of being a leader, my philosophy on it is, especially as a young entrepreneur – I mean, I started this business at 25 – I am under no illusions that I have very little of the answers. Like, so many of the people I’m bringing into my business are more experienced, more talented, more expert in their field.

Amy Williams: [00:33:33] And my job is to just bring in the best possible people, to give them a direction, to support them, and lead them. But, actually, be humble enough to acknowledge their expertise and to kind of let them bring something to the table. So, yeah, it’s less about leadership. It’s more just about galvanizing everyone in a certain direction.

Rita Trehan: [00:33:55] And did that change over COVID, do you think? Have you changed as your organization changed? Like, that two year period where we kind of like all disappeared, and all hunkered down, and tried to find who we were and where we were, and everything else in between?

Amy Williams: [00:34:14] Oh, man. It was a tough time. But I found it really, really difficult. As a leader, you look to the answers and I had none. And so, there was a lot of sort of radical transparency during that time where I had to say, we are working to preserve everyone’s jobs, we are working to keep everyone safe, but can’t guarantee anything. And that’s a horrible thing to have to say. And to try and be vulnerable with the team and to try and show a certain level of my own real experience was sort of the way I dealt with it.

Amy Williams: [00:34:45] I always think about there’s that parable about a sailor who he knows around this next bend is the most dangerous part of the sea. And in the first voyage, he says, “It’s going to be great. Don’t worry about it. Don’t worry. We’re going to nail it.” And then, the ship wrecks. And the second time he sails it, he tells the sailors, “This next corner is going to be the hardest thing you’ve ever done. But I’m here with you and I’m scared as well.” And then, they sail through it. Like, that was the thing that kept me going in COVID, that idea, so that was sort of my approach.

Amy Williams: [00:35:19] In terms of how it changed the business, I mean, as you’ve mentioned, every business suddenly stepped up. There was this huge swell of empathy and kindness from everyone, businesses to next door neighbors. So, we’ve got a ton of brands coming to us wanting to support food banks, and homeless shelters, and hygiene banks, and medical research. And that kept us all going, I think, was feeling like we really were helping. We funded half-a-million meals to families below the poverty line over Christmas.

Amy Williams: [00:35:48] And being a part of the solution is really empowering. And to your point, when everyone sat at home finding themselves and thinking about what’s the point of it all, well, we’ve got a point. So, I think everyone in my team felt like we had a purpose. We were doing something that mattered, and we could be proud of that. We didn’t lose anyone. I’m proud to say we kept everyone’s jobs. Nobody jumped ship to continue the metaphor. And I think we’ve just come out of it so much stronger.

Rita Trehan: [00:36:15] But to your point about, you know, people that feel that they’re really connected to something, and have that kind of trust and transparency with an organization are four times more likely to stay. It sounds like you’re doing a good job within your company to actually help connect people to something that’s very meaningful, and actually helping to create a difference.

Rita Trehan: [00:36:35] So, you’ve obviously made some great strides with organizations. But the advertising industry is a massive industry within itself. How do you get to some of those people that are actually on the advertising side that are running the other platform, say, or helping them to engage with those as well as the organizations around this concept of advertising with good, with a purpose to it, of doing some good?

Amy Williams: [00:37:06] Yeah. I think I would be very happy if more platforms copied us. I don’t tell my investors that.

Rita Trehan: [00:37:15] I didn’t hear that. I didn’t hear it.

Amy Williams: [00:37:16] I mean, our competitive advantage in the market is that we approach things from a more responsible, positive, and respectful perspective. I mentioned treating consumers like partners rather than targets. I wouldn’t be that bothered if YouTube also adopted that philosophy. I wouldn’t be that bothered if YouTube also decided to donate 50 percent of their turnover to charity.

Amy Williams: [00:37:39] If I can use Good-Loop as a vehicle to lift the industry up, then that’s something I’d be very, very happy with. And I think that’s part of our mission is engaging the industry in these conversations. So, we work really closely with several of the other ad tech companies. A lot of them use our Green Ad Tag to carbon offset, for example. And we work with them on making sure we find fantastic publishers to support, making sure that we’re relying on things like that.

Amy Williams: [00:38:14] So, yeah, it’s an industry wide change. We aren’t going to have all the solutions. And, actually, rising tide lifts all boats so I’m very engaged in the industry as a broader kind of part of our mission.

Rita Trehan: [00:38:28] And I think you will find a way to create that ecosystem just from the way that you kind of talk about it and think about it. It’s about how do you kind of create almost, like, that flywheel effect. If you’re all working together, it’s not about competing. It’s about combining those efforts and just imagine what we could all do from that perspective. I think you’re on to something there that I would wholeheartedly encourage you to continue.

Rita Trehan: [00:38:56] Well, a couple of last questions. I’d love to continue, but I’m also conscious that we’re going to run out of time. So, there’s two areas that I do really want to ask about. Around that sort of connecting and treating consumers as partners, there’s a massive, massive focus right now on diversity, equity, and inclusion. Lots of companies are trying to build that bridge about what does that really mean. You raised the point about Black Lives Matters, and how sensitive that can be and how it can either go well or not, depending on how you do it.

Rita Trehan: [00:39:29] But part of this transparency is how do we get organizations to actually reflect the customer population who they are actually serving, potentially, because very often they don’t reflect people, or the client, or the consumer, or the supplier that they are. So, how can this help to do that? I guess it can in a way, right? Like, having people sort of participate in there, giving a voice in a way to what they think is important.

Amy Williams: [00:40:03] It’s something I think about a lot because I think it’s one of the biggest responsibilities of our industry. If we’re going to spend $500 million, we have a responsibility to spread that wealth and to reach a diverse audience and to reflect back to them an image of society that is inclusive. So, yes, something I’ve been thinking about a lot. And it’s something actually a lot of our clients are coming to us asking about, especially in the U.S. In the U.S., I’d say it’s the number one thing clients talk to us about, which is awesome.

Amy Williams: [00:40:35] In terms of what we’re doing, there’s sort of two layers. The first is at the brand purpose and the charity level. So, an example of this, we work with P&G. They have a brand called Pantene and Pantene do a campaign called Hair Has No Gender. It’s a beautiful piece of creative. It’s all around celebrating trans and gender nonbinary people within the beauty industry.

Amy Williams: [00:41:00] And we worked with them to deliver a campaign. Every time someone engaged with that creative and watch that ad, they unlock a donation to Gendered Intelligence, which is a wicked charity that funds the gender nonbinary community. And as the consumer, when you watch the advert, you could choose to support a helpline, a mental health helpline, or work in schools with youth programs to educate and raise awareness.

Amy Williams: [00:41:24] So, that’s the first thing we do, is just using our technology to connect brands with NGOs and with the end consumer. Above and beyond that, the second layer is how your ad dollar is actually reinforcing the thing you say you stand for. If you say that you’re a pro-trans, pro-queer, LGBTQ+ empowering brand, but then you actively don’t buy on terms like gay and lesbian because you consider it brand unsafe, then you’re not supporting that community.

Amy Williams: [00:41:56] You know, magazines like Attitude, The Pink Times, Gay News, these sites often struggle to get advertisers to run because advertisers just sort of block those keywords. And Vice found that their coverage of the Black Lives Matter movement got 57 percent lower CPMs, which is the lower price, 57 percent lower price, because so few brands were buying that space. Because brands were just saying, “Oh, that’s a bit sticky and a bit awkward, so we just don’t want our ads appearing next to it.” Which is a completely wrong thing to do.

Amy Williams: [00:42:29] If you say you’re a brand that stands for these issues and represents these communities, be in those places, fund that journalism. So, that’s the second thing we do. It’s like, actually, if you’re going to run a campaign focusing on gender nonbinary communities, then we actually buy inventory on Attitude Magazine and The Pink Times, and similarly across all different kinds of issues.

Rita Trehan: [00:42:51] That’s awesome. You just give me some things to think about, about clients that I work with, and others that I know about how we can kind of push that message across because that’s really insightful.

Amy Williams: [00:43:04] It’s quite an easy win as well. This is the thing I love about what I do, what it does is it’s really simple little wins that help move the brand forwards, the incremental steps. You don’t have to overhaul your whole diversity recruitment strategy tomorrow. This is something you can do today.

Rita Trehan: [00:43:21] I love that. And by the way, the name Good-Loop, I can’t help thinking that – and maybe you didn’t think about this – it’s kind of the loop is combining the profit with the good, and the good is the good loop together. I don’t know, that’s what came into my head when I saw the name. Probably not what you meant but –

Amy Williams: [00:43:42] Actually, it is. It’s like a virtuous cycle, sort of. Using good to fuel business benefits. That’s what we’re all about.

Rita Trehan: [00:43:48] Well, it’s been fabulous to talk to you. You are an inspirational force. And I have no doubt that you’re going to continue to have an impact around the world. So, congratulations, obviously, on the funding that you’ve secured, more funding to kind of grow the business go out there and do it, particularly in the States, because there’s a lot of big companies out there that are crying out for the help in this area.

Rita Trehan: [00:44:13] So, my last question to you is – I always ask everybody – what’s your Daring To moment? A Daring To moment could be something that you dared to do in the past, something that you’re daring to do right now, or that you daringly want to do in the future. What would yours be, do you think?

Amy Williams: [00:44:29] I suppose in the past, my Daring To moment would be daring to break everything. And daring to be vulnerable to complete failure. And the way I got around that was defining success in a really, really small incremental way. So, in my mind, when I started Good-Loop, I was so afraid of failing because you’ve told everyone like, “I’ve quit this big job. I’m starting this company.” It’s really putting yourself out there.

Amy Williams: [00:45:03] And when you go to the pub and you meet your friends, the first thing they say – and it’s a complete habit. People don’t do it on purpose – is like, “What are you up to now? How’s the job going?” It’s the first thing. And when you’re in this early stage of starting a business, it’s your most vulnerable, most soul, shy, awkward part of your life. And, like, it’s the first opening question when you meet someone. So, that was a real dare to.

Amy Williams: [00:45:28] And the thing is, as soon as I started the company, that was a success. As soon as I raised our first £100 for charity, that was a success. As soon as I hired my first person, that was a success. So, it just felt less scary because the successes were quicker and easier to retain. So, that’s something I kind of try and carry with me is that idea of success not being an end goal, but being all these little steps along the way.

Rita Trehan: [00:45:49] That’s great advice for founders, people that have been CEOs for a long time, and people that are aspiring to be senior leaders anywhere in the world. And that’s a really insightful comment about it’s the small things that make the difference. That if you focus on what those successes are and value them, then you’d be surprised how much you can achieve.

Amy Williams: [00:46:10] So, Amy, thanks so much. If people want to know more about Good-Loop, understand more about how they can be part of this movement, I would call it, and want to know more about you and the company, how can they get in contact with you? Website, LinkedIn, Twitter, what’s the best way?

Amy Williams: [00:46:25] Yeah. So, our website is good-loop.com. And if you want to connect with me on LinkedIn, Amy Williams is a painfully common name. But if you put Amy Williams Good-Loop, then it should come up. And I’m always happy to grow my network and meet new people. If anything I said today inspires you or raises more questions, then please you get in touch. Like, I’m happy to help if it’s just bouncing around ideas for a new business, or if you have questions around green and sustainable media, whether it’s Good-Loop or not, it’s something I’m really passionate about, so I’m always happy to help.

Rita Trehan: [00:47:00] Well, I know you are somebody that is impossible to ignore, without a doubt. And I hope that people continue to actually listen and take the true sort of inspiration and work that you are doing forward. So, thank you very much. If you want to know more about DARE, then obviously you can find us on our website.

Rita Trehan: [00:47:22] But if you also want to find out about some of the work that we’ve been doing around inclusivity and why it’s not just about diversity, equity, and inclusion, but how you’re inclusive right across the board and to combine the profit with purpose, let’s move forward, then check it out on our website.

Rita Trehan: [00:47:38] Thanks very much for listening. If you liked it, then please make sure that you put some comments in and share the podcast. Because more people need to hear about what Amy doing and her organization, Good-Loop. Thanks very much.

Rita Trehan: [00:47:49] Thanks for listening. Enjoyed the conversation? Make sure you subscribe so you don’t miss out on future episodes of Daring To. Also, check out our website, dareworldwide.com, for some great resources around business, in general, leadership, and how to bring about change. See you next time.

Tagged With: Amy Williams, Good-Loop

Spark Stories Episode 11

March 21, 2022 by Jacob Lapera

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Spark Stories
Spark Stories Episode 11
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Spark-Stories-KM2SparkStoriesKMKristen Madison, leader of the award-winning FASTSIGNS of Sandy Springs, a family, minority, and woman-owned sign and graphics enterprise.

Kristen is also the Founder of The Madison Coaching Collaborative, a boutique coaching firm dedicated to coaching fantastic clients who leap from Corporate 9to5 roles into small business ownership, new business owners, and seasoned business owners seeking a business and life reset.

As a coach, she helps business owners discover what feeds their soul, honors their purpose, and enables them to feel accomplished and exhilarated.

This transcript is machine transcribed by Sonix

TRANSCRIPT

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

Dr. Clarissa J. Sparks: [00:00:13] Good morning. Welcome to live Atlanta Business Radio with Spark Stories. I am your host Clarissa Jae Sparks. I am the founder of Sparks and company known as She Sparks, a brand strategy design consultancy at the core. I am a personal brand strategist, trainer, mentor and investor for women entrepreneurs. I’m so excited to be here today to kick off the season too, with our new series Own It. It is a series where we dove into the everyday operations of inspiring small business owners in our local community. You can listen live on Saturdays at 10 a.m. or play the rebroadcast at Business RadioX. Com. Not only are we kicking off the season with on it, we are celebrating Women’s History Month. Entrepreneurship is one of the best ways for women to create sustainability and create a strong economic future. And if history has taught us anything it says with proper support, women can help other women jump over hurdles and face and shine. Listen, let’s start this month off with a reminder to support women entrepreneurs, whether it’s with a message, sharing this page on social media, making a purchase, a partnership, investing it doesn’t even matter. Just support women. Today I’m supporting one amazing woman entrepreneur. Her name here in the studio today. Her name is Kristen Madison. Kristen Madison is a small business owner and business coach. She is a leader of the award winning fast signs here in Sandy Springs. It’s family owned, minority and women on sign and graphics enterprise. Kristen is also the founder of the Madison Coaching Collaborative, a boutique coaching agency dedicated to coaching fantastic clients who leap from corporate 9 to 5 roles into small business ownership, where there’s new business owners, seasoned business owners. Kristen has helped pave the way. Kristen, welcome.

Kristen Madison: [00:02:18] Thank you. Clarissa, happy to be here.

Dr. Clarissa J. Sparks: [00:02:20] Oh, I’m so excited for you today. Kristen, I just want to say again, thank you for being such a pillar in our community and I’m excited to have a conversation with you today. I really only have three questions.

Kristen Madison: [00:02:33] Okay, let’s.

Dr. Clarissa J. Sparks: [00:02:33] Go. We want to know who you are, what you do, and why it matters. So tell us a little bit about yourself.

Kristen Madison: [00:02:40] So Kristen Madison, small business owners, small business coach I am what I affectionately call a corporate dropout. My background is in law practice and corporate HR practice. I started out as a government auditor.

Dr. Clarissa J. Sparks: [00:02:57] Oh, wow. Those terms scare us. Audit.

Kristen Madison: [00:03:01] Oh, right, right. Well, I was the auditor and then the law firm snapped me up to actually defend the audits. So there was a I guess I redeemed myself at some point. But I you know, I have been in the in the workforce for 20 plus years and jumped from role to role and did very well in each of the roles, had great mentors and advisors, friends along the way, and decided that at one one day decided, I’m not sure that this is what I want to do, that this is what I was destined to do. So it took me a couple of years to really figure out that I didn’t believe that corporate, you know, had my best interest at heart and that it was me that was going to have my best interests at heart. And so I really started researching the idea of small business ownership along with my brother.

Dr. Clarissa J. Sparks: [00:03:50] Along with your brother. The last great I know a lot of entrepreneurs do have that conflict in the beginning. Do I leave my job or do I step out into my destiny to fulfill my vision? So again, as you’re going through this self-discovery process, what made you finally take that leap?

Kristen Madison: [00:04:08] That’s a great question. So my brother and I for years had thought about working together in a small business, and we knew we had some good funding behind us. But I think what really pushed us over the edge is at some point this was in, you know, after 2010, corporate started downsizing and laying off people, mentor started retiring, friends, you know, jumped to other companies. And when you’re with a company for so long, you know, almost ten years, people leave. And so it was a different environment. It was it wasn’t so much fun anymore. So that kind of pushed me over the edge. I decided, you know, it’s time to go.

Dr. Clarissa J. Sparks: [00:04:47] I understood. Now, in your statement you made that interesting point. You said that you had funding.

Kristen Madison: [00:04:52] Yes. So capital of the capital. So what that means is I had saved a good amount of money. Personally. And then also, you know, I’m thankful enough to have a mom and dad who really wanted to see their kids shine. And I think you said shine earlier in in the intro. That’s my word of the year. So they really want us to do well and kind of carry on their legacy and do better than they did. So, you know, my dad chipped in a couple of bucks. I’m sure he will, listening to this say it was more than a couple of bucks.

Dr. Clarissa J. Sparks: [00:05:24] Thanks, Dad. Thanks, dad. Right.

Kristen Madison: [00:05:27] So that’s that’s what I meant.

Dr. Clarissa J. Sparks: [00:05:28] Okay. Understood. Now, what recommendations would you give for coming up with an exit strategy before you actually take the leap?

Kristen Madison: [00:05:36] That’s a great question. So as timing would have it, I have developed what’s called a corporate drop out 30 day checklist challenge. And the the checklist contains 30 steps that you can take if you if you know you want to leave and start your own business, but you have nowhere to start. Here are 30 actions that you can take to get you on that path. So it’s anything from researching how SBA grants work, how SBA loans work, talking to a friend who might be a small business owner about what their day in and day out life is like. Talking with your financial advisor about how you can start to save, you know, to inject your own cash into your business because you will have to do that. And just 30, you know, common sense, but not too heavy steps that you can take to move in.

Dr. Clarissa J. Sparks: [00:06:25] All right. Yeah, I think that’s very important to recognize that you do need an exit strategy before you take the leap, because entrepreneurship, there are so many highs and there are also a lot of lows. And I like you to be prepared in order for when those lows do come, that you can support yourself again. It’s about building a building a sustainable business. And so having that the resources in place and the actions in place is very important. In the foundational start of your business, how long have you been operating?

Kristen Madison: [00:06:56] Fast since we started in March of 2014. So we’re just about eight years.

Dr. Clarissa J. Sparks: [00:07:02] Oh, wow. So you are definitely in you’re on the journey.

Kristen Madison: [00:07:06] On the journey in it. Got the battle scars. Yes.

Dr. Clarissa J. Sparks: [00:07:09] Okay. Now, from my understanding, Fast Signs is a franchise correct organization. And so that gives you a little bit more structure and support than a startup. What was what was your decision on going the franchise route versus starting from scratch?

Kristen Madison: [00:07:27] Right. So one of the one of the steps on the challenge that I just mentioned is research what kind of business you’re interested in, you know, from the ground or franchise. That was a conscious decision we made. We attended tons of franchise trade shows and we looked at existing mom and pop businesses, but when it came down to it, we wanted the stability and support of a franchise. We didn’t want to start from square one. We wanted to start with a leg up with a franchise that had great training and support, notoriety. And then, you know, Sandy Springs came about because we wanted a business that was located in a thriving city, that was existing, that wasn’t a trendy business and was already making money. So we bought an existing business very good.

Dr. Clarissa J. Sparks: [00:08:15] And I think to having brand recognition in early on does help establish your your reputation, your perception within the community. So I think franchise is a great opportunity to explore. Yeah, oftentimes we like to, you know, a small business owner, we’d like to create things from the beginning, from our passion. But there are existing business models that are out there. Again, Kristen made a very great point. Do your research, do your research.

Kristen Madison: [00:08:43] And I will say the franchise was a great reason why we were able to keep our doors open during the pandemic. They really just were there for us.

Dr. Clarissa J. Sparks: [00:08:54] 24 seven Could you dove a little bit deeper into your experiences during, I guess, the life pre pandemic, during pandemic and now that we’re slowly coming out, what has been the trend?

Kristen Madison: [00:09:08] So right before the pandemic, we were having our best sales months and years possible. We you know, the sky was the limit. The curve was straight up for us. Once the pandemic hit, we definitely took a haircut in our sales, but we relied on our long term trusted customers to keep us through. They they stuck with us because they needed us. You know, the Fast Signs model obviously is based on a lot of entities who need signs. And the city of Sandy Springs is one of our largest customers and they needed to let their citizens know what was over and what was closed, you know. And so a lot of that involves signage, right? So a lot of communication to the public kept us of the need. I would say to communicate to the public is what kept customers ordering from us for safety reasons. Really.

Dr. Clarissa J. Sparks: [00:10:01] Oh, absolutely. That makes a lot of sense. So you weren’t working from home? You were working in the office?

Kristen Madison: [00:10:06] Yeah, we we were essential workers. I mean, the beauty of fast lines is that we have a great CEO who is very involved in lobbying on Capitol Hill. And so she lobbied hard for fast signs and the sign industry to be deemed an essential business. So we stayed open. I will say the first several weeks, you know, we would leave and go home at two. Normally we’re open 9 to 530, 9 to 5, but we would take calls in the afternoons from home. So we never stopped working. We worked a little less, but we were we were still open.

Dr. Clarissa J. Sparks: [00:10:35] Oh, well, thank you for your service. Keeping us safe with signage.

Kristen Madison: [00:10:39] Thank you. You welcome.

Dr. Clarissa J. Sparks: [00:10:43] That’s very good. Kristen, again, just like I said, you’ve been in business now about eight years. You took the franchise route and you’re encouraging those who want to leap out on faith to have an exit strategy, a 30 day plan. So once they’ve made the leap, they’ve gone through your checklist. They found the business that they want. What advice would you give to them?

Kristen Madison: [00:11:06] So what I would say is, number one, the advice is trust yourself, but understand that things around you will change. Seek out your peers. You’re now a business owner. You’re now a small business owner. You’re no longer a corporate employee. So your friends will change. Your colleagues will change. Seek out those people who are going through the same things that you’re experiencing. And that’s what brought me to be so engaged with the Sandy Springs Chamber, because at some point, you know, in the beginning I wasn’t necessarily seeking out a new peer group, but I also found that the people you know around me in the business that we owned, we weren’t speaking the same language. I was the owner. They were not the owner. I needed to find people who are speaking my language. And so that’s when I joined the chamber and started networking and interacting with other small business owners.

Dr. Clarissa J. Sparks: [00:11:54] Yeah, I think that’s important about building relationships, particularly in your local community, so that you can identify other individuals or organizations who can speak your language. I think that is very important in the early stages of business building, relationship building. So who else is in your network of business networking or have you created your own board of advisors?

Kristen Madison: [00:12:21] That’s a that’s a great question. So I will say early on. The Sandy Springs perimeter, the Sandy Spring perimeter chamber has a program called the Executive Roundtable. And so in the beginning that was a monthly meeting that I attended and they were my board of advisors. I’ve since moved on from the organization, but I would say my regular board of advisors are my financial advisor. My dad, my mom is kind of the Christine whisperer for the emotional part of it, but also other regular business owners who I see day in and day out. And after a while, I realized that, okay, yes, I need a actually, let me just say this. I also network with an organization called the Women’s Success Network based out of Roswell. It’s a close networking networking group with several seats of different businesses. And yes, I’m in the group for leads, but that group really provides the emotional support that I need as a small business owner and a female small business owner. So I would, you know, and then I have my, you know, regular friends and that kind of thing. But the closest people today are really related to business day to day.

Dr. Clarissa J. Sparks: [00:13:37] I think that’s very important. Now, you mentioned a couple of times emotional support. Let’s talk about the emotional component of being an entrepreneur.

Kristen Madison: [00:13:47] Oh, yes. The highs and lows, the rollercoaster. So I think primarily, you know, having a grasp on your emotions and really. Being able to understand what you’re going through as a business owner is a big deal. I go back to the notion that if you’re a business owner and you have friends who are not or you interacting regularly with people who are not, they really have no sense of what you’re going through. They really can’t understand that the material that you may need to complete a project that’s due tomorrow is, you know, isn’t coming in. The vendor doesn’t have it in stock or the customer is just so upset with you and wants a refund and it’s threatening to give you a bad review. Or your cash flow is not great right now. You know, the checks aren’t coming in as fast as you want. That creates so much emotional, emotional stress on business owners. And it’s I think at some point, probably two or probably two or three years in, I realized I needed to learn how to manage my emotions and care for myself while all this was going on. Because these are things that happen in business every day that is not going away.

Dr. Clarissa J. Sparks: [00:14:58] Right. So self-care is important. So is yeah. So it’s great that you do have a strong support system to support you. You called it a roller coaster. I like to call it a merry go round and the merry go round. Sometimes you have to eventually jump off so that you can find your place. And I think that’s very important to, again, put systems in place so that you can jump when you need to to take a step back, because it can be overwhelming consuming and you have to find that infamous work life balance.

Kristen Madison: [00:15:33] Yeah, I hate to sound cliche, but I did discover meditation early on in our ownership Reiki, you know, energy healing, that kind of thing. Beads, whatever.

Dr. Clarissa J. Sparks: [00:15:45] Works, say whatever sins, sin, assign. Right, right, right. Well, you know, like I said, I think, you know, whatever your choice of. Stepping back to reflect. I use journaling as a way of self-care and then, like I said, still trying to find that balance with family, friends and having an outlet. And so self-care again, is very important. So I’m glad that we were able to touch on the emotional components of entrepreneurship because excuse the way to say it ain’t easy.

Kristen Madison: [00:16:22] It is not in the least.

Dr. Clarissa J. Sparks: [00:16:24] It ain’t easy and it’s not for the faint of heart. So like I said, you will have those the highs and the lows and. But as women, we are fearless, we’re confident and we make it happen. And so we just again, on our journeys, whether it doesn’t matter what state you’re in, if you’re in the beginning stages, your mid business owner, seasoned business owner, you still have to have those systems in place for that strong the strong network and support.

Kristen Madison: [00:16:54] That’s right.

Dr. Clarissa J. Sparks: [00:16:56] So Kristen, what differentiates your business or. Yeah. From any other fast sign company?

Kristen Madison: [00:17:04] Thank you for that. So yes, fast science does have multiple franchise locations worldwide. There are ten plus here in the metro Atlanta area. But what I think distinguishes fast signs of Sandy Springs from from anybody else is that it has myself and my brother. We are a brother sister team. We are. Any day you come in the shop, you’ll see us there. We are involved in the community. We love the Sandy Springs community and we’re able to work with each other eight years in. I think that’s that’s pretty.

Dr. Clarissa J. Sparks: [00:17:36] That’s longer than eight years. It’s a lifetime.

Kristen Madison: [00:17:38] It is. It is. If you walk into any fast line, you’ll you’ll get a different response. But, you know, there there is not a a brother sister team in Atlanta. And, you know, we’re thriving in a community that really took us in. There was there was a previous owner, excuse me, who owned the business for years. And so we had to really turn that tide around and let the community know that, you know, yes, there are new owners, but we’re here also to partner and serve. So there’s only one. Kristen Madison There’s only one J.R. Madison. And you only get that at first. Signs of Sandy Springs.

Dr. Clarissa J. Sparks: [00:18:17] Very good. So what challenges did you and J.R. face or are facing? Well, when we first.

Kristen Madison: [00:18:29] Started. It was really about people coming in and asking for the former owner, the previous owner, and us having to say, you know, he’s no longer owner of the business, it’s us. How can we help you? And so we were challenged also to, you know, to let it be known that we were the new owners, but also we had some challenges with retaining existing customers. You know, there were some big corporate customers that he had that stuck with us, but we had to work to keep them there. There were no guarantees. So I would say those were the early challenges. What are the current challenges are? Not working so much in the business. The you know, we.

Dr. Clarissa J. Sparks: [00:19:10] We.

Kristen Madison: [00:19:12] Went down a person during the pandemic. And so it was my brother and I working heavily, heavily and still to this day in the business. So the challenge is trying to extract ourselves right now from that so that we can work more on growing the business.

Dr. Clarissa J. Sparks: [00:19:26] Do you have employ other employees?

Kristen Madison: [00:19:28] Yes, I have a full time graphic designer, full time production and installation person as well.

Dr. Clarissa J. Sparks: [00:19:36] So good. So facing those challenges. So what have been, I guess, that out of the challenges you’ve overcome? So what has been that learning lesson that you would like to share? Who?

Kristen Madison: [00:19:53] It’s a lesson I think that I would like to share is. Just to stay in your lane, focus on you, don’t necessarily worry about the competition because if you’re worrying about somebody else, you’re taking your eye off of your own business. You know, with there being so many fast signs in the area, I could be easily consumed by what everybody else is doing, what you know, what downtown is doing, what Norcross is doing, that kind of thing. But there’s enough work for everybody. If you work hard enough, the work is there for everybody.

Dr. Clarissa J. Sparks: [00:20:26] Yeah, I kind of subscribe to that as well. There is enough out here for everyone. If you differentiate yourself in the market and you position yourself. You will win. Yeah, you will thrive. And again, you keep your eye on your vision, on your goal, and be always mission focused.

Kristen Madison: [00:20:49] Yeah, I kind of liken it to dating the dating scene. Ooh.

Dr. Clarissa J. Sparks: [00:20:55] Do compare.

Kristen Madison: [00:20:56] All right. So. So there’s a lot of competition here in Atlanta. Yes. And at some point when I moved here in 2004, I quickly realized that, you know, Kristin, whoever is meant for you will find you just keep your head down and keep doing what you’re doing. And he will come and he eventually did. But, you know, it’s like the dating scene. I mean, a customer has a choice to go anywhere else for the product that they want. But you just have to have faith in yourself and believe in yourself. Yes, you need to do the business things that will set you up, set you apart. But at the end of the day, I’m a big believer in faith.

Dr. Clarissa J. Sparks: [00:21:29] Yeah, right. Faith, definitely. I think that is one of the key components that we should embrace as business owners, because it is. Again that high, the lows, the roller coaster, the merry go round, whatever you want to compare it to. You still have to believe in what you were told or what you see. And I think that is so important to. Never forget your why. Why am I doing this? Why? What gets me out of the bed every single morning to work these 14, 16 hour days and wearing the many hats of an entrepreneur is, again, especially in the early stages where you are the visionary, you’re the graphic artist, you’re the social media specialist. You are so many things to so many different people. So that does require faith.

Kristen Madison: [00:22:28] Yeah. And you’re also the janitor.

Dr. Clarissa J. Sparks: [00:22:30] Oh, you’re the janitor. You can’t forget about that, too. You do get your hands dirty. Yeah.

Kristen Madison: [00:22:34] There’s a humbleness that you have to have as well. Yes. I’m writing a blog for some of my readers that says I think the title is No One Cares About Your Degrees at some point. You know, I’m a lawyer. I’m a you know, I have a bachelor’s degree or whatever. But at the end of the day, that sometimes doesn’t matter to customers. They want what they want. And you have to be you have to be humble. All right.

Dr. Clarissa J. Sparks: [00:22:56] Now, you bring up an interesting point about education. A lot of entrepreneurs, if they kind of get that, what we like to call the imposter syndrome or they feel like they’re always lacking a skill or set, I am a lifelong learner. I think education is important to get the skills that you need in order to continue to grow. What advice would you give to an entrepreneur who wants to? I guess maybe halt or slow down the pace of the entrepreneurial journey to pursue education.

Kristen Madison: [00:23:37] So imposter syndrome is one of those things that comes up for a lot of business owners. I think it comes up when you’re doing good, when you’re stretching yourself, when you’re beyond where you thought you might be. You’re over your skis, but you’re still doing the thing. I would say. That impostor syndrome is one of those things that never goes away. It’s just, you know, it’s always on your shoulder whispering that you can’t or that you’re not good enough. But I will also say that imposter syndrome may also bring up a need for you to rethink maybe the things that you’re doing. As far as do I really need to be doing this, or do I have enough funding to bring on somebody who can do this for me, who can do it better than me? So there’s the kind of the subbing out of certain aspects of your business to a contract or something like that. But I would say that there’s always room for education. I am a lifelong learner as well. And I think in what was it, year six or so I, I decided to go to school for coaching and I believed in myself as a business owner that, you know, fast signs was stable at that point. So I said to myself, as a seasoned business owner, what’s next for me? And and some additional education for me was not a bad thing and it brought me into coaching. So I would say if there’s a, you know, little voice in the back of your head saying, hey, if you want to pursue this, go do it, then go do it. But just put your set yourself up smartly in your business to be able to step away, have the right people and processes in place so that you can step away.

Dr. Clarissa J. Sparks: [00:25:13] That goes you know, you set the word again, processes and systems in place. I think that is essential to sustainability so that you can step away and go from that owner operator to actually just, I guess the overseer. You can wear that badge of honor of CEO and direct from afar because you have the systems and the process is in place for you to go out. Because if you’re like me and most other entrepreneurs and small business owners, you’re multi passionate, right? And there’s so many things that you want to do all at the same time. So you have to find that balance in order to. I say you can have it all, just not all at the same time.

Kristen Madison: [00:26:02] I love that. I think you’re absolutely right. And for those of us who are overachievers, we want it all at once. But I think you have to know that you can’t have it all just in in seasons, if you will, in seasons.

Dr. Clarissa J. Sparks: [00:26:12] So now, you know, you’re you’re operating fast signs. You realize that you still had a passion to serve until you decided to do coaching.

Kristen Madison: [00:26:24] Yes.

Dr. Clarissa J. Sparks: [00:26:24] Tell us about coaching.

Kristen Madison: [00:26:26] So I had a coach I hired my own coach when I was still in corporate, probably around 2011, because I wasn’t at a high enough level, quote unquote, to be given a coach by the company. But I had a new challenge in front of me. I was I had been selected for a new job. And, you know, the word was given to me that you need to, you know, knock this job out of the park or.

Dr. Clarissa J. Sparks: [00:26:49] Else or else.

Kristen Madison: [00:26:50] So I hired my own coach and I said, you know, David, I’m not going to I’m not going to fail. Right. I will not fail. So I hired a coach and so the coach stuck with me. I, I, I knocked it out of the park, I continued in the job. And then when I left corporate, my coach followed me into small business. So he was with me, you know, coaching me through what is this thing, what is this new lifestyle? And, you know, eventually. Down the path. He said to me, You know, I got to the point where I started thinking, okay, what’s my next move? And I had thought about coaching. And he said to me, I think you’d be an excellent coach. And this is a coach who has been coaching for 20, 25 years. And to hear him say those words was all the permission that I needed. And that’s essentially what a coach does, right? You have the ability to affect whatever change you want in your life. A coach is there to sit alongside you and make it happen. So he gave me that permission.

Dr. Clarissa J. Sparks: [00:27:44] Yeah. And that permission is good. And that’s again, going back to the words we’ve echoed several times today and that support. Exactly. Every business owner needs a strong support system. Even if you have to go out and hire them. You can’t always rely on your family and your friends to understand your thought process. I think we entrepreneurs, we’re wired differently. And so I think that having that guided support to give you permission and most importantly give yourself permission to pursue whatever your passion is. So it sounds like coaching is a part of your why.

Kristen Madison: [00:28:23] It is. It is. You know, I look back at my transition from corporate to small business. And he he gave me that helping hand. He extended the hand to me of understanding, of support, of compassion for what I was experiencing and vision. He gave me vision. He made me shift, you know, not made me but he allowed me to shift my mindset into this new this new realm that I was entering.

Dr. Clarissa J. Sparks: [00:28:55] Well, welcome to the wonderful world of coaching.

Kristen Madison: [00:28:58] Thank you.

Dr. Clarissa J. Sparks: [00:29:00] That’s really good, Christine. You’ve definitely given us a lot of food for thought today. A part of being that lifelong learner and. What books or podcasts or resources would you recommend for us to read so that we can continue to grow?

Kristen Madison: [00:29:21] So my favorite book, business book, I will say that I that I read a couple of years ago that just totally took the blinders off for me was the one thing.

Dr. Clarissa J. Sparks: [00:29:31] The one.

Kristen Madison: [00:29:32] Thing what’s the one thing you can do right now that will make everything else unnecessary or easier? And once I saw that, I looked at my list of, you know, 25 daily things to do.

Dr. Clarissa J. Sparks: [00:29:42] Oh, the entrepreneurial checklist. Right.

Kristen Madison: [00:29:45] And I just realized. All right, so now I employ the concept, what’s the one thing I can do right now that will make all of this easier or unnecessary? So that is that’s a big book. But I will also say that I’m, you know, I, I read I read a lot of books, but I also listen to a lot of podcasts. I will listen to Amy Porterfield podcast. She’s big in email list, building and entrepreneurship and online courses. Gosh, there’s so many. I honestly will say I’ll read a lot of fiction books to kind of turn the entrepreneurial mind off. But the one thing I’ll just give it to the one thing, okay.

Dr. Clarissa J. Sparks: [00:30:23] The one thing. And who’s the, you know, the author.

Kristen Madison: [00:30:27] I know you’re going to ask me that, but I think that one or more of the authors is the founder of Keller Williams Realty.

Dr. Clarissa J. Sparks: [00:30:36] Okay.

Kristen Madison: [00:30:37] I have a friend of mine who is a realtor, and she actually we actually had a great conversation about the book, and they use that pretty heavily with their agents. So I’m sorry, the name. Name is escaping me.

Dr. Clarissa J. Sparks: [00:30:54] Gary Keller.

Kristen Madison: [00:30:55] Gary Keller.

Dr. Clarissa J. Sparks: [00:30:56] Yeah. And Jay.

Kristen Madison: [00:30:57] Patterson. Yes.

Dr. Clarissa J. Sparks: [00:30:59] All right.

Kristen Madison: [00:30:59] Yes.

Dr. Clarissa J. Sparks: [00:31:00] So that’s the one recommended book, The One Thing by Gary Keller. So I’ll definitely have to check that out because again, I’m always looking for inspiration and a little guidance. So that’s really good. And then, you know, like you said, there are so many podcasts out there can give you the inspiration or increase your skill set and your knowledge. So I definitely encourage people to tap in again with great books and podcast. Let’s see here, what can we do as a community to better support you?

Kristen Madison: [00:31:36] Wow. That’s really that’s really a great question. Thank you so much for asking that. So I would say the way you can help us is really to think about what needs you have as far as the signage, as far as the signage needs. So if you have an event coming up, whether it’s personal or professional, if you have friends who are in the construction business, the property management business, those are heavy core industries that we serve commercial real estate. If you think about any public place, you cannot navigate it without a sign.

Dr. Clarissa J. Sparks: [00:32:13] All right.

Kristen Madison: [00:32:14] So the property managers, the operations managers, the administrative assistant who make all the signage happen in the facilities that you either work in or visit on a daily basis, or those event planners, those are ideal customers.

Dr. Clarissa J. Sparks: [00:32:30] That’s very good. So, you know, in this conversation, you’ve told us who you are, what you do, and why it matters. Can you give one piece of advice to someone who may not be as far as long on their journey and may not have the same resources that you started out with?

Kristen Madison: [00:32:51] The one piece of advice I’ll give and it’s pretty simple, but it means a lot is to keep going. When you see that obstacle, find a.

Dr. Clarissa J. Sparks: [00:33:01] Way or.

Kristen Madison: [00:33:02] Ask somebody for help to get around it. There is a way around it. A lot of a lot of people in myself included, sometimes are afraid to ask for help or hesitant because it’ll make us look a certain way or people, you know, we think people might perceive us in a different way. But it’s important to ask for help, but just keep going. The only way, you know, people will get through a marathon is to keep going one step at a time. One foot over the other. Keep going. That’s what I say.

Dr. Clarissa J. Sparks: [00:33:29] Keep going. And as you were saying, keep going. I don’t know why Dory came to my head from Finding Nemo. Yeah, just keep swimming.

Kristen Madison: [00:33:38] You swimming?

Dr. Clarissa J. Sparks: [00:33:38] Just got to keep swimming and you’ll get there.

Kristen Madison: [00:33:41] You will get there. And you mentioned the name. The name Dory. Dory Tuggle was one of my biggest mentors when I worked at when I worked in corporate. And those people who want to see when are out there, you may not recognize them on a daily basis, but they’ve been there all along wanting to see you win. So mentors are are great advice givers.

Dr. Clarissa J. Sparks: [00:34:03] Yeah. Again, that’s about building your own support system through mentorship, through education, through, you know, just again, creating those needs and those boundaries that are going to keep you on the journey.

Kristen Madison: [00:34:18] Yeah. And going back to what you said earlier about corporate and how to, you know, what to do as far as research for landing in your small business, it is just important to get you to move into your small business. But how you leave your corporate job also is important. So there are mentors that you work with now who can help you make that exit, who can give you advice on, Oh, maybe you shouldn’t leave now. Finish that big project first. Right? It’ll help your resume look even better when you leave. So the exit. The exit of your corporate job tactfully is important.

Dr. Clarissa J. Sparks: [00:34:52] Thank you. That is a great reminder, again, for those who are, you know, either. Thinking of wanting to leave their corporate and to jump or leap into entrepreneurship again, establishing and maintaining the relationships that you’ve built in the corporate world, because they do follow you over into the world of entrepreneurship.

Kristen Madison: [00:35:16] They do. I have called on several mentors since I’ve left. They’ve helped me execute projects. They’ve given me business leads. And so mentorship, I believe, is lifelong. And you’ve got to you’ve got to get the right ones and pick the right one to, you know, who drive with you, so to speak. But you can’t do it alone.

Dr. Clarissa J. Sparks: [00:35:34] You can’t do it alone. For those who are listening, how would you. What advice would you give them to selecting a good mentor?

Kristen Madison: [00:35:43] So if you’re if you’re sitting in your corporate job right now, a possible mentor for you, is that that peer or that leader above you or maybe even a different department that you’ve always admired and respected from afar because of how they move and how they operate. And and that person also may be the person that gives you that advice that you need that you may have forgotten. But if you look back, they’ve given you advice all along. They want to see you win, too. So if you sit and just become quiet about who those people are in your business, that’s your mentor. And and, you know, that’s the person that you might want to approach. Now, I will say that when you do approach them and when they say, yes, it is your responsibility to to maintain the relationship. My mentors don’t call me, I call them. And so you’ve got to be prepared to maintain it.

Dr. Clarissa J. Sparks: [00:36:32] Very good. Very good. Lastly, Kristen, how can we continue to follow you on your journey? Where are you in the World Wide Web?

Kristen Madison: [00:36:43] Thank you. So my website is Madison coaching collaborative dot com and you can find me on Facebook and Instagram at Madison Coach Collab.

Dr. Clarissa J. Sparks: [00:36:54] Very good. So thank you for sharing who you are, what you do, and why your brand matters. Listeners, please remember to support women entrepreneurs. We just really want to give our hats off today for Kristen for sharing her experience. So go out to social media, tag a woman, small business owner, and express your support on her social media platform. Again, I want everyone to create a great day. Thank you for listening to Own It, one of our new series on Spark Stories here at Atlanta Business Radio. Have a great Saturday.

Intro: [00:37:30] Thank you for listening to Spark Stories. If you’re looking for more help in gaining focus, come check out our website where you can find episode show notes, browse our archives and access free resources like worksheets, trainings, events and more. It’s all at WW sparks. Com.

 

About Your Host

sparkstories2022

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

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

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

Tagged With: Kristen Madison, The Madison Coaching Collaborative

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