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Search Results for: marketing matters

Relationship Coach Tereza Bansky

March 19, 2025 by angishields

HVR-Tereza-Bansky-Feature
High Velocity Radio
Relationship Coach Tereza Bansky
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Tereza-BanskyTereza Bansky is relationship coach, HR professional with leadership background and enthusiastic change ambassador. Originally from the Czech Republic, she now lives in Seattle, Washington.

In her career she worked in ambitious, results-oriented corporate environments and European startups for two decades. Coca-Cola, Merck, Air Bank or Bonami.cz are some examples to name where Tereza held HR leadership roles and helped those organizations to shape their people strategy, develop talents, build their company culture and drive change. Today, she is primarily coaching individuals and provides HR consulting to smaller organizations and start-ups across the globe.

As a coach she works with diverse clients. For her background, she is often found by HR professionals and first-time managers to support their career growth and leadership development or by people in career transition. Despite this, Tereza´s passion and expertise are in relationship coaching and her special niche is to help people impacted by infidelity. She helps clients navigate the complex, difficult, and emotional situations around affairs.

Her personal experience with a decade-long affair has given her deep empathy for the diverse emotions and challenges faced by everyone involved in such complex relationships. When coaching, Tereza is grounded in empathy for client´s situation, confidentiality, commitment to their growth and no judgment.

Tereza is Associate Certified Coach, ACC with the Internatinal Coaching Federation (ICF) and Certified Co-Active Professional Coach, CPCC (Best Coach & Leadership Training Programs – Co-Active Training Institute). She holds a Master´s degree in HR management and Adult Education from Komensky University in Prague.

To mention some interesting facts from her private life, Tereza dedicated her first 20 years of her life to ballet with the aim of becoming a professional dancer. When she did, she changed her career path. She has 17 years younger brother who significantly influenced her life, now playing NHL.

In addition to Prague and Seattle, she lived in New Zealand. Change and adaptation is part of her DNA. She loves movement, outdoor adventure, psychology, theatre, yoga, gastronomy, time with her husband and road trips.

Connect with Tereza on LinkedIn and at terezabansky.com.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

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

Stone Payton: Welcome to the High Velocity Radio show, where we celebrate top performers producing better results in less time. Stone Payton here with you this afternoon. You guys are going to enjoy this one. Please join me in welcoming to the broadcast relationship coach, HR professional and enthusiastic Change ambassador, Tereza Bansky. How are you?

Tereza Bansky: Hi Stone, I’m doing very well. How about you?

Stone Payton: I am doing great and I’ve really been looking forward to this conversation. Tereza, I have a list of questions. I’m sure we won’t get to them all, but before we even start there, I have to say I really think you may be our first and only relationship coach. So I’m interested in mission. Purpose. How are you out there? Really? Trying to to help people.

Tereza Bansky: My pleasure to be here. Thank you. Um, yeah. I’m a relationship coach with a long career in human resources, helping people, working with people. Um, supporting them to thrive. And, um, you know, I learned that relationship really matters, and they strengthening our quality of life and have direct impact on our happiness. And, I don’t know, it just ended up and it found my heart found into being a relationship coach. And I really enjoy being in with my clients and support them to, um, live a better relationships. Be happier. Be more comfortable. Be themselves. And I have a special niche which is helping people who are impacted by infidelity in their life to find a way out and have a life they really want to have.

Stone Payton: I would think that that would be a very difficult time for everyone involved. That seems like it would be a real challenge. How do you how do people even find you? I mean, can you do traditional sales and marketing type stuff or is it people you get referred? How does that work?

Tereza Bansky: Um, yeah. People involved in affair usually don’t share, uh, very publicly. They are not very vocal about that, obviously. Um, but people search on internet, what other stories are what help others and I’m sharing publicly. I’m in media and I’m I send some, um, blog and, you know, sharing some experience so people can find me online. But the most often source of my clients are through referral. So you are in a difficult situation. You share with your best friend and they help you to give a tip. Okay, there is someone. Ask for help. Go to professional if it’s coach or therapist. So, uh, most often I’m found by clients through referrals.

Stone Payton: Now, do you feel or has it been your observation that infidelity is more common now than it was ten years ago? 20 years ago? Or or do we know? Really?

Tereza Bansky: I don’t have data about it, but my honest opinion is it’s not different from the past. Uh, affairs. Been here always, and most probably will be in the future. What I observe now is that we talk about it a little bit more so I can access more information, more data. You hear more stories. There is lots of literature on the market and a lot of courses that help people to go out. I think it’s more vocal. It’s more normalized. Uh, but infidelity was here forever.

Stone Payton: Yeah, I suspect you’re right about that. So what can a person expect in working with you? What does that look like? Mm.

Tereza Bansky: Um. It’s never the same. Buy customized approaches and actually create a process together with my clients. My potential clients have three 30 minute session to get to know me, uh, experience my style, ask any question and check if I might be the right partner for them. If that clicks, we start to design our alliance. Um, we set up goals and we jump in. We start to work. So, um, when I’m coaching, my priority is to first create a safe space, safe environment for clients to be really comfortable, to deeply dive in and start exploring and make step by step actions. I’m often curious, sometimes provoking, um, but I seek to understand where clients are stuck with their perspective or stuck with emotions that hold them back. And I love to challenge them to, um, really go out of the comfort zone, um, which that complex relationship is itself. But I love my clients to find a little tiny step even further that it’s getting them closer to what they really want to move on, but they need to be ready. Um, there’s lots of tools. It depends. Some tools I don’t use with some clients, and I use the other ones with others. But, uh, my favorite tool is embodiment. Our bodies are pretty smart, and I help my clients to understand their body more and listen to their body response. Seek intuition. And, you know, if you are in love or in complex, difficult relationship that is painful. We use a lot our head, our mind, our rational thinking, but, um, it’s usually confusing, and we need to get connected with our body to understand what we really want.

Stone Payton: So do some topics come up in these conversations more than others, or are there some topics you almost always know are going to find their way into the conversation?

Tereza Bansky: Mm. You know, clients in affair have something in common. So it’s always about relationship and difficult relationship. But yes there are some similarities. Typical example can be you know, I’m married. I fell in love with somebody else. I’m completely stumped about what I want and what to do. This is usual start of our conversation or, um, someone reach out like, you know, I experience affair. I ended it because it was right thing to do. But, you know, it’s still hard. Not happy. Um, I don’t have my energy, so they need help to still process the whole situation and maybe change some things in their life to be happy again in their relationship.

Stone Payton: I wonder? It’s probably a pretty long list, but I’m going to ask anyway. Just in general, what brings people into affairs like why?

Tereza Bansky: Mm. It’s a very good question, Stone. Um, and I don’t have a simple answer, but I’m learning from my clients that affairs are the result of dysfunctional relationship, or it’s a symptom of something. And my role is to help my clients to understand what is behind the symptom, what they want, what they need, what is missing in their life that brings them to fire. And I’m learning from the stories that it often doesn’t relate to their primary relationship. It’s just about them. If I give you an example, like one of my clients, male in his 30s, he’s married to kids. He has quite peaceful marriage, and he fell in love with his colleague at work. Very simple common scenario. He felt super guilty about what he is doing. He knew it was wrong and he’s risking a lot. He was 100% sure he didn’t want to leave his wife and her family. Still, he wasn’t able to end this parallel relationship, felt completely alone, lost under the pressure of the dilemma. And that was the moment he reached out. He found me and we started to explore, explore what his new partner represents for him, how he feels with her, what he admires about her, and really deep work on.

Tereza Bansky: Of exploration. And he mentioned he first noticed her when she was presenting her trip to India, and about her climbing experience to base camp somewhere in a high in mountains. Long story short, she represented what he always dreamt of and he never tried. His dream was to mountaineer and climb high mountains on expedition. It represents for him some kind of freedom, courage, a sense of pride, values that he didn’t honor in his primary relationship. Not on purpose, but he found out it was very important and it was missing in his life. Of course, he liked, um, the body shape, uh, his girlfriend. And he found very easy to connect one with each other. But he fell in love to her because she had something he was missing in his life, and he never tried to build for himself. And just this understanding was a breaking point for him to understand himself and understanding about his needs. And we could start to, you know, considering small steps and action that he could integrate in his life, in his primary relationship, to feel, feel himself and feel more free, proud, courageous, um, and not to seek it outside of his primary relationship and family. So it’s just a simple example.

Stone Payton: No, that’s such an important insight because I think maybe like many, I guess I was attaching most of it to. Physical attraction, and it sounds like that so often that’s really not the the main thing. Is it interesting?

Tereza Bansky: It’s not because if it’s just a physical thing, we most probably find a different solution or we change partners often. But what holds us in a fair and parallel relationship is the connection. We get really close, we get emotionally involved, and this is why it’s so difficult to cut it off, to leave that, uh, that relationship.

Stone Payton: Yeah. So do you find yourself working with the other person, the the betrayed partner, I guess. Is that the right term? The the other person? Maybe not. At the same time, I don’t know. I’ll ask that question too, if you ever work with a couple. But do you talk about working with the the betrayed partner, if that’s the right term? Mm.

Tereza Bansky: Uh, I do, I work with disloyal partners, betrayed ones, but also with the third parties, not with all together, but with individuals. Sometimes I work with couples with the primary partners, but it has a special condition. But speaking about betrayed partners, um, how we work together again, it depends on what the intention of the client is. Generally, I help clients to process the incredible amount of emotions that is there. You know, there is pain, there is betrayal, sadness, disappointment, jealously, anger. There is a lot. And and I’m trying to lead my clients to understand that such experience requires, um, complete redesign of their relationship. Because if they want to, if they want to stay together after affair, it’s not possible to continue from the point before the affair started. Technically, such relationship end, and both partners needs to be willing to build a new relationship with the strong foundation. Rebuild trust. Renew intimacy. Greater meaning. But first, betrayed partner needs to process all the pain and emotions that are coming with that situation.

Stone Payton: And then you mentioned you also do some work or are available to work with the third party. Again, not all together. That would be a reality show. But but the the the the third party, there’s there’s work to be done there too isn’t there.

Tereza Bansky: Mm. Yeah. Thank you for bringing this topic. Um, it’s not often, uh, to talk about the third one’s. Usually all the conversations are focused on the primary couple, but being involved in an affair for, uh, as a third party, it’s usually the same amount of stress. Like for the primary couple. Yeah. Um, being third is not something you usually plan or desire. It just happens. It happens very quickly. Um, typically deep connection appears. High attraction between partners. Desire support partners starts to be like, really feel seen. Understood. They get fresh energy and just feel alive, you know? And it’s sexy. You have, you know, I have the right energy. You are alive. And it’s magic formula to keep going in that relationship. Complex relationship. Even your mind knows it’s not right. It doesn’t go in the right direction. There is a lot of troubles, pain, risks and mistress or lover quickly desire to be on the first place in the relationship and build the primary relationship together. Build own family. Being on a first place. Going for vacation together. Spending. Spend Christmas together, you know. And it’s not possible. So it sometimes takes months. Um, uh, and even years of waiting and those third parties get stuck and just depending on what, what their partner do, they completely stop to live their own life. And of course, it has a terrible impact on their self-esteem. Um, they face loneliness, jealously, sadness, helplessness. It’s, you know, there’s a lot to be, um, working on, to go through, and when such client decides they want to leave the relationship. We are creating together a vision. What is next? What is their vision for their life? What they want and I support them to do a small steps towards this vision.

Stone Payton: So at this point in your career, what are you finding the most rewarding? What do you really enjoy about the work?

Tereza Bansky: Um, I learned I can’t have attachment to what is the expected result to be if they are happy together or if they divorce, if they find a new partner, if they make it work or not. It’s up to my client, and I make it very clear and transparent from the beginning that, um, The result is my client’s responsibility. Mm. Uh, I own the protest, and I lead them through the process, but the result is up to them. My definition of success is progression. So as soon as my client is doing progress, I know I’m doing a good job. And it can mean whatever, depending on the goal from where we are starting with the client.

Stone Payton: So for you personally, um, hobbies, passions outside the scope of your work, what do you do when you’re not doing this kind of work that you really enjoy?

Tereza Bansky: Mm. Um, I’m still a HR professional, so I have projects really working with the companies as in-house HR, so it’s the professional part. But myself, I love being outdoor. I’m really adventurous. Uh, hiking, camping, uh, being outdoors, starting trying a new sports and new activities, I love yoga. It’s my kind of spirituality and, um, my body care. I do every month, at least 20 minutes. I need to stretch my body. Otherwise, uh, my body is really not happy. Um, yeah. And I honor friendships. I’m happily married, so it takes some time to take care of my, uh, partnership. And I love to spend time with my partner. What else? Yeah, I live in Seattle right now, but my roots are back home in the Czech Republic, so I travel often. Oh, please. Yeah. Busy life. Actually.

Stone Payton: It sounds like you’re living your best life. Okay, before we wrap up, uh, what tips or recommendations might you have for our listeners who are involved in or impacted by infidelity. And look, guys, the number one pro tip I can give you is if that’s where you find yourself right now, reach out and have a conversation with Tereza. Uh, but prior to that, uh, some things that they should be thinking about or doing or reading, let’s leave them with a little something to think about.

Tereza Bansky: Mm. Um, you know, as a coach, I don’t provide advice to my clients. Uh, I lead them to find their own answers and make decisions about what is best for them, because I don’t know what is best for them. I just create space to to find out. But generally speaking, uh, my advice for our listeners and people who are trapped in this complex relationship, Uh, ask for help. Seek professional. It might be coach. It might be therapist who can support you. And just getting outside perspective and having trustful partner, you can really share whatever is on your mind without judgment, without, uh, opinion, what is right and what is not. It’s it’s really, really I can see with my clients how they feel. They are not alone. So my tip would be don’t wait too long. Uh, asking for help because these situations don’t pass very quickly. And if, if, if if there is a saboteur voice, it will. It’s really a saboteur voice. And, uh, these relationships can be very painful. So don’t stay too long in, uh, in on a, on a place and Just keep asking yourself about what’s going on, how you feel, what you need, what, um, what do you desire if you are happy or not? And be very honest to yourself. It can be a great starting point even without having someone, some professional, being on a journey with you.

Stone Payton: Well, I think that is great advice. What’s the best way for our listeners to connect with you and learn more about your work, or maybe have that conversation with you?

Tereza Bansky: Uh, the easiest way is to to visit my website, it’s Thereza Bansky. Com. Tereza t e r e z a b a n s k y.com or visit my LinkedIn. Happy to speak up.

Stone Payton: Well, Tereza, this has been an incredibly informative conversation. Thank you for sharing your expertise and your story. I have no doubt that you’ve definitely helped me in this conversation, and I would be willing to bet quite a few others. Thank you so much for investing the the time to share your your story and your insight and your perspective with us today.

Tereza Bansky: Thank you, Stone, for having me. It was a pleasure and have a great day. Bye.

Stone Payton: My pleasure. All right, until next time. This is Stone Payton for our guest today. Tereza Bansky and everyone here at the Business RadioX family saying we’ll see you in the fast lane.

 

Tagged With: relationship coach, Tereza Bansky

Zach Tatum – Market House Creative

March 17, 2025 by Rose

North Georgia Business Radio
North Georgia Business Radio
Zach Tatum - Market House Creative
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Mastering Marketing: How Small Businesses Can Attract More Customers Without Breaking the Bank

How can small businesses transform their marketing strategy to attract more customers without breaking the bank? That’s exactly what Zach Tatum, co-founder of Market House, a creative agency specializing in branding and digital marketing, discussed on North Georgia Business Radio with host Phil Benelli.

From SEO vs. paid ads to content strategies that boost visibility, Zach shared expert insights to help business owners optimize their marketing efforts without overspending.

Why SEO is the Best First Step

Many small businesses struggle with where to start when it comes to marketing. According to Zach, SEO (Search Engine Optimization) is the most cost-effective strategy because it attracts organic traffic without the constant expense of paid advertising.

🕒 [02:12] – “We like to go after organic traffic. There’s nothing wrong with paid ads, but many businesses forget about SEO and the power of ranking naturally.”

SEO helps businesses show up in search results when potential customers are already looking for their services—without the need for expensive paid ads.

How to Improve Your Website’s SEO

Your website plays a huge role in your business’s visibility, and many businesses don’t realize their websites may be working against them.

🕒 [06:00] – “A lot of businesses think they’re fine because they have a website, but once we run an audit, we often find major issues that are hurting their rankings.”

Zach’s key SEO tips:


✅ Run a website audit to check for issues
✅ Ensure your site has fast loading speeds and is mobile-friendly
✅ Use high-quality content with relevant keywords
✅ Optimize meta descriptions and headings

Why Content is King in Digital Marketing

Zach emphasized that quality content is essential for SEO success. Google prioritizes websites that provide valuable information to users, so businesses should create content that answers common questions.

🕒 [09:19] – “People say, ‘No one’s going to care about my industry or product,’ but the truth is, customers are searching for answers. You just have to provide them.”

✅ Blogs & Articles: Answer industry-related questions
✅ Videos & Podcasts: Repurpose content into multiple formats
✅ Social Media: Share valuable insights to increase visibility

Paid Ads vs. Organic Marketing: Which One Wins?

Should businesses invest in paid ads or focus on organic marketing? Zach believes a blended strategy works best, but businesses shouldn’t rely solely on ads.

🕒 [12:15] – “With a strong organic strategy, businesses get better long-term results. Paid ads work, but SEO provides a better return on investment over time.”

📌 Best approach:

  • Use SEO to build long-term visibility
  • Leverage Google and social media ads as a testing tool
  • Focus on high-value content that attracts and retains customers

The Power of Networking in Business Growth

While digital marketing is critical, Zach stressed the importance of old-school networking for business success.

🕒 [30:56] – “Networking can be intimidating, but it’s essential. You need to build relationships and show up consistently.”

✅ Attend local events and industry meetups
✅ Join business groups or professional associations
✅ Engage in community-based marketing

Final Takeaways: Marketing Success Requires Patience

Zach closed the conversation with a powerful lesson:

🕒 [24:44] – “Be patient. Every entrepreneur wants instant results, but marketing—and business growth—takes time. Stick to the plan, and success will come.”

📌 Key Lessons from Zach:


✅ SEO is the best place to start for cost-effective marketing
✅ Content creation is essential for organic traffic and engagement
✅ Networking remains a powerful tool for business growth
✅ Paid ads work best when paired with an organic strategy

 

Connect with Zach and the Market House Team:

WEBSITE: https://mkt.house/

https://www.facebook.com/markethousecreative

https://www.linkedin.com/company/market-house/

https://www.instagram.com/mkthse_atl/

 

Connect with Phil Bonelli:

https://www.facebook.com/Hopewell-Farms-GA-105614501707618/

https://www.instagram.com/hopewellfarmsga/

https://www.hopewellfarmsga.com/

 

Connect with Beau Henderson:

https://RichLifeAdvisors.com

https://www.facebook.com/RichLifeAdvisors

https://www.facebook.com/NorthGARadioX

 

This Segment Is Brought To You By Our Amazing Sponsors

Hopewell Farms GA

Roundtable Advisors

RichLife Advisors

Regions Bank

 

Highlights of the Show:

[00:31] – How Does the Market See Your Business?

  • Many business owners focus so much on operations that they neglect their external presence.
  • Zach Tatum, co-founder of Market House, joins to discuss branding, SEO, and digital marketing.

 [01:08] – Meet Zach Tatum & Market House

  • Zach shares his background and how Market House was founded.
  • Market House is a creative agency specializing in branding, SEO, social media, and email marketing.

 [02:12] – What is SEO & Why It Matters?

  • SEO (Search Engine Optimization) helps businesses rank in Google searches organically, reducing reliance on paid ads.
  • Businesses often overlook SEO, which leads to lost opportunities for free website traffic.

[03:19] – SEO vs. Paid Ads: What’s the Difference?

  • Paid ads (PPC) are like holding up a billboard, while SEO creates authority and brings traffic naturally.
  • Organic traffic is more sustainable in the long run and often cheaper than continuous ad spending.

[06:00] – Why Every Business Needs a Website Audit

  • Many businesses believe their website is fine, but SEO audits often reveal broken links, slow speeds, and missing SEO elements.
  • Google changes its algorithms constantly—businesses should update their websites every 2 years to stay competitive.

[08:56] – How to Choose the Right Keywords for SEO

  • Businesses must target keywords that potential customers are actually searching for.
  • Avoid keyword stuffing—Google penalizes overuse of the same terms.
  • Use semantic keywords (related terms) to improve ranking.

[09:19] – The Power of Content Marketing

  • Many businesses think they don’t have anything to write about, but customers are searching for information every day.
  • Example: Window companies should write blogs answering common window-related questions.
  • Content can be repurposed into blogs, social media posts, videos, and even podcasts.

[12:15] – Why SEO is the Best First Step in Marketing

  • SEO provides better long-term ROI compared to social media marketing.
  • Paid ads can work in combination with SEO, but Google prioritizes organic search results.
  • Social media is valuable, but people often search for businesses on Google first.

[14:37] – The Role of Social Media in Business Marketing

  • Social media should not be the main marketing strategy but a supporting tool.
  • Zach uses social media to test content, colors, and messaging before scaling up.
  • Social media posts don’t directly improve SEO, but shared content can drive website traffic.

[15:41] – The Value of Email Marketing

  • Many think email marketing is dead, but it remains one of the most effective sales tools.
  • Email should focus on value (education & entertainment) first, with sales offers coming later.
  • Proven strategy: Build relationships through email, then introduce offers.

[24:44] – Lessons Learned: The Importance of Patience

  • Entrepreneurs often want quick results, but business growth takes time.
  • Zach emphasizes not sacrificing family time for business success.

[30:56] – The Power of Networking in Business Growth

  • Zach shares how networking was intimidating at first, but it’s essential for growth.
  • Advice: Focus on relationships, not just business transactions.
  • Being authentic and serving others leads to organic business opportunities.

[35:09] – Hiring & Scaling: Lessons from Growing Market House

  • Hiring too fast can hurt a business’s stability—grow at a pace that fits your goals.
  • Market House initially grew too quickly, leading to an adjustment period.

[38:37] – The Future of Market House

  • Mission-driven growth: The goal isn’t just profit—it’s helping businesses succeed.
  • The team at Market House is passionate about marketing and branding.

[40:10] – Where to Learn More

  • Check out MKT.house for branding, SEO, and marketing services.
  • North Georgia Business Radio airs Saturdays at 3:00 PM on AM 550 WDUN.

Tagged With: business marketing strategist, effective email marketing, Market House, marketing for business growth, North Georgia Business Radio X, SEO, Social Media Content Marketing, Zach Tatum

Tom Applegarth with Preferred CFO

March 13, 2025 by angishields

HBR-Preferred-CFO-Feature
Houston Business Radio
Tom Applegarth with Preferred CFO
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Tom-ApplegarthTom Applegarth with Preferred CFO is transforming organizations through strategic HR process improvement.

He’s an expert in talent management, recruiting, compensation & benefits, performance management, labor relations, HRIS, and global mobility. Proven success in aligning culture and processes to optimize talent, driving leadership development, and fostering business partnerships at all levels.

In a conversation with Trisha, Tom discussed the vital role of HR partners for small businesses, the challenges of remote work, and the importance of benchmark data in understanding employee sentiments. Preferred-CFO-logo

He emphasized the risks of employee terminations, the need for proper documentation in severance agreements, and the advantages of outsourcing critical business functions.

His insights focus on educating small to medium-sized business owners about affordable and effective HR solutions.

Connect with Tom on LinkedIn.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX studios in Houston, Texas. It’s time for Houston Business Radio. Now, here’s your host.

Trisha Stetzel: Hello, Houston. Trisha Stetzel here bringing you another episode of Houston Business Radio. So I want to introduce you to my new friend. We were having some fun before we started recording here. I’ve got Tom Applegarth on the line with me today from Preferred CFO. Tom, I’m really excited to have you on the show with me today.

Tom Applegarth: I’m glad to be here.

Trisha Stetzel: So let’s talk H.R.. But first, tell us more about Tom, and then let’s dive into Preferred CFO and the services that you’re providing to businesses.

Tom Applegarth: Absolutely. So I’ve been in HR my entire career. After graduating from business school, um, I went to work for BP Amoco and was with them in an HR role. And and then then I moved to Payless Shoesource. Uh, you know which at the time that I worked for them in the 90s, they sold one out of every five pairs of shoes in the United States. Wow. Today they sell zero. So it’s still a mind blowing for me. Um, but I was there for, uh, for eight years and a bunch of different HR roles. Um, I was, uh, worked for Goodyear Tire and Rubber Company, where I was the head of HR for one of their divisions. That was about a billion in sales. Um, and 8000 employees. Um, I worked for a company called Belden, um, that did about 2.5 billion in sales. And I was the head of HR for one of their divisions. That was also about a billion in sales. I was the head of comp and benefits for them. Um, I did a lot of recruiting. Um, and, uh, and, and then then I was the chief people officer for a company called Potter Electric. And a couple of years ago I joined preferred CFO. We do outsourced finance, accounting, HR and payroll for small companies. And then we also do a fair amount of recruiting for big companies. Um, and, and a few HR projects, certainly willing to do HR projects for big companies as well. Um, but but you know, we have a great team that’s just providing air support to, to companies.

Trisha Stetzel: Yeah. It’s fantastic. So very diverse background where you get to be on the other side of all of the things that you’re doing now, you’re providing the service to people like you.

Tom Applegarth: Yeah, absolutely.

Trisha Stetzel: Yeah.

Tom Applegarth: Fantastic. And and we’re, you know, just a fractional HR leader for small companies where it doesn’t make sense for them to hire an HR professional full time because they’re too small. Well, we’ll we’ll put in an HR manager, you know, who’s only working part time. And it just saves them a lot of money.

Trisha Stetzel: Yeah, absolutely. Let’s talk about the importance of that. So small small businesses don’t necessarily need what I would consider an HR partner or service, right? Where because they’re small, maybe they don’t even have any employees, or they have 1 or 2 employees. Now they’ve grown. Why is it important to allow a service like yours to be a partner in their business?

Tom Applegarth: Yeah. So I think I think once a once a small business hires their first employee, they’ve now taken a step into the government is now a partner with them because there are all kinds of laws around how you treat your employees. And and you can you know, it’s kind of like speeding. A lot of times you don’t get caught, but when you get caught, you’re going to wish you hadn’t got caught. Um, we have we have a client that, uh, that that, uh, became a client of ours, um, you know, in the last 6 or 8 months. And they had a they had somebody doing payroll and HR that, you know, didn’t really know what they were doing. They had they were doing lots of other stuff. So, you know, not necessarily expected to know what they were doing. And we got in there and we found all kinds of laws, including they have, uh, they have about 100 employees spread out amongst 10 or 15 states. Well, and they’re using paychecks to do their payroll. Well, paychecks is a great software and and works really well, but you still need to know what you’re doing, and you got to jump through a few hoops with paychecks to have them actually pay payroll taxes in certain states.

Tom Applegarth: And this company hadn’t done that. And so we we joined them and said, oh, well, first thing we need to do is clean this up because you haven’t paid payroll, you haven’t paid taxes in, like, you know, 5 or 6 states for a year and, you know, cost them a lot more money to clean that up. There’s a few other things that were cleaning up that hopefully, hopefully nobody from the government is listening. And they don’t they don’t, you know, come after us anytime real soon. But but some of those things can I mean, even for a small business like that, a few of those things can add up to 50, 60, $70,000. Um, you know, and so I think it’s important to have somebody that knows what they’re doing. And then the other thing that we really help with is coaching and counseling of the management team. You know, employees don’t often go sit down with their boss and say, hey, boss, you’re really screwing up. And here, let me tell you how. But that’s really one of the roles that the HR manager needs to play is understanding what’s going on, getting feedback from employees, and then coaching management on how they can be better.

Trisha Stetzel: Wow, what a concept, Tom.

Tom Applegarth: There you go.

Trisha Stetzel: A feedback loop, right?

Tom Applegarth: Exactly. Absolutely.

Trisha Stetzel: The employees are doing so before we started recording. I’d like to shift just a little bit to the conversation that we were having about bringing everybody back to the office. So what are your thoughts around that, especially from an HR perspective. And payroll. It does. It makes a difference, I think.

Tom Applegarth: Yeah, it does. And so I speak with a lot of CEOs that are both clients and prospective clients. And then, you know, a few of my friends that that are CEOs today. And I have yet to meet the CEO that actually has an office. I have a few, a few clients that you know are totally virtual and don’t have an office. Um, and, you know, I’ve never had an office. Uh, um, but but the ones that actually have an office, I think it’s they all all of these CEOs want to bring people back in the office more. And the question I always ask them is, you know, help me understand why. And a lot of it’s around, you know, I’m not sure we’re getting the creativity, the teamwork. You know, there’s something about being together that we’re missing and and I agree with them about that. But I worry about, okay, if you force people back in the office that don’t want to be there, you know how much creativity and teamwork and, you know, do you think you’re really going to get. And so, you know, I think that if you tell, you know, I think if a manager so, you know, in some of these small companies, the CEO is the manager and I give them a lot more weight in, in their decision of whether or not they ought to bring people back to the office. Um, I think back to the, uh, the CEO of Goodyear Tire and Rubber Company.

Tom Applegarth: I was the head of HR of $1 billion division, and I shook his hand like, maybe three times in two years. He had no idea what was going on in our business. We had 8000 employees, a billion in revenue, you know, great guy. And and you know, and Goodyear was like 15 billion in sales. So, you know, we only had 1/15 of his business. So I didn’t necessarily expect a ton of face time with him, but he had absolutely no idea what was going on in the business. And so in that scenario, when that CEO and and I have no idea what Goodyear Tire and Rubber Company is doing from a work at home perspective, because it’s been 20 years since I worked there. But, you know, a CEO that is not managing the team, mandating that everybody come back in the office, I question whether or not they really know whether or not that’s going to be the best thing. And in most of these organizations that are doing that, that are a little bigger, and the CEO isn’t managing all the employees directly, um, almost all of their managers disagree with the CEO and don’t think they should force their team to come in. Me personally, I think the manager probably has a better feel for what’s going to help them achieve their goals and objectives. Then the CEO, who may be, you know, three, four, five people removed from that work team.

Trisha Stetzel: Absolutely. And, you know, it’s that feedback loop again, where you’re talking about having this HR person really understand what’s happening with the people in the business and able to convey or relay that message to those who need to hear it. Right. Um, what? Tell me how this shifts the way your business is operating with these businesses that are going back to the office?

Tom Applegarth: Yeah. So, I mean, we’re we’re we’re coaching the, the the CEO and and and sometimes I’m, you know, we’re we’re more successful. Sometimes we’re less successful. Um, but then one of the things that’s an easy sell that I think is really good is all right. You know, you’ve you’ve decided you want to bring people back in the office. Well, before you just totally make that mandate. Let’s do a employee engagement survey, and we’ll have some questions there about coming back to the office. But then we’ll have lots of other questions as well. But I I’m a big believer in employee engagement surveys because they they really help people provide anonymous feedback, which is the only way you really get, you know, even semi honest feedback, right? I mean, if people have to put their name to feedback, rarely it happens. But but most frequently people are going to pull their punches a little bit. And so I think that kind of anonymous feedback is good. I think I think I think that companies should get help when doing an employee engagement survey, because benchmark data is important. Because and I’ll give you my favorite example, most companies, if you ask the ask employees, um, do you think your compensation is, uh, you know, high low or about. Right. Almost. You know, usually way more than half say. I think my I think my pay is too low.

Tom Applegarth: But when you can benchmark that against other companies because I had one client that, you know asked that question, you know, came back, they were like wow 45%. I mean 55% of our employees think they’re underpaid. Tom, what are we going to do? I’m like, you ought to feel pretty good because the benchmark is like 40%.

Tom Applegarth: You guys are overindexed. You know, you guys are are they’re in a good spot doing really well.

Tom Applegarth: So don’t worry about it. You know, and so you need you need some kind of stake in the ground to understand and interpret the answers that you’re getting from your employees. But but I think that’s a good first step is, you know, let’s see how strongly employees feel about coming back to the office. And, you know, and there’s a big difference between telling everybody, I want you to come back to the office one day a week, and I want you to come back to the office five days a week, you know? So. So, you know. Hey, Ken, is there some middle ground here? Let’s let’s talk about this. Let’s not just, you know, pull a Jamie Dimon and say, nope, everybody’s back in the office five days a week or you’re fired, or I guess an Elon Musk as well for our federal.

Trisha Stetzel: Yeah, yeah. Then you have a bunch of employees stomping around and then you have a bigger HR problem, right? I mean, that’s the if you’re not careful.

Tom Applegarth: And and ultimately, to me, um, you really need to measure, you know, what are the 4 or 5 metrics that help us as a company understand whether or not we’re successful? Okay. And then if that’s what we’re measuring, what are the 4 or 5 metrics for each one of the CEO’s direct reports that help us understand whether or not their team is successful? And then you ought to be able to take that all the way down to every single employee in the company. And, you know, certainly there’s some some job functions that are easier to measure than others. But but the question I always ask myself is, if you cannot identify the 4 or 5 metrics for that job that tell you whether or not it’s being successful, are you certain that you need that job?

Tom Applegarth: And so and ultimately if you’re managing an organization I think you’re much better served to manage the 4 or 5 metrics for every person going down the organization. So, so if you’re a CEO and you have eight direct reports, each one of those direct reports ought to have the 4 or 5 metrics that help you tell if they’re successful, if they are exceeding the goals and exceeding your expectations, you ought to go play some golf, because all you’re going to do is screw this up. If you get in the middle of this, go play some golf, enjoy some work life balance. Go think about where your organization should be in five years. But don’t get into the day to day because you are green on all of your metrics now where you’re red. All right. Now dig in and figure out what’s going on. And if you’re only measuring the 4 or 5 metrics of the people that report to you as the CEO, what, how what percentage of their team is in the office probably isn’t going to be one of those 4 or 5 metrics that really tell you whether or not your organization is being successful?

Trisha Stetzel: That’s right. So, Tom, if someone’s interested in having a conversation with you about this, about HR, about all of the work that you’re doing out there for these companies, how can they find you?

Tom Applegarth: So you can go to preferred Cfo.com, or you can just Google Tom Applegarth and it’s Apple like the fruit. And Garth is in Garth Brooks. So very phonetic. And luckily my last name is unique enough that if you Google Tom Applegarth, Human Resources. I’m the only one who comes up.

Trisha Stetzel: The only one that comes up. Your face will be all over the screen. Tom.

Tom Applegarth: That’s it. That’s it.

Trisha Stetzel: Um, can we talk about the importance of outsourcing something so important to a business? So. And I believe unless you’re an expert at payroll or HR, you shouldn’t be doing it. So tell me. Tell me your thoughts on that.

Tom Applegarth: Yeah, I agree with that. I think that goes for every function. You know, I mean, every small business owner is an expert in some things. And if you’re an expert, well, there’s absolutely no need for you to bring on another expert. Right? You’re the expert. Yeah. Um, but if you don’t think you’re the expert in HR or payroll, you’re probably right. And you’re going to potentially there’s a lot of lot of people I’ve worked with over the years that have spent five, six figure sums Because they didn’t have an expert. And if you’re a small company, generally if you have less than 100 employees and maybe even less than 200 employees, going and hiring an HR and payroll expert is probably costing you more than it needs to. Um, because if you have, especially if you have less than 100 employees, you don’t really have a full time job for an HR expert. You’re either going to be overpaying, or you’re going to pay somebody who may say they’re an expert, but you’re not paying them enough for them to really be an expert. And, you know, I’ve there’s a lot of clients that that we bring on that had a, you know, somebody who, you know, wasn’t an expert but doing the job and they’re just not they’re just not equipped to do it. It’s not their fault. They’re an expert in something else. But you know, and definitely in HR everybody seems to think that that they know what they’re talking about. Um, usually, you know, 5 or 6 minute conversation. I can help them understand. They don’t really know what they’re talking about. But it’s one of those functions probably a little bit like marketing to, you know, everybody thinks they’re an expert in HR and marketing. And, you know, most of them are probably wrong.

Trisha Stetzel: I would agree. And there’s so much liability alongside of being your own HR person. Right. Or hiring somebody with from within. And that happens often. Somebody gets promoted. Now they’re the HR person right. And they don’t know. And they’re not looking at the laws like your company would and know all of the changes that are happening every it’s not even just every year. It’s every few months there’s something new out there. And that is exactly why someone would want to, um, engage with you. So let’s talk about not everybody understands this whole idea of fractional. So you do a lot of fractional work. Air. We talked about the CFO work and some of these other areas that you can do fractional work. So first explain what that means fractional. And then tell us the services that you offer in that fractional space.

Tom Applegarth: Yes. So fractional means getting you know somebody that has 20 plus years of experience in an area and is an expert and, and has lots of experience with, you know, big companies, small companies, all sizes of companies, and you’re basically hiring them on a part time basis because you can’t afford them on a full time basis, and you probably don’t even have 40 hours a week worth of work if you’re if you’re a small company. So. So that’s where preferred CFO for CFOs, controllers, CPAs, HR managers and payroll managers. That’s what that’s what we do is we have people that are working for us full time, but they’re working for 3 or 4 different small companies, and we’re it’s just like having your, you know, a full time employee in that we pick up the phone 24 over seven, just like a full time employee. You don’t always get us on the first ring, but we’re calling you back really quickly because we’re part of your team and and we’re we’re embedded. So it’s it’s really the best of all worlds that you’re you’re not paying as much. You’re getting the expertise, but you’re still getting somebody who’s going to return your phone call within, you know, a reasonable amount of time, usually hours. I mean, you know, you call just like just like when the CEO of of Potter Electric used to call me, it might take me an hour or two to get back to him if I was in a meeting or whatever. Um, it’s the same with the CEOs of small companies that are now giving me a call or giving somebody on my team a call. I mean, we’re returning that call as soon as we can.

Trisha Stetzel: Yeah. So bringing this expertise at something affordable for these small businesses, I think that’s so important for people to hear. You can have amazing experts on your team and not have to pay for them to be an employee on your team. Right. You can use them as a fractional service. And I think that’s so important. So as we start to get to the back end of our conversation, I’d love to hear your favorite story. It could be a client story, some part of you figuring out what you wanted to be when you grew up, I don’t know. So tell us a story, Tom.

Tom Applegarth: Well, my my favorite story. And and it’s I mean, it’s it’s the one I, I, I tell the most because I think one of the things that companies do that can cost them a ton of money is when you terminate somebody, every time you terminate somebody, there’s a potential risk. And so the story I always tell to help people appreciate this risk is when I was involved in it, we had a plant manager who was managing a plant of about 100 employees and a horrible plant manager. Um, but he had worked for the company for 30 years, been around forever, but, you know, retired. My my hypothesis is he retired, but just didn’t tell anybody. He kept coming to work, uh, occasionally. Um, and so, so, you know, so his boss was like, we need to fire this guy tomorrow. I’m like, well, you know, he’s been here for 30 years. We probably need to first, you know, if not from a moral perspective, from a legal perspective, we need to give him firm guidance on What are the 4 or 5 metrics he’s not hitting that he needs to hit, or we’re going to fire him and let’s do it in writing and let’s you and I do it together. So we have witnesses. So if this thing ever ends up in court, you know. So we gave that to him. And a couple months later his boss is like, all right, I need a firing today. He’s not hitting those 4 or 5 metrics because, well, he worked here for 30 years. He’s, uh, you know, it’s only been a couple of months.

Tom Applegarth: He’s got, you know, he’s turning a little bit of an organization. It’s not like it’s just him personally. Right? He’s trying to change. So let’s, let’s, let’s give him another written warning and tell him, here are the 4 or 5 metrics that your organization needs to improve. Or we’re going to going to have to fire you. So we did that a couple months later. All right. Let’s fire him right now. I’m like, okay, all right, I think we can fire him. But and I’m a firm believer in this and this this incident helped, uh, helped reaffirm it. I’m like, any time you fire somebody, especially if they’ve been with you for 30 years, we ought to give them severance if they sign an agreement not to sue us. Just think of it as insurance. This guy was like, no, you’ve made me waste four months. We’re not giving him a dime. I’m like, oh, dude. So I went to his boss. You know, the division president. And I’m like, hey, come on, 30 years. We need to do it. And a division president is like, no, we’re not. We’re not a dime. I’m like, it’s a mistake. And then the mistake I made is I didn’t go to the CEO. I should have. I said, oh, it’s a mistake, but I guess, you know, you’re a division president. I’ll let you make a mistake. Made a mistake? Of course. The guy go, gets a lawyer, sues us. That cost the company $1 million. And the CEO came to see me and said, Tom, what happened? And I’m like, I’m sorry.

Tom Applegarth: I should have. I should have come to you. I knew this was going to turn out bad. I made a mistake. I should have come to you. I didn’t, um, you know. And, hey, that’s what happens. You get a jury of 12, they only need nine. They do crazy stuff. And, uh. And there’s no doubt in my mind that we weren’t discriminating against him based on age, which was his allegation. But that doesn’t matter. It doesn’t matter what’s true. What matters is what a defense attorney who’s I mean, a plaintiff’s attorney who’s working on contingency can convince nine of 12 jurors. That’s all that matters. And that’s why I think you need, you know, uh, the certainly a well written agreement. Severance agreement. And you don’t have to give people a lot of money. A week’s pay, two weeks pay. I mean, you don’t have to give people a lot of money, but give them a little bit of money, have them sign a properly documented severance agreement. There’s a lot of rules there, so make sure you know you don’t just write one out on a napkin. You need to know what you’re doing for it to be enforceable in court. But but literally in my 30 plus years, either me or somebody who’s worked for me has probably fired over a thousand people. And, um, and, you know, most of them have signed a severance agreement, and no one who has signed a severance agreement has ever, um, got an attorney to be willing to take their case.

Trisha Stetzel: Yeah. Wow. That is a very expensive lesson to learn. Tom.

Tom Applegarth: Expensive lesson.

Trisha Stetzel: Thank you for sharing that. So if people want to just remind us how they can find you, if they want to have a follow up conversation with you.

Tom Applegarth: Yes. Go to preferred CFO. Com or Google Tom Applegarth. Um, and the human resources and you’ll see my LinkedIn and everything else there.

Trisha Stetzel: Awesome. And I love that you made reference to Garth Brooks because I kind of like him. And it’s Houston rodeo time.

Tom Applegarth: I’m just saying I like him, too. In fact, my my wife with our first born child said maybe we should name him Garth. I said, come on, Garth, Apple. Garth. No, that’s I have to veto that one. That’s awful.

Trisha Stetzel: It’s not a good parenting decision. I’m just saying. Tom, thank you so much for being on with me today. The work that you’re doing is really important to small businesses, medium businesses, giant businesses. And I think the more we can educate our small business small to medium sized business owners, the more they can take advantage of these really great services that are actually affordable. Yeah.

Tom Applegarth: Thank you. It’s good to be here.

Trisha Stetzel: Yeah, absolutely. And that’s all the time we have for today’s show. Join us next time for another exciting episode of Houston Business Radio. Until then, stay tuned, stay inspired, and keep thriving in the Houston business community.

 

Tagged With: Preferred CFO

Mindset and Leadership Coach Coach Cindy Ames

March 7, 2025 by angishields

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High Velocity Radio
Mindset and Leadership Coach Coach Cindy Ames
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Cindy-AmesCindy Ames is a dynamic speaker, coach, and mindset strategist dedicated to empowering professionals and entrepreneurs to create the results they want by shifting their mindset and taking aligned action. With expertise in mindset coaching, leadership development, and instructional design, Cindy transforms the way individuals and teams approach success.

As a former National Director of Learning and Development, Cindy developed high-impact training programs that enhanced leadership effectiveness, communication, and business performance. Now, as a sought-after speaker, trainer, and coach, she helps professionals break through limiting beliefs, build confidence, and implement practical strategies to achieve both professional and personal success.

Services & Expertise:

✔ Mindset Coaching – Identifying and shifting thought patterns that drive success
✔ Leadership & Communication Training – Elevating team performance through clarity and accountability
✔ Goal-Setting & Productivity – Creating value-driven, achievable goals that align with long-term success
✔ Motivational Speaking & Facilitation – Engaging, interactive sessions that inspire action

Cindy holds a PCC (Professional Certified Coach) accreditation from the International Coaching Federation (ICF), as well as certifications in Emotional Intelligence Coaching, Master Training, and Instructional Design. She has been a featured speaker at conferences and a guest on multiple podcasts, sharing her expertise on leadership, mindset, and kindness.

Speaking & Training Topics:

✅ Managing Your Mindset for Peak Performance
✅ Intentional Conversations: Elevating Communication & Influence
✅ Holding Others Accountable with Confidence & Clarity
✅ Creating Value-Driven Goals That Get Results

Cindy’s unique approach blends mindset transformation with actionable strategies, ensuring that clients don’t just think differently—they take action and see results.
To book Cindy for a speaking engagement, leadership training, or mindset coaching, contact cindy@cindyamescoaching.com.

Connect with Cindy on LinkedIn and Instagram.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

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

Stone Payton: Welcome to the High Velocity Radio show, where we celebrate top performers producing better results in less time. Stone Payton here with you this afternoon. This is going to be a good one. Please join me in welcoming to the broadcast speaker, coach, trainer and mindset strategist, Cindy Ames. How are you?

Cindy Ames: I am so fine. How are you today, Stone?

Stone Payton: I am doing well. Really been looking forward to this conversation and I think a great place to start would be if you could share with me and our listeners mission. Purpose. What is it that, uh, that you’re really out there trying to do for folks, Cindy?

Cindy Ames: Yeah, absolutely. So I think my mission is really and I don’t think it, I believe it. It’s really empowering others to live their life with kindness so that they can achieve the results that they want in life. And how do we do that is by observing and creating awareness for our current mindset, so that we can determine if it’s actually giving us what we want in life.

Stone Payton: Sounds like very rewarding work if you can get it. How in the world did you find yourself in this profession?

Cindy Ames: Oh, that’s a good question. So I have been in the corporate world for about ten, 12 years, and Covid happened and I was laid off, as many of us were, and my work was in the senior living industry, and I was centered in learning and development, and I loved it. I created trainings mainly for sales, but I also created trainings for operations and memory care and compliance and so forth. And I love being able also to deliver those trainings. And when Covid happened, I was in the process of becoming an executive coach for my company. I was in the original coach and help out in that way. And so I got laid off and I realized that I really wanted to pursue coaching because that was something I was passionate about at first and foremost, because all the learning that I gained from listening to coaches and experiencing being coached myself, and I saw such value in that, I wanted to share it with others. So I went ahead and graduated from my class. I was certified through the International Coaching Federation and I created my own business and in it I offer mindset coaching, I offer training, development, facilitation and I’m hired as a motivational speaker at conferences, workshops and so forth. And so it’s it’s not what I had expected. I had expected that I would work for the same company and do what I was passionate about doing until I was going to retire. And so for me, this was a big shift going into my own business and being an entrepreneur. And I can’t say that I regret it. In fact, I gained so much from having my own business that I’m rather pleased that this is the way that my career is going to come to a close eventually.

Stone Payton: I have a lot of questions about this business of mindset, but before we go there, I want to hear more about this transition because I would think that is quite the the leap. Was it a little intimidating? A little? A little scary in the early going. Getting your own business up and running?

Cindy Ames: Yeah, absolutely. It was. I experienced a lot of uncertainty. That was how fear manifested in my brain with uncertainty. I didn’t know if I was going to be able to do this. It was, um, so many things that were new for me. You know, when you work in a corporate setting, all the things are done for you. Marketing stunt, accounting stunt, all of that getting clients is done. And so I had to learn how to do all of that. And so one of the things that I learned early on was I talked to my brain. And when my brain would throw up uncertainty and those feelings and you could feel it in your in my body, I could feel it. I would say, oh, wait, wait, wait, hey, I see, I see that you’re feeling uncertain that you, you’re kind of scared about what’s going to happen. It’s okay. We’ve got this I have resources. My daughter had a business. She was a great resource and I learned Google and ChatGPT and YouTube. They’re all my friends, you know. And so I would go to those resources and that would help me. So my my point is, I reassured my brain that it was going to be okay. And I told it how it was going to be okay. And then I don’t know if you’ve seen the show Ted Lasso, but it’s a great show, right? It’s one of my favorite. And so one of the things I did was I created a believe sign and I put it above my door, just like they have in the show. And I have a rock on my desk that says believe. And it was just a reminder to believe in myself. I have the capacity, as do others, to to choose things that are challenging What gets us through it, I believe, are two things. One, it’s our mindset and it’s being kind to ourselves along the way. That’s what helps us.

Stone Payton: So you mentioned being formally credentialed, going through a certification process. What compelled you to take that route, and what’s your recommendation for other people maybe wanting to enter the field, or are you glad you did that?

Cindy Ames: Oh, I’m so glad I did it. It for me, coaching is extremely, extremely rewarding in that I get to be a partner with somebody and when they are going through a process of discovery and getting that aha moment, that epiphany where they realize, oh, I could think this other way. And in doing so, I get so much more in my life than what I had before. That’s a truly, I think, sacred and beautiful thing to be a part of. And so it brings me a lot of joy to be that partner and I if if a person is a has a, I call it a servant minded spirit. If if that comes naturally to them. I think that coaching is a great thing. The thing about coaching that a lot of people understand is it’s not my job to solve the other person’s problem. It’s not my job to have the answers. My job is to be their partner and asking them questions to create awareness in their own brain for what or how they’re looking at something. We have certain patterns of of looking at things, certain perspectives, certain lenses.

Cindy Ames: And those lenses cause us to look at something a certain way. And in doing so, we tend to come to the realization that that’s the truth. And it is. It’s a truth for us. However, that truth or that belief might no longer be working well for us. For us. And so what I can do is I can shine a light on that truth that’s holding them back and say, hey, would you like to talk about that? And we talk about it. And because they’re adults, they get to choose something new, right? As children, we are often given our rules. We’re given beliefs from our family, our parents, and so on. And and we tend to follow those because we don’t know any different. As adults, we get to make our own decision. We get to say, oh yeah, that particular rule, it no longer works or serves me. I can create a new one in its place that’s going to better push me forward or propel me forward to get the results in life that I want.

Stone Payton: So say a little bit more about this certification process, because I’m operating under the impression, at least with ICF, that’s a pretty Any rigorous, uh, curriculum, isn’t it?

Cindy Ames: Yeah it is. So with ICF, you go through a a organization that is specific for coach training and I use six seconds. They are their niche, if you will, is an emphasis on emotional intelligence. And I really like that a lot. They also had a mindset tool that I use a lot with my clients. And that was something that was really important to me to have in the curriculum. And it’s based on behavioral cognitive therapy. And so I chose that school and I went through that curriculum. And then I took a I had 100 hours of coaching I had to experience before I could take the first test. Wow. I took it, I passed. Well done. And then I had 500 hours to accumulate. And then I took my second test. And then I’m a Professional coach. Certified coach is what it’s called PCC, and that’s the level of accreditation I have through the International Coaching Federation. I felt it was really important to have that certification because I my brain, how my brain works is it likes structure and it does like rules. And so I wanted to make sure that I was following the rules I wanted.

Cindy Ames: I wanted a layout of ethics. I have, of course, my own ethics, but I wanted to go beyond what I knew to make sure that I wasn’t missing anything. So that was a really important component that ICF provided for me was their ethics and their standards. And they recently changed their testing. And the second go round was very was very challenging. But I passed and that’s all that matters. And so I, I find that especially because I was going to start with Corporate, um. Corporate coaching. I thought that it would be good to have ICS certification because SHRM, which is an HR organization, um, is connected with their partners with ICF. I want you to know that anybody can call themself a coach. The coaching industry is not legalized in any way. There’s no, uh, regulations or anything like that. And so for me, I thought it added legitimacy that I was educated in coaching, that I was certified by a body such as ICF. For me, that was important for other people. It’s not, um, that I wanted to serve what was best for myself. And so that’s why I did that.

Stone Payton: So at this point in your career, uh, at this stage of your practice, and you touched on a little bit, but I’d like to hear more. What are you finding the most rewarding? What’s the most fun about it these days for you?

Cindy Ames: I think it’s the collaboration that I have with the client. Uh, again, I get to see an insight into their brain, and you don’t often get to do that. I also love being able to create that neutral space for them, so there’s no judgment. They can say whatever they need to say. It’s not my job to, uh, to judge in any way that my job is just to create awareness for how they’re thinking so that they can see if it’s effective for them or if it’s not effective for them. You know, we have we have so many beliefs, and oftentimes we move through life unconscious of those beliefs. We just do them, follow them naturally. And it’s probably when we get pushed up against a wall or when we’re, we’re stumbling in some way is when we it brings attention to us that we’re like, you know, this just isn’t really working. What might I change? And being a part of that change and seeing it firsthand, I think is really, really exciting for me.

Stone Payton: Okay, so let’s do let’s dive into the work a little bit all the way to I want to make sure we’re, we’re singing off the same hymn sheet as my daddy would say and defining mindset and yeah, talk to us about the mechanism for the the work and how and walk us through the a primer around mindset in the first place.

Cindy Ames: Sure. So mindset is simply your beliefs, the things that you think about yourself and all the things around you which are your circumstances. And I’m sure you’ve heard of the phrase a positive mindset, a negative mindset, or or maybe even, um, Carol Dweck has created a growth mindset. All of those mindsets are just ways that we believe and the ways we think. And so somebody who has a positive mindset is thinking, for the most part along positive lines. When we do that, it impacts our life experience. So oftentimes people will say, well, I really believe and I really think this is the way it is. It’s okay. Great. How is that impacting you? What life experience are you experiencing with that type of thought? And that’s the point I want to bring to people’s attention. So if you’re adamant about believing something and it’s holding you back, it’s limiting you or it’s causing negativity in your life, well, then that’s a really good time for an opportunity to look at it and and evaluate, is that really going to work for me or not? And so when we do our sessions, my job is is simply to listen and ask questions based on what the individual has shared. Sometimes I’ll also bring in tools as appropriate for whatever the topic of conversation is. For example, the mindset tool that I use is we look at everything outside of us and we have a thought about it. So if you let’s just use a person, let’s say it’s our boss, we have a thought about our boss and it could be positive, it could be negative, whatever. And in this particular instance we usually start with negative. So I have a thought about my boss.

Cindy Ames: And that thought leads to emotion. Emotions drive our behaviors. So we have some sort of action we take and that action leads to result. If I’m not getting the results I want, maybe in the interaction I’m having with my boss, I need to look at my thoughts. Once I do that, I can make the tie between my thoughts and my result, and then I can say, okay, you know what? I don’t like those Results. I want to shift to another way of thinking that’s going to allow me to get better results. I can also give you the example of if we thought, I can’t, I can’t do this. What does that lead? Leads to? It leads to feeling, um, unsure. And when I’m unsure, what do I do? Well, what do I do? Is I sit back. I don’t do anything. What are my results? I’m not going to get any results because I’m not doing anything. So then I need to look at the opposite, which is I can when I think I can, I feel empowered. That’s like a great feeling. The empowerment motivates me. It causes me to want to go and to explore, to try different things, see what happens. And then I get results because I’m trying things. I’m realizing, oh, this is working. This isn’t working. Okay, let’s follow the line of what is working, and I’m going to double down on that or I’m going to expand it, that type of thing. So the mindset tool is a way that people can take a tangible thing, if you will. I’ll call it a tangible thing. You can take that as a structure to evaluate your thoughts and how they’re either helping you or they’re hindering you.

Stone Payton: Boy, do I wish I had your skills and background and experience because I will share with you there’s someone in my circle right now that genuinely believes that it’s hard to help people and make money at the same time. Um, or maybe it’s more on the money side. They just think it’s hard to make money, but it sounds like with your process, like you could disrupt that pattern and get them out of that long enough to to achieve a little direction, maybe.

Cindy Ames: Yeah, yeah. Oh, absolutely. Money is we have lots and lots of thoughts about money. A lot of it we inherit from our families. So if we have the thought, it’s hard to make money. Guess what? It’s hard for you to make money. It’s a struggle to make money. You’re conscious about it. You put in a lot of effort and you don’t get a lot of results. So what we can do is oftentimes our brains won’t change quickly from it’s hard to make money to it’s easy to make money. The brain is like, nah, we have all this evidence that it’s hard to make money. We know this to be a truth with a capital T, this is a fact. And so what we can do is we can move from it’s hard to make money to. It’s easy to make money. We can we can make that move in our brain by offering it rich thoughts. And you know what? Bridge is simply a way for us to get from one place to another. Place where there is a gap in between. So a bridge that helps us to close that gap between it’s hard and it’s easy. So we could say it’s hard to make money. And I’m not so sure about that. It’s hard to make money. And maybe I’m wrong about that. It’s hard to make money, and I might figure out a way. It could be easy. So see how I’m moving closer and closer to the idea of it’s easy to make money.

Cindy Ames: And then once I get to the point where I’m believing it’s easy to make money, then I start asking my brain how. And our brain has the reticular activating system inside of it. And what that does is it is a filter. We have so much data coming to us at any given time that the brain uses filters to help us to, to survive. And so when we say, how can I do something, then what happens? And we keep that thought in our mind, keep it in our mind. Then we’re reading an article and pop it pops up. How I can do something. We’re talking with a friend and it pops up. All of a sudden we get all these different ways on how to do it. And if you ever want to test it out, this is one of my favorite things to do. If you’re driving down the street all of a sudden, think in your head, where are all the white cars? Then all of a sudden, all you see are white cars where you’ve never really noticed them before and you’ve got white cars coming, you’ve got white birds going. You look down the street, there’s white cars, you look the other way. There’s white cars. It’s so fascinating. I love that thing. So that’s a that’s one way to do it.

Stone Payton: And your work is it largely one on one. Is it groups. And you also mentioned speaking which I actually want to ask a few more questions about. But what’s the mechanism. Is most of it one on one groups a little bit of all of that.

Cindy Ames: So if it’s coaching it’s typically one on one. So I do two. There’s similar but different. I do two different types of coaching one an individual hire. Hire me to coach them on specific topics. It could be personal. It could be business. It’s just basically what’s going on in their life that they’re having a challenge with. I also do executive coaching, so I’ll have a company hire me, and then they have different people in their organization that I work with, and I coach them based on what I think needs a lot of that is centered around what’s going on in their company or in their role, and I help them navigate it. And in that job, it’s kind of like a coaching slash consulting, because sometimes it’s a matter of how do I talk to this person? And what we do is we brainstorm. Well, what do you think about talking about it this way, or what do you think? Have you said that? How might that work? What is it? Does that feel? Does it resonate with you? Does that feel like how you would express yourself? Right. And so we work through that together. Sometimes we practice it, sometimes they just take notes. And then we come back and talk about how that worked for them. So Coaching is mainly one on one. What I also do are workshops or I do training and those are group settings. I do a mindset training. It’s called managing your mindset and that’s done in a group training. I just had a company hire me yesterday and I’m going to be doing one for their HR team in April on that. It’s like an hour and a half webinar. I also get hired to go do trainings. I’m going to do a half day training in September in Chicago. So there’s just different ways depending on what the, uh, the client wants to have happen.

Stone Payton: Well, I’m glad I asked, because I was trying to envision myself in an authentic exchange with you about, you know, my belief systems. And I love this idea of bridge thoughts and and the idea of this. Uh Self-kindness. Right. And how I talked to to to myself. But I was also thinking, you know, if I were in a room with other people who ran an organization and had some of the same leadership pressures and that kind of thing as I do, and I watched them participate in this exchange. I just it seems like you could you could learn a lot from each other in that environment. It seems like there would be plenty to be gained in both of those environments.

Cindy Ames: Yeah, there are there are coaches that will have group sessions, and you do learn a lot from what somebody else is being coached on, because you can usually take just about anything and apply it to your own life in some way. Right. You. Yeah. You look at it and say, how does this apply to me? And you can benefit from it. So absolutely.

Stone Payton: Now there’s some honest to goodness real science behind. So much of what you’re talking about is, I mean, we have some data that suggests, yes, this is how the the brain works, right?

Cindy Ames: Absolutely. So neuroscience has done a lot to uncover how the brain works. And and you know what happens. And one of the things that I think is really exciting is the brain, the concept of neuroplasticity, which means the brain is able to rewire itself. So we have thoughts and thoughts are just you think something in a neural pathway in your brain is lit up and and when you pay that thought enough attention, it becomes more solidified. And so what happens for us when we have that thought? It becomes a belief because we just thought that thing for so long. Mm. The trick is when we want to have a new thought. So if we go to our chant and our can example from before, if I have a thought, I fought long enough, I can’t. That’s pretty hard wired into my brain. But the cool thing is again neuroplasticity. We can rewire our brain. So then I bring in the new thought, and I bridge my way over to I can. And then I start thinking that thought again and again and again. It’s not a one and done. It’s work. There is a work to this practice. And so I think it long enough to where I begin believing it, I begin to see how it’s true. And I make that superhighway, if you will, stronger. However, one of the things we have to remember is that sometimes that old thought will come back in and we’ve experienced that, you know, oh no, you can’t or oh, do you remember so-and-so said this and you really believe that about yourself? They’ll pop up. That’s our opportunity. That’s our opportunity to say, hey, no, I don’t think that way anymore.

Cindy Ames: I now believe I can do it, And we have to be firm. This is just our brain throwing stuff at us. Just because our brain thinks it doesn’t actually mean it has to be true. And I. I liken our brains to a toddler. A toddler is going to throw things at you. Toddler is going to say, I want it to be done my way, but you’re in charge of your brain, and you can take that power away from your brain by just saying, no, we don’t think that way anymore. I mean, there’s sometimes I’ll wake up and I I’ve had depression since I was 16 and so I’ve not had I don’t really have it anymore because I’ve managed it and I’ve done a lot of work on myself, but I my body remembers it. And so sometimes I’ll wake up and I’ll have those the, the feeling in my body of the depression and I will tell myself it’s okay, nothing’s gone wrong, everything is fine. And I just repeat that mantra over and over again, and then my body calms down and then it. And then I’m, I’m just it’s in every it’s an every day. It’s just a regular day. I don’t have depression. My body just remembers. And so I think it’s important for us to remember that we’re in charge of our thoughts. And you can think anything you want to. I think to me, that’s one of my taglines. You can think anything you want to. So if something isn’t working for you, let’s get you a new thought.

Stone Payton: Well, it’s an inspiring tagline tagline. And I got to confess, Cindy, I’m finding one of the most empowering aspects of this conversation for me personally, is I’m walking away telling myself, my brain works for me.

Cindy Ames: Yeah, your brain works for you, not the other way around.

Stone Payton: No, I think that’s marvelous. Uh, I’m going to switch gears on you for a minute, if I might, and ask you about hobbies, interests, pursuits, passions outside the scope of your coaching and speaking and facilitation work. Anything you nerd out about, that’s not this.

Cindy Ames: Oh, that’s a fun question. Um, so I’m a I’m a voracious reader. I read 240 books last year. Um, yeah. I think the most I read, I think it was like around Covid time was 350 books. Um, and they’re they’re not deep philosophical books. They’re just they’re fun books. And I just, I love reading. I have ever since I was a little kid, I was one of those kids who go to the library and come back with, you know, ten books, read them all in a week. And so I love reading. I have four grandkids, loves spending time with my grandkids, my son, my son for Christmas bought me a Oculus, which is a VR headset. And so I’m having a lot of Burn playing Beat Saber every evening before I watch TV, and it’s just, uh, it’s just an online game that’s, you know, the six year old woman is playing Beat Saber. I just think it’s kind of amusing. So. And then I love traveling. My husband and I enjoy traveling, and I. I love experiencing other cultures, understanding people. Uh, seeing how I think the coolest thing about people and the understanding of them is that. Based on their experience where they live, the, the temperature, whatever, they’ve created certain things and things that I have no idea that that’s there or that they would think that way, but it makes sense that they do based on their circumstances. And I find that to be really fascinating. And so my husband and I like to travel and and experience that. And I love to see. I love to see the beauty in our world. And that’s a that’s a big pleasure for me to see that beauty. So I enjoy that both in what, um, the creation of the Earth as well as as what man humans, I should say, humans have created. Both are very fascinating to me.

Stone Payton: What a marvelous laboratory. Or maybe observatory is. A is a better word for it to travel and experience other cultures and and engage with and observe these, these folks. So especially with your unique lens, I bet that is a great deal of fun to do that.

Cindy Ames: And absolutely is.

Stone Payton: So what’s next for you? Uh, are you going to kind of just stay in your groove, keep doing what you’re doing? Do you have plans? Is there a book in you, or are we going to replicate the the Cindy Ames Method. What’s on the horizon?

Cindy Ames: You think a book would always be fun, but I don’t actually have an outline for a book written. But I think it’s going to stay an outline and that’s okay. I think that, you know, I’m looking for four years or so or six years and then retiring. And so I love what I do. I find so much pleasure in what I do that I am so content where I’m at now. I’m just open to clients reaching out for to work with me as either a coach or a trainer and doing a workshop facilitating, uh, or, excuse me, speaking at a conference. That’s kind of my jam right now. So I’m having fun with that, and I’m hoping that I will retire from doing this because it is bringing so much joy to my life now I just. And who knows, maybe I won’t retire. Maybe I’ll just keep on doing this. No, I can’t do it anymore. You know, that would be fun, too.

Stone Payton: Well, the only thing I’ve even been a little bit skeptical about during the entire course of this conversation is the idea that you would fully retire from this work? I don’t know, I think you’re too invested in and living your best life through it, so we’ll just have to see.

Cindy Ames: You’re probably right. You’re probably right.

Stone Payton: Hey, listen, before we wrap, I’d love to leave our listeners with a pro tip. And look, gang, the the best pro tip if any of this conversation. And it certainly has had to, um, stimulate and challenge your thinking, the best pro tip is reach out and have a conversation with Cindy. But, uh, let’s leave them with a pro tip for producing better results in less time or getting their arms around some of these topics we’ve talked about.

Cindy Ames: Yeah, absolutely. So producing better results in less time. Less time. Microchip would be. Treat yourself with kindness. What happens is when we have negative thoughts coming into ourselves about ourselves, it’s like having mud that you have to move through as you’re trying to achieve your goal. And it makes trying to achieve your goal so much harder. So if you shifted to bringing in kind thoughts, meaning, I can do this. I’m intelligent. I’ve got this. You’re doing great. I’m so proud of you talking to myself right when we say that those times, or even if it’s okay, I messed up. No big deal. I’m a human being. Human beings. Not sad. Let’s see what we want to do next. Let’s see how we’re going to fix it. We have that positivity toward ourselves. Then we’re not. We’re not slogging through the mud to get to the goal. And so that makes your pace in achieving that goal much quicker, and you have a beautiful life experience along the way. So self-kindness, that’s that’s the thing. That’s the key right there.

Stone Payton: Well, I think that is terrific. Counsel. What’s the best way for our listeners to continue to tap into your work, maybe get connected with you, maybe have that conversation with you? Let’s leave them with some coordinates.

Cindy Ames: Yeah, absolutely. So my website is w ww dot Cindy Ehnes a m e s Coaching.com. And I still send you the traditional way. Cindy. And you can also follow me on Instagram. And that’s Cindy Ehnes coach. So those are the two places to connect with me and to get a peek into who I am and and what what I can offer.

Stone Payton: So Cindy, it has been an absolute delight visiting with you this afternoon. It’s been an inspiring and invigorating conversation. I have personally benefited a great deal and you are clearly doing some tremendous work in serving others. Keep up the good work and thank you so much for investing your your time and energy with us this afternoon.

Cindy Ames: I appreciate it, Stone. Thank you for having me on your show.

Stone Payton: My pleasure. Alright, until next time. This is Stone Payton for our guest today, Cindy Ames and everyone here at the Business RadioX family saying we’ll see you in the fast lane.

 

Tagged With: Cindy Ames Coaching

Beyond Numbers: How Frazier & Deeter Invests in Relationships, with Jessie Broussard and Donna Beatty, Frazier & Deeter

March 7, 2025 by John Ray

Beyond Numbers: How Frazier & Deeter Invests in Relationships, with Jessie Broussard and Donna Beatty, on North Fulton Business Radio with host John Ray
North Fulton Business Radio
Beyond Numbers: How Frazier & Deeter Invests in Relationships, with Jessie Broussard and Donna Beatty, Frazier & Deeter
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Beyond Numbers: How Frazier & Deeter Invests in Relationships, with Jessie Broussard and Donna Beatty, on North Fulton Business Radio with host John Ray

Beyond Numbers: How Frazier & Deeter Invests in Relationships, with Jessie Broussard and Donna Beatty, Frazier & Deeter (North Fulton Business Radio, Episode 852)

In this episode of North Fulton Business Radio, host John Ray interviews Jessie Broussard, Chief Marketing Officer, and Donna Beatty, Tax Partner at Frazier & Deeter. The discussion highlights the evolution of Frazier & Deeter from a traditional accounting firm to a multifaceted advisory firm. Topics covered include the firm’s commitment to client relationships, the integration of technology like AI, and the recent rebranding efforts focused on maintaining client trust while evolving with modern times. The conversation also touches upon the importance of internal culture and recruiting in maintaining the firm’s growth and success. Listen to learn how Frazier & Deeter continues to innovate and serve their clients’ diverse needs while fostering a dynamic and supportive workplace.

John Ray is the host of North Fulton Business Radio. The show is produced by John Ray and North Fulton Business Radio, LLC, an affiliate of Business RadioX®, and recorded inside Renasant Bank in Alpharetta.

Jessie Broussard, Chief Marketing Officer, Frazier & Deeter

Jessie Broussard, Chief Marketing Officer, Frazier & Deeter, on North Fulton Business Radio with host John Ray
Jessie Broussard, Chief Marketing Officer, Frazier & Deeter

Jessie Broussard was named Frazier & Deeter’s first Chief Marketing Officer in 2024, marking a significant milestone for the firm’s strategic growth. With more than 15 years of corporate marketing and leadership experience, she specializes in B2B marketing, advertising and sales enablement, along with a background in talent and organizational development. Her expertise spans brand development, demand generation and client engagement across professional services, technology and telecommunications sectors.

Known for leading high-performing teams, Broussard has developed marketing strategies that fuel business growth and innovation. Her leadership plays a key role in advancing Frazier & Deeter’s market presence and strengthening client relationships. A graduate of the University of Mississippi with a Bachelor of Arts in History, she has been recognized for her expertise in strategic communications and sales marketing in the B2B sector.

LinkedIn

Donna Beatty, Tax Partner, Frazier & Deeter

Donna Beatty, Tax Partner, Frazier & Deeter, on North Fulton Business Radio with host John Ray
Donna Beatty, Tax Partner, Frazier & Deeter

Donna Beatty, a Partner in Frazier & Deeter’s Tax Practice, brings extensive professional tax and accounting expertise to the firm. Her experience includes providing comprehensive tax planning, review, advisory, and compliance services to closely held businesses, high-net-worth individuals, and professional services groups. She has significant expertise consulting with small businesses on financial software and has worked with clients across various industries, including real estate, construction, manufacturing and distribution, retail, professional services, technology, entertainment, and family-owned businesses.

Donna specializes in assisting law firms and real estate investment groups with complex tax matters. Her broad industry knowledge enables her to offer valuable insights in an evolving market. She has successfully represented clients before the Internal Revenue Service in Washington, D.C., showcasing her ability to navigate challenging tax scenarios.

A hallmark of Donna’s career is her commitment to building strong professional relationships with her clients. She thrives on understanding and meeting their needs and expectations. Before 1994, Donna served as a Principal at Frazier & Deeter before transitioning to a partner role at a small local accounting firm. She rejoined Frazier & Deeter in January 2010 to better serve her clients.

In addition to her professional accomplishments, Donna is actively involved in civic and professional organizations. She is a member of the American Institute of Certified Public Accountants (AICPA), the Georgia Society of Certified Public Accountants (GSCPA), and the Atlanta Tax Forum, where she serves as a Board Member and Past President. She is also a Board Vice President for the Better Business Bureau Serving Metro Atlanta, Athens & Northeast Georgia, and a Board Member and Past Chair of the C5 Georgia Youth Foundation. Furthermore, Donna serves as a director on the board of the Community Foundation for Northeast Georgia (CFNEG), contributing to initiatives that strengthen communities through leadership and charitable giving while supporting nonprofits and fostering meaningful connections between donors and causes.

LinkedIn

Frazier & Deeter

Frazier & Deeter, founded in 1981 by Jim Frazier and David Deeter, is a prominent accounting and advisory firm that has grown from its Atlanta roots to become one of the largest and fastest-growing firms in the United States. The founders, dissatisfied with the rigid and impersonal approach of their Big Eight firms, set out to create a company that prioritized client relationships and hired curious professionals eager to understand their clients on a deeper level.

Over the past four decades, Frazier & Deeter has attracted talent from the world’s largest accounting firms, the Public Company Accounting Oversight Board (PCAOB), and prestigious colleges. Today, it stands as a Top 50 firm with a presence in three countries, maintaining its commitment to client-centric service.

The firm’s success is attributed to its brand promise of “Investing in Relationships to Make a Difference™,” which has earned it numerous accolades. These include recognition as a Best of the Best Accounting firm, Best Firm for Women, Fastest Growing, and Best Firm to Work For.

Frazier & Deeter offers a comprehensive range of services, including tax, audit, risk advisory, digital, and business transformation solutions. Its client base spans from Fortune Global 500 companies to small businesses worldwide. The firm is registered with the Public Company Accounting Oversight Board and the American Institute of Certified Public Accountants, underscoring its commitment to maintaining high professional standards.

Website | LinkedIn |Facebook | Instagram

Topics Discussed in this Episode

00:00 Introduction and Welcome to North Fulton Business Radio
00:33 Meet Jessie Broussard and Donna Beatty
01:52 Frazier & Deeter: Beyond Traditional Accounting
07:16 The Role of Technology and AI
11:50 Brand Refresh and Employer Branding
24:22 Client Success Stories and Firm Growth
29:11 Closing Remarks and Contact Information

About North Fulton Business Radio and host John Ray

With over 850 shows and having featured over 1,300 guests, North Fulton Business Radio is the longest-running podcast in the North Fulton area, covering business in our community like no one else. We are the undisputed “Voice of Business” in North Fulton!

The show invites a diverse range of business, non-profit, and community leaders to share their significant contributions to their market, community, and profession. There’s no discrimination based on company size, and there’s never any “pay to play.” North Fulton Business Radio supports and celebrates business by sharing positive business stories that traditional media ignore. Some media lean left. Some media lean right. We lean business.

John Ray, host of  North Fulton Business Radio, and Owner, Ray Business Advisors
John Ray, host of  North Fulton Business Radio, and Owner, Ray Business Advisors

John Ray is the host of North Fulton Business Radio. The show is produced by John Ray and North Fulton Business Radio, LLC, an affiliate of Business RadioX®, and recorded inside Renasant Bank in Alpharetta.

The studio address is 275 South Main Street, Alpharetta, GA 30009.

You can find the full archive of shows by following this link. The show is available on all the major podcast apps, including Apple Podcasts, Spotify, Google, Amazon, iHeart Radio, and many others.

John Ray, The Generosity MindsetJohn Ray also operates his own business advisory practice. John’s services include advising solopreneurs and small professional services firms on their value, their positioning and business development, and their pricing. His clients are professionals who are selling their expertise, such as consultants, coaches, attorneys, CPAs, accountants and bookkeepers, marketing professionals, and other professional services practitioners.

John is the national bestselling author of The Generosity Mindset: A Journey to Business Success by Raising Your Confidence, Value, and Prices.

Tagged With: accounting firm, advisory firm, AI, Donna Beatty, Frazier Deeter, Jessie Broussard, John Ray, North Fulton Business Radio, relationships

Strength in Unity: How the Greater Perimeter Chamber Supports Diverse Business Needs

March 4, 2025 by angishields

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Chamber Spotlight
Strength in Unity: How the Greater Perimeter Chamber Supports Diverse Business Needs
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In this episode of Chamber Spotlight, Adam Forrand, President and CEO of the Greater Perimeter Chamber, and Bernadette Pannier, Director of Strategic Membership Investment, discuss the merger of the Dunwoody and Sandy Springs Perimeter Chambers into the Greater Perimeter Chamber. Adam explains the decade-long rationale for the unification, emphasizing a stronger network and better resources for businesses. Bernadette highlights the Chamber’s support for both small and large enterprises, focusing on personalized assistance, community engagement, and fostering connections. The merger aims to create a thriving business ecosystem, advocating for local businesses and encouraging community involvement.

Adam-P-Forrand-HeadshotAdam Forrand, President of the Greater Perimeter Chamber, is a master of relationships. It’s a skill that enables him to sit down at an initial client meeting and come away with a clear sense of who everyone is, where they’re coming from, and what their goals are.

It’s a skill that helps him use that knowledge to map out ways that various and often competing needs just might fit together in a solution.

And it’s a skill that mixes well with Adam’s abundance of creative energy, leading to innovative ideas to meet those needs. And with Adam, an unrepentant optimist who says “opportunity” a lot, there is always a solution. Always.

Connect with Adam on LinkedIn.

Bernadette-PannierBernadette Pannier is the Director of Strategic Membership Investment at the Greater Perimeter Chamber.

Connect with Bernadette on LinkedIn and follow the Greater Perimeter Chamber on Instagram.

 

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

Intro: Broadcasting live from the Greater Perimeter. It’s time for Greater Perimeter Chamber Spotlight. Now. Here’s your host.

Lee Kantor: Lee Kantor here. Another episode of Chamber Spotlight. So excited to be talking to some of the leadership team at the Greater Perimeter Chamber. I got Adam Forrand President and CEO and Bernadette Pannier, who is the Director of Strategic Membership Investment. Welcome.

Adam Forrand: Hey, Lee.

Bernadette Pannier: Hey hey.

Lee Kantor: Hey, hey.

Lee Kantor: So I’m going to just throw this out to the room. Let’s talk a little bit about kind of this merger that happened, the coming together of two chambers into the new Greater Perimeter chamber.

Adam Forrand: Yes. We have taken what has been a long conversation, a long period spanning a decade or more, honestly, of two municipally focused chambers, the Dunwoody Perimeter Chamber and the Sandy Springs Perimeter Chamber, and in service to our members to scale and to grow, to provide a greater, stronger network, more resources to serve our members. We have unified into a single regional chamber.

Lee Kantor: So now can you talk about the why behind it? Like there’s city chambers all over the place, but this kind of a regional chamber is there’s a transition involved. Right now. It’s thinking from city to region. Can you talk about the why behind it? Yeah.

Adam Forrand: The why for us is unique in contextualized to this geography as well. When you think of chambers and other parts of the nation, other communities, there’s good reason why a city or a regional chamber would be formed in terms of a boundaries or service area. In our particular case, the central perimeter marketplace has been known nationally for years and years before cityhood for our two respective cities. So as an economy, as a marketplace. There’s there’s maturity. There is equity in the perimeter. And given the fact that we have a significant amount of fortune 500 companies based here, it is a we are a known community, a known business community. And cityhood provided a great opportunity for us to rally around ensuring that our futures within our cities are directed by the residents that are that are managed appropriately. Each city wanted to have a chamber for themselves as well, which is understandable. But as cityhood and those services to the community mature, the service to the business community needed to mature as well. And so this unification of what were two city focused chambers into a more regional chamber that reflects a region that is well recognized nationally, just made sense.

Lee Kantor: And Bernadette, in your role, can you talk about how this region, how do you see it, and what do you see as kind of the best way to serve it for me.

Bernadette Pannier: When I moved here a little over ten years ago, Sandy Springs was my home. So it’s it’s got a special place in my heart because it’s where I started here. It’s what formed my love for this area in Georgia. And coming here and seeing all of the businesses that have moved here and the brick and mortars that are coming back to life, the new developments that are in the area and the dedication of the city management. You can tell that this area is really thriving. And when you hear stories from the individual mayors about how Sandy Springs has less than 3% retail space available at this time for rentals and purchase, that’s a big deal. It’s there’s a reason why businesses like Mercedes Benz are here. They’re it’s thriving. It’s fun, it’s young, it’s inviting. And I’m really excited about the future of what this area is going to be like. You know, it’s it used to be just known for the mall and now it’s known so much more.

Lee Kantor: Now, how, uh, the the region is, is so diverse in terms of the types of businesses here. Like you mentioned, Mercedes Benz, there’s you know, I don’t know how many, but lots of fortune 500 headquarters are here. There’s a lot of kind of enterprise level organizations that hire, you know, that employ a lot of people. They serve a global marketplace, but they’re based here. But then you have, like you mentioned, when there’s only 3% space left, there’s lots of mom and pop, you know, people out there grinding, just trying to, you know, you know, run a restaurant or a hardware store or a hair salon. So how do you create value for each of them and encourage each of those constituencies to become part of the chamber?

Bernadette Pannier: I think the main thing is eyes on them. That assistance that we give for them to be able to have that additional set of eyes, that additional marketing, that additional advertising, that additional support really makes a difference. There is a brand new, uh, taqueria that’s opening in the area here. It’s a family owned restaurant. This isn’t their first restaurant that they’ve owned or opened, but as they’ve gone through the process, the daughters reached out a few times. And every now and then, I think it’s just to be able to talk it out to me and know that she can do that. She can pick up the phone and say, okay, we’re doing inspections tomorrow, and I’m really nervous and I’m not really sure about this. And for me to be able to listen to her and say, do you need me to come? Do you want me to just come hold your hand? Those are the things that I think that they don’t necessarily get in other areas, or from other businesses or membership environments. Right. The chamber is a place that we want you to come for the support that you need, no matter the support. If you’re having problems with your sign getting approved, I can’t necessarily say the phone call I’m going to make is going to help that process happen, but maybe I can find out why it’s sitting on somebody’s desk. Right.

Lee Kantor: It’s not going to hurt.

Bernadette Pannier: It’s not going to hurt for me to make a phone call or send a text message on your behalf as the owner of that restaurant, and if it’s me using you or the chamber, using you as a caterer for your restaurant, or putting an event in your restaurant or your place of business, or if it’s you needing additional education. A lot of small business owners restaurants specifically fail because they got into the industry with the education that they didn’t have. And for us, we come from a place of education. So we specifically curate these leadership programs to make sure that you are going to have the foundation and the chaptered information that you need to be successful.

Lee Kantor: So what are some of the changes as it turns into a regional chamber from individual city chambers? When it comes to maybe some of the benefits to the members, is there going to be more education? Is there going to be more kind of mixers, networkers like, what’s your vision of how you see kind of the value to each of the membership, no matter what level they are. Um.

Adam Forrand: It’s about scale. Uh, is definitely for us that the stronger network, the bigger network, the the accumulation and aggregation of partners and resources are two chambers had complementary sets of of networks and resources so that when we combine them, both memberships got the benefit of, of that scale and that growth. Ultimately, when we talk about scale and growth and stronger networks and stronger resources, it also acknowledges the fact that doing business in DeKalb County in Dunwoody is different than doing business in Fulton and Sandy Springs as well. And so we are also here to help navigate the nuanced differences between the two as well, recognizing that in these communities, they are unique and they are different. We’re here to celebrate them and to also, uh, navigate and operate with them within them as well. And so whether you’re a small business just starting out, whether you are a large global enterprise as well, where you are rooted matters and it is our job to know how and where that matter meets the rubber, where the rubber meets the road on those matters. Right.

Lee Kantor: So now, Bernadette, when you’re going and talking to the the different constituents, kind of give me your elevator pitch for maybe a mom and pop versus an elevator pitch for enterprise.

Bernadette Pannier: For the smaller businesses, the scaling businesses. My conversation normally starts with the what do you feel like you’re missing? Where do you feel like you need the support? Those usually answer a lot of the questions. For me, I tend to do a lot more listening than I do asking questions when I’m talking to the smaller retail space owners and things like that in the area, because they all need something different. Some of them just want a ribbon cutting. That’s all they want. They want to celebrate this huge moment that to them, is just as important as their baby gender reveal or their baby shower. Right. So sometimes that’s just what it is. They come to me and say, listen, I just want the ribbon cutting. That’s all I really want. That’s fine. Absolutely. I will come and celebrate anything you want me to celebrate. Sometimes it’s. I really do need some help with advertising. I need some help with traffic. Well, we have availability on our website for you to be able to put that information on our hot deals page, on our job boards, on our calendar, so that people can see where you’re located and what you’re doing. Other times, it’s about being part of the ecosystem, and that usually drives my conversation when I’m talking to larger companies. If I’m talking to those companies that are in that 5 million and above, it’s about what are you doing for your community? You moved in here.

Bernadette Pannier: You built this beautiful building. You put 500 extra bodies into our traffic. And now what are you doing? Have you invested in the local nonprofits? Have you figured out how to plant trees. Are you trying to drive additional things back to the community? Whatever you do as a business, what are you giving back? Are you going into the schools or are you doing the things that you need to do? Are you dropping off food for our police and for our fire departments? So a lot of times when I talk to the larger companies, it’s about being part of the ecosystem. It’s about being part of the bigger conversation about where the sidewalks are going and where Marta is making stops and how the busses are running. Those are the larger conversations they need to be in, because they make more of an investment in the city financially than the smaller companies will. So it’s about making them understand why we’re important and why we can help drive legislation forward in the area, and that these two cities are sisters. They touch in a bunch of different ways, and most companies don’t sit there and say, I only want to sell in Sandy Springs. I only want to sell in Dunwoody. I don’t want to sell in the other city. They want to be able to bring traffic from one to the other.

Lee Kantor: Now, when you’re talking to them, um. And, Adam, correct me if I’m wrong. When an enterprise level organization joins the chamber, all their everybody joins the chamber, right? It’s not just the senior leadership, right?

Adam Forrand: It is not for all of our members, the businesses, the member, but the representatives. All the employees are members as well. And so whether it is the small, family owned business, we want to be sure that every member of that family in that business has the opportunity and knows that that all services, all supports, all activities, all programs, all events are for every single one of them. And so we start talking about, uh, we talked about this yesterday actually, how depending regardless of the size of the enterprise, there will be salespeople, business development people who would be the best, uh, participants to engage in some of our sales and marketing supports and services. If you’re trying to advance young professionals, we’ve got programs for them. If you’ve got finance professionals, we’re hosting a webinar next week about forecasting in uncertain times, right. The finance and accounting professionals on the team need to know that, hey, we’ve got an additional opportunity for you to learn from another expert, perhaps outside of your sector or your domain or even your own organization, to give you some fresh perspective. And so we’re working hard to identify who our target audiences are, how we tag them within our membership. Because the whole membership within the whole organization, every individual in that organization who is a member can benefit from the things that we do.

Lee Kantor: Membership has its benefits. Huh? It does.

Adam Forrand: Indeed.

Lee Kantor: Now, um, can these enterprise level organizations connect with you and then make recommendations like, hey, it would be great if we had this type of, uh, you know, education Available. Are you open to having those kind of conversations?

Adam Forrand: Absolutely. We’ve had a smaller member, not necessarily a large global enterprise, come to us with his particular expertise in sustainability, with a particular focus that he wants to ensure that even smaller businesses can operate more efficiently, more effectively through sustainable practices. And so he takes his big corporate experience. Even though he is the owner operator of Hounds Town Sandy Springs. His background has ensured that his business operates sustainably and incredibly economically efficient, that he wants to champion that for fellow members as well. And so thus was born our new focus on sustainability and sustainability resources thanks to Kevin Brown. And so those suggestions, those ideas, particularly when when brought with action and support, are always welcome.

Lee Kantor: Now, is there any story you can share? I know it’s a new kind of Uh, coming together. But maybe in your experience in the chamber, working in the chambers, where a success story where a member came to you, maybe at one size and then, you know, joined the chamber and then that helped fuel their growth?

Adam Forrand: Well, we had at our orientation just a couple of weeks ago, we had a solopreneur single employee organization, a bookkeeper who had been with us socially for a couple events and was waiting for the New Year to make that investment in her membership, uh, and came to her first official orientation as a member and stood up in the middle of the event and said, I just want everyone to know that, because now that I was on the directory of members that I picked up two new clients, uh, just because of the trust that was conveyed through membership. And so in that transition from nonmember to member, and her recognizing that that membership does have its benefits and the trust that is parlayed through membership as an Active Now member on our roster earned her two new clients. Um, just by joining. Um, and so, you know, she was over the moon. She was thrilled. It was an immediate ROI for her. Um, and, you know, whether it’s a single employee solopreneur opportunity or if we’re talking about exponential growth versus incremental growth for some of our members, um, we hear those stories often and we celebrate them. And it’s a reminder to us of the of the critical nature of the work that we do for our members and for the business community.

Lee Kantor: Now, does the chamber play a role in attracting businesses to the region? Is that part of your mission?

Adam Forrand: It is. We play a role with our partners in economic development at our cities and in the region. Uh, and that role may change from time to time based upon the opportunity that comes our way. But our job is to as Bernadette spoke to, is to ensure that there’s perhaps an expectation that this business would be, uh, rooted in our community and that we, as a chamber, will help them get grounded in a community that if they choose to land and locate and to expand in the perimeter region, that we are a partner to that as well. But the expectation is that you’ll also be involved, uh, that there’ll be, uh, that they’ll be engagement, they’ll be involvement, that you will understand better the needs of our community, and perhaps the role that that company can play and help solving some of those challenges and issues as well. Right.

Lee Kantor: This isn’t something that you just pay your dues and you’re done. Like, in order for this chamber to really thrive, it requires that there is involvement and engagement. This this can’t just be, you know, a donation, that you just do it one time. You’re finished.

Adam Forrand: No, uh, in community, this is all relationship based. This is all relationship based. And particularly for our larger employers too. What’s at stake for them is not just their consumer brand or their service brand. Right. But but as an employer, if they have growth plans and they need to hire, um, and have have projections for their growth and know that the best talent is within the community that they reside. Um, how they show up in community also ensures that that trust is conveyed, that they’re here for the long run and for the right reasons as well.

Lee Kantor: Right. And and I’m sure all of these companies on their mission statement, they mentioned the importance of community.

Adam Forrand: Indeed.

Lee Kantor: So it’s time to walk the walk.

Adam Forrand: Absolutely.

Adam Forrand: And that’s what chambers as institutions within communities has always been about. Right. Um, is rooted in community for the community, with the community.

Lee Kantor: So now what’s something as you look forward into the year, in the coming years? What are what what would have to occur for you all to be high fiving? Like, this was a great year.

Adam Forrand: Well, as a membership organization. It’s all about growing our membership rank. The role, the roster. There is power in numbers, in scale and growth. Um, while we talk about expanding our capacity and our network and our resources, we also ask our members to show up not just for themselves, but for other members as well. And so with more members comes more resources and and better support in community. And so membership, organization, membership growth at the end of this year, if we have had significant growth like we expect to have in more having more members join us, then that is a that is a double high five. That’s a high ten right there. That’s uh, those are Grand Slams that were born out of singles and doubles and triples. Right. And so that’s what we’re working on.

Lee Kantor: So the metric that matters is membership.

Adam Forrand: Membership. We’re a membership organization. We’re a membership. Uh, we are we’re a business advocacy organization for our members. We are nothing without our members. And so the more members, the better.

Lee Kantor: And, Bernadette, for you, that’s obviously you’re one of the people that are kind of charged with that mission here.

Bernadette Pannier: So that’s a lot of my role. Right. So when we were when Adam and I sat down and started talking about this and we started talking about the growth opportunity in the area, it’s not necessarily just about, you know, signing up members and walking out the door. For me, I wanted to have a bigger conversation. I want to have a better conversation about membership and what that means to the members themselves. The chamber is, Adam said, is a trusted component of every community. And so I wanted to make sure that when you’ve made that investment, no matter the investment that you make, because every investment, every penny we spend is really expensive and it feels it’s an emotional component of your business. I want to make sure, though, that you’re getting the most out of it. So as you come into the chamber, are you coming to the right events? Let’s have a conversation about where your ideal client sits. If you’re telling me you need to be speaking to CFOs, let’s make sure you’re in the room with CFOs. If you’re telling me you’re a boutique and you sell mother of the bride dresses, let’s make sure that you’re around the women that are the mother of bride age. I don’t even know what that age is anymore. But let’s make sure that you’re in the room with them. Let’s make sure that maybe, potentially, you spend a little money on that event and put up a table and show everybody what you sell, or you pay a little bit more and speak in front of that crowd. So I want to make sure that these members aren’t just stamping a stamp on an envelope and throwing a check in the mail once a year. I want to make sure that they’re really looking at their spending and putting it where it makes sense, where it can make impact, and where they can develop a great footprint here in the community so that people say I shop at so and so because they show up for me and those things are important.

Bernadette Pannier: And I, I think we all learned a pretty valuable lesson a few years ago about the importance of small business and communities and how we can support each other. That is the foundation of our country that makes or breaks us as a country. We don’t necessarily thrive and survive on the top 100 businesses. They get our day to day through, but at the end of the day, the I can spend $100 and a very large retail space or $100 in a boutique. I’m making the difference in that boutique, because that boutique owner is going to be able to put food on their table, to turn on their lights and to show up the next day, because I shopped there instead. So shopping local, being involved in local community, those are huge drivers for me and I want the higher end companies the fortune 100, the fortune 500, to come into our community and help us thrive. And when they’re looking at their employees, knowing that they’re doing those things in the communities, making sure that the apartments are built in the right places, transportation is done correctly. Sidewalks are correct. Crosswalks are correct that we have all of the plug ins that we need for electric vehicles. That’s what they’re there for because they have a voice at the table amongst our legislations because they listen to them. But there’s impact. It’s like a butterfly wing. Everything makes a little bit of a ripple as you go through.

Lee Kantor: Effect is real.

Lee Kantor: Now for you, you’re looking to have more conversations with business leaders of businesses of all sizes just to have this conversation, to see where you can help them and where they can plug in to help the community.

Bernadette Pannier: Absolutely. If somebody comes to me and says, hey, I just want to be able to get my voice heard and I need to be on a podcast. Well, let’s have a better conversation. If somebody says, I’ve got a book coming out in September. I need to know how to advertise it. Great. Let’s talk about it. Um, one of my my favorite things to say is some of my best recommendations for the members that we need inside the chamber come for our other members. So as we roll into I can’t believe we’re saying this spring and summer, right. I’ve had members that have come up to me and been like, well, my pool guy quit. I need a new pool guy, and I only use people that are involved in the chamber. So then I go look for a pool guy, right? Or I need a bounce house for my kid’s party this summer I found a bounce house community. So it’s sometimes it’s just those little conversations. The members come to me and say, I need X, Y, and Z and there isn’t a member in the chamber. And maybe I’ve never thought about that person being a member. And I’m like, well, let me go find that company for you. So a lot of those conversations come. The recommendations come from the members, right? It’s their needs. They want to drink the champagne, just like we want to drink the champagne. So they don’t necessarily want to look outside the directory. They just want to go to the directory, put in what they’re looking for and use. Use the person that they know that’s already part of their community. So that’s really fun for me.

Lee Kantor: So if somebody wants to learn more, have more substantive conversation with somebody on the team, what’s the best way to connect?

Bernadette Pannier: I would say my my email and my cell phone is on the website. You could definitely call or email us. Um, I’m on LinkedIn and my contact information is on LinkedIn as well. So definitely look for us there. Follow us on our social medias. We’re building out our Instagram’s, our Facebook’s, and we’re very excited about all the things that we’re posting. So those would be our recommendations I think.

Adam Forrand: Greater Perimeter Chamber. Com and in the show notes too.

Lee Kantor: Good stuff. Greater Perimeter Chamber. Com A lot of big things happening. So uh join now. All right. This is Lee Kantor. We will see you all next time on Greater Perimeter Chamber radio.

 

Tagged With: Greater Perimeter Chamber

Brian Sabin with SpinnerMedia

February 28, 2025 by Tom Sheldon

Northeast Georgia Business Podcast
Northeast Georgia Business Podcast
Brian Sabin with SpinnerMedia
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Brian Sabin – CEO, SpinnerMedia

 

Business owners often juggle multiple responsibilities—from managing daily operations to helping customers—leaving little time to build a strong online presence and stay ahead of the competition. Limited marketing experience and fast-changing technology only add to the challenge. SpinnerMedia makes it easier with customized marketing solutions that enhance brand identities, create user-friendly websites, and develop effective social media and advertising strategies, along with software tools to streamline business processes. Partner with SpinnerMedia to boost your digital presence, so you can spend more on what matters most: keeping your customers happy.

 

 

Our Community Partner for this episode of Northeast Georgia Business Radio is Leads Near Me. A giant thank you for their continued support. Leads Near Me, the leader in marketing for auto repair shops; making lives easier by helping great auto repair shops to connect with great customers with the greatest of ease.

 

Tagged With: AI, brian sabin, nega, northeast georgia, spinnermedia, tom sheldon

Damon Joshua with Rent.

February 13, 2025 by angishields

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Damon Joshua with Rent.
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Damon-JoshuaAs President, Damon Joshua leads the Rent. organization and sets the strategic vision and roadmap for continued growth at Rent., ensuring Rent. continues to meet the ever evolving needs of the multifamily industry. Damon’s customer-first values, coupled with his competitive drive and strategic acumen, make him a perfect fit to lead Rent.

Damon’s career spans 25 years across various industries, including notable positions at MarketSource, Vertafore, Cisco, Verizon, and UPS, where he was responsible for managing multi-billion-dollar revenues and leading sales teams of 1,500. His diverse background provides him with a unique perspective to innovate and drive Rent.’s growth and product strategy forward.

Damon’s appointment marks an exciting chapter for Rent., and his dedication to driving value and efficiency for both clients and renters alike ensures that Rent. will remain at the forefront of the industry, delivering unparalleled experiences and solutions. Damon was appointed President in May of 2024.

Connect with Damon on LinkedIn.

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

Intro: Coming to you live from Atlanta, Georgia. It’s time for another episode of Tech Talk with your host, Joey Kline.

Joey Kline: Happy Friday everyone. Another great day for a Tech Talk. We have got a great one for you. Today we’re going to be chatting with Damon Joshua, who is the CEO of Rent. Damon, how are you doing?

Damon Joshua: Fantastic.

Joey Kline: So when I say rent, because I know it is stylized rent with a period after that.

Damon Joshua: Yeah, right. Yahoo! Remember, Yahoo had the, um. The exclamation,

Joey Kline: Exclamation point,yeah. That’s right.

Joey Kline: Hopefully you guys don’t go to the same fate as Yahoo!

Damon Joshua: No, we just stuck with the period.

Joey Kline: Yes. Anyone looking it up online? Rent period.

Damon Joshua: Yeah, just rent.com.

Joey Kline: Rent.com. There you go. Okay, so, uh, let’s get into it. What does Rent.com do?

Damon Joshua: Well, a couple of things, but mainly we’re what we would call an ILS, which is an internet listing service. So when you’re out looking for properties, mainly single family properties, um, we’re a repository for all those things. You need an apartment building or looking for a place to rent, or there be a, you know, multifamily unit or, you know, maybe an over 55 or, you know, college housing or, um, maybe it’s a home. You come to our site, we’ve got the most listings out there, uh, or, you know, one of the top 2 or 3 places to get listings. And we’re going to display that, uh, that property for you and hopefully allow you to go click on a button and set up a tour and go rent.

Joey Kline: And so this is look, I remember when I was doing this maybe 10 or 15 years ago when I moved back to Atlanta, right? I used Craigslist to find the apartment. Okay. Right. But the world has evolved.

Damon Joshua: It has.

Joey Kline: Yes. Yeah. And so how does someone looking ensure that the party on the other end, the owner of the property, the owner of the home, is a reputable and safe entity with whom to do business.

Damon Joshua: Well, you know, there’s good old Google out there, but you know, our job is to really work with the communities that list with us and ensure that, you know, it’s somewhere that people actually live. And there there’s certain standards that each community has that really regulate that more than we can do. But our goal is really to list them all, make sure that we capture places that people are going to actually want to rent. And then we put those out there so that you have the most information that you can get at your fingertips when you’re actually making that search.

Joey Kline: And so your platform essentially connects the owner of a property, the potential renter of a property. And from there, it’s a kind of on them to consummate that relationship however they see fit.

Damon Joshua: Yeah, absolutely. And we’ve got tools to shepherd it along. Right. You know, our goal is once you start to look and you narrow your search down, we’re going to have tools within our app or within our online tools or our online, you know, computer based connection to really help you figure it out. So if you can imagine you’re looking at a place, it’s empty. We’ve got tools that virtually stage it for you so you can see what it looks like with furniture or with, you know, a bed in the bedroom and those kinds of things to help you. Right. Evolve it and figure it out as you go along, so that you can get yourself in the place. Because most people don’t want to spend a lot of time doing it. They want to find some place quickly and get moving.

Joey Kline: Oh, so that’s interesting. So you have dimensions and then you can basically virtually stage furniture for someone to understand. How does my existing or future stuff fit in this place?

Damon Joshua: Right, yeah. Because everyone doesn’t have a fantastic imagination, right? So yeah, you know, you’re looking at a at a space and you’re trying to figure out, is this going to work for me? Um, maybe you’re you’re moving from a very large living room, and you got to decide. Well, this one’s smaller than what I had. The bedroom’s bigger, but this is really close to where I work. Can I make this work? Yeah. You know, and then all of a sudden, you see, you kind of virtually stage it and you see some things, and you go, okay, I can make this trade off.

Joey Kline: Do you all have metrics on how long it takes the average person to search for a new place?

Damon Joshua: Um, more around how long they, uh, metrics. We definitely look at that, but but the real metric is how long it, um. They start.

Joey Kline: Okay.

Damon Joshua: Right. So it used to be people started, you know, 30 days before they looked to move, because that was when you had to give notice on your lease. Sure. And now we’re starting to see that move out to almost closer to 90 days. Yeah. Right. Because you have to give more lead time. And so we’re starting to starting to see searches begin sooner. Mhm. Um and we can see because they save you know, their the information in the app and those kinds of things. But you’re starting to see the search start sooner. So um that just means that people want more information. You know they’re, they’re you know folks attention span is obviously gotten a lot shorter over the years. Um, but our goal is to allow them to, you know, when you’re looking, you can save it and keep, you know, come back to it later. And then, you know, we’ve leaned into AI to start to remember what you looked at and serve you up the things that will probably, uh, you’ll want to see.

Joey Kline: Right. So even if you don’t set up that saved search, which is available on many different websites from yours to, you know, if you’re looking for a car, right. The the system remembers what you have done and will offer it up to you, even if you haven’t necessarily set it up yourself.

Damon Joshua: Absolutely. All right. We’re moving in that way to really, you know, help you once again cut down the search time, get to where you want to get to, because that’s what our clients want ultimately, right? They’re they’re interested in getting you to their place. Our job is to help you get there, too.

Joey Kline: Uh, obviously a lot of companies are investing in AI capabilities, and I’m always curious whether it is in-house, a specialist actually working on that for your team, or whether you are partnering with an outside vendor to build those capabilities into your technology.

Damon Joshua: Right. It’s it’s, um, it’s a little bit of both. Right. We’ve got teams in-house that are obviously working on. I just mentioned the virtual staging. Um, there’s all kinds of applications that are available. Um, so you may buy or lean into a platform that already exists. Open AI is one. A lot of companies are leveraging that platform to do things. Um, but then you can also build out your own. So you may take that as an open source platform and then build upon it. Um, but we’ve got teams of engineers that are actively looking at a multitude of ways to make our product better or our website better, or make the experience better for a user who’s coming to figure out what they want to do. We leverage it for our our our business partners who are displaying the multifamily units. Um, and they want their units or their particular properties to stand out. So how do we, you know, leverage both sides of the coin? Yeah. And we use AI to do that. And I think we’ll continue to lean into it. Um, more and more, um, as the technology matures. Today it is not. Um, it’s interesting. It’s not, you know, changing the world yet.

Joey Kline: It’s not a panacea.

Damon Joshua: It is not.

Joey Kline: Yes, yes. Uh, yes, I find that it tends to be, you know, you hear it on earnings calls and you hear it on podcasts and, um, you know, interviews of how’s this going to change the world? And I’m not trying to be a cynical naysayer, but it just feels like a lot of speculation and a bit of drinking the Kool-Aid. I’m not at all implying that there is not a lot of potential there, but I don’t think anyone who claims to really know, I don’t think, has any idea what they’re talking about.

Damon Joshua: There’s a there, there. Yeah, but you’ve seen this over time. Digital transformation. You’ve seen you know, you’ve seen a lot as technology moves. You know, there’s a there’s a tend to establish that this is a thing. And then there’s a run up on that particular technology where there’s a ton of spending, and then you have to implement and execute. And and then you either get the benefits that everyone said you would get or not. Typically you don’t get the full benefit of it with this particular one. I do think it’s a game changer. We have started to see companies change their go to market strategies and even their, um, you know, resourcing strategies or companies have come out and said, hey, um, Salesforce said we’re not going to hire any new engineers. We will. We are at the number of engineers we will ever have. Yeah.

Joey Kline: That’s that’s.

Damon Joshua: Significant.

Joey Kline: Right? Yes.

Damon Joshua: So there are real, um, there are real effects, um, out there in the marketplace, uh, with AI and, uh, as you said, it’s not a panacea today. Sure. Um, but I think that, um, I think I just saw a statistic that most of the, the large companies. So Amazon and the companies that are, you know, Microsoft that are in the space are going to spend over 100 billion in just in evolving the technology this year. So that’s a large investment. Um.

Joey Kline: I have absolutely no doubt that it will make a significant impact on our world. I think what I’m referring to is that when you hear someone who’s not specifically Andy Jassy or Tim Cook or Sam Altman, like, actually opine about this, it is outside the industry. Yeah. I just, I, you know, take it with a grain of salt.

Damon Joshua: Yeah. It’s top of the pyramid. Yeah. Right. Yeah. You know, is a is a mid-size or SMB going to realize, uh, what those guys are talking about today? Probably they’re going to need help figuring it out and figuring out how to apply it to the things that they do day to day. And, um, so I think there’s probably opportunity for companies to go out and assist. Yeah. So you can figure out, hey, you know, how do I leverage this? How can I work faster and smarter and more And more efficiently. There’s probably a big gap for the big, big companies that are doing really cool things and everyone else.

Joey Kline: So okay, let’s let’s dovetail this into your own talent and your own hiring. Right. Has I guess we could apply this to a number of different functions. Right. Whether it’s sales, marketing, finance, technology. But you know, you have you’ve recently taken the helm. Have you been there for a year, less than a year.

Damon Joshua: A little bit less than a year.

Joey Kline: Less than a year. Okay. So you come in, you have a vision, right? You have a vision for culture. I’m sure you have a vision for team. Okay. Talk to me about how your vision for team actually gets implemented in your hiring practice. What type of people do you look for. And maybe it’s different across different functions.

Damon Joshua: It is. But let’s just talk in general. Right? You want your culture is important. That’s my job right? There’s a lot of folks that count money and, you know, figure out what products we need to bring to bring the market and, you know, how are we going to market those products and how are we going to sell it? I have teams of people that do that, but ultimately you want to make sure that you have the right people on board because you can’t do anything if you don’t have folks with the right attitude that that are willing to buy in. Because at the end of the day, you’re going to ask more than probably at a given time, uh, we might be compensating you for. Right. I need you to want to and be willing to put in for the cause. And so you, you know, my my role, my, you know, my job is to to lay that out for the folks that are already there, such that they have a really good understanding of what I feel is going to take to win and what’s the most important thing. And then you lay that you you then apply that to our hiring practices and work with our recruiting teams and teams such that we put in place things to tease those. Those attributes out in candidates. And you make sure that that is the main thing. So you work with your senior leaders and your mid-level leaders so that they understand, hey, talent is great, but we need these 2 or 3 qualities that will override, uh, if there’s a jump ball that’s going to override, uh, maybe some of the, you know, someone may have a great talent, but, you know, if their attitude is not in the right place and their willingness to work and their their understanding of how we go to market and how we do business and how we want to do it matters.

Joey Kline: It does. And there are some things that are just non-negotiable, right? And that can be disqualifying, even if everything else seems right. Um, I don’t know who I heard this from, but I was talking to someone and they were. I don’t think the insight inside is revolutionary, but I think that the simplicity is, um, is insightful. So, you know, someone for a senior leadership role came in on paper and in presentation. Just great. Said all the right things, right. And at the end of the day, when this person left, the hiring manager went to the front desk, um, and asked, you know, how were they? How did they treat you? And basically said, you know, somewhat like a servant and not terribly kind. And that was that. That’s it. Right. You can tell a lot about people, um, by what they do when they think that no one important is looking.

Damon Joshua: Correct.

Joey Kline: Yeah.

Damon Joshua: Yeah. Um, that’s a great. I’ve heard that before. Yeah. And look, my, uh, my leadership style and philosophy is we’re all. We got different jobs. They all serve different purposes. But we all go home. We all get up in the morning and we go do a job, you know? Until you own your own business. And that’s the way I conduct myself, you know. There’s no oh, look, I’m Damian DJ, whatever you want to call me. Um, but when you, you act that way, you know, if you go into my office or talk to any of my teams, I spend just as much time trying to better understand what they do and how they do it, because that matters. Once again, I’m going to need them to lean in at some point. Yeah. And if they feel like they they matter in the grand scheme of what we’re getting done, probably going to get a little bit more out of them. Um, and all the teams that I’ve built over the, you know, 30 plus years I’ve been doing this kind of work, specifically in performance based organizations.

Damon Joshua: You can beat the hell out of someone. You’ll get them for a short amount, you know, a short amount of time. They’ll be scared. They’ll be They’ll be active. They’ll jump when they see you. Yeah. Doesn’t last. That’s right. And? And you get to understand how people work and how they tick. You make them feel like and believe that you care and you understand them, you know, below a surface level engagement. And they really feel that they’re tied to the cause. You start to see performance really jump by double digit percent, right? That’s how I like to build teams. That’s how I build culture. That’s how the organization starts to really get lift. Yeah. And you can conquer so many things. So it takes diligence. It has a real, um, you have to make sure your senior leadership team understands that. What the most important thing is, um, they’ll tend to want to look at numbers a lot of times. And those things, and those are important. But the culture matters. And that’s my job to to hit hit home with that.

Joey Kline: Yeah. I mean the role of the CEO really is, to a certain degree, kind of chief cheerleader. Chief culture officer. I think that it’s, um, so much can be drilled down to very simply, don’t be a jerk and express empathy.

Damon Joshua: Yeah. It at a, you know, to start. Yes. Yeah. But it really is. You need to take time. And, you know, one of the things that did way back in the day, we used to hand out note cards, hand out note cards to all the managers. And I’d said, you go out and you fill out these note cards about your people. You should know name. Is there a significant other? Do they have kids? What are the kids names? What are the hobbies? Is there any significant changes in their lives in the last 12 months? Right. And so I gave him a real, you know, a limited amount of amount of time, and they looked at me like I had five heads. I’m like, here’s these three by five note cards. Go find out because every person’s different. Not everyone. I don’t want to get in their business. No, you need to get in their business. Because when you’re asking or you’re having a conversation that matters to them, right? You know, we’re all trading time for money when it matters to them. You can understand why the answer is coming back the way it’s coming. Yeah, that matters. Right? Um, you can get five answers that are all the same, and they all mean something different.

Joey Kline: I bet that in your position you have just because you’ve built, as you said, performance based teams, really all your career. Um, how is it? Harvey. Mackey. Harvey Mackay. This is the guy who owns the envelope company in Minnesota, right? So amazing. Sales leader. Yeah, right. One would think envelope company. That’s kind of, you know, kind of kind of dull. Um, he has several incredible sales books, and one of the things that I’ve taken from, um, him and, you know, the these are the type of books where, you know, you don’t absorb everything if you take 1 or 2 things away, benefits your life. Um, for every customer of his, he basically had a sheet very similar, you know, birthday, religion, background, school, kids. Um, it’s just incredible how much those things matter. It’s it’s a it’s a little thing that can make a big difference.

Damon Joshua: Yeah. It’d be. It’s probably a field we should add in in the CRM, you know. That’s right. To really understand your customer. Yeah. Um, but for me, it starts with the employee. Right? I want to make sure that I understand the team really well. And, um, you know, like I said, people think that’s soft stuff, and, uh, but you find out I will outperform you every time if everything’s the same. And I’ve got the same set of rules. My teams are going to kick your tail up and down the street every time.

Joey Kline: Well, I think that and I’ve come to this conclusion very firmly over the past couple of years. And it’s it came more from sort of the difference between a fully remote job, um, versus, you know, one that is more around a team. If all you have to offer an employee is a dollar sign, that’s not really, at the end of the day, it unless it is a extraordinarily large dollar sign, right? There comes a point where it’s just not sticky enough. If the only thing that someone is getting from work is a paycheck, then that becomes a, then your company becomes a commodity and it becomes very easy for that person to switch at very little cost. If there are other things, more the soft stuff, as you’ve said, which I, you know, think is very important, right? If someone gets way more than just a dollar sign in their bank account from what they do and the people they’re around, that’s a way to build build a truly sticky employee.

Damon Joshua: Yeah, there’s plenty of data out there that says that, right? That if all things are equal, pay falls down to the fourth or fifth most important thing. Yeah. And there’s tons of data that talks about, you know, people leave because of their manager directly.

Joey Kline: Huge.

Damon Joshua: That’s true too. So, you know, you put it all in a mixing bowl. Um, yeah. You can’t be in the bottom 25 percentile of pay, but let’s just say you’re in the 50 percentile of pay then. Yeah. How do I engage? How do I make sure that people, you know, believe they understand what they do? Does it matter? So that’s why you spend tons and tons of hours and money on surveying your people to really get an understanding of how well you’re connecting with them. Um, those things are really important, and I’ve seen companies that I’ve been with where we didn’t do really well at that, and we actually made a deliberate effort to change it, to engage, to ask one more question. We I’ve seen us say we’re going to ask one more question. We’re going to ask, do you see a difference here? We literally asked people as we engage with them. And then on the surveys of next year, we saw a significant uptick. But more importantly, we saw our churn come down. Like we saw people leaving voluntarily come down.

Joey Kline: Yeah.

Damon Joshua: That’s huge. Um, which, you know, that’s an expense to a company to go out and, you know, all that stuff and find new find new employees.

Joey Kline: Yeah. Um, I’d love to talk about your background a little bit and how you got here. Um, I am I also do want you to tell the story of your first gig because it’s it’s. I just think it’s fantastic. And I think it’s a really interesting lesson for, uh, young people being thrown into a crazy situation. Yeah, but just, you know, give me the, uh, the the elevator, uh, version of it.

Damon Joshua: Elevator version? Yeah. Uh, man. Um, I have, uh, I have done everything. You know, I kind of came the circuitous route, so. Yeah. You know, from growing up, uh, in Atlanta, originally being from New York, but growing up in Atlanta and, um, just kind of bopping around. Been on my own since I was 18 and, um, you know, really having to figure it out at a young age and, you know, going to college and playing ball there, uh, at West Georgia, which was a great experience. Really learned about team. When you’re on a team like, you know, and doing those things. Um, and then just, uh, you know, I’ve been in logistics business, I’ve been in it and telecom and. Human resource business. So you get an opportunity. I’ve had an opportunity to see how things have been done across a wide variety of, uh, of different roles. Um, you know, I’ve had people tell me, even in a management role that, you know, you don’t run things we do and, and, you know, go read handbook page, you know, section nine five. And once you read that, then you can come talk to me. Yeah. Uh, which is always interesting. So, um, you know, my career has just allowed me, uh, through all those different zigs and zags. Uh, as you said earlier, you pick up nuggets along the way, and you may not. You know, someone’s interviewing me, and you go, I don’t I don’t really understand how working in logistics, uh, may tie to a sales role. Oh, there’s, you know, give me a minute and I’ll tell you. Right. But it just it gives me a perspective. A lot of times when I’m sitting in a room and we’re trying to either sell something or make a make a decision. I had just had I’ve seen it done so many different ways that I’m going to more likely be open to, and push the team to think about something a little bit more creatively than just how it’s always been done.

Joey Kline: I think that the circuitous route and obviously I have to, you know, maybe I’m biased because I have somewhat of a similarly securities route. Um, but the more experiences that you have, the more people that you have been, um, exposed to, the more organizations that you’ve been exposed to, both good and bad. It just informs you in a way, that staying at the same company for 30 years never will.

Damon Joshua: Yeah. And look, if you if you’re one of the you know, I mean, I think that that the person that stays at a company 30 years is, is, you know, back in the 70s that was a thing and now it’s not. Um, but it still happens. You know, there are companies out there, um, that, that have folks like that. There’s almost a blind bliss, right? Right. That if you go somewhere and it’s the only thing you’ve ever known. Um, you know, there’s, uh, there’s a bliss to that. Um, and, uh, I think it’s interesting, but for, you know, I didn’t get that same lot. And so you make you got to make do with what you have. And, um, I definitely have, uh, have been able to capitalize on it. Um, and I, you know, I’ve had some really, really good experiences and more importantly, kind of back to what we were talking about before, some really good mentors along the way that have helped me cross chasms and get me to places and have taken chances on me along the way. And so, um, I’ve felt always in those instances that, you know, I got to repay those guys.

Joey Kline: Yeah, I think the, the pay it forward, uh, instinct is, is enormous. Yeah. Um, there’s a lot of people that Help you along the way that get nothing out. Well, seemingly get nothing out of it right now. Once you do it yourself, you know that you do get something out of it, right? It fulfills something inside of you. But in the moment, you know, if you’re 25 and, you know, trying to get someone who’s far more senior than you to coffee, you know, in the moment it seems like you’re getting the lion’s share of the value out of that. And I think what you learn is that that is the way that we all know to pay it back, because it was done for us.

Damon Joshua: Absolutely.

Joey Kline: At a certain time.

Damon Joshua: Absolutely. Yeah. I do it all the time. Yeah. You know, I get people reach out and they’re trying to figure it out. And, um, I absolutely feel indebted to.

Joey Kline: For.

Damon Joshua: Sure people who don’t even know that I feel that way about them or what they did for me, that I absolutely have to do, that I don’t even feel like I want to do this. This is a have to do. Sure. Um, because you never know. It might be something you say that gets someone motivated? I’ve had that happen where I just had a conversation with someone over a lunch. Yeah. And they just changed my whole perspective on something that I might have been thinking about at the time. So I think it is very important. And that’s how we, you know, you put the seed in the ground and I might be that droplet of water. Yeah. That’s right through. Right.

Joey Kline: Yeah. I think this goes to the sort of, you know, you make you make your own luck in the world, right? Um, you know, you put yourself in enough situations and this can apply to business. It can apply to friendship, it can apply to dating. Right? You put yourself out there enough, and eventually the benefits come back to you.

Damon Joshua: Absolutely.

Joey Kline: Um, I want to go back to the the company or the product a little bit. So you have, you have sort of a, um, a dual sided marketplace in essence. Right. You are serving two different ends. And I think that that you have obviously the ownership group landlord that is listing a property, and then you have the user that is actually interfacing with your platform to find a property. Um, one pays you. One does not. And so I’ve just always found that fascinating. The I don’t know, the engineering, the marketing, the design conundrum about having this place that is designed for two separate interactions. How do you think about that? Is it complicated? Is it liberating? How do you solve it? I just opine, if you will.

Damon Joshua: It’s complex because both sides need each other.

Joey Kline: Mhm.

Damon Joshua: But from a design perspective they’re totally different. One side is a B2C typical B2C kind of thing right. You know I need to have a app and a website that’s both attractive. Um It’s engaging. We need to make sure that, you know, when a person clicks on Rent.com or apartment Guide.com or, you know, any of our other sites, Redfin.com. They’re engaged. They’re able to come in easily, navigate, uh, see the inventory that they need to see, um, or that they’re interested in, um, that they have buttons and places and all those things that matter. Uh, because of once again, our attention span is lickety split. So I got to make sure that you see what you want to see, and it’s engaging. Yeah. Well, that’s totally different than a property management company or ownership company who needs to be able to get data out of the people that are searching for their properties and get leads from us and, um, that interact with our user tool, which is Just totally different than our consumer tool. And it’s totally different as it relates to how we interact with those property management companies, to be where they are, to understand the things that they’re dealing with as a business. So our marketplace is a B to C marketplace, which I have a team of people that need to think about what a consumer wants to see and how they want to operate. That also needs to interact with a B2B customer and think about how they think about business, how they make money, how their margins are affected by using a product like ours, how they get the most bang for the buck, and how we more efficiently help them with their marketing spend. Yeah.

Joey Kline: Yeah. It’s um, and you sort of you can’t you can’t necessarily afford to have employees that only deal with necessarily one side of the business. Right? I’m sure that there are some depending on their function. But you really need someone if they’re going to be a long term value to the team, I imagine, to truly understand both of those needs.

Damon Joshua: Right? So my senior product guy, Nishant, he has both, right. But then the team is split. Yeah. So there is a B2C team, and then there’s a B2B team that has to look at how we interface because as we go out and sell, we’re not selling to the B2C side. I’m selling to the B2B side. And so there are a long list of things that they would like to see. And they’re not asking us for buttons on our website. They’re asking us to, you know, how can we more effectively generate traffic to their property. That’s what they want. How do I how do I get more people? How do I get more eyeballs to this? You know, this new property that I’m opening or, you know, something that they just took over? Or maybe it’s a small mom and pop and they really want to compete better with some of the other properties in the area, and they want to show up higher in the Google ranking, or they want to show up on Facebook or Meta or, you know, other tools. Other, excuse me, other mediums. How do they do that? Well, we come in and we sit down with them and help them with that. Totally different than you going in the App Store, pulling us down, you know. Rent.com, right? And that experience, those are two different things. So I do have someone at the top okay, that straddles both. But then those teams just kind of have a different mindset for how what matters most. And then we have to blend them together so that one does serve the other. I do get enough traffic such that then a B2B person or that person in the PMT, as we call them, property management company, would want to pay for those eyeballs.

Joey Kline: Okay, so so let’s talk about the PMCs and your strategy for going after them. Are we talking about the mill creeks and gray stars of the world? Are we talking about the single family rental community are we talking about? Uh, you know, uh, someone owns a couple of vacation homes. All of the above. What is the outreach and sales strategy look like?

Damon Joshua: Yeah, it is all of the above. And because he who has the most, um, you know, properties wins, right? You’re. If you come to my site and you’re standing in front of a building and you put you type in an address or you, you geofence it and you say, hey, look, give me something in this area and it doesn’t come up. You’re going to come out of my site and you’re going to go to my competitor’s site. Yeah. So inventory matters. He who has the most inventory wins. Mhm. That’s the first thing. And that means that you have to have a strategy for the stars and the assets of the world, the largest groups as well as the midsize and the smaller ones as well. And so we have a strategy to engage all of those individuals. Viduals someone who may just have a rental. Yeah. And they want to put it on their to large companies that really have a large footprint. And we want to make sure that we are in lockstep and engaging with them so that their properties are on our site.

Joey Kline: Are these large companies? Are they are they hedging their bets and advertising on multiple different sites? Yours and your competitors in order to get scale? Or are they typically saying, we’re going to dedicate ourselves to this one medium?

Damon Joshua: No, they use multiple. Yeah. They’re promiscuous. Yeah. Yeah. I’d love, I’d love to to to have him single threaded. Yeah. And I’m sure our competitors would as well. Um, but, you know, it’s similar to, um, the wireless industry. Mhm. And you know, you can say, well, I’m a T-Mobile guy, a Verizon guy or AT&T guy, but I really think it depends on who has the best service where I live. Um, and sometimes you can have a service and it just doesn’t do well at your office or where you live versus another carrier. In our business, it’s similar in certain markets, in certain places, um, our advertising just outperforms others and sometimes others outperform ours, right. And so the strategy for a lot of those companies are I’ll use multiple. And the data is so good. Now you can figure out who does what. Well, and we, you know, advocate for ourselves in those particular situations to tell people that, you know, we’re a top performer across the country.

Joey Kline: Yeah. So so to that end, as you look forward a year or two years, what’s on your plate for making sure that you, you remain a top performer and that you, you know, eclipse those that are maybe nipping at your heels.

Damon Joshua: We have got I mean ultimately it comes down to your Google ranking, making sure that we’re driving eyeballs to our site because without that you don’t. The B2B buyer was not going to purchase what you’re selling. So we’ve got to be relevant. And so that’s being a thought leader, making sure that we have inventory and working with property, um, you know, the aggregators and the property management companies to ensure that we have as much of their properties on our site as we can possibly have. So you got to be relevant. Yep. Um, and once you do that, then it’s just a matter of going out and really executing against, um, that inventory. So you got to make the ROI worth it, right? You know, where’s the value? So make sure we’ve got the inventory, make sure that the people who are with us stay with us and then go out and get as many new businesses on our platform as we possibly can. Yeah, right. You do those three things, and it sounds really simple. A lot of work that goes into it, a lot of folks that are working on it. Yeah. But you do those three things you things you have. You’re going to have a really good company in a lot of success.

Joey Kline: Um, let’s the sort of the unseen character I feel like on this show in the background. Um, a lot of companies is the city of Atlanta. Okay. And obviously now we live in a world in which we have national or global businesses, right? There’s no boundaries. That means that we only are working with people in the state of Georgia. But, um, you know, a lot of technology companies find being headquartered in this city in the state invaluable. And I’m always curious, from a leadership perspective, how do you use the city and its people and its talent to your advantage? Where do you see it fitting in with your company?

Damon Joshua: That’s a great question. Um, and one that I’m biased on. I am most.

Joey Kline: People on here are.

Damon Joshua: Yeah. Well, you know, I think it depends on the town you live in, but I think Atlanta just offers up, uh, one of the more unique settings in the country, and I’ve lived in a couple of different places and gotten a chance to get the most of the major, I guess 32 NFL cities. Yeah. Uh, the diversity of talent is fantastic. And that means whether you want sea level, whether you want tech level, whether you want service, you’re going to you’re going to have a really deep pool of individuals to choose from here. You have a great educational foundation that will continue to to pump out talent. Um, some of the top, uh, historically black colleges are here. Uh, you’ve got Georgia Tech right downtown that’s just pumping out, um, great innovative, um, students all the time. You’ve got Emory in town, you’ve got, uh, just a myriad of educational possibilities. Georgia State, uh, just finished paying them for my daughter. So hail hailed the Georgia state. Um, but you have a great base. And those are really big schools that put out a ton of talent. And then you look at the weather and you look at the, you know, the, um, the opportunities, you know, the number of companies that are both in tech and other spaces.

Damon Joshua: Yeah. Um, you know, largest logistics company in the world is here. The largest, you know, soft drink company is here. Um, there’s so many things. Um, no matter what you want to do that offer up, um, diverse opportunities for a young person or someone who’s trying to make a change in their career to come to and find that I think it’s just a very unique place. When you’re a person like me who’s looking for diverse talent. Where else would I want to go? Yeah. Now I’ve got teams. I got folks that are all over the country, and we’ll continue to pursue that just because our business calls for it. I have to be where the apartments are. Sure. Right. But for having a headquarters here, I think that I have an advantage. And when I talk to other leaders, you know, there are a lot of great cities in this country. But I’ll put Atlanta up against most of them anytime.

Joey Kline: Yeah. I mean, look, obviously, again, we’re we’re drinking each other’s Kool-Aid. Um, and look, I think that it is a, it’s a convergence of happy accidents of fate as well as actual planned strategy, that this place is what it is and is kind of firing on all cylinders as we speak.

Damon Joshua: Yeah. Good leadership. Yeah, I’ve seen it. I’ve been here a long time. Yeah, yeah, I’ve seen some of the mayors and moves that are made. You know, you think about the airport opened up in 1985. It’s the largest airport by gates, um, in the world. Um, most, most flights in and out. Well, what does that do for a town like this? It allows this gateway to the world, and you get access. And so, you know, if you’re starting a starting a business. And those are the things that matter. Yeah. If you’re relocating a company, those are the things that matter. I need to be able to get anywhere in the world really quickly. You can do it from here. Those are decisions that were made years and years ago that were gambles. You know, you’re taking out tons of municipal bonds to go build or, you know, go start up a project like that. Um, but it’s paid spades. It’s paid in spades time and time again. So those are small examples. But really good leadership has got us to a really good place.

Joey Kline: That one in particular I love because like, think of how audacious that was at the time, right. You know, I think we all just sort of take for granted that at the Atlanta airport, like is and has always been, you know, this isn’t that long ago that Atlanta was just, you know, kind of a little regional, you know, redneck town that, you know, flip of a coin. Birmingham could have grown bigger than we are. And the mayor wants to go and take on this project and be the most busy airport in the world for little old Atlanta. You know, um, you got to dream big. Yeah, those guys dreamt big.

Damon Joshua: Yeah. They did. Yeah. And they made the right bets. Right? And that’s what leaders do. Um, you got to be willing to say yes when others are saying no and be convicted about it. And those those leaders, you know, the Ivan Allens and Mayor Young’s and, you know, uh, Maynard Jackson and those leaders had the conviction and they knew or they felt in their spirit that this was these were decisions that needed to be made. Um, that’s how you end up getting the Olympics. Olympics in 96. Um, which was, you know, the greatest of long shots probably needs to go up there with the, you know, the US hockey win in 84. Yeah. Um, that’s that’s what kind of win that that was that really put Atlanta on the map internationally. And we’ve never looked back. And um, and thus I get to sit here and drink from that really large well, uh, of talent, of outlook, um, of optimism that that city brings.

Joey Kline: Yeah. Couldn’t agree more. Yeah. Um, really enjoyed the conversation, Damon. If anyone listening wants to learn more about you or about Rent.com, how do they get in touch? Where do they go?

Damon Joshua: Well, you can look me up on LinkedIn. Damon. Joshua, I’m out there. Uh, I don’t, you know, I haven’t posted as much as I normally post in this role yet. Uh, that will change. You’ll start to see more content coming out from me there. Yeah. Um, Joshua, at Rent.com, I always take an email, but, um, I really appreciate the time. I mean, this has been a fantastic conversation.

Joey Kline: Thanks for coming on. I appreciate you taking the time.

Damon Joshua: Absolutely. Thank you.

 

Tagged With: Rent.

Gaby Evers with GBF Translations and Colby Passman with Southwestern Advantage

February 13, 2025 by angishields

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Cherokee Business Radio
Gaby Evers with GBF Translations and Colby Passman with Southwestern Advantage
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Brought to you by Diesel David and Main Street Warriors

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Gaby-Evers-bwGaby Evers is the founder of GBF Translations, a Spanish translation and interpretation business based in Woodstock, GA.

With a strong background in immigration and medical fields, Gaby has years of experience helping individuals and businesses navigate the complexities of cross-cultural communication. She offers professional services in translation, interpretation, proofreading, and cultural consulting, ensuring that her clients’ messages are accurate, culturally relevant, and impactful.

Passionate about bridging language barriers, Gaby works with small businesses, organizations, and individuals who want to connect meaningfully with Spanish-speaking audiences. Her expertise includes reviewing and proofreading websites, marketing materials, and important documents to guarantee not only linguistic accuracy but also cultural resonance. GBF-Translations-logo

Whether it’s helping immigrants communicate their stories or assisting businesses in expanding their reach, Gaby brings a personalized, detail-oriented approach to every project.Gaby’s mission is to bridge language gaps and ensure everyone has a voice.

When she’s not working on translations or consulting with clients, she’s often exploring new ways to serve her community or strategizing creative solutions to make language accessible to all.

Follow GBF Translations on LinkedIn.

Colby-Passman-bwColby Passman is a graduate of The University of Mississippi in Integrated Marketing Communications with a minor in Business. He’s a top salesperson and team leader for Southwestern Advantage.

During his five years with the company, he’s grown his business as a freshman to now producing over $260,000/yr in revenue.

While in college, Colby served as the founding President of the Public Relations Students Society of America (PRSSA) at Ole Miss.

Colby enjoys playing guitar, mountain biking, and watching Ole Miss athletics in his free time.

Connect with Colby on LinkedIn.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

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

Stone Payton: Welcome to another exciting and informative edition of Cherokee Business Radio. Stone Payton here with you this morning, and today’s episode is brought to you in part by our Community Partner program, the Business RadioX Main Street Warriors Defending Capitalism, promoting small business, and supporting our local community. For more information, go to. Main Street Warriors and a special note of thanks to our title sponsor for the Cherokee chapter of Main Street Warriors Diesel David, Inc. Please go check them out at diesel david.com. You guys are in for a real treat. We’ve got a couple of guests this morning. But first up on Cherokee Business Radio, please join me in welcoming to the broadcast with Southwestern Advantage organizational field leader, Colby Passman. How are you, man?

Colby Passman: Stone, this is so much fun. I’m really happy to be here.

Stone Payton: Well, I love it. It beats the heck out of working. I get to visit with interesting people who are passionate about the work that they’re doing. I want to learn so much about who you’re serving, why you’re you’re doing it, and how. But let’s open up with a bit of a picture, a primer for me and our listeners. Mission. Purpose. What are you and your team really out there trying to do for folks, man.

Colby Passman: Yeah, absolutely. So, um, personally, in my life, I feel I feel called to, to create leaders. Um, the my company’s mission statement. That’s a big reason why why I work there. And the mission is to be the best company in the world at developing skills and character to help young people achieve their goals in life. So the company, southwestern, it’s been around for 160 years. It’s the oldest internship in the nation. And what we figured is that if we want to be the best at developing skills and character. So basically, to achieve personal growth, the only way to to grow is by stepping outside of your comfort zone. So the summer internship that I get to recruit for it is known as the Navy Seals of College Internships. It’s definitely the hardest thing I’ve done up to this point in my life, but one thing that gets me through is it won’t be harder than marriage, right?

Stone Payton: Maybe. So. You have personally participated in the intern program, and now you are, uh, leading recruiting for this thing?

Colby Passman: Yeah. Yeah, I started my freshman year. Um, I use it to pay my way through college, so was able to graduate from Ole Miss debt free.

Stone Payton: Um, really mamas proud.

Colby Passman: So.

Stone Payton: Oh, yeah. Oh, we gotta swing back around and figure out how you how you did that. Because that’s huge. So at this point of your career and I know it’s a, you know, a little longer in the tooth than our guest here this morning. It’s, uh. But you have a career now. What’s the what’s the most rewarding, man? What’s the most fun about it for you these days?

Colby Passman: Yeah, man, it truly checks all the boxes in terms of, you know, entrepreneurial with the flexibility of schedule. And, um, I always say money’s not the most important, but it’s definitely top five. Um, for me, Stone, it’s truly the impact. I mean, outside of, um, you know, being a Christian and choosing to serve the Lord. Um, you know, working with this company, it’s been the best decision. Also the most impactful decision in my life. So the fact that I can extend that impact to others through this really challenging, um, sounds cliche, but truly a life changing Experience. Um, that’s what fires me up and gets me out of bed in the morning.

Stone Payton: So what is a day in the life of Colby? Like? I know you shared with us before we came on air that you’re about to take a trip and go to this career fair, but what’s a maybe typical is not even a good word. But what’s a typical day week look like for you?

Colby Passman: Yeah. Typical. Yeah, it’s always changing. So I definitely do travel a lot. Um, yeah. I mean, the goal is to to wake up at 5 a.m., go, um, go straight to the gym in the morning. So I’ve been doing pretty good about that recently. Um, I cook my own meals. I take cold showers every morning because it keeps me disciplined and start starting my day getting outside of my comfort zone. Um, but, yeah, I mean, in terms of recruiting, um, prospecting can look, um, it can look different for different weeks. Sometimes I’ll like for, for today example, I actually have a meeting right after this with the president of, um, the real estate club at Kennesaw State. And the goal and what I expect is that, um, she’ll have me as a as a guest speaker. I have a speaker bio and I speak to different clubs, so that’s one kind of recruiting method. I do career fairs and basically with all the names that I gather up, I’ll, I’ll call them and then send them some informational videos and interview kids and the kids I select for my team, I, I train them until, until May when the summer starts. And that’s kind of that’s kind of like like football season, so to speak.

Stone Payton: And so what does that process look like? Uh, a kid, you, you find a kid at a career fair or through a university system like that, or however you find them and you’re having that initial conversation. I know you have these group presentations, but when you’re sitting down with with a kid, uh, how does that conversation go? Walk us through that a little bit.

Colby Passman: Yeah, that’s that’s a really good question. And, um, you know, with the the degree of challenge of the internship, I don’t really view myself as someone that’s necessarily like hiring people, but instead, since it’s entrepreneurial, you You know, um, if a student comes and works for me with the summer, I’m also working for them. So at the end of the day, I’m really just looking to form a partnership. More of a business partner, someone to do life with. And, um, it all comes back to the personal growth. So of course, with the conversations, I have a lot of it. With it being an internship is about career goals and how this could help them professionally, but more so what fires me up and and the main reason why so many students will do this is because they just have a burning desire to become the best version of themselves. So a lot of times I’m asking questions like, you know, let’s say 60, 70 years from now at your funeral and, you know, grandkids and coworkers and, you know, all your friends are there, how do you want to be remembered? You know, when when people are talking about you and someone comes up and gives the eulogy? What specific character traits are they going to use to describe you and those character traits they talk about? I tell them that’s what this summer internship is for, whether it’s integrity or Integrity or perseverance or empathy or, you know, love, reliable, you name it, growing in those areas. That’s that’s what this internship is for.

Stone Payton: And so what can an intern expect to, uh, to, to see and hear and do over the course of this thing?

Colby Passman: Yeah. I mean, in terms of expectation, expect to fail a ton, expect to fail a ton and to get rejected. The, um, the way we go about accomplishing our mission is teaching students how to start their own miniature franchise over the summer. So it’s kind of like starting a chick fil A. So we give students a product to sell and the product that we’ve we’ve been selling for 160 years. It’s educational material for families, um, families with kids in school as well as, um, biblical material and then, um, a leadership program. But our students, they, um, you know, we’ll knock on doors, we’ll do social media marketing, what we manage all of our own accounting and product delivery. Pretty much the full blueprint of running a business. And on average, students work about 80 hours a week for 12 weeks straight. I mean, it is like entrepreneurship bootcamp.

Stone Payton: Wow. So mentors along the way. I know the answer to this has to be yes just by virtue of what you’ve described already. But can you speak to the role of of mentors in your life so far as as they’ve helped you navigate this, this terrain? It’s got you’ve probably had some tremendous experiences in that regard.

Colby Passman: I truly have. And if you look at the alumni network of, you know, people that did southwestern when they were in college, I mean, just to name a couple. Mike Johnson, who’s, you know, the speaker of the House of Representatives, did this for four summers when he was in college and actually came to our company’s headquarters in February and gave a live keynote. I couldn’t make it for that. I was living in Austin, Texas at the time, but a lot of my friends got pictures with him. We’ve had seven former governors, including the current governor of Oklahoma right now, multiple people on the Forbes list, including John Yarbrough, who created the algorithm that makes slot machines turn. Oh, my. It’s insane. I mean, the people that do this job are truly movers and shakers. But in terms of my personal experience with mentorship, I’ve been told that you want to you want to put yourself in three buckets, one where you’re seeking mentorship from someone else, one where you’re you get to run that race with other people. And then the last bucket is being in a position where you can pour into others. And through this job, I’ve just been able to have my two feet firmly planted in all three of those roles.

Stone Payton: Okay, you got to talk to us about graduating debt free. I am operating under the impression that being a part of this thing of yours. Oh, yeah, it was a huge. It was a huge contributor to that. Yeah.

Colby Passman: Yeah. I mean, this this past summer, the the average intern made right at $12,000 for their work done over 12 weeks. So.

Stone Payton: Wow.

Colby Passman: It’s crazy. And our averages have gone up over the the years since my first summer. But I made about $10,000 working in Alabama. My first summer doing this, I made about 20 grand in South Carolina. My second summer went up to Michigan. After my junior year of college. I made about 30 grand and then made another 30 grand in Illinois after my senior year. So over the course of four four summers in college, I made about $90,000.

Stone Payton: That’s impressive.

Colby Passman: Yeah.

Stone Payton: So what’s next for you? You’re going to continue to expand your reach. Is this a, I guess, to be like a launching pad for a, for a different type of career, or do you really know yet?

Colby Passman: Yeah. I mean, specifically, no. I mean, my goal is to always be in the entrepreneurship realm. I’d love to to always have southwestern as a source of income and then, um, be able to sustain, um, a good amount of money with, you know, less amount of time and then start, start new business adventures. But, um, truthfully, Stone, I’m just gonna, you know, be obedient to the Lord. And, you know, if he tells me to go somewhere else, then. Then I’m gone. And if not, then I’ll. I’ll stay here for a while.

Stone Payton: But this presents the flexibility to to serve in that capacity and run another business or pursue other entrepreneurial ventures.

Colby Passman: Yeah it does.

Stone Payton: Wow, man. Sounds like a good deal.

Colby Passman: Yeah, I’m really thankful for it.

Stone Payton: So I don’t know when or when or how you find the the time, but, uh, passions, pursuits, interests outside the scope of this of this work. My listeners know that I like to hunt, fish and travel. Yeah, it’s pretty common knowledge now. Uh, that that passion for the outdoors has, uh, has launched a project to build out a boat, uh, that’s wheelchair accessible so that we can get disabled vets and people with mobility issues out enjoying the outdoors, fishing and cruising and all that. So, uh, everybody, at least in Cherokee County, knows what stone’s up to. Anything you nerd out about outside the scope of this, uh. This work.

Colby Passman: Oh, man. I like to do for having fun. That’s a great question. Um, man, I love playing guitar. I’ve been playing guitar since a young age, so that’s definitely a big part of, uh, of my identity, I would say. Um. Love travel. Love outdoors. Backpacking. Um, yeah, I, I’m trying to think if there’s any, like, weirdly authentic things that I like to do, but, um. Yeah. Big music, big outdoors, and that’s that’s pretty much it.

Stone Payton: Well, it sounds like you could still hang out with us. You don’t have to be in a wheelchair to get on on the SS freedom. That’s the. The name of the project is SS Freedom Adventure for all. Uh, but, uh, you know, there’s plenty of us that are not in wheelchairs that are going to be enjoying it, too. So it sounds like we can hang out. Sounds like you would enjoy boating and fishing and all that stuff.

Colby Passman: I’d be happy to hang out anytime with you.

Stone Payton: All right, so let’s go back to this intern program and break it down a little bit. Um, how would you describe, like, who would be a really good fit for something like this? And what are some maybe yellow flags or red flags or like, hey, this might be a nice person, but this is not the right program for them, you know?

Colby Passman: Yeah, I think the biggest thing for me is just people that are competitive, you know, um, get it? That definitely isn’t a factor. I was never the biggest fan of school myself. Um, hence pursuing entrepreneurship. Right? But yeah, people that are competitive, I mean, I, I, alongside everyone else, um, truly view this job as, as a sport, you know, so someone that can just really get excited about about doing the hard things. I would say not only that, but people that just don’t want to don’t want to be average in life. Um, I mean, this job, like I mentioned, it’s the hardest thing I’ve done up to this point in my life. So it definitely takes a lot of drive and ambition to really embrace yourself of 12 weeks straight of delayed gratification.

Stone Payton: Um, you spoke earlier about failure as, uh, that’s just that’s part of it. Can you speak more to that personal experience and philosophy, apparently, of the of the organization and what you try to teach these kids about falling down and getting back up?

Colby Passman: Yeah, man. Thanks so much for asking. Um, I mean, just just some, some stats that I had on my resume after my first summer of doing this, I gave, um, 3500 cold calls all in person, all in a different state to complete strangers I’d never met before in my life. Um, 3500. I gave probably 800, um, selling presentations. So those are people that were open minded enough to say, yeah, just let me let me listen to it. And then within that I probably had about 200 customers. So on average, I mean, my first summer doing this, I probably talked about 50, 50 strangers a day and pitched myself on the idea of spending a couple minutes to to hear my sales pitch. I’d probably have about, you know, 10 to 12 a day do that and maybe 2 or 2 or 3 customers within that. So I’m getting told no close to 40 times a day. Wow. Or more than that. I call it vitamin no a little bit. Every day is good for you.

Stone Payton: Vitamin? No, I like that. You’re going to hear that again. I’m going to use that.

Colby Passman: Yeah. Copy it. Um, but at the same time, Stone, that’s one thing that, um, made me kind of fearful before going into this, um, because I didn’t like failure. I’ve always been a perfectionist. I was really good at sports and the best one on my team, and just had a lot of success from a young age in high school, middle school, things like that. But at the same time, I realized that, you know, while I hate getting rejected, it gets under my skin and I take it personally and I just do not like failure whatsoever. This isn’t something that I want to always struggle with, so to speak. So I’m sure you’re probably familiar with exposure therapy, which is if you’re scared of something, the best way to get over that is just to just to do it. So, um, I kind of viewed this my first summer as a 12 week investment of just facing all of my fears. So then that way when I’m 30 and married and have two little kids, their dad is just a complete total stud who’s not not afraid of failure or rejection anymore.

Stone Payton: Yeah. All right, so if I’m a kid in this program, I’m going out there, I’m getting a little scar tissue. I’m getting good at the presentation. I’m sure at some point, uh, am I am I coming back to home base and getting a little bit of a recharge, and I’m able to communicate back and forth and get some direction before I have to shake the dust off and, uh, or the blood off and march back out there.

Colby Passman: Yeah. Yeah. Thanks for asking. I mean, we could not do this job without accountability. So, yeah, I mean, every single day, our students, they track all of their stats with how many prospects they talk to, how many sit down customers, um, you know, the amount they, they bought from them, so on and so forth. But we track all of our stats, and every single night we have about a 10 to 15 minute long coaching call. And we we coach based off of the stats, you know, because the data doesn’t lie. So we’ll do that every single night for 72 days straight all summer long. And we don’t work on Sundays. So Sunday will have a 4 to 5 hour meeting where we’ll give some general coaching based on the group’s needs as a whole. But then within that we have what’s called a PC. We call it a personal conference. So for about 30 minutes, each one of our first year students would sit down with one of the experienced people, like me or another person, for about 30 minutes, look at their numbers, look at how they’ve been doing with marketing, checking their business expenses. I mean, just really hands on into the detail coaching.

Stone Payton: And so they’re looking at expenses in the whole thing. So they really are running a business. It’s not just like go out there and you be the sales rep for my thing. They really it’s well I think you used the word franchisors. They’re they’re basically out there running their own thing.

Colby Passman: Yeah. Essentially. I mean our students are ten, 99. Every penny they spend over the summer is, you know, a business expense.

Stone Payton: Right, right. I love it. I mean, I can see why it’s. You characterize it as the Navy Seals of, uh, of internships.

Colby Passman: Yeah. I mean, it is not for the faint of heart, but, uh, I love it. It fires me up.

Stone Payton: So, based on that experience, I want to ask you this first. Tell me more about the people they are. They are serving who they are selling the product and service to. Who is their prospect?

Colby Passman: Yeah, that’s a that’s a good question in terms of families over the summer. I mean, short answer is just anyone that that has kids, you know, because we have, um, you know, some, some early learning products for families with babies like, you know, learning books and like, fun educational apps to get kids really excited about learning.

Stone Payton: Mhm.

Colby Passman: And then for the older kids, we have products that are kind of like SparkNotes or CliffsNotes that are just designed to save kids a ton of time with schoolwork. So the kids that hate school, that don’t want anything to do with it, they love it because they get their homework done easier, and the kids that have really high goals that excel, they’re usually the ones that are busy with sports and other extracurriculars. They really like this because they study a lot, and then they get their work done easier. And at the same time, we have Act and SAT prep alongside some material that helps with AP exams.

Stone Payton: Nice. All right, before we wrap up, I’d love to leave our listeners if we could both with, I call them pro tips. Right. Just a couple of things to to to noodle on. Be thinking about do or don’t. And as a product of what you’ve learned so far and maybe in the vein of kind of both sides of the table, if, if you you’re young, you have some aspirations about doing your own thing. You really are willing to put yourself through the ringer a little bit, as it were. But maybe also for those of us who may want to create something to serve a constituency like that. What should we do be doing in terms of creating a, you know, a program around, you know, like the Business RadioX Youth academy. You know, like, if we really wanted to help people. Like, what have you learned? Um, so a pro tip or two just for people to be thinking about and look, number one pro tip, guys, is reach out and talk to Colby, and we’ll make sure we get his contact info here in a little bit. But something to be thinking about.

Colby Passman: Yeah. Thanks, man. I can answer that a million different ways truthfully, but, um, and the book, The Seven Habits of Highly Effective People, Stephen Covey, he talks about, um, private victories, perceived public victories. So, you know, I think, um, in terms of, you know, building momentum, obviously, you know, the hardest step is just taking the first step. I, um, I heard the other day that every mile begins with a step, and it’s so true, but in terms of, um, of. Yeah, just building that momentum. I mean, the reason why I’m, you know, waking up and going going to the gym at 5 a.m. and, you know, taking cold showers and just truthfully doing everything I can to put myself outside of my comfort zone is because I know that I can’t excel in work and excel with creativity or really anything if I’m not taking care of of my inside. You know, if if that makes sense.

Stone Payton: It does. And part of what I’ve drawn from the conversation, as someone who would like to invest in young aspiring entrepreneurs is, um, you got to give them some room to, to to scrape their knee a little bit. And then when they come back, you know, maybe have the discipline and the rigor and put the responsibility on them to, to not only absorb the lesson, but to return the learning to the organization so that everyone can can benefit from it, but create that environment where it’s, uh, it’s okay to fail, you know? Now, if you keep making the same mistake over and over and over, then you might need to free up your future. Right. But but if it, uh. I mean, so that’s what I’m taking for the for my. And look, this is a great way to get some really good coaching insight from people who are very well accomplished in their domain. Uh, free. Get yourself a radio show. You invite smart, passionate people in the studio, and they teach you a lot.

Colby Passman: Yeah, I love that stone. And I guess the, uh, as we’re wrapping up, the last thing I want to say, um, whether you’re Christian or not, I mean, there’s so much value in in what I’m about to share. And this is, um, I hold this this, you know, these next couple sentences more dear to my heart than anything. Um, this is my favorite quote ever. It comes from the book of James verse. It’s chapter one, verses two through four. He says, consider it pure joy when you face trials, because the testing of your faith produces perseverance. So let perseverance finish its work so you can be made mature and complete, not lacking in anything. And basically what that means to me is no matter how we slice it, the obstacle is the way. You know everything that we want to accomplish in life. It’s truly on the other side of fear and what’s holding us back. There’s so many analogies for it. You know, diamonds are formed under pressure. And, you know, I mean, if you want to make a sword, the process of that is you stick it through the fire and you beat it up, and the finished product is you have this beautiful, just really sharp, high quality, just work of art, really nice weapon. And, uh, that’s pretty much what the summer program is. And that’s just how I live my life. Um, you know, the obstacle is the way.

Stone Payton: The only regret you have left me with this morning is I wish I would have turned on the video, because I would love for our listeners to see the youthful face that just shared that incredibly mature wisdom, not only articulate, but right on target. That is marvelous. All right. What’s the best way for our listeners? To learn more, tap into your work website, LinkedIn, whatever you think is appropriate. But I want to make sure they have some coordinates to connect.

Colby Passman: Man, I give my phone number.

Stone Payton: Yeah, absolutely.

Colby Passman: All right. Cool. Yeah. Cell phone number is 601 443 1488. That’s my cell phone number. That’d be the best way. I mean, of course I have an email, which is C passman@southwestern.com. Um, I’m actually giving up social media for 2025. That’s my.

Stone Payton: Oh.

Colby Passman: My that’s my thing for the year. And it’s it’s been so fruitful up to this point. It’s been I can’t recommend that enough. But I am on LinkedIn. So Colby Passman and uh, I guess outside of those three methods, I’m, I’m pretty much rogue, unless you want to write me a letter.

Stone Payton: No. Colby is easy to get to and easy to talk with. I guarantee you. Well, this has been marvelous. Hey, how about hanging out with us while we visit with our next guest?

Colby Passman: Uh, that’s exactly what I want to do, stone.

Stone Payton: Perfect. All right, next up on Cherokee Business Radio. We have with us with GBF Translations, Gaby Evers. How you doing?

Gaby Evers: Oh, I’m doing all right. How are you?

Stone Payton: I’m doing well. And I’ll just apologize. That’s that’s a tough act to follow.

Gaby Evers: I know I don’t wake up at six in the morning or five, so I’m already apologizing in advance.

Stone Payton: So GBF translations. Mission. Purpose. Uh, tell us about the work.

Gaby Evers: Um, so basically, working with small businesses, um, trying to bridge that gap. Um, so the Spanish speaking community can be reached, um, not only by, you know, small businesses trying to work with them, but also, you know, small businesses themselves. Um, because, um, a professional translation is different that someone just being bilingual. Um, I have worked with other bilingual people who have their small business, but they need that professional, you know, touch.

Stone Payton: Yeah. Well, I want to talk more about the virtues of a professional translation, as opposed to some of the other things that, uh, we might be tempted to to lean into, but. How did you get started? What were you doing before this?

Gaby Evers: Well, I mean, I’ve been translating and interpreting since I was in elementary school, so I’m originally from Mexico. So when I taught myself English in elementary school, I sort of became the go to person for parent teacher conferences, not only for my family, but for others. So it just was something that I did. And then, as you know, I went to school and college and started working in corporate America. It was just something that I started to do, you know, in a more professional level. Um, I think the joke is always, you think you know, Spanish until you have to translate or interpret like a business document or a legal document, and then all of a sudden you’re like, do I actually know this language? Um, so when I started to sort of learn that, um, aspect of it. Um, I was doing, um, I worked at law firms. I worked, um, with, um, within the medical field. Uh, at some point I was freelancing and doing, um, translations and interpretations through agencies. Um, but I learned that I wanted to be the one who decided what projects I could invest in and who I could work with. Um, when I moved to Woodstock about two years ago, I saw the need, and it just sort of became, uh, a little something in the back of my mind, like, maybe I could do this. Maybe I could do this. And then this year, I was like, well, I just have to go for it, because if I don’t do it, I can’t, you know, I want to say that I did it. Whether this goes into a different direction, whether I fail or not, I want to say that I did it.

Stone Payton: So how has the transition been? I have to believe it’s had to be a little bit little bit intimidating coming from a corporate environment where there are maybe some more knowns. And now not only do you do you have to be a practitioner and be good at practicing the craft, but oh, by the way, you, uh, you got to run a business. You got to get to business, right? What’s that transition been like?

Gaby Evers: Oh, absolutely. I mean, it’s been terrifying. Um. Very exciting. Um, I wish I had, uh, taken that, uh, book camp that Cody has spoken to us about, because that would have been handy right about now. Um, but I will have to say that everyone here in Woodstock has been so nice, so welcoming, so willing to sit down and share their knowledge and share their wisdom. And a lot of it has been with other small businesses or entrepreneurs who have been in the same shoes as I am. Um, so it’s definitely challenging, but very exciting, especially when I get to see sort of my work come to fruition. So, for example, I just finished collaborating with a small business. They do a chiropractic and um, their intake forms needed to be translated into Spanish. Mhm. Um, so I did that and then shortly after they were able to collaborate with uh, a law firm. So now they’re, they are Spanish speaking clients are now going to be coming to them. Uh, and so having that tool and having that already translated in a way that will make sense for, for these new customers, it’s, it’s like a full, full circle moment. Not only do I get to help this small business, um, get more people and, you know, uh, succeed in that sense. I also get to help the, the people that are going to be coming in and maybe aren’t sure, you know, how that practice works or how things work in general. Now, there that that is translated in a way that they understand it. It’s given back to the community, and it’s a full circle moment for me.

Stone Payton: Yeah. All right. Let’s talk about me for a minute. It’s my show. Okay. So I’m connecting dots here, right? So I think I mentioned to you a couple of times that young professionals of Woodstock, it would be fun to have a Spanish speaking show, and that would be fun to pour in, and that would be a way to invest into the community. But now that I hear you talking about how that can open up a whole new world and potentially other markets to you, let’s let’s walk through a hypothetical use case, like if we had a Spanish speaking show and we had people coming in here, um, and having conversations like this, but in Spanish, we probably would draw more people tapping into the work. There might even be more people that would be wanting to be on the client side of our world and, and have those interactive business people interviewing business people with conversations. And it might even open up a world where someone’s running a business radio studio in Austin, but they at least have that added texture to it. Or maybe they just have a whole Spanish speaking. Like we could actually have studio partners that are doing some Spanish speaking. I mean, it can just it can keep unfolding, right?

Gaby Evers: Yeah, absolutely. I mean, I think that’s the beauty of it. Um, when I first moved here, I noticed that there would always be like some art festivals or something going on in Woodstock. And I, you know, I made friends with my neighbor, and he had been living here for five years at that time. He had no idea that any of that was going on. Um, you know, he didn’t see any signs. It wasn’t really posted that much. So for him, it was like, oh, I didn’t know that that was there. And then, you know, being able to let him know what’s going on, it just kind of sparked that idea that if we could sort of bridge that gap, if we could, you know, make it so communication is easier. I mean, you tap in into so many things. Um, when I went to, uh, Puerto Rico for, uh, sort of to help, uh, with the conference, I noticed that, you know, obviously the people there spoke English, but there’s just a connection that happens when, you know, you meet someone that knows you know, your native tongue or just it’s just that cultural togetherness that comes and, you know, just being able to find that, especially here in Cherokee County, I feel like it’s always exciting when when I meet somebody else who’s also, you know, an entrepreneur who’s also Latino, who’s also Latino, and it’s just like, oh, this is togetherness. That just makes it just makes it a different experience.

Stone Payton: I’ll bet. So I know there are a great many myths, misconceptions, a pretty good sized body of misinformation around how to use this platform to help people and make money. The work we do at Business RadioX. I got to believe the same as is true for you. Are there some? Do people have some pretty odd and off the mark ideas about about translation and the value of the services, or how to go about it or the and maybe speak to the differences in, you know, me hitting a translation app or me engaging Abby to rewrite our Business RadioX Academy so we can train Spanish Business RadioX studio partners?

Gaby Evers: No, that’s a that’s a great question.

Stone Payton: I hey, it took me a minute to get it out, but I thought it was a fantastic question.

Gaby Evers: Um, no, I mean, I think that that’s the number one thing that as I’m trying to, um, you know, sell this business. Um, also educating people on what exactly it is that I do and how it works and, and what it actually means. So first off, I think that the first thing is, um, so translations versus having an interpreter, it’s different. So translation has to do with like written words. So anything that’s in writing basically. Whereas interpretation it’s spoken. So whether, you know, it was a workshop and. I’m translating for whoever or interpreting for whoever’s speaking, that would be. The main difference. And then second, you know, with AI and Google Translate. They’re great tools. But to rely on them completely, you, you you can get yourself in trouble. And I’ve seen it, uh, not only, as you know, um, a consumer or just walking around and seeing these mistakes, but I’ve seen it when I do consultations and I’m like, do you know what that actually says? Is that what you were trying to say? Um, and so having that cultural, um, nuance and knowledge makes a difference because, you know, you might be thinking, you’re saying one thing and then people read it and you’re offending, You know, half of Latin America.

Stone Payton: Ouch. Well, you don’t want to do that. So let’s walk through a couple of use cases and you don’t have to name names, of course, but, um, I so that we can really understand the breadth of opportunity for tapping into into your expertise.

Gaby Evers: Yeah. So not only, you know, having, um, marketing material, for example, made from scratch, um, translated and having that. So when you are posting things up, like, I know for, uh, Cinco de Mayo, there’s times where businesses will, you know, Google Translate things. So it’s easier trying to reach the Spanish speaking community. Um, but they’re not saying or communicating what they really want to say. So people might just disregard that and be like, oh, that’s not for me, even though it’s in Spanish.

Stone Payton: Oh, ouch. You might actually have the opposite effect.

Gaby Evers: Exactly.

Stone Payton: Oh, wow.

Gaby Evers: So having that a professional, you know, take a look at it, uh, can make a difference. So, um, maybe even on your website or your social media. Um, as we are seeing that more, um, speaking Spanish speakers are, you know, they’re a big force, not only in for business, but, I mean, they’re here and that that matters. So you’re tapping on a whole new base that, you know, people aren’t reaching. Um, something that I noticed here in, in Woodstock specifically. Um, and I’m sort of grateful for it. There’s no one else that’s doing what I’m doing. So it’s it’s interesting because not only am I growing with people and educating them sort of from from scratch, but because I’m the only 1 or 1 of the few ones here, it’s like, well, so what do you do? You know, um, so to get back to the answer, I tend to wander off. Yeah, but it’ll be perfect then. Um, so. Yeah. So not only that, but also, um, I have had the opportunity on just creating things from scratch, uh, whether that’s, uh, at a, in a medical field, uh, a clinic or, um, like I mentioned, the chiropractor. Uh estheticians things like that, where, you know, people tend to forget about it, but these are services that people need. Um, and so when someone sees something that is meant for them, that is translated in a way that they understand it, uh, with the cultural knowledge and nuance that they understand, they’re more likely to be like, oh, well, let me see what that’s about. And then from there, you know, word of mouth is very it’s very important in our community. And when they feel like they found a place that they’re comfortable in, that they can go to, they tell everyone. And then all of a sudden you have all these people that you maybe didn’t realize that we’re there, or that you thought you were reaching out. But the material that you were using wasn’t, wasn’t properly for them.

Stone Payton: So, uh, on the whole sales and marketing front, what have you learned about that? How is that going? I know in our work we work with a lot of professional services providers. And again, while they may be really skilled at their craft, often a hole in their swing or let me, I’ll be gracious as I can. The biggest opportunity for improvement in their business is the front end of that pipeline. Just having like these discovery calls, these initial conversations. Um, is that a channel? Have you cracked the code on how are you getting the new business, Gaby?

Gaby Evers: Um, a lot of it has been word of mouth. Um, like I said, I did wish that I would have taken that, uh, course.

Stone Payton: Bootcamp met Colby a couple years ago.

Gaby Evers: Yeah. Because, I mean, getting those those no’s can be very, very hard at first. Hurtful.

Stone Payton: Hey, it can be hurtful for those of us that haven’t been tough enough, like Kobe and his crew.

Gaby Evers: Um, but not only that, I think the other part is that I see it’s like, oh, if I could just fix it. If I could just do it, then, you know, it’s almost like a like an itch, right? Like I see that it’s wrong. I want to fix it, but they don’t see why it’s wrong or they’re like, well, no one has had an issue. No one has been offended. It’s fine. I’m like.

Stone Payton: Yeah, because they don’t know who did who they turned away or didn’t attract.

Gaby Evers: Right, exactly. And even though, um, like I said, Google Translate and I, they’re great tools, but to just solely rely on them, you know, you’re missing out so much. And I mean, it can definitely get you in trouble. Um, I think the other, um, part of it is although, like I said, I am, I see that I’m the only one working specifically with small businesses, um, and sort of translating marketing and documents, not just, you know, doing the interpretation, which is some of the stuff that I have seen. Um, you know, like when I looked on Google Maps. So just trying to get myself out there has been a challenge especially, you know, I moved here, I didn’t really know anybody. But this community just opens up to you and they want to see you thrive and they want to see you succeed. And I think that that’s part of the reason that just sort of pushes me forward to continue to help other small businesses, because it’s like there’s a whole group of people you haven’t tapped in. Let me help you. And so when I see those moments, like I mentioned earlier with the chiropractor, that’s sort of what, like, keeps me going. Um, and as someone who, you know, has been in a position where I felt like things weren’t for me or they weren’t in a way that I could understand them or that they were reaching out for me. You know, I want that. I want the representation. I want people to see things and feel like, okay, so I’m part of this too. I am wanted in this community, in this business, not, you know, to sort of allies themselves from us. So yeah, that’s what keeps me going.

Stone Payton: Well, I gotta say, my experience, at least we really do have that here in Cherokee County. And I think in Woodstock in particular, we do have a, a group of people who small business people who are genuinely invested in everyone’s success and are very quick to pour into our work the causes that are important to us. How about for you, community and causes? You touched on it, but, uh, anything in particular that you’re really trying to rally behind? Uh, right now, like, is that a group of people that you’re trying to reach out to and maybe serve them as well? Um, and or or do you have your own, like, uh, wheelchair friendly boat project like me or anything like that going on?

Gaby Evers: I wish I had a boat. Nope. Oh.

Stone Payton: Well, you got one now. You come visit with us.

Gaby Evers: Um, no. I don’t know that I have a specific, um, thing. I think the mission right now is to serve, uh, the Spanish speaking community. And the way that I see that I can do that is by, you know, offering my services and trying to reach, you know, everywhere. I’m trying to be in the city of Woodstock. I’m trying like, every document that, you know, needs to be translated in Cherokee County to, to be translated, even if it’s not me. Mhm. Um, although I don’t see anybody else, but even if it’s not me, uh, I think that that’s what what I care about so much that it gets done so that people can see it and be, you know, informed or feel welcomed.

Stone Payton: Hey, I like that. Let’s send when we get this published, let’s send this interview to Michael Caldwell. Tell him to get on the stick. We want everything in Spanish and like Gaby Spanish not I Spanish.

Gaby Evers: Actually, I spoke to the mayor.

Stone Payton: Oh. Did you?

Gaby Evers: Okay, I did. I had spoken to him during the, um, the IT meetup, and he he was so great.

Stone Payton: Um, I’ll bet he’s just a good guy. He is. Amen.

Gaby Evers: I mean, this honestly, after that state of city speech, I was like, I need to live in Woodstock. I feel so, so patriotic. Um, but he did mention, um, you know, talking to the Woodstock, uh, police department. And so we’re have that kind of in the works. Um, also trying to work with, uh, the Parks and Rec. Jamie has been so helpful. So, you know, it’s in the works. Sure. Um, I’m putting my little seats out there, and I can’t wait to see that come to fruition.

Stone Payton: I’ll bet. All right, so what’s the best way for our listeners to connect with you? Small businesses that may very well have need, uh, desire for your services, but also and also those of us who, uh, just want to help and, and, uh, and want to continue to learn more. What’s the best way to connect with you?

Gaby Evers: Uh, so our website, uh, if you sign up for the newsletter, you can get, um, tips and exclusive, um, offers, uh, mainly tips, um, on, uh, mistakes to avoid so that your translations are proper. Uh, but if you go to Translations.com, that’s the best way. Uh, my phone number is also (470) 215-1321. And you can also send me an email, uh, Gaby, at translations.com. Um, I am trying to get on social media more, although I wish that, you know, social media wasn’t something we relied on so much.

Stone Payton: Well, Colby’s going to be no help there. He laid it down.

Speaker5: I did get off TikTok, so that was my big thing last year.

Gaby Evers: Uh, before, you know, it was banned, I was off TikTok. And honestly, that helped a lot. It gave me time to read a Read a lot. I mean, I was already reading, uh, but it just gave me time and peace of mind that I didn’t. I didn’t think I could have, um, I think I’m trying to go more the authentic route and just be myself.

Stone Payton: Good for you. Well, Gaby Colby, this has been an absolute delight having you join us in the studio this morning. Thank you for your insight, your perspective, your enthusiasm, and some inspiring conversation. Uh, you guys are doing great work. And keep it up. We sure appreciate you.

Gaby Evers: Thank you for having us.

Colby Passman: Thanks. Thanks, Don.

Speaker5: It’s been fun.

Stone Payton: Oh, absolutely. My pleasure. All right, until next time. This is Stone Payton for our guest today. And everyone here at the Business RadioX family saying we’ll see you again on Cherokee Business Radio.

 

Tagged With: GBF Translations, Southwestern Advantage

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