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Search Results for: marketing matters

Greg Reffner With Abstrakt

March 29, 2022 by Jacob Lapera

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

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

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

Connect with Greg on LinkedIn.

What You’ll Learn In This Episode

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

This transcript is machine transcribed by Sonix

TRANSCRIPT

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Tagged With: Abstrakt, Greg Reffner

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

March 28, 2022 by Jacob Lapera

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

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

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

Connect with Caroline on LinkedIn.

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

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

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

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

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

Connect with Stacey on LinkedIn.

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

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

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

Connect with Robert on LinkedIn.

 

TRANSCRIPT

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Tagged With: Caroline Leyburn, Robert Mason, Stacey Wyatt

Workplace MVP: Soumaya Khalifa, Khalifa Consulting

March 24, 2022 by John Ray

Khalifa Consulting
Minneapolis St. Paul Studio
Workplace MVP: Soumaya Khalifa, Khalifa Consulting
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Khalifa Consulting

Workplace MVP: Soumaya Khalifa, Khalifa Consulting

On this episode of Workplace MVP, Soumaya Khalifa, President of Khalifa Consulting, joined Jamie Gassmann to discuss diversity, equity, and inclusion at the leadership level. Noting that diversity is now a given when hiring, Soumaya elaborated on the qualities an effective leader must have to be an inclusive leader. She and Jamie went on to discuss what diversity is, the impact when it’s missing, how leaders can uncover their unconscious bias, a culture of belonging, and much more. Workplace MVP is underwritten and presented by R3 Continuum and produced by the Minneapolis-St.Paul Studio of Business RadioX®.

Khalifa Consulting

Khalifa Consulting provides Fortune 100 companies, non-profit organizations, and governmental institutions with wide-ranging expertise and practical solutions to cross-cultural operations in the Arab world and the US.

Our team of top-level Diversity and Inclusion experts offers training and coaching services including Understanding the Diversity and Cultures of Arab Americans, Intercultural Communication, Managing a Cross-Cultural Team, Cultural Competency for Law Enforcement, and Keys to Success as a Woman Executive in the Arab World.

▪ For international business clients, we offer the specific cultural tools and information needed to successfully conduct business in the Arab World, including how to work within global/virtual teams, and crafting culturally appropriate videos and other media messages.

▪ For domestic and international business clients, we offer training workshops and individualized coaching to support diversity, equity, and inclusion initiatives.

▪ For US-based clients, we offer guidance and technical assistance on how to provide reasonable accommodations for their Muslim employees, by auditing current practices, making recommendations, and suggesting inclusive ways to support a positive work environment.

▪ For clients planning relocations to or from the Arab World, we offer general and specific direction for personal and family adjustment, practical shortcuts for managing new systems, and how-tos for everyday life.

▪ For our executive coaching clients, Khalifa Consulting offers personalized, ongoing, one-on-one high-level coaching to increase motivation, improve business skills and create work-life balance leading to thriving businesses and families.

Company website | LinkedIn | Facebook | Twitter

Soumaya Khalifa, President, Khalifa Consulting

Soumaya Khalifa, President, Khalifa Consulting

Soumaya Khalifa is the president of Khalifa Consulting, an Atlanta-based consulting firm specializing in intercultural coaching, consulting, and training. She is also an executive coach and teaches at Emory University Continuing education courses on Human Resources Management, Diversity, Equity and Inclusion, and Women in Leadership.

Soumaya is passionate about her work to build bridges of understanding and help leaders and organizations positively impact their employees and their bottom line.

 

LinkedIn

About Workplace MVP

Every day, around the world, organizations of all sizes face disruptive events and situations. Within those workplaces are everyday heroes in human resources, risk management, security, business continuity, and the C-suite. They don’t call themselves heroes though. On the contrary, they simply show up every day, laboring for the well-being of employees in their care, readying the workplace for and planning responses to disruption. This show, Workplace MVP, confers on these heroes the designation they deserve, Workplace MVP (Most Valuable Professionals), and gives them the forum to tell their story. As you hear their experiences, you will learn first-hand, real-life approaches to readying the workplace, responses to crisis situations, and overcoming challenges of disruption. Visit our show archive here.

Workplace MVP Host Jamie Gassmann

Jamie Gassmann, Host, “Workplace MVP”

In addition to serving as the host to the Workplace MVP podcast, Jamie Gassmann is the Director of Marketing at R3 Continuum (R3c). Collectively, she has more than fourteen years of marketing experience. Across her tenure, she has experience working in and with various industries including banking, real estate, retail, crisis management, insurance, business continuity, and more. She holds a Bachelor of Science Degree in Mass Communications with special interest in Advertising and Public Relations and a Master of Business Administration from Paseka School of Business, Minnesota State University.

TRANSCRIPT

Intro: [00:00:04] Broadcasting from the Business RadioX Studios, it’s time for Workplace MVP. Workplace MVP is brought to you by R3 Continuum, a global leader in workplace behavioral health and security solutions. Now, here’s your host, Jamie Gassman.

Jamie Gassmann: [00:00:25] Hi, everyone. Your host, Jamie Gassmann, here, and welcome to this episode of Workplace MVP. Diversity and inclusion is an area of focus for many senior leaders and H.R. executives. A great number of workplaces are re-examining their organization’s approach to ensuring diversity and inclusion and looking for how they can improve, build or implement new initiatives for their work environments. There are a lot of ways employers can take to building their diversity and inclusion program. But to aid in their ability to ensure their program is effective and successful, their efforts need to start at the top where they’re leaders embodying what is called inclusive leadership.

Jamie Gassmann: [00:01:08] As an inclusive leader, you are aware of your own biases and you are actively seeking out and considering different perspectives to inform your decision making and collaboration with others. These leaders are committed to ensuring all team members are treated equitably, feel a sense of belonging and value, and have the resources and support they need to achieve their full potential. How does an organization ensure they have inclusive leaders or how do their leaders learn to be inclusive if not already? Where does this fall within the process of establishing or reinventing an organization’s diversity and inclusion program?

Jamie Gassmann: [00:01:47] Well, joining us today to share her expertise and recommendations for workplaces looking to incorporate or reinvent their diversity and inclusion programs is workplace MVP and President and CEO of Khalifa Consulting, Soumaya Khalifa. Welcome to the show, Soumaya.

Soumaya Khalifa: [00:02:03] Thank you. It’s so wonderful to be with you today.

Jamie Gassmann: [00:02:07] Oh, we’re really happy to have you. So, I’d like to start out with you sharing with me your journey to becoming the President and CEO of Khalifa Consulting.

Soumaya Khalifa: [00:02:16] That is an incredible question. It has been a long road and it also has been a very unconventional journey. I earned my B.S. degree in Chemistry of all things and decided that I wanted to do something with people and not in labs. So, what I did is I pursued my MBA in human resources, worked in Corporate America for many years in the H.R. field, which I truly loved. Towards the end of that career in Corporate America, I was involved in a lot of diversity and inclusion work as well as organizational effectiveness, and it’s really amazing that the two really kind of complement each other. When I went out on my own, I wanted to bring all of my journey, all of my experiences to my clients. And so, that’s when I founded Khalifa Consulting, and it’s been about 12, 13 years now.

Jamie Gassmann: [00:03:01] Wow. So, talk to me a little bit about some of the work and the business that you do with Khalifa Consulting and helping your clients.

Soumaya Khalifa: [00:03:09] Khalifa Consulting is a boutique firm with a network of consultants covering the world. We specialize in executive coaching, intercultural and DEI training and consulting. I have a special interest in women and leadership and how to bring religion or faith into the DEI framework. We cater to large and mid-sized organizations and in the intercultural and DEI work, and also we do executive coaching for all sizes of organizations.

Jamie Gassmann: [00:03:41] Great. So, this topic we’re talking about is very near and dear to your heart. Share with me your opinion about workplaces having a diversity and inclusion program. Should they – is it – what’s the level of importance in making sure that they have something built-in?

Soumaya Khalifa: [00:03:59] Well, you know, diversity is a given because our population right here in the US has been diversifying over the last couple of decades. So, it is a given. If we are, as employers, looking for the best talent that there is out there, we will get diverse talent. Now, the real issue is how do we make our workplaces inviting enough for that talent, that top talent, to want to join us, but not only in joining us but to stay with us. So, inclusion needs to be very intentional. What does an employer have to do to attract and retain the talent that’s out there?

Soumaya Khalifa: [00:04:39] And, you know, it’s not only about talent. But if we have that talent, we are able to get into new markets. Because when we go into new markets, we have to understand them. And if we do have representation from them, that gives us an advantage, a competitive advantage to reach people in different markets. And, diversity is being invited to a party, and inclusion is being able to dance up the party. So, that’s the framework. So, diversity is a given, but what do we do with it in organization is the act and that is inclusion.

Jamie Gassmann: [00:05:19] Yeah. It’s such a great analogy. I’ve never heard it referred to that way, but it gives some context to how those two play together, basically. So, looking at that term inclusive, inclusive leader, you know, can you share from your expertise what that means? I know I gave a little brief definition of it at the beginning, but can you share from your perspective what that means?

Soumaya Khalifa: [00:05:43] Sure. In my opinion, an effective leader by default is an inclusive leader. And if we are to look at some of the characteristics of an inclusive leader, they have to have commitment to cultivate a diverse and inclusive workforce, and that takes really time and energy from them. And they have to believe in the business case for diversity and inclusion and how that is driving or will drive or will impact on the mission and vision of their organization.

Soumaya Khalifa: [00:05:43] They need to have courage. They need to have courage and not be afraid to challenge organizational attitudes and practices that yield homogeneity, even if their recommendations are politically or culturally unpopular within their organization. You know, they have to be very careful there.

Soumaya Khalifa: [00:06:34] They need to also display humility by acknowledging their own personal limitations and seeking contributions from others to overcome that. Some leaders, you know, as we all know, find it difficult to admit that they don’t have all the answers. So if they are, if they do have humility and reach out to others, that makes them better leaders. They need to be able to recognize that they have biases. We all do this. It’s just human nature. They need to work on identifying what their own biases are and learn ways to prevent them from influencing their talent decisions.

Soumaya Khalifa: [00:07:14] They want to also look at their policies, processes and structures to see if there are organizational biases that are undermining diversity and inclusion in their organization.

Soumaya Khalifa: [00:07:27] They have to be curious. They have to have an open mind and a passion for learning and a desire for their own exposure to different ideas. And, they have to also be culturally intelligent. By that, I mean that they have to be aware of their cultural preferences. When they are on autopilot, how do they act? What do they go to? But they also need to learn about the cultures of people that they work with, their team, their colleagues, and be able to identify if there are gaps and how can they bridge those gaps to be able to leverage the best from all their team members.

Soumaya Khalifa: [00:08:13] An inclusive leader needs to also be collaborative. They have to understand that collaboration is important for the success of their teams. And for them to be collaborative, they have to create a psychologically safe environment in which all individuals feel that they are empowered to express their opinions in the group. So, these are just some of the characteristics of an inclusive and, in my opinion, an effective leader.

Jamie Gassmann: [00:08:45] Great. And now, looking at those biases and thinking about diversity, just real quick, can you share with us when we hear the term diversity. I feel sometimes that can show up differently with different individuals. From your perspective, when you hear the term diversity, what does that include? What does that mean?

Jamie Gassmann: [00:09:07] Sure. Diversity, in my opinion, is everything that makes us different but also everything that makes us the same. So, a lot of organizations focus on race and on gender. And, within the US framework, that’s usually what is focused in on. But there are so many different layers of diversity that we need to look into if we are telling people bring your whole professional self to work in terms of, for instance, sexual orientation, in terms of religion, and many other different layers of diversity.

Soumaya Khalifa: [00:09:51] People on the outside might look the same, but when we start peeling off the different layers, there are differences amongst them. So, we need to treat diversity in the broadest sense. And, what’s really interesting is diversity, we need to look at the history of the nation that we’re looking at diversity at. We need to look at the social construct in it and many other things.

Soumaya Khalifa: [00:10:15] I was working with a client who works for a French company, and the French company’s diversity and inclusion philosophy is getting more women in and bringing more non-French people into their boards and into their leadership. So, that is how they define it in a French company. In a US company, that is defined a little bit differently. There’s more emphasis on race and on gender, of course.

Jamie Gassmann: [00:10:45] Interesting. So, looking at that inclusive leadership and looking at that work environment, why is it so important that you have inclusive leadership within that work environment? What are the consequences if you don’t? Or the impact?

Soumaya Khalifa: [00:11:00] The impact there is really huge. And some of it is a direct impact and some is an indirect impact. If the workplace is not inclusive, where employees don’t feel like they belong, if it is a hostile work environment, it’s not a friendly work environment, then the implications can be very enormous, anywhere from a turnover rate where people are not – don’t want to stay with the company or the organization. People can get depressed. The medical cost of the organization that they pick up on productivity goes down. People call out sick more often. Just a lot of negative consequences if we don’t have an inclusive environment in our workplaces.

Soumaya Khalifa: [00:11:55] I don’t feel like I belong. If I don’t feel like I belong and I could be myself, I don’t want to be there. I want to find somewhere else to go. And, I think with COVID-19 and if leaders were not intentional in diversity and inclusion because we went into more online and it was more difficult to provide that culture of inclusivity when we are online. So, leaders have to be even more intentional and organizations have to be more intentional to bring that inclusiveness culture into the workplace.

Jamie Gassmann: [00:12:31] Yeah. Interesting. I could imagine with the great resignation, if you will, if maybe some of that realization was coming through for some of those employees. Do you think that that had some contribution to it once they moved into this kind of remote work environment, feeling a little bit more isolated than before?

Soumaya Khalifa: [00:12:50] I do believe so. I do believe so. All our worlds really turned upside down. We did not think that we could work from home as much as we did, and we adapted to it. Everybody had an opportunity to pivot. And, as employees, they looked at their priorities and what’s important to them and decided is this the right organization for me to stay in, or do I look for something else where I’m happier? Because happiness is really important for individuals now.

Jamie Gassmann: [00:13:24] Yeah. Absolutely. And so, looking at a leader in a work environment, you know, how do they identify the biases that they have? How do they know they’ve got them? Like, what are some ways that they can help themselves to maybe identify ones that they might have that they weren’t even aware of? So, just we’d like to get some of your thoughts around that.

Soumaya Khalifa: [00:13:47] Well, thank you so much for the question. We all have biases and we have unconscious bias, whether – and they’re called unconscious because we don’t know about them and they could be really detrimental for us. If we don’t know about them, we can’t do anything about them.

Soumaya Khalifa: [00:14:02] So, your question of how do we find out. Well, there are so many different ways to find out. One quick way of doing it is for the individual leader to look at their circle of friends. Do they all look like them? Look at who they’re hiring. Do they all look like them? This is similar to me impact. And, you know, so that is looking in the mirror and seeing what world have I created around me.

Soumaya Khalifa: [00:14:33] I was involved with Leadership Atlanta and I went through that many years ago. And one of the things that came out of it is that we were challenged to look at our circle of friends. And many people from our class decided that, hey, I golf with all white guys or all black guys or whatever the race and gender happened to be. And they made a conscious decision that I need to diversify my circle of friends, circle of people that I go out with, circle people that I golf with, and that impacted them.

Soumaya Khalifa: [00:15:15] Now, another way to find out about our own cultural biases or unconscious biases, I’m sorry, is to ask a colleague or confidant. That would be a very sensitive conversation. But there needs to be a very high level of trust there.

Soumaya Khalifa: [00:15:32] There’s another way too and that is, there’s an online tool that is developed – that has been developed by Harvard University, and that’s an instrument to identify unconscious bias. And it’s free and it’s online. And, if one types implicit Harvard edu, then they will take that, take it to that website. And it’s really an amazing one. If you want to look at race or gender or religion or what have you, there are many different instruments there for people to identify what unconscious bias they might be playing.

Jamie Gassmann: [00:16:09] So, you kind of identified a couple of approaches that they can take by looking at their group of peers or that they’re spending a lot of their extra time with and look, you know, re-evaluating and identifying ways to kind of diversify that. But what are some other ways that they could overcome their bias, their unconscious bias, or even biases they know that they have and relearn a thinking, you know, that likely has been instilled in them from a really young age, because I think some of our biases that we have comes from how we grew up or how we, you know, life events that we’ve experienced. And so, how can one kind of relearn, if you will, how to look at people differently or how to kind of be more diverse or more inclusive?

Soumaya Khalifa: [00:17:00] Yeah. That is such a great question. And, you know, we pick up our unconscious biases as children at the dinner table, what is said at the dinner table. So, parents and grown-ups and leaders, we need to be watching what is said at the dinner table because the younger generations are picking up on the biases that we already have, spoken and unspoken. So, we don’t have to say much of anything and that’s picked up. Kids are very, very smart.

Soumaya Khalifa: [00:17:30] So, in terms of how do we get over that, I know that a client, he worked with very diverse background people. And one of the stories that he shared is they were talking about we don’t have, you know, we only have one Jewish person in the group. And to him, he looked and he said, “Who’s that?” And that Jewish person was somebody that he became friends with and he no longer saw him as Jewish. He was just Ed.

Soumaya Khalifa: [00:18:11] And so, that is how we can work around unconscious biases. First of all, identifying what unconscious bias we might have, and then be intentional in terms of expanding our experiences so that we have meaningful interactions with people from whatever background that we have the unconscious bias on. And then, when we see people as individuals, the stereotypes or the assumptions we have based on the group kind of falls out the way. And that is a very effective way to overcome our unconscious biases. But, again, it takes awareness. It takes intentionality, and it also takes a strong will of wanting to do it.

Jamie Gassmann: [00:18:56] Great. Great, great advice there. Because I imagine there’s people who are like, I don’t want to be seen as that person that’s not inclusive because they might feel internally that they are and maybe aren’t aware of what they can’t see. So, very interesting.

Soumaya Khalifa: [00:19:11] And, you know, more on that because that is a very important subject to think about. Again, unconscious, it’s not seen, it’s not felt. But knowing that the biases show up when we are in an ambiguous situation, such as if we don’t know about a person and we meet them, and all of a sudden we go to our stereotypes. So, we want to be able to minimize ambiguous situations. We you want to learn about all the situations we get into so we won’t be surprised. We won’t be able to surprise ourselves in a negative way when snap decisions need to be made right away, our hardwired stereotypes pop up. So, taking time to make decisions. And usually, it’s recommended that leaders make decisions early in the day when they have had a good night’s sleep and they’re less likely to make mental shortcuts.

Soumaya Khalifa: [00:20:09] And, you know, being able to push back against default assumptions when we put a stereotype in our mind that’s hardwired, you know, and I’m a short person. I love to give that example. If our stereotype in our mind is that short people are not very smart and we see a short person, then the way the stereotype works is that they are not very smart. And if that happens, if that person happens to be smart, then we push back through those stereotypes. Well, well, they’re the exception. They’re not really the rule.

Soumaya Khalifa: [00:20:44] So, we need, again, self-awareness to get over that. And then, being able to learn, learn and meet new people, be challenged and challenge our stereotypes and prejudices if they have gotten to that level.

Jamie Gassmann: [00:21:06] Yeah. Ask questions get to know people. Yeah. Be open to that. That’s kind of the approach that I like to take because I just love to hear people’s stories. So, which is why this show is so great because I get to hear so many leaders’ stories and expertise.

Jamie Gassmann: [00:21:19] So, real quick, we’re going to take a break and listen from our sponsor. So, Workplace MVP is sponsored by R3 Continuum. R3 Continuum is a global leader in empowering leaders to effectively support and help their employees thrive during disruptive times. Through their tailored workplace behavioral health support, disruption response and recovery, and violence mitigation solutions, they can help you create a work environment where your employees can feel psychologically and physically safe. To learn more, visit our r3c.com today.

Jamie Gassmann: [00:21:53] So, you mentioned in our previous conversation the importance of creating a culture of belonging within that work environment. Can you help kind of describe for our listeners what does a culture belonging look and feel like?

Soumaya Khalifa: [00:22:09] Sure. Belonging is a sense one gets that they are a valued member of an organization. They feel a sense of purpose. A sense of belonging brings meaning into our lives and all the circles. I mean, let’s face it, we spend more time at work than we spend with our family. And if we feel good about ourselves, good about the organizations that we work for, just think about how that’s going to impact us individually, as employees, as leaders, but also the organization.

Soumaya Khalifa: [00:22:44] So, there was a survey done in 2019 by an organization called BetterUp, and they found that workplace belonging can lead to a 56% increase in job performance. It can also lead to a 50% reduction in employee turnover. Workplace belonging can lead to 75% decrease in employee sick days. So, those numbers really give us the business case for why having a culture of belonging is very important. It adds to the bottom line.

Jamie Gassmann: [00:23:19] Wow. Sounds like – I mean, those are great statistics to show, you know, just by creating that environment that people want to be at and be a part of. Fantastic. So, looking at that, there was something when we talked before that really resonated with me in regards to religion and the symbolism around religion and certain holidays that are celebrated. And you and I were kind of discussing, in particular, the Christmas or Hanukkah and kind of that a lot of leaders have taken the approach of this broad messaging of happy holidays, and then removing certain symbolism like Christmas trees. And you talked about how not all your employees really want you to take that down, even if they don’t celebrate it.

Jamie Gassmann: [00:24:06] And so, the question I have is, you know, by taking and removing some of those symbolism, does it help to create that culture belonging, or what are some of your thoughts around how they can really handle those holiday seasons, you know, in an appropriate approach that allows all employees to feel like they belong and that their holidays are being celebrated.

Soumaya Khalifa: [00:24:32] I love that question. I super love that question. I am not in favor of somebody saying happy holidays. First of all, I am a Muslim. And, most of the time I don’t have a holiday around Christmas. And, for somebody to say happy holidays, it really doesn’t resonate with me. And that’s not only for Muslims, but you have Buddhists and you have Hindus, etc., who do not have a holiday around the holiday season.

Soumaya Khalifa: [00:25:02] I am not in favor of taking down the Christmas tree, but I am in favor of having an inclusive work environment that acknowledges and celebrates the religious holidays and traditions that are represented in the workforce. So, if we do have Jewish members, then Hanukkah, Passover, needs to be acknowledged. Holly, Ash Wednesday, Ramadan, and the list goes on. I want to be – I want to feel like I’m validated. By just saying happy holiday, I think it’s just a brush over and it alienates the Christians and it does not bring anybody into the fold.

Soumaya Khalifa: [00:25:44] But we want to be intentional. Again, we want to be knowing who’s in our workforce and what matters to them. If we have a calendar, let’s put it on there that Ramadan starts April 2nd. Ash Wednesdays on that date. Hanukkah is on that date. So, bring all those holidays, acknowledged people, validate people, and they feel like, hey, my workplace cares about me enough to wish me a Ramadan Mubarak or Happy Hanukkah or whatever the holidays.

Jamie Gassmann: [00:26:16] Yeah. Well, even to allow other employees to understand how each of those faiths practice their various holidays and what the symbolism and meanings are behind what they’re practicing so that people can learn.

Soumaya Khalifa: [00:26:30] Yes. And that’s the intention behind that. Because if I know – if I am – we have something called the iceberg. And the iceberg is where we say that what’s visible is what people see. But what’s below the waterline is what drives the visible attributes that we see.

Soumaya Khalifa: [00:26:50] So, if people know that my colleague’s religion is Muslim and when he takes or she takes a longer lunch hour on Friday, it’s because they have to go to prayer, or they’re not eating from April 2nd to May 2nd lunch and they leave early and we know it’s Ramadan. What is Ramadan like? What is Hanukkah like? What is the Passover and High Holy Days are like? Then, we get to know people at a deeper level and that goes hand-in-hand with belonging. I am accepted for who I am. I’m celebrated for who I am, and I am appreciated for who I am. And I don’t have to fit a mold to be able to be a validated person.

Jamie Gassmann: [00:27:40] Yeah. I love that. So, looking at that and looking at that validation of a person because obviously, you know, not feeling like you belong, not feeling validated can start to really impact somebody’s mental health and obviously ultimately their productivity. So, how does a workplace that’s not culturally belonging in your opinion, what do you see as the impact on that mental health and productivity of its employees?

Soumaya Khalifa: [00:28:08] There’s been a lot of research about that. And the outcome says – it was a 20-year research project. And it said that there’s increased depression of the employees, substance abuse, and health issues that kind of manifest themselves because of the stress and the pressure that they feel in that particular workplace. And, we know we’ve heard about people being disgruntled. We’ve heard people possibly committing suicide. We’ve heard people going postal. If the situation really gets out of hand and there’s a mental issue there, an employee could go back to the workplace and do horrific things, do it. So, it does have very negative implications.

Soumaya Khalifa: [00:29:00] But, you know, we’re talking about the employee and their mental health, which is really important. But the research also shows that the organizations are suffering as well. So, they’re suffering from decreased productivity, lower levels of employee commitment, increased turnover, and that doesn’t take into account the higher medical insurance premiums that the employer will be paying, the use of the employee assistance programs. So, it’s negative for all concerned, both the employees, leaders and the organization.

Jamie Gassmann: [00:29:38] Yeah. Absolutely. You know, it’s like when you want to bring your whole self to work because you’re passionate about the work that the company is doing, but yet you don’t feel like your whole self can be at work. You know, you want to – it’s like when you’re at work, it gets like you’re home away from home is kind of how I call it when you’re in the office because you spend so much of your day there. You want to feel like you’re welcome just like you are within your own home. So, I could see where that could have a huge impact on those individuals.

Soumaya Khalifa: [00:30:04] Absolutely.

Jamie Gassmann: [00:30:07] So, looking at cultural differences you shared previously that there are cultures that are relationship-oriented and then there’s cultures like the US that are very task-oriented. So, within our workplaces becoming more and more diverse, how does this show up? How does a leader strike that balance between allowing people to really congregate and socialize, you know, at the water cooler, if you will, when we get, you know, get that opportunity back to those days to really that task-oriented? How do they strike that balance?

Soumaya Khalifa: [00:30:39] Yeah. So, I want to share that I ran into a website that is a Ramsey County Minnesota website. And what struck me is that that website has been translated into languages that I had never heard of before. I mean, Somali, Hmood, Oromo, and Kara. All right. I had to Google each one of those languages to see where they’re spoken. So, this is not a hypothetical question. This is a true question that we need to be thinking about is we have people represented from all over the world working right here. Different cultures have different orientations. You mentioned that task-oriented cultures and the relationship-oriented cultures and they are on a spectrum.

Soumaya Khalifa: [00:31:36] So, the task-oriented culture is let’s get to work. We have a project to do. Let’s get down to what’s going to be done. What is it going to be done? Who’s going to be responsible? Where are the deliverables? And, relationships are really a second or third item that people will think about. Let’s just get the job done.

Soumaya Khalifa: [00:31:55] Now, the cultures that are relationship cultures and all those languages that I just named off, they are relationship cultures, which means that before I start doing work with you, I want to get to know you. I want to get to know about your family. I want to get to know where you went to school. What do you like to eat? Let’s go out to lunch together. Right?

Soumaya Khalifa: [00:32:15] So, if we have people who are on the opposite spectrums of that task orientation or relationship and we want them to work together, we need to be very, again, intentional. That word is very important for understanding who do we have in our teams. Come up with the team norms, identify what is a hybrid culture that will work for both the task-oriented people and the relationship-oriented people.

Soumaya Khalifa: [00:32:44] The task-oriented people, just an FYI, will look at the relationship people and say, “Gosh, they waste so much time. Why do they need to do all this small talk and drink tea or coffee? Let’s just get down to business.” The relationship people will look at the task people and say, “Oh, they’re just so rude and abrupt. They don’t even say hello and drink coffee with me.” So, that can be a real issue in terms of breakdown and communication. So, as leaders, we need to know who is on our team and how do we create a culture that would be understood and accepted by both.

Soumaya Khalifa: [00:33:20] When we look at a lot of data and research and looking at a homogeneous team versus a multicultural team and looking at when they are at their best and when they are very well managed, the multicultural team way outperforms the homogeneous team. So, it is a gift to have the diversity, but we have to manage it well to be able to leverage the results that we want to be able to achieve.

Jamie Gassmann: [00:33:55] Yeah. I find that there’s so much value in being able to build up some of those relationships. Even as a leader, you get to know people so differently. If you’re only focused on the day-to-day task, you’re not taking that time to get to know the people you’re working with. And so, when you think of that culture of belonging, it makes me think there’s benefit in trying to bring them closer to a balancing act. What are your thoughts around that and like how it contributes to that culture of belonging?

Soumaya Khalifa: [00:34:26] Yeah. One thing that I want to mention here is we are in a business to do business. So, let’s not lose sight of that. Right?

Jamie Gassmann: [00:34:35] Right.

Soumaya Khalifa: [00:34:35] And doing DEI is a very strong business case to do our business better. So, I don’t want us to just talk about DEI and not forget the bigger picture. We are doing DEI because of the bigger picture and we have to keep that very clear in front of our eyes. We are here to further and achieve the mission and vision of our organizations, and I’m a firm believer that DEI will help us achieve that.

Soumaya Khalifa: [00:35:04] So, let me give you an example and we touched upon that just a little bit earlier when we include religion and the DEI conversation. All right. We want to be able to leverage the organizational values and how they are very much aligned with our employee values. And they’re probably aligned in their religious beliefs values. So, when we say bring your religion into work, it does not mean that, hey, let’s bring everybody together and let’s argue about which faith tradition is the right tradition that’s going to get us to heaven or what have you. But it is to understand what’s below the waterline for our employees is to get to know them. It’s to be able to celebrate them, make them feel like they’re validated. So here is the way, as an example with DEI, when we bring faith tradition into work, the parameters that we need to build around it. There shouldn’t be a discussion about or proselytizing or what have you, but it’s about the person, about my teammate, about my leader, about everybody matters. And that part of them, which in many situations is a big part of who they are.

Jamie Gassmann: [00:36:25] Yeah. Absolutely. And there definitely is that you still have a business to run. So, I love that you brought that up and, you know, sharing that you’re focusing on the business needs while also focusing on your employee needs. So, how do you know when you’ve got it right? Like, is there a way for them to measure that? I mean, is it employee surveying? Is it pulling? Like, what can a leader do to know they’re striking that right balance and that right chord within that organization?

Soumaya Khalifa: [00:36:52] Well, yeah. Employee surveys are definitely something that many organizations look at and, you know, they’re done anonymously so people feel comfortable giving their true, honest opinions about the culture of the organization, about whether the culture has moved the needle to belonging or not.

Soumaya Khalifa: [00:37:15] There is something called the stay interview, like the exit interview but for people who do stay in the company, to get a read on how others perceive in the company. There are employee exit interviews, of course, but hopefully, we don’t get there. But if we do, then we want to understand why people left.

Soumaya Khalifa: [00:37:36] And one of my favorites is a very simple thing, and it’s just sitting down and speaking with employees and team members about how things are going. We look at performance management. A lot of organizations do at least that it’s done once a year, but we do ourselves a disservice when we do that. Managers and leaders need to have frequent check-ins with their employees to see how they’re doing, and hopefully, they have created a relationship with their employees where they’re open enough to share with them how things are going for them.

Soumaya Khalifa: [00:38:12] A leader should not wait very, very long time to have that conversation, but the more frequent the conversations are, the better off it is. So, it’s not rocket science. It’s communication, it’s caring, and it’s letting the employees know that there is a positive psychology within the organization and they can speak their mind.

Jamie Gassmann: [00:38:36] Yeah. Awesome. So, the leader is looking to evaluate, build or reinvent their diversity and inclusion program within their organization. What is your advice for how they should prioritize this initiative and where should they start?

Soumaya Khalifa: [00:38:51] Well, a couple of thoughts here is they need to be very clear on why they want to do that. They need to understand the business case for it. If an organization is doing DEI just to check the box, they need to rethink that. I believe that when just checking the box is done, it has very negative repercussions on the organization. And they can hire an outside consultant to assess the organization in terms of where they’re at with their DEI and collaborate.

Soumaya Khalifa: [00:39:30] If somebody brings in a consultant, it needs to be a collaboration. It’s not, “Here, consultant, take this. Let me know what I need to do.” It needs to be a collaboration. It needs to be a commitment of time and energy and resources and to understand that DEI is really a journey and not a destination. We don’t get there. It’s always work in progress. So, a lot of times people want to say, “Okay, we’ve arrived.” There’s no such thing. It’s always work in progress.

Jamie Gassmann: [00:40:02] Great. Well, I know I personally have learned a lot from you, and I so appreciate you being here on our episode. But if we have guests that want to hear more from you, or to get a hold of you, how can they do that?

Soumaya Khalifa: [00:40:17] I am on LinkedIn, Soumaya Khalifa. Our website is khalifa.consulting. So, K-H-A-L-I-F-A, dot consulting. Send us a message at info@khalifa.consulting, or call at 678-523-5080. I would love and appreciate hearing from you.

Jamie Gassmann: [00:40:40] Yeah. Wonderful. Well, thank you again so much for being on the show, Soumaya. It’s been such a great conversation. I truly appreciate you and all the work that you do.

Soumaya Khalifa: [00:40:48] Thank you so much. What a pleasure and honor to be with you.

Jamie Gassmann: [00:40:52] And we also want to thank our show sponsor, R3 Continuum, for supporting the Workplace MVP podcast. And to our listeners, thank you for tuning in. If you’ve not already done so, make sure to subscribe so you get our most recent episodes and other resources. You can also follow our show on LinkedIn, Facebook, and Twitter at Workplace MVP. If you are a workplace MVP or you know someone who is, we want to hear from you. Email us at info@workplace-mvp.com. Thank you all for joining us today and have a great rest of your day.

 

Tagged With: belonging, DEI, diversity, equity, executive coaching, inclusion, Jamie Gassmann, Khalifa Consulting, R3 Continuum, sense of belonging, Soumaya Khalifa, Workplace MVP

Amy Williams With Good-Loop

March 23, 2022 by Jacob Lapera

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

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

Connect with Amy on LinkedIn.

TRANSCRIPT

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Tagged With: Amy Williams, Good-Loop

Spark Stories Episode 11

March 21, 2022 by Jacob Lapera

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

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

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

This transcript is machine transcribed by Sonix

TRANSCRIPT

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Kristen Madison: [00:33:38] You swimming?

Dr. Clarissa J. Sparks: [00:33:38] Just got to keep swimming and you’ll get there.

Kristen Madison: [00:33:41] You will get there. And you mentioned the name. The name Dory. Dory Tuggle was one of my biggest mentors when I worked at when I worked in corporate. And those people who want to see when are out there, you may not recognize them on a daily basis, but they’ve been there all along wanting to see you win. So mentors are are great advice givers.

Dr. Clarissa J. Sparks: [00:34:03] Yeah. Again, that’s about building your own support system through mentorship, through education, through, you know, just again, creating those needs and those boundaries that are going to keep you on the journey.

Kristen Madison: [00:34:18] Yeah. And going back to what you said earlier about corporate and how to, you know, what to do as far as research for landing in your small business, it is just important to get you to move into your small business. But how you leave your corporate job also is important. So there are mentors that you work with now who can help you make that exit, who can give you advice on, Oh, maybe you shouldn’t leave now. Finish that big project first. Right? It’ll help your resume look even better when you leave. So the exit. The exit of your corporate job tactfully is important.

Dr. Clarissa J. Sparks: [00:34:52] Thank you. That is a great reminder, again, for those who are, you know, either. Thinking of wanting to leave their corporate and to jump or leap into entrepreneurship again, establishing and maintaining the relationships that you’ve built in the corporate world, because they do follow you over into the world of entrepreneurship.

Kristen Madison: [00:35:16] They do. I have called on several mentors since I’ve left. They’ve helped me execute projects. They’ve given me business leads. And so mentorship, I believe, is lifelong. And you’ve got to you’ve got to get the right ones and pick the right one to, you know, who drive with you, so to speak. But you can’t do it alone.

Dr. Clarissa J. Sparks: [00:35:34] You can’t do it alone. For those who are listening, how would you. What advice would you give them to selecting a good mentor?

Kristen Madison: [00:35:43] So if you’re if you’re sitting in your corporate job right now, a possible mentor for you, is that that peer or that leader above you or maybe even a different department that you’ve always admired and respected from afar because of how they move and how they operate. And and that person also may be the person that gives you that advice that you need that you may have forgotten. But if you look back, they’ve given you advice all along. They want to see you win, too. So if you sit and just become quiet about who those people are in your business, that’s your mentor. And and, you know, that’s the person that you might want to approach. Now, I will say that when you do approach them and when they say, yes, it is your responsibility to to maintain the relationship. My mentors don’t call me, I call them. And so you’ve got to be prepared to maintain it.

Dr. Clarissa J. Sparks: [00:36:32] Very good. Very good. Lastly, Kristen, how can we continue to follow you on your journey? Where are you in the World Wide Web?

Kristen Madison: [00:36:43] Thank you. So my website is Madison coaching collaborative dot com and you can find me on Facebook and Instagram at Madison Coach Collab.

Dr. Clarissa J. Sparks: [00:36:54] Very good. So thank you for sharing who you are, what you do, and why your brand matters. Listeners, please remember to support women entrepreneurs. We just really want to give our hats off today for Kristen for sharing her experience. So go out to social media, tag a woman, small business owner, and express your support on her social media platform. Again, I want everyone to create a great day. Thank you for listening to Own It, one of our new series on Spark Stories here at Atlanta Business Radio. Have a great Saturday.

Intro: [00:37:30] Thank you for listening to Spark Stories. If you’re looking for more help in gaining focus, come check out our website where you can find episode show notes, browse our archives and access free resources like worksheets, trainings, events and more. It’s all at WW sparks. Com.

 

About Your Host

sparkstories2022

Dr. Clarissa J. Sparks is a personal brand strategist, trainer, mentor, and investor for women entrepreneurs. She is the founder of She Sparks, a brand strategy design consultancy.

Using her ten-plus years of branding & marketing experience, Dr. Sparks has supported over 4,000 women entrepreneurs in gaining clarity on who they are, what they do, and how they can brand, market, and grow their businesses. Using her Brand Thinking™ Blueprint & Action Plan she gives entrepreneurs the resources and support they need to become the go-to expert in their industry.

Follow Dr. Clarissa Sparks on LinkedIn, Twitter, Instagram and Facebook.

Tagged With: Kristen Madison, The Madison Coaching Collaborative

Jud Waites With Waites Law Firm and Josh Nelson With Nelson Elder Care Law

March 21, 2022 by Jacob Lapera

Cherokee Business Radio
Cherokee Business Radio
Jud Waites With Waites Law Firm and Josh Nelson With Nelson Elder Care Law
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WaitesWhen life takes an unexpected turn for the worst, you need an attorney with experience and compassion to get you through those tough times. You will find those things at the Waites Law Firm. Jud Waites has been helping people since 1992.
Mr. Waites has always had a passion for justice and has developed a reputation for standing up for the rights of those who are treated unfairly by corporations, insurance companies, and even the government.
Mr. Waites attended college at Wake Forest University, where he was on the Dean’s List, a member of the Fellowship of Christian Athletes, and a defensive back on the varsity football team. He then attended law school at Mercer University, where he was on the Dean’s List. He has been a member of the State Bar of Georgia since 1992, and a member of the State Bar of Alabama since 1993. Mr. Waites is a member of Due West United Methodist Church. Mr. Waites is also a member of MENSA, a member of the Cherokee County Chamber of Commerce, and Vice President of the Blue Ridge Bar Association in Cherokee County.
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Nelson

Josh Nelson is an Attorney and Alliance Architect for Nelson Elder Care Law. He specializes in finance, banking, and insurance to compliment his specialty in elder law.

Josh is active in the community, building relationships with people and key businesses in the areas. He has developed strong alliances in the community to provide holistic solutions to our clients in order to secure their future and protect their loved ones.

He has a passion for protecting the assets of the people he serves through effective tax and financial strategies.

 

This transcript is machine transcribed by Sonix

TRANSCRIPT

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

Stone Payton: [00:00:23] Welcome to this very special edition of Cherokee Business Radio. It is time for our Trusted Advisor series, and today’s episode is brought to you in part by the Cherokee Business RadioX Community Partner Program. If you resonate with our mission and you are anywhere nearly as committed as we are to supporting and celebrating local business and community leaders here in Cherokee County, I hope you’ll consider becoming a community partner. If it’s an idea you’d like to pursue. Just shoot us a note at stone at Business RadioX dot com. All right. You guys are in for a real treat. Please join me in welcoming back to the Business RadioX microphone with Nelson Elder Care Law. Mr. Josh Nelson. How you been, man?

Josh Nelson: [00:01:10] Absolutely amazing. Thanks for having me back. Stone It’s always a pleasure to come down here and see you.

Stone Payton: [00:01:14] Yeah, we have a lot of fun in these conversations, so I can’t imagine anyone within the limits of Cherokee County not knowing Josh and not knowing about Nelson Elder care. But you know what? Let’s cover our bases, give them a little bit of an overview and a primer. I will say this, I was doing my extensive pre show research. As you know I am known for I love just right. As soon as you go to your website just front and center, protect the ones you love. I love a great job.

Josh Nelson: [00:01:42] You are too kind. But what we are is a law firm that specializes in helping people plan for their future and the future of their loved ones. We primarily work with people that are a little bit older, so generally 55 and up kind of our focus. And what we do is really walk everybody through not only what happens to you while you’re healthy and alive, but how that transitions to your spouse, your kids. Making sure that not only do you have a pretty binder on your shelf, but you have a plan that really works.

Stone Payton: [00:02:08] Marvelous. And you brought someone into with you today. Who did you bring with you?

Josh Nelson: [00:02:12] I did. I have a good friend and a fellow attorney here, Judd Waites, from the Waites law firm. He’s right here in Cherokee County, very active in the small business community. And what he brings to the table as far as knowledge on small business matters and also what we call civil litigation, is just mind blowing. So I wanted to bring him down here with us.

Stone Payton: [00:02:31] All right. Welcome, Judd. Weights, weights, law firm, delighted to have you. Now you are practicing law in a very different discipline than Josh and his team. Yes.

Jud Waites: [00:02:40] Yes. First of all, thank you, Josh, and thank you, Stone, for letting me join in today. I’m excited to be here. Yeah, I have a passion for fighting bullies, and that became a passion of mine when I was a kid growing up. I guess we all had those moments where we got bullied at some point in time, so it became my passion to help stop bullies because I like people and like people to be nice to each other. And I decided that that might be a good profession to get into. How can I make that a profession? So I became a trial lawyer where I can help make sure that fair results are obtained when there’s a dispute or disagreement, and I hope try to make sure that there’s some fairness to the to the end result. That’s the overview of why I became a trial lawyer so.

Stone Payton: [00:03:14] Well, let’s hear a little bit more about the back story. Did you like play lawyer while everybody else was playing cowboys and Indians, or was there a point in the development of another career that you took? A little, little different path?

Jud Waites: [00:03:24] Well, I’ve always been big into sports, and I was always fascinated with knowing the rules of the games so that I could try to get some kind of advantage that the other kids didn’t know about knowing the rules better than they did. So that became a fascination for laws as I got older. And so that kind of led into fed into my passion for making sure people treat each other nicely. And so it just became a natural pathway to law school for me.

Stone Payton: [00:03:46] So what are some kinds of cases or some types of challenges that your clients have that would give us a good window into what you what you do?

Jud Waites: [00:03:56] Yeah, I do three different areas of law. One of them is is very business oriented. But the other two areas first, I do a lot of work with personal injury and wrongful death cases, car wrecks. I’m a former motorcycle rider, so you’ll have a lot of motorcycle wrecks also. That’s a passion for mine. As a former former motorcyclist, slip and fall cases helping folks make sure they get compensated when someone else is negligent and causes them to be injured or, God forbid, lose the life of a loved one. A secondary I do a lot of work in is criminal defense, mostly misdemeanors, DUIs, traffic tickets, drug possessions, just making sure that they’re not punished unless the government proves their case, like the Constitution says they’re supposed to. And then the third area, which is very heavily involved in business, is contract and business disputes and can be anything between companies, individuals, employer employee non-compete agreements, collect and pass through accounts and this crazy real estate market. Now, I’m doing a lot of work for folks who have had a real estate purchase go south. And so they’re fighting over return of earnest money or they’re fighting to force the sale specific performance. So those are some examples of contract disputes that I handle.

Stone Payton: [00:05:01] So the name of the series is Trusted Advisor. I’d like to hone in on this idea of trust a little bit, and I’m going to ask both of you to maybe field some questions or participate in this part of the conversation. But I’ll start with you, Judd. It occurs to me that if I have some sort of problem in any of the areas that you describe, the level of trust. You must have to endear with a potential client. It must be incredible. How are you able to to engender that level of trust all the way from the sales and marketing communication all the way through to the early part of the relationship? What insight, if any, can you maybe offer on that front?

Jud Waites: [00:05:42] Yeah, it’s a great question.

Stone Payton: [00:05:43] In order for me, you know, I thought it was fantastic. It took me a minute to get it out, but I thought it was a marvelous question.

Jud Waites: [00:05:49] Well, for lawyers to do their job well, as Josh can attest, we have to know everything about you and your situation, which is why, you know, there’s attorney client privilege, right? It’s a statute that says what you tell your lawyer stays confidential. That way it increases the chances of the person actually being willing to share everything about the situation so that Josh can draft the proper estate documents for them, for example. And I can play in the proper trial strategy for them in my areas that I practice. So that trust is very important how you develop it. There’s really no magic formula for it. You just make sure you’re competent what you do. You make sure that you convey that to them when they come to you for advice. One thing that helps develop that trust faster is when someone’s referred to me by someone else that they know and they trust and that person knows me. And so by giving my name to to the person who needs some help, there’s already some built in trust there because they’ve been referred by someone that they trust as well. But having that trust is very important to not only put the client at ease, but also making sure that I do as good of a job for them as I can.

Stone Payton: [00:06:50] Yeah, I don’t think from my perspective, we can overstate how much gravity a referral in these situations means. If I’m already working with some some other professional advisor, or either just even someone I really know and trust well, and they say, Oh yeah, for that you need to talk to the judge, that that carries an incredible amount of weight. And I think sometimes those of us in the small business arena, sometimes we forget that.

Jud Waites: [00:07:15] But might well, you see, you know, people advertising for their businesses, which is which is fine and good and it should be done. And lawyers are not different. You see the billboards and the TV commercials and radio commercials, and that’s fine. But at the end of the day, when someone is needed in need of legal assistance, are they going to hire someone that they don’t know and that they have not heard about from someone else themselves that personally does know that person? Are they going to call the stranger behind the commercial or the billboard and hire someone that they’ve never met? So I always encourage folks, even when they call me and ask me for assistance, I always encourage them to contact other lawyers. Also, before you make a decision on who to hire. So you find someone that you feel comfortable with, whether it’s me or someone else, and they should do that regardless of who they get referred to, whether the personal reference or through a commercial, it’s important to make sure that you check out the options and find what’s best for you.

Stone Payton: [00:08:07] Wow. My my first instinct was to say that’s awfully gutsy. But then, as you’re saying that now, I trust you a little bit more just because you were willing to do that.

Jud Waites: [00:08:15] See, it’s working, isn’t it?

Stone Payton: [00:08:17] It is working. So, Josh and I expect there probably going to be some parallels in your answer, but how do you approach you and your team approach this whole this whole trust thing?

Josh Nelson: [00:08:26] I think we start with just the idea that nobody likes attorneys. Let’s just start from that base. Level.

Stone Payton: [00:08:33] For for my publishing team. That’s the caption. That’s the title of the episode.

Josh Nelson: [00:08:38] That’s the thumbnail right there. But just in general, our profession is thought of as scary. Most people, their first interaction is divorce, a DUI, some kind of tragic event. And so the way that we really build trust is by trying to knock down some of those barriers of intimidation that people have whenever they come and they think it’s going to be expensive, they think that they’re going to be talked down to. They think that we’re going to use words or laws that they don’t understand. And so what we do is always say, hey, no money down to get started with us. Let’s just sit down and talk, have a conversation, sort of like what we’re doing here and then talk to them in a way that you talk to a friend, explain principles to them that, yeah, they might be complicated, but how do we do that without using jargon or fancy words? A lot of lawyers want to puff themselves up and feel like the smartest guy in the room. And I think that goes to some of the distrust, because if you’re not communicating in a way that people understand, how are they going to make an educated decision? And so we want to allow people to make those decisions.

Josh Nelson: [00:09:43] We don’t really make decisions for people as lawyers if we’re doing it right. We want to make sure that people are making their own choices, their own decisions based on a complete picture of information. And so often, especially like in the small business owners world, whenever we Google something and we guess at it or whatever, we ask a friend of a friend, we just don’t know that that answer fits your situation. And then you don’t find out until a lot later that it’s wrong. I mean, we deal with so many people, unfortunately, on the probate side of things where they thought they had a plan in place and then it just wasn’t signed the right way or it didn’t have the right words in it. And it was. Your family’s thousands of bucks on the back side, whenever for a couple of hundred bucks and a conversation to start with. It could have just changed their whole legacy.

Stone Payton: [00:10:31] So this begins to sort of bump up against a conversation around the other aspect of the title advisor. There is some art and science and I suspect some best practices in how you provide advice, how you provide counsel, the way that you frame it, where you you create that that level of ease that that I think you’re apparently able to pull off.

Josh Nelson: [00:10:55] I think that’s why Judd’s not afraid to send his prospective clients to the competition first is because there’s a reason lawyers have the reputation they do. Unfortunately, it’s not always that advising. Sometimes it’s talking down to people. I mean, we have friends that do bankruptcy law that unfortunately look down on people that file bankruptcy. And it’s like, that’s crazy for that to be your calling and you to judge your client like that. A lot of times it’s medical stuff. A lot of times it’s just a bad hand of cards. But how do we go ahead and make sure that whenever people come in, they’re feeling like we’re on the same level and that they’re getting the truth and the confidence to make those right decisions.

Stone Payton: [00:11:35] So I’m sure you see a lot of patterns. What are some of the the gaps that you see over and over, even from maybe a couple comes in and they’ve got some version of some will or something written up or typed up or whatever. Are there some some gaps that you’re almost always know you’re going to see before you even walk into the conference room?

Josh Nelson: [00:11:54] Almost always the biggest thing we see is a lack of a plan, even in the presence of tools. So people think of an estate plan as a will or a power of attorney. I won’t throw anybody under the bus on your show here, but we just had a client that has a $5 million business come in. Two weeks ago, she had another attorney that gave her this big, beautiful, pretty binder full of legal stuff. And it wasn’t even signed right with the attorney, but not even that. It didn’t work with her business. It didn’t work with her finances. Her bank had never seen any of this paperwork. Her financial advisor have never seen any of this paperwork. And this is probably my pet peeve or the most common issue that I run into is people that thought they had a plan. And it was just a really poor plan because it doesn’t incorporate the people, the finances, it’s just paper in a book. And that’s probably the biggest issue we see.

Stone Payton: [00:12:55] Yeah. How about you? Do you do you see some of the same things over and over when alone your first initially beginning to get to know a client and then understand their situation? I don’t know. Misconceptions, myths, some holes that you just almost always are going to have to plug pretty early in those conversations.

Jud Waites: [00:13:11] Well, I guess focusing on the the business side of what I do with the contract disputes and all, I’ve been doing this this law thing for 30 years. This year, my 30th year.

Stone Payton: [00:13:19] Wow. You’ve held up well.

Jud Waites: [00:13:20] Well, well, you know, Flintstone vitamins are amazing, big proponent of Flintstone vitamins. But some of the things I see, I see a bunch of things, which is why they’re coming in to see me. But in contract disputes, it’s amazing to see how poorly drafted the contracts are upon which they’ve based this big, you know, financially huge deal or partnership or transaction. And yet they didn’t spend any time on having a contract drafted to cover all the possibilities of what could go wrong and how to address it if it does go wrong. I had a trial several years ago in Gwinnett County, where it was $1,000,000 lawsuit. My client was being sued for $1,000,000 in a business deal that went south, and it was short story. They were going into business together to basically try to sell to the country of Saudi Arabia, to be their representatives in front of the Olympic Committee and try to convince the Olympic Committee to award the Summer Games to Saudi Arabia some years down the road. So the plaintiff sued my client, the defendant. The plaintiff was the one who had the connections with Saudi Arabia. My client was one that had the money and access to the markets that could get the job done.

Jud Waites: [00:14:32] My client signed a check for $1 million to the plaintiff, his business partner, and they had a falling out. I had a disagreement about whether or not the plaintiff did what he was supposed to do in exchange for that $1 million to part of the sharing of the fees and all the deal went south. They did not get retained by Saudi Arabia, so the plaintiff tried to cash that check anyway, even though he had not done what he was supposed to have done to earn that $1 million. My client canceled stop payment on the check and a lawsuit ensued. We had a trial, so my client came in to see me and I said, Where’s the copy of the contract you guys are fighting over? He said, I don’t have it. I said, Well, does the plaintiff have it? He doesn’t have it either. We’ve lost it. I said, Did you have an attorney draft this for you? Said, No, we just scratched out some things on a piece of paper over dinner one night. Oh, mine. So, you know, and so my my catchphrase is you had a contract on a bar napkin, basically, is what we’re talking about here. So we had no no contract in writing to prove whose version of the events was correct, but.

Jud Waites: [00:15:31] The plaintiff had a copy of the check, so he had something in writing to show the jury. So we were very, very worried about. The only thing in writing that we know for sure is my guy was going to give him $1,000,000 if he did something. But we we did some good work preparing for the deposition of the plaintiff. And we took his deposition and asked him the tough questions. And we were able to get out of him during that deposition, his confirmation that, yes, I did do three things for that money. And then we were able to go back and show how he did not do those three things. And we got a verdict in favor of the defendant at that trial. But to answer the question, contracts that are poorly drafted or lost is a very common problem. And like Josh said a moment ago, if they had spent a few hundred dollars on the front end doing things properly, they could have saved themselves thousands of dollars later trying to resolve it. So I’m a big fan of the online forms that you can go buy for $25 because they’ll make me thousands of dollars. Later. When they have to go litigate over those poorly drafted contracts.

Stone Payton: [00:16:28] It reminds me of the I saw a billboard somewhere. I think it was here in town somewhere. We fix thousand dollar nose jobs or Something like that.

Josh Nelson: [00:16:36] There’s an overall Five Bells Ferry. There’s a break place that always puts up the sign right next to it. Just breaks that says we fix $99, break jobs directly across the street from the place that does $99 break jobs. And it just makes me chuckle every time I go.

Jud Waites: [00:16:51] By location, location, location.

Stone Payton: [00:16:54] So in some of these other disciplines, domains, I don’t know what the right word is, but there’s the personal injury stuff. Do you do in those cases? I’m operating under the impression that the answer is early or is better than later, but when should you reach out to get professional representation? But pretty quickly.

Jud Waites: [00:17:13] Yes, absolutely. When someone is injured or, you know, someone has lost the life of a loved one, if you’re injured, the first stop should be obviously getting some medical help to stop, start the healing process and trying to get better as best you can from the injuries you sustained in, let’s say, motorcycle wreck. So it’s very important to make sure you take care of you and your health first. But once that’s done, then yes, the next call should be to to an attorney who knows what they’re doing and can help advise you through the process of making sure that that evidence is preserved, that you have not been asked questions by the opposing person who may have caused the wreck or their insurance adjusters who are investigating it, or really anyone that may be asking questions about it while you’re in a state of pain and recovery. A lot of people who are not lawyers will say things that they think means A, B and C, but in fact, under the law it means X, Y and Z, and that can determine whether or not you win or lose your case. So getting counsel early on can help you avoid those potholes that you may not know. Are there?

Stone Payton: [00:18:13] Well, no, that’s a great pro tip, right? Because I suspect that you have had clients or potential clients come to you that have already done some things they hadn’t should not have done yet. And it makes your job that much harder. And yeah, you see that sometimes, right?

Jud Waites: [00:18:28] Absolutely. And for example, in a in a motor vehicle wreck, whether it’s car or truck or or motorcycle, if the injuries are significant, then the amount that the injured person who was not at fault may be entitled to that amount that they’re entitled to get maybe more than what the insurance coverage is for the person who caused the wreck. So then they have to hopefully they’ll have uninsured or underinsured motorist coverage on their own policy, which will kick in additional amounts to the injured person from the from their own insurance policy, as if it were insurance for the person who caused the wreck. So I always advise clients, get you in coverage added on to your own policy. So that will act as if it’s the insurance for the other driver who hits you one day and they’re at fault. It can pay you additional amounts. But I had a case where a client came to me after they had already tried to settle with the other driver’s insurance company on their own and didn’t want to incur attorney’s fees, which I’m a big fan of saving money too. I use my coupons like everybody else, but they tried to save having to pay an attorney to make sure they got top dollar. By doing so, they settled with the driver’s insurance company that caused the wreck in such a way that it prohibited them from being able to collect the additional amounts that they were entitled to on their own. Um, policy. So they cause himself a couple hundred thousand dollars because of trying to save some money and do things on their own in the front end.

Stone Payton: [00:19:47] And they probably didn’t even realize it. But by taking that action and signing off on something that precludes them from taking some further action.

Jud Waites: [00:19:55] And it’s not a matter of of the person not being a smart person. It’s simply a matter of that. These are complex legal questions that are governed by laws that change. Every time Georgia legislature gets together, they can change some laws and revise them. That’s why we have to go to continuing legal education every year to stay on top of these changes in the laws. And every day there are new cases that are being interpreted by the Court of Appeals and the Supreme Court of Georgia. That may be a different interpretation today than it was yesterday. So it’s not a matter of a person who’s injured in a wreck saying, I’m a smart person, I can handle this on my own. It’s not a matter of intelligence. It’s a matter of being on top of the changes that occur. On a regular basis and attorneys that know what they’re doing and do it the right way or on top of those things and can help you avoid, you know, signing a release that now prohibits you from getting additional moneys from your own insurance coverage on top of what you got in the first time.

Josh Nelson: [00:20:45] I want to go back to one thing that he said, though, because I think he glossed over the the uninsured motorist coverage. He came and spoke to my team and one of the ladies on my team took what he said to heart. She loves her insurance agent. He’s a great guy. But because of some cost prohibitive that she had, she was saving like six bucks a month by not having this coverage. And after Judd came and talked to her, she got it literally a couple of months later, she ends up getting hit by a guy that’s got no insurance. Wow. And without this, she would have just had her car totaled out, like, I mean, because she didn’t have full coverage, but she had this to kind of pick up the slack and it changed her life. And it’s not that her insurance guy wasn’t good. It’s not that he wasn’t doing what he was supposed to. But it’s just this simple stuff where you don’t know what you don’t know. And if your advisor isn’t telling you a stone, it’s worth the six bucks to make sure you got this covered. You’re like, Oh, well, I’m saving 72 bucks a year.

Jud Waites: [00:21:46] I love happy endings. I’m glad to hear that. And you in coverage is so dirt cheap. The main chunk of money you’re paying for auto insurance coverage is for the liability coverage when you’re at fault and cause the wreck. But to add on top of your own auto insurance policy, you know, the additional coverage is like, um, coverage. It’s so cheap. Everybody should have at least minimum 100,000, um, coverage, add on type coverage.

Stone Payton: [00:22:09] Holly That’s my wife. If you’re listening, please pull the insurance file. We have got to go look at it. It’s wonderful to to collect this kind of insight from people who this is their specialized expertize. And so if you ever want to get just just tons of great free consulting guys, get your own radio show, start, start your show and just invite people that know that know stuff. Speaking of education, I’ll ask you both. I’ll start with you. Josh, as you were deciding to pursue this path as a career, did it ever give you pause that that you were going to have to go get all this additional education because it’s quite a bit bit more education, right?

Josh Nelson: [00:22:48] Absolutely. I mean, I think that the problem is whenever you first start down the path, you don’t see how high the summit really is. And so I started in tax law. That’s really where I was passionate about and I loved doing it. But at the same time, what I didn’t realize was average people can’t afford to really hire an attorney to fight the IRS. It’s too expensive. Yeah. And so in order to help people, I had to transition. And that’s where I joined Cindy Nelson, my mother at Nelson Elder Care Law. And that was a whole shift of years of extra learning, a lot of extra courses. And sometimes it’s just going to the court and finding out. Unfortunately, what we do is pretty Google Proof. You can’t just type in to even like Google Scholar and find out this is what happens whenever you want to protect your assets for Medicaid. And so even up to last week, we’re back in the courts doing trials and testing the strategies that we do to make sure that these work for people. And so we’re undefeated in Medicaid cases taking a trial, and we do pretty aggressive plans. A lot of people will tell you if you don’t plan five years in advance, you’re going to lose everything. And we have some people that are able to save 60, 70, 90% of their stuff, even whenever they only know a couple of months in advance that their loved one’s going to the nursing home. And the only way we learn that is by having the fortitude to take it to trial.

Stone Payton: [00:24:19] I can see now clearly competency, if that’s the right word. It’s a moving target in your fields. I mean, you guys have got to consistently be up to date with all of these changes, and there’s no way the layperson could even begin to do that. I don’t think.

Josh Nelson: [00:24:36] Or want to.

Stone Payton: [00:24:37] Or want to. Amen. Amy No, I just mailed a tax package off because there’s no way I’m going to fire up one of those tax programs. No, it’s not going to happen. How about you? Did you take any pause at all before you just you went to this whole law school thing on the front end?

Jud Waites: [00:24:52] No, because I have a high tolerance for pain, apparently. But I come from a background of of, you know, learning and sports has been a big part of my life growing up. So you always learn, you know, a lot of life lessons from from being in sports, you know, and times get tough. You suck it up and you stay in there and you keep your nose down and keep to the grindstone and you keep working and you just you tough it out until you get to the to the end zone. But so, yeah, it wasn’t a daunting task for me because I knew that’s what I wanted to do. I had a passion for it. So after high school, four years of college, three years of law school. But but, yeah, as you said, it’s a it’s a continuing obligation to be competent at what we do to stay on top of those changes in the laws. And that’s why when people call me and say, you know, Judd, I need to have a well done and a special needs trust and there are different types of trusts out there as a legal term. And that’s not my area of law. I So you need to call Josh for that kind of expertize because there are more different areas of law than there are different areas of medicine. So you just you can’t be good at all areas of law. So. Right. So, you know, you can you can be on top of, you know, three or four areas, I feel like, you know, and stay on top of those changes, especially if you’ve been doing as long as I’ve been doing it, you can keep up with those types of changes. But if you start trying to be the master of all trades, then that’s a recipe for disaster for the client and and for the attorney trying to do that.

Stone Payton: [00:26:12] And just you had I think you mentioned earlier in the conversation you had Judd came in and spoke with your staff.

Josh Nelson: [00:26:18] Yeah. So we have a pretty big team right now. We’re up to about 30 people. And so we let other professional advisors, other people come in and kind of speak with our team. He works a lot with our marketing department just because, unfortunately, whenever you have like a wrongful death case or somebody that’s passed away, especially if they don’t have a plan in place in advance, they’ve got to go through a probate process to get access to those funds even after they win.

Stone Payton: [00:26:43] That’s the ugly word, right? Probate. We don’t we don’t want any more of that than we have to. Right. Or is it true?

Josh Nelson: [00:26:48] It’s something you definitely want to avoid. But even whenever somebody doesn’t pass, maybe they’re disabled to the point that they can’t work any longer. And so they qualify for some government benefits to help subsidize their cost of living. And then all of a sudden they get a settlement check that will take away those benefits if they don’t plan for it. And so we work a lot with Judd and different people that are trying to just get what’s just and sometimes those rules and regulations just aren’t written so that the normal person without some planning can make that happen.

Stone Payton: [00:27:19] Yeah. So how does and I’ll ask you about this, how does the whole sales and marketing thing work for a firm like yours? Do you do the billboard thing? Do you have people out there sort of shaking the bushes a little bit or is it, you know, folks like Judd steering people in the right direction or a little bit of all of that?

Josh Nelson: [00:27:36] I hear people tell me that radio’s the avenue to go.

Stone Payton: [00:27:39] Oh, absolutely. Particularly the kind we do hear business radio.

Josh Nelson: [00:27:44] But in all seriousness, we do all kinds of things. I mean, it’s everything from trying to advertise on social media and Facebook to going out in the community. We work with a lot of not nonprofit charities that help seniors in Cherokee County, like we don’t participate in like the big ALS Alzheimer’s Foundation stuff because the money doesn’t stay here local. So instead we work with like the Volunteer Aging Council who just recently rebranded and we were able to give them like thousands of rolls of toilet paper. Then they give to the community because even in a county like ours that has a median home price of over 300 grand, there’s people living in just despair and poverty. And unfortunately, a lot of them are seniors.

Stone Payton: [00:28:28] I got to say. Five Star Review on Nelson Elder care law involvement in the community, at least here in my backyard. Someone on your staff, Janet? I can’t begin to pronounce her last name, so I just call her Janet P. But any time I’m anywhere around town at any function, Janet’s there and she’s she’s not there dancing around and saying how great Nelson elder care law is. That’s not she’s she’s not. No. Oh, sorry, Janet. No, she represents you very well. And it’s very clear to everyone there that you guys are genuinely invested in the community.

Josh Nelson: [00:29:05] We aren’t trying to be a statewide firm. We don’t go down into Atlanta. Really, what we help is people from Cobb County, kind of that 75 up 575, 515 corridor. And that’s where we put back our resources. And so whenever we can give back, whenever we can help, we do a lot with veterans, even with different organizations that help seniors. They’re just always in need. I mean, it’s crazy to think that food stamps for a senior is 17 bucks a month. What are you going to buy for that? That’s just crazy.

Stone Payton: [00:29:40] Yeah. No, I had no idea it was that low out.

Josh Nelson: [00:29:43] Because you hear in the news that it’s like hundreds of dollars, and it’s just not for seniors.

Stone Payton: [00:29:48] I have a commitment to myself. I don’t watch the news. I’ve stopped.

Josh Nelson: [00:29:54] We find that by putting time back into it, rather than just going and spend it on billboards and things like that, we can get a better drive in the community with the kind of people we want to work with are the kind of people that appreciate that kind of return to where we live.

Stone Payton: [00:30:08] Yeah. Yeah. How about how about you, Judge? You’re not a billboard lawyer either, are you? Or is there a billboard or two around town?

Jud Waites: [00:30:16] No, there’s not a billboard or two around town. I’m it’s a it’s a moving target, you know, and lawyers are business owners like every other business owner. Yeah.

Stone Payton: [00:30:25] Above and beyond everything these guys were talking to you guys about, they have to run a business.

Jud Waites: [00:30:30] It’s a business. So we have the same concerns as every other business owner about overhead and marketing and so forth. So it’s, it’s it’s constantly being something that I always evaluate and reevaluate and come back to. But I kind of see it as a two, two sided coin. I want to, you know, get the name out there and grow my business like everybody else wants to grow their businesses as well. But I also want to give back to the community like like Josh and their firm do a great job of that. So by putting your heart in the right place and focusing on giving back, you get paid back just because of that effort. You impress people with your giving back and that’s not why you want to do it. But you get paid back nicely with referrals and people have who rely on you and trust you to help them when they have legal questions. Those those come about organically from just doing the right thing and trying to give back. So I’m active with fundraising each year for the Cherokee County Family Violence and Violence Center, and they do motorcycle rides to raise funds, and I’m a sponsor of that. Also try to stay involved professionally as well. I’m the current vice president of the Blue Ridge Bar Association, which is just what most folks would call the Cherokee County Bar Association, a group of lawyers and judges. And then I’m also heavily involved in the Cherokee County Chamber of Commerce. So I try to make sure I have a good mix of pure business entities to help myself and other business owners. We share experiences to grow together, but also giving back to those in need in the county.

Stone Payton: [00:31:56] That reminds me we’re going to have to come up with a different name for our bar association because it’s a different I know every bartender in town. And.

Stone Payton: [00:32:04] We probably have to come up with a different name.

Jud Waites: [00:32:06] Your membership dues may be a bit higher. Than what we’re paying. I’m just guessing.

Josh Nelson: [00:32:10] Either trying to structure it the same way. So once a month you run out of space, you get great food, have a couple of drinks.

Stone Payton: [00:32:16] There you go. I like it. I like it. I know it’s clear both of you really enjoy practicing your craft. You appreciate the the relationships that you build in doing your work and in serving the community. What are you finding that you enjoy the most at this point in your career? What what are you finding the most rewarding right now?

Jud Waites: [00:32:36] It really hasn’t changed since day one of you know what I call fighting the good fight, you know, trying to get what’s fair from my client. And a lot of people have this mindset. Unfortunately, over the past 20 years, especially, you know, we’ve heard the phrases, you know, tort reform. We need to change the laws regarding ability to go to court and stop people suing for no reason at all and just, you know, trying to be greedy. And that’s that’s just a misconception. There are already statutes and procedures in place that have been there since day one of our legal system that allow judges to see this case has no merit and then throw it out. And lawyers, you know, and I believe that most people and most professions are good and do it for the right reason and do a good job at it. But we all have those bad apples. But I believe that most attorneys are good people trying to do the right thing. So we ourselves ferret out and, you know, throw out those cases before they ever get to a courtroom. I’ll get a lot of phone calls from folks that are good people.

Jud Waites: [00:33:36] They just don’t know the answer to the questions. And when I give them the answer now, I understand why you’re upset about what you’re going through. But unfortunately, the law does not allow you to recover for that type of case. So unfortunately, I will not be able to help you out. So there’s already a great weeding out system in place that we’ve had since day one. So when people say, you know, oh, I don’t want to be the one that sues people in court, I’m not that type of person. Well, it takes two to tango. The reason you’re going to court is because the plaintiff and the defendants were not able to agree on what they thought would be a fair number to compensate the plaintiff, the injured person for what happened. So it’s not that the plaintiff is making us go to trial and drag people in to serve on a jury. It’s both sides of the case are causing people to have to come in and serve on the jury because they can’t agree on it. So we’re going to trust you, 12 people here in our community to decide it for us.

Stone Payton: [00:34:25] So now there’s a perspective you don’t get at the barbershop, right? You get it? Well, we need tort reform, but less than informed opinions, probably. Right.

Jud Waites: [00:34:34] And I’ll tell you, my barbershop.

Josh Nelson: [00:34:36] If you’re. I was using the word tort that’s. Blowing mine out of the water.

Stone Payton: [00:34:40] That’s automatic deaky right there. What’s the most fun for you, Josh?

Josh Nelson: [00:34:45] I think the biggest thing is just seeing the impact as we grow. And so our farm structure is a little different where we’re purposely trying to grow not just for revenue and profit, but we always measure our success and what we call number of families helped. And so inside of our firm, we don’t talk about revenue per month or revenue per year. We talk about how many families did we help this week, how many families are we going to help this month? Whenever our marketers go out, what their key performance indicator or KPI is, is how many people did we convert to help their family? We really do live and die by that idea of protecting you and your loved ones and doing it the right way. So rather than pushing just revenue, which is like put everybody in the most expensive plan possible, we get a lot of people that we do a lot of good for that pay us a couple hundred bucks. Sometimes all you need is somebody to walk you through something for an hour. You don’t need 1000 plan or a multi thousand plan. A lot of people do, and we need to make sure we educate them the right way. So being sure that as we grow we still feel small, that every family feels like they’re the only family we care about is probably my biggest win right now.

Stone Payton: [00:35:59] I got to tell you, man, that’s the metrics that matter. That’s that’s the phrase that comes to mind for me. The number of families served. I love it.

Josh Nelson: [00:36:06] Yeah. I think as business owners, we always struggle with what’s your what’s your one thing that matters, right? Like, how do you say at the end of the day, we did a great job. And so right now it’s really tracking how many families did we help? And so it’s not just the people. It helps culturally so that we’re not saying, oh, we brought on this many cases this month, right? It’s like now we worked with this many families this month.

Stone Payton: [00:36:31] So let’s go there a little deeper. Let’s kind of back to the business side of this conversation. It’s one thing for Josh Nelson to have this ethos, this value system, this behavioral pattern and judge as well. But when it comes to recruiting, selecting developing people, man, that’s got to be a hard row to hoe. How how do you inculcate that with your team?

Josh Nelson: [00:36:56] Absolutely. I mean, so even right now, whenever people are struggling to stay fully staffed and bring people on and let me not downplay the fact that we are as well. We brought on a lady who has years of experience just working with what we call people and culture. And so she’s truly her title is the director of People and Culture in my firm. We go through and make sure that we’re taking care of our team so that they can take care of the families because that’s where it all starts at. And whenever we hire people, we hire people based on their core values, aligning with our core values. And I think that sounds easier than it really is. Just determining your business’s core values is pretty hard. And yeah, we took up what’s called iOS or the entrepreneur operating system.

Stone Payton: [00:37:42] I’ve heard of that.

Josh Nelson: [00:37:43] And it has been transformative for us, where before we had some turnover, just because we were getting just like butts in the seat, we’d have people that, you know, your front desk person, your intake people, they all need to live and die by your core values. And we probably didn’t always execute on that. We had a lot of turnover just because we were like, Oh, I just need you to answer the phones or I just need you to seat and greet people whenever they come in. And once we started getting more particular about that and making sure that we had somebody on the team that was doing personality tests, so we do Colby tests for everybody that comes in. It’s a lot more expensive to hire somebody that way, but they last so much longer. And whenever you get people that know what they’re doing, that have been with the firm for a year, three years, seven years, it makes a world of difference in the client experience.

Stone Payton: [00:38:37] So it’s really expensive. Maybe not to hire them that way. It’s another way to look at it, right?

Josh Nelson: [00:38:41] I think it really is. And that’s why we look at like families health is our number one metric rather than revenue or profit. I tell you, I’ve made less money in the last two years than I did any of the years before, even though we helped more families. But I feel better about it because we helped more families.

Stone Payton: [00:39:00] John, I’m so sorry I asked Josh first. I don’t know how you’re going to follow that, but I’m willing to bet you have some insight on this front, too.

Jud Waites: [00:39:08] Well, when you have no good questions, you just tell the judge I don’t have for other questions for this. This may please, please dismiss the witness from the trial that I have. I’ll sit down now. No, that’s a great answer. As far as you know, I guess my law firm’s vision. I like staying small. I don’t want to grow and become, you know, the next big law firm that’s that’s not in the plans, at least not for right now. I’m a family first guy, you know, Jesus and kids. And then lawyer of the order of the. The things that mean the most to me. So I like the flexibility that being self employed, I own my own law firm, keeping it small. I like the flexibility that gives me to be able to go to kids games and take it in practices, you know, or go to this, you know, take the kids to this church camp or what have you. And so I’ve been vetting my cases more than I have in years past and not taking all the cases that I used to, which is scary. As a business owner, I’m going to say no to some business that I used to take. But by focusing more on the more severe cases, the more severe injuries or, you know, the more, I guess, long lasting relationships with companies that have unfortunately contract disputes come up a lot or fortunately want to have a lot of contracts reviewed because they’re doing a lot more business and they’re smart and they’re doing it on the front end. Just review this contract before we have to start carrying and executing it and before problems arise. So I’ve been focusing more and being a little bit more picky than usual than I used to be on who I am willing to take on as a client, because it allows me to give the same quality service I’ve been giving to my clients, but also maintain the flexibility that I that I want to have as a business owner and a family man.

Stone Payton: [00:40:45] So have you had one or more mentors along the way? And or do you find yourself sometimes mentoring other people, either in your discipline or in business in general?

Jud Waites: [00:40:58] Yeah, I met an attorney when I was in college who was a family friend, and he did real estate closings actually in South Georgia. But we we became friends. And I told him of my desire to go to law school one day. And so he was greatly encouraging me and telling me that you really should do that. And so he he was able to well, he went to Mercy Law School down in Macon, which is where I ended up going. So that tells you how much influence he had.

Stone Payton: [00:41:27] No kidding.

Jud Waites: [00:41:28] But I really enjoyed the experience down there going to Mercer Law School, smaller towns. Sometimes I wasn’t distracted, away from studying as much as I could have been in a bigger city. Right. But but he was a big mentor for me, Frank Horn, Junior. He had served in the legislature in Georgia for ten plus years, I think, back in the day. So he was one of the ones that helped really kind of add more fuel to my to my passion to want to go to law school. And this sounds corny, but it’s true. You know, the book To Kill a mockingbird. And then there’s the famous play, which I think Henry Fonda was in the movie 12 Angry Men. Those are stories about lawyers that really, really impacted.

Stone Payton: [00:42:10] Me early.

Jud Waites: [00:42:11] On in my life. And they’ve stuck with me. As a matter of fact, when I’m asked to speak at different engagements, I like to do a little who is paying attention and ask a question and whoever gets to answer correct. First, we’ll get a free copy for me of the play 12 Angry Men. Nice. But but those those, you know, those books really kind of impacted me as well. As far as me being a mentor to others, I like to think I’ve been a mentor to others, either by beating them in court and they learned how to do it the right way or tongue in cheek. Laugh out loud or by folks that may have been junior associates that were working underneath my supervision back in the days when I was working for law firms before I went solo in 1999. So hopefully I’ve been able to and I learned from other attorneys too, by going up against them. I see where I could have done something a little better on that issue or that motion. So it’s it’s kind of sharpening your your blade by constantly being in battle type type situation.

Stone Payton: [00:43:03] Yeah. How about you, Josh, mentors in your life or are you finding yourself doing some mentoring whether.

Josh Nelson: [00:43:10] Or not I’m a big fan of the idea of modeling. So finding somebody that can do or is that where you want to be at and just copying how they got there. Like you don’t have to figure out your own roadmap to get there. Yeah, it’s always been a big fan of like Tony Robbins and that kind of aspirational modeling that he does. So I work with a couple of coaching organizations as well that are nationwide ones actually based out of Atlanta here, once based out of Miami. And we go do like quarterly events where they help you just develop different business parts. So making sure that whenever you run your business, it’s by the numbers that you understand what the capacity is so that you’re not asking your staff to do crazy stuff and they’re burning out. And then ultimately our people and culture directors really helped us develop our own team. Not everybody’s going to be with you forever, and I think that’s an important thing for business owners to grasp. Let’s have a real conversation that if this isn’t your career path, how we can help move you in the direction. So I have a great young woman on my team right now who wants to get into politics. And because of the connections that we have with some of the nonprofits we do just being a lawyer in general and kind of our ties to the regulators, we can introduce her to people that will move that career path forward, even though right now she works as an admin on my team.

Josh Nelson: [00:44:30] And so helping people really have that conversation of don’t just surprise me with your two weeks notice. Let’s know that you’re leaving and leave on great terms and leave with you having a path. You know, I have a lot of people that start as like right now, I have a front desk person that wants to be in H.R.. Well, I have a two person HR team right now. I can help get her some experience so that whenever she wants to grow into that HR role, she’s going with a resume that shows definable real things that she’s done. So not just that resume fluff, but, hey, here’s what it’s like to put a job posting up. Here’s what it’s like to prep for an interview question. Here’s what it’s like to review those based on a rubric. If somebody came to that, even though they might not have been an HR person, but they have experience doing that, it’s going to give her an entry level HR job above any other candidates that are just coming, even like fresh out of school. I mean, we all know that sometimes school doesn’t set you up for the working world, right? And so that’s been one of the biggest things over the last year, is just making sure that we’re having those blunt and honest conversations about what people really want to do and then helping them go there.

Stone Payton: [00:45:36] So when you’re not lawyering, where do you go to to recharge? Is it reading? Is it travel? What what do you enjoy doing to kind of refresh yourself?

Josh Nelson: [00:45:46] I wish it was riding a bicycle and exercising, but that’s not the truth. I love working on cars, so I work on pre-World War Two Fords. So like right now I’m putting together a 1938 Ford business coop and just going and building it from the ground up, doing the mechanicals, doing the body work. I love painting cars. I know that it’s like cancer in a bag, but it’s it’s just been my hobby for over 20 years now.

Stone Payton: [00:46:15] I am so glad I asked that question. What? You just you never know what you’re going to learn about someone. How about you, judge.

Jud Waites: [00:46:22] That’s going to take away from today? Cancer in the bag. That’s catchphrase. It’s going to be at that song. I can’t get out of my head now. Thank you, Josh.

Josh Nelson: [00:46:27] Well, if you look at like all those auto like even like the aircraft paint remover used to be sold on the shelves and it’s not even sold anymore. It was always funny because on the back of it it says do not use on aircraft because it corrodes aluminum, but they don’t even sell it anymore because the it there were some mass tort cases where you find out it causes cancer.

Stone Payton: [00:46:48] But yeah. Yeah. So on that pleasant note, Judd, where do you go to recharge, man?

Jud Waites: [00:46:54] Let’s see. I like to I like to be with my kids and do things with my kids. So we’ll go outside and play sports together or go to the movies or I like to go out on the boat, you know, in the summertime and do some boating and all and spend time on the water. But I try to set aside time for myself, you know, at least once a week for just, you know, my time. And I find that hitting a tennis ball really hard helps take out some of the frustrations I may have had that week. So I’ve been playing tennis now in these different leagues they have available for the past year and a half or so. Before that, I was playing in a men’s baseball league, men’s senior baseball league Mzbel, which is a lot of fun. But as I got older, playing the game once a week from April through August in my thirties, I had lent for two days after the game. In the forties I lent for four days after the game. And then when I got to my fifties, I was limping for six days after the game. So really we felt good on the next game day. So I just said, I need to find a new sport where I’m, you know, you know, hurting my hamstrings like like this. I’m just not the man I used to be. So but getting outside, spending time outside with the kids and then playing some sports is fun for me.

Stone Payton: [00:47:54] How many kids do you have?

Jud Waites: [00:47:56] I’ve got two. I’ve got a ninth grader. She’s in lacrosse and a sixth grader who is finally convinced daddy using his excellent, lawyerly, persuasive argument skills to let him play tackle football this coming fall. So am I. So he finally won the arguments?

Speaker5: [00:48:09] Yeah.

Stone Payton: [00:48:09] How fun. All right, before we wrap, let’s if we can, let’s leave our listeners with a few basic tips in each of your domains. And, I don’t know, some some do’s and don’ts or, you know, just some things that they can what they need to do is get on the phone with you. But but, you know, short of that, what are some things we ought to just keep in mind are definitely do this or don’t do that when it comes to to your area?

Jud Waites: [00:48:34] I guess my three areas, maybe some quick bullet points would be in the if you’re ever injured because of someone else’s negligence or someone has lost their life, that’s that’s a family member. Just make sure you do what you need to do to get better physically and follow the doctor’s advice. A lot of folks out there have questions sometimes. Judie, you’re the lawyer for me. Should I go see a chiropractor or should I go see a special? Should I not? That’s not my field. You just follow what the medical experts are telling you and make the decision on what you think is best for you and and just get better. You focus on getting better. And let me worry about the legal issues and getting compensation for what happened to you. They try to handle too much and they ask great questions, but the answer is you just focus on getting better and let me handle the rest. As far as criminal defense is concerned, don’t break the law would be a good. Good tip they should do.

Jud Waites: [00:49:25] Or if you’re accused falsely of a breaking the law, you know, call me and I’ll help help you in that situation. But since we are on you a business radio some some tips real quick on the business side of it. I’ll have a written contract even when you have a family member that you’re doing business with. You should really have a contract even more so because of that. I can’t tell you how many times I’ve seen family businesses go south and one of the members has come to me for representation. And it’s it’s nasty. It gets sick, and it doesn’t just ruin the business relationship, but it also ruins the family relationship as well. So just get whatever deal you’re going to be doing with someone, get it in writing and sign off on it. Have a lawyer, look at it first to make sure it says what you want it to say and all the t’s are crossed and I’s are dotted. If you can’t get a written contract done, then at least confirm in writing what the agreement was. For example, let’s say you, Stone, and I had a deal where I was going to cut your grass. It was verbal. We did it. We talked about it in the street, you know, by the mailboxes. You’re going to pay me 20 bucks to cut your grass once a week. It’s not in writing. I’m going to send you a text or an email that says, Hey, Stone, great seeing you today by the mailbox. Listen, I really appreciate you letting me cut your grass once a week for 20 bucks signs. Just at least you have that as a writing, email, write or text. You can print that out and show the judge and jury if it’s ever a question. So at least send a confirmation letter, email or text confirming the terms of your agreement if you do not have a full fledged signed contract at least.

Stone Payton: [00:50:52] Excellent. All right. So if our listeners would like to reach out and have a conversation with you or someone in your circle, let’s leave them with some points of contact, whatever you think is appropriate. Website, email. What’s the best way for them to reach out?

Jud Waites: [00:51:04] Yeah, sure. Two things the website WW Dot Waits, dash law.com. It’s just my last name. Y t s law.com or my office number is 7704206566 and I’m in court half the time so it forwards automatically to my cell phone when you call me. But it does not accept text messages. I prefer email for various reasons, but 7704206566 will get me as well.

Stone Payton: [00:51:34] Fantastic. All right. Leave us with some tips. Josh, you got anything? We ought to just be thinking, have kind of in the front of our mind when it comes to this whole business of planning and.

Josh Nelson: [00:51:43] Absolutely. So first things first. I come from a family business. I’ve had plenty of entrepreneurs in my family. And so I just want to reiterate what Judd was saying there. Make sure you have it in writing. How many times other family businesses come to me and my mom and are like, How do you guys keep doing this? Through all the ups and downs is because it’s written out. It’s always better to make that agreement whenever things are good, because if you can’t get it agreed upon when things are going well, it’s not going to work whenever things are going bad. And then lastly, just a point from like the estate planning side where our focus is, make sure that you check your beneficiaries, that your life insurance, even your bank accounts like your checking account, have what’s called a pod or payable on death. Any deposit account you can skip probate with just by going and talking to your bank. Make sure that that beneficiary on your IRA doesn’t say the estate of Josh Nelson, that it actually says your wife, your kids, whoever you wanted to go to.

Stone Payton: [00:52:42] Excellent, excellent counsel from both of you. All right. This has been an absolute delight, incredibly informative and inspiring for me. Thank you, gentlemen, both of you, for coming in and hanging out with us and sharing your insight and perspective.

Josh Nelson: [00:52:56] Thanks so much for having us.

Jud Waites: [00:52:57] Stone Thank you.

Stone Payton: [00:52:57] Stone All right. This is Stone Payton for our guest today, Josh Nelson and Judd Waites and everyone here at the Business RadioX family saying we’ll see you next time on Trusted Advisor Radio.

 

Tagged With: Josh Nelson, Jud Waites, Nelson Elder Care Law, Waites Law Firm

Cory Yates With Recruiting Analytics LLC

March 21, 2022 by Jacob Lapera

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Startup Showdown Podcast
Cory Yates With Recruiting Analytics LLC
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CoryYatesCory Yates, Co-founder & CEO at Recruiting Analytics LLC, is a passion-driven entrepreneur motivated by innovative problem-solving.

He is the Co-founder & CEO of Recruiting Analytics, a sports tech and data company that is reinventing how the sports industry identifies and evaluates talent in order to achieve a 99.9% hit rate by 2050.

Follow Recruiting Analytics on Twitter. Recruiting-Analytics-logo

What You’ll Learn In This Episode

  • Use case of data analytics in sports
  • Evolution of player tracking data in player evaluations
  • The role of player tracking data for fan engagement
  • Using performance data to predict future NFL players
  • Some sports teams slow to adopt player tracking data

This transcript is machine transcribed by Sonix

TRANSCRIPT

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

Lee Kantor: [00:00:45] Lee Kantor here another episode of Startup Showdown, and this is going to be a good one. But before we get too far into things, it’s important to recognize panoramic ventures. Without them, we couldn’t be sharing these important stories. Today on the show, we have Corey Yates and he is with Recruiting Analytics. Welcome, Corey.

Cory Yates: [00:01:04] Good afternoon. Thanks for having me.

Lee Kantor: [00:01:06] Well, I am so excited to hear about record recruiting analytics. I know you’re a recent winner at Startup Showdown at ATL in Atlanta. Talk about recruiting analytics. How are you serving folks?

Cory Yates: [00:01:21] Yeah. So we essentially are a sports technology and data company that analyzes video to measure athleticism, and we help coaches evaluate players more effectively.

Lee Kantor: [00:01:34] So what’s your backstory? How did you get involved in this line of work?

Cory Yates: [00:01:39] So essentially it started at 2019 is when when I founded the company and the company was inspired by the recruiting process that my son was going through at the time. And what I quickly realized was that the recruiting process for college football players or for high school players entering college had not changed since I was being recruited in the early nineties. It was subjective and it lacked data and there was very little technology involved in evaluating players and then also identifying players. So I felt that there was an opportunity there to fill a fill a need as it relates to leveraging technology and integrating data into the recruiting process. And that’s really what the inspiration was.

Lee Kantor: [00:02:29] So what’s your back story in terms of your technical background to kind of connect the dots between the data and the physical activity that’s being done that can be measured?

Cory Yates: [00:02:40] Yeah, sure. So my background, I spent 20 years in corporate America as a merchandizing, merchandizing executive running various businesses from consumer electronics to exterior paint to in-stock kitchens. And so as my role as a merchandizing executive, we used data and analytics in our decision making process. And so that’s that’s in my DNA. And what I quickly learned in 2019 was that there was just a lack of performance data that was being utilized to evaluate players. And that particular void led me to say, Hey, listen, why couldn’t we bring to the table new athleticism data to help these coaches not only identify players, but also to evaluate them accurately in a way that is consistent with how they traditionally measure athleticism, which is through the use of video. So what our technology does is we extract new athleticism data from video, and we serve that up to college coaches again to help them make informed, data driven decisions about the players ability to play at the next level.

Lee Kantor: [00:04:04] So when you were younger and growing up, you participated in athletics at a high level? I’m taking it.

Cory Yates: [00:04:11] Yeah. So aside from my 20 year stint in corporate America, I’m a former collegiate football player. I played at a small Division two program, so I was lightly recruited. I was one of those those players that had the ability to play at the collegiate level, but was lightly recruited primarily because of lack of awareness. So I walked on, had an opportunity to earn a scholarship, became a starter, and then after my playing days, went right into coaching. And so I coached at the collegiate level before I went into corporate America. So recruiting analytics is a perfect blend of my passion and experience as a former player, coach, parent and mentor as it relates to the recruiting process with my business analytics experience.

Lee Kantor: [00:05:03] Now, when you were in your kind of corporate job, where you still involved in athletics, were you like, you know, coaching or you were doing something on the side as maybe just for fun or still involved in sports? Or did you kind of pause for that period of time and really lean into your kind of work? And then just, you know, this all came back together when your kid was going through your process and the and then that kind of, you know, said, Hey, maybe I can make a business out of this.

Cory Yates: [00:05:31] Yeah, that’s a great question. You know, I stayed close to the sport even throughout my tenure as a corporate executive. So I did volunteer coaching at the youth level. I was a community coach at the high school level throughout those 20 years. I also am a board member of a nonprofit organization by the name of I Dare You, which is an organization based here in Atlanta, Georgia, that mentors and trains high school student athletes to help them achieve their goal of playing college football on scholarship. So far, it’s been a part of that program. We’ve helped over 300 student athletes earn athletic scholarships. So again, throughout that 20 years, I’ve been very close to the sport of football and very close to the recruiting process.

Lee Kantor: [00:06:27] Now, because of that, do you think that that really helped galvanize your thinking when it came to democratizing this kind of information? Because a lot of people. I would imagine, are not recruited because of maybe bias, maybe it’s subconscious bias, but they’re not being seen. But if you can give people a metric that matters or analytics that they can get behind, that kind of takes some of the subjectivity out of the process and it’ll give them a better outcome, which I think that’s what everybody would like at the end of the day.

Cory Yates: [00:07:02] Absolutely. Yeah. So, I mean, I’ve experienced kids who I know from experience, personal experience, having played and coached that had the talent to play on Saturday, but they could not get the traction from a recruiter because the big question was either lack of size or there is a speed deficiency. And so what we’re able to do is we’re able to verify these athletes play speed. So instead of relying on the 40 yard dash or maybe even 100 meter time, we’re able to verify how fast a player is in the context of a live game. And we serve that that unit of measure up in terms of miles per hour. And then we contextualize that that MPH data point to coaches by showing them where these athletes fall as it relates to their place B relative to their percentile. And so not only do they get the raw data in terms of the max speed miles per hour, but then they we also provide context in terms of where they fall from a percentile perspective among their peers.

Lee Kantor: [00:08:21] And that’s that’s the kind of the ironic part about this. Right. A lot of the way that they’re capturing data, they’re having the player do drills that aren’t really, you know, true football moves like a 40 yard dash. How often is a player running 40 yards, you know, without being touched in the in space? And how how useful is that information in a game when the person has to get off the line of scrimmage and make a move, you know, in a step or two.

Cory Yates: [00:08:53] Yeah, absolutely. I mean, if you think about how college programs measure athleticism and even to even at the NFL level to a large extent. But there are three basic tools, what I call the big three, the scale, the tape measure, and the stopwatch. Those three tools, if you think about if you go all the way back to the early 1900s, that those are the tools that are used to measure athleticism. And guess what? Lead today, those are the same three tools that are being used to measure athleticism. And so if you think about innovation and what’s change among those three things, that much is changed. But the athlete has changed over the years. Right. If you think about it, six, four, £200 athlete in the early 1900s, that athlete was typically the biggest and slowest player on an NFL team and played offense. Block. Well, today, an athlete that size. Metcalf Right. He is. Those athletes are now some of the biggest but also fastest and most athletic players on the field. So that’s how the athlete is evolved. The tools to measure that athleticism hasn’t evolved, and that’s where recruiting analytics comes into play because we’re able to unlock athletic data from video and help coaches understand, Hey.

Cory Yates: [00:10:17] I know how fast this kid plays because I have his miles per hour metric. I know what his max speed is. I know how quickly this receiver can get in and out of his brakes because I’ve got his transition time. And so we’re able to provide all of the ways that coaches would typically measure athleticism at a combined setting. A 40 yard dash. We have miles per hour max speed. Ten yard split. We have time to match speed. So we’re giving the coaches data that tells them how quickly they get up to Mach speed in a combined setting. They would typically use the shuttle or the three cone drill to predict their change of direction. Well, we take that guesswork out because we’re measuring transition time again. How quickly can that rod receiver get in and out of his brakes? How quickly does that defensive back get out of his break? So those are the some of the metrics that we’re able to provide to these coaches that, again, takes the guesswork out where they don’t have to rely on a combine or a drill to try to project if that’s going to translate to on the field.

Lee Kantor: [00:11:30] Now, does those kind of metrics translate into the ability to predict whether they’re going to be successful or not? Or is this just something that gives you a way to measure everybody so that everybody is kind of you’re able to look at everybody kind of equally?

Cory Yates: [00:11:47] Yeah, both. So so what it allows us to do is allows us to educate the coaches from a comp standpoint, right? So they can, they can take the 15 receivers that they’re considering. We can rack and stack those 15 receivers based on the some of the metrics that I mentioned, we even have position specific metrics like yards of separation so they can do it, do that from a perspective. But then we’re also able to project players their ability to the next level. And the way we’re able to do that is our technology. We’re able to reverse engineer successful players, so we’re able to take an NFL player or a collegiate player that had success and were able to break down his high school film and measure his athletic performance. And therein that allows us to create performance thresholds by which we measure the prospects against.

Lee Kantor: [00:12:47] So. So you’re able to give whoever this is, whether it’s a college recruiter or high school, I guess it could even trickle down to high school recruiting, college recruiting, even professional at this point, or you’re just targeting college.

Cory Yates: [00:13:01] Right. So the application is is. Level agnostic, meaning we can actually use this at the NFL level, the collegiate level and even high school level. And so right now we’re targeting college football programs, so we’re building a robust database around high school players. So that way, again, they can help we can help them identify and evaluate talent more effectively and efficiently. And then that data base will eventually be extremely valuable to NFL teams, because guess what? As they do their background checks and as they do their due diligence on draft prospects, one of the things that we know that they’re very interested in is they want to understand that that draft prospect’s athletic background. And so that’s where our tracking data, our high school tracking data, is going to be extremely valuable to NFL teams in that regard.

Lee Kantor: [00:14:03] Now, you mentioned that kind of the catalyst of the idea was when your kid was going through this process and you’re like, man, this hasn’t changed since I was a kid. When did you kind of feel the same way when it comes to getting traction for the for your company? So did something happen early on? You know, going from the idea of this could work to. Okay, now we have something. Let me see if the real world or the market is ready for this kind of solution.

Cory Yates: [00:14:33] Yeah, I would say that there were kind of two, two moments, right? So the first came in August of 2019 where I went to the Player Personnel Symposium, which is the industry conference, where all of the player evaluation executives attend mostly college, a few NFL and a few high school player executives, player personnel executives attend this conference. And so what I did was at that time we were still in customer discovery mode. So we had already talked to about 150 coaches about this concept of utilizing tracking data to help measure athleticism. And then we had wireframes of what this would look like in terms of a platform. And so I showed this wireframe to Drew Hughes, who is who at that time was the director of player personnel for the University of Tennessee, who is now a scout with the Jacksonville Jaguars. I showed him the wireframes and said, hey, what do you what do you think about this? Can you give me some feedback? I just need 2 minutes of your time. So that 2 minutes turned into 40 minutes. And then at the conclusion of the discussion, he wanted to fly us over to Knoxville and meet with Coach Pruitt, who was the head coach at the time. And I had to press pause and said, Wait a second, Drew. These are just wireframes. This is not this is this does not exist. We haven’t even developed an MVP yet. And so he said, well, let me tell you something. You guys are sitting on $1,000,000 idea if you guys can make this a reality. So at that point, we decided to make make the investment ourselves, Fonzo and my co-founder Alfonso Thurman.

Cory Yates: [00:16:23] We decided to make the investment ourselves. And then fast forward a few months later, we did our we launched our MVP at the AFC, the American Football Coaches Association. We launched it there in January of 2020 and again was met with tremendous positivity as it received extremely well. And what we did not what we did not anticipate was the appetite for this data to be consumed by high school programs. And so we had several high school coaches come by our booth and they wanted to know, hey, what’s what’s this buzz? What’s this here? Recruiting, analytics. You guys are able to measure speed, you know, show me. I want to see the demo. And first couple of times we kind of turned it and I was like, well, you know, this is kind of for college coaches, not necessarily high school coaches, and we continue to get interest from that space. And so we said, hey, well, help me understand what where do you see the value? How can we add value to their program? And I said we’d love it because it helps us do a few things. One, it’s a good benchmark to see how well our strength and conditioning program is working. Two, it helps us kind of level set expectation with both the athletes and the families, and help helps them focus their efforts and energy on what level that they potentially can play at on Saturdays, so that when they make their college tour schedule, they’re focusing on on the schools that are the best fit for them athletically.

Lee Kantor: [00:18:06] And this goes to the importance of this customer discovery phase of a startup. You learn some things that you probably didn’t anticipate learning, huh?

Cory Yates: [00:18:16] Absolutely. Yeah, absolutely. So. So that was a good thing. It was a great learning for us. You know, we continue to learn. I really we pride ourselves on having a culture of curiosity. So we’re always challenging ourselves and asking, what if? And that’s the only way we can continue to innovate and stay ahead of our competition.

Lee Kantor: [00:18:39] Now, as part of this startup journey, what has been the most rewarding part? Are you still working at your kind of corporate job, or are you kind of putting all the chips on the table for recruiting an analytics, recruiting, analytics.

Cory Yates: [00:18:54] We jumped in feet first and in July 2019. So July of 2019, I left corporate America after several years. And thank goodness I have a beautiful wife who supported the decision because obviously when you get into the startup space, it’s it’s a risky proposition. Right. And this is before COVID. So probably had I had been if I was privy to what was around the corner, I probably wouldn’t have made the leap of faith. But nonetheless, it was a good, good decision. We’ve we’ve got some really good traction, not only at the high school level and the collegiate level, but we’re now getting attention and inquiries at the NFL level. And it’s been all organic. We haven’t we haven’t done any marketing and advertising just yet. It’s all been through word of mouth and the buzz that we’ve been able to create through social media.

Lee Kantor: [00:19:56] Now, talk a little bit about your co-founder. How did you find your co-founder and how do your skills complement each other?

Cory Yates: [00:20:04] Yeah, sure. So Alfonzo Thurman and I, we met in 2005, so he and I both were recruited into a merchandizing leadership program here in Atlanta for for Home Depot. And that’s how he and I met. So we’ve known each other for several years now. We have similar backgrounds. He, too, is a former collegiate player. He played a Division one ball at Indiana University, was an All-Big ten linebacker, and even had the opportunity to play professionally in the CFL before he went out into corporate America. So he had a little bit more of a runway as it relates to playing playing the sport of football than I did. But but that’s his background from a sports standpoint. And then corporately, once he retired from football, he went into consumer packaged goods. And so he spent time as in the in the consumer packaged goods space at P&G and then also category management for for a grocery chain out in the West Coast before he eventually came over to to Home Depot. So his background is similar to mine. When we were both merchandizing executives, he ran very different businesses that required different decision trees as it relates to the products and services that we’re bringing to market. He likes to say he was in the sexy world of plumbing and repair as opposed to to my world of decor and paint.

Lee Kantor: [00:21:42] But both of you are kind of big believers in analytics, so that that’s where that comes together.

Cory Yates: [00:21:48] Absolutely. Yeah. I mean, everything we did as it relates to running those businesses, we it was it was all it was. It was data driven. Right. I mean, from our pricing strategy to how we to our our logistics strategy to product placement, the whole the whole line. So from concept to commercialization, every step of the way, we leveraged data to make sure that when we did launch a new product or service, that it was supported and rooted in data to make us successful so that we can kind of continue to take market share in the space, in the home improvement space at that particular time. And so that same that same strategy is kind of kind of how we operate today.

Lee Kantor: [00:22:41] Now, how did you hear about Startup Showdown and Panoramic Ventures?

Cory Yates: [00:22:46] All right. So I just heard about it through through his he had a he had a I think he had a former because he’s a he’s a two time father. I’m a I’m a first time father. And so someone that recommended to Alfonzo that we should look into this start up showdown and think about applying. And so we went for it. We had not participated in any pitch competition, so it was our first rodeo and it was a great experience.

Lee Kantor: [00:23:18] So what did you learn from going through that process? I mean, because that becomes a, you know, a job by itself doing those preparation for those pitch contests.

Cory Yates: [00:23:28] Yeah. So listen, I mean, we we learned how to succinctly state what it is that we do and do it in such a way that that if you’re not close to the space, you have a general understanding of who we are and what we do. So that was kind of point one and I think point to we we learned how to better articulate the opportunities in the marketplace so that the mentors that helped us prepare for the big event were fantastic. They gave us a ton of feedback that resonated and constructive feedback that was spot on that we thought to kind of help us crystallize how to better articulate our go to market strategy.

Lee Kantor: [00:24:16] Now, as part of any startup, there’s going to be some adapting to change and chaos. Have you had to do any kind of pivot or any type of shift in the either the thinking, the marketing, the appropriate customer? And if so, share how that came about and how you were able to kind of weather that storm?

Cory Yates: [00:24:39] Absolutely. So I think the 2020. Right, I think that’s the year of pivot is probably how I would describe it. So for us, we were building a platform and we were building tech at the same time. And so what we what we ended up having to do once, once COVID and the pandemic negatively impacted the budgets, the athletic budgets, I mean, these budgets were slashed. Close to 50% in some cases. And so and then there was uncertainty about when those budgets would go back to 2019 levels. And so what we had to do, because at that time, we we had onboarded or generated our first sale is we had to make a strategic decision on how we wanted to continue to invest in the company. And so what we weren’t going to do is we weren’t going to stop investing in the company, even even during the pandemic. So we made a strategic decision to shift our capital from the platform to the tech right. And we said, let’s place our bet on the tech and let’s continue to refine, improve the tech because it’s going to pay dividends once we come out of the pandemic. And that would that would give us a tremendous amount of tailwind to go into 2021. And that, fortunately, paid dividends for us. So by leaving it to the technology, pressing pause for now on the platform changed how we service and help our customers. So instead of instead of a subscription based model, we have a consultative service model whereby we help these coaches. They provide us their list of players that they want the player tracking data on, and we provide them with that service that way, as opposed to them subscribing to our platform, logging on and accessing the data. They provide us the list of names and then we perform our magic from there.

Lee Kantor: [00:26:58] Now, you mentioned earlier that one of the benefits of being part of the startup shutdown was access to these mentors. Can you talk about if there has been any other mentors in the you know, in this while you’ve been going through this adventure and or have there been any startup founders that are out there that in your ecosystem that’s helped inspire you or maybe at least bounce some ideas off of to help you get to a new level?

Cory Yates: [00:27:26] Yeah, absolutely. I mean, so first foremost, we’ve got a strong advisory board. So Dr. David Hahn, who heads up the School of Engineering at the University of Arizona, he’s a phenomenal advisor, my whole career who heads up the Sports Analytics Department at Texas A&M. He’s an industry thought leader in the computer vision space and the sports analytics space. He’s been a great partner and advisor. So without those two, we wouldn’t be where we are. And then we’ve also had a number of other folks who have helped us along the way. I mentioned Drew Hughes, who even after we met initially in August of 2019, we continued to leverage his expertize to make sure that we’re we’re thinking about certain metrics the right way and that they have value. We’ve also reached out to other startups that are in a similar space as ours. Mark branched out of tracking football. He’s been a great supporter. Craig Ridley Ridley of Route Analytics. He’s been a great supporter. And so, you know, those folks have also kind of helped us navigate the landscape of the college football space. And so for that, we’re thankful.

Lee Kantor: [00:28:47] Now as the leader of this organization, what’s your superpower? What is it about you or what is it that you bring to the table that’s going to make this company a success?

Cory Yates: [00:28:59] Innovation. So I would say that I’ve got a proven track record for driving innovation, and we’re going to continue to drive innovation and stay ahead of our competition.

Lee Kantor: [00:29:11] Now. Do you have any advice for other startup founders about launching, about, you know, just what? You would tell them if you were in their shoes of just you know, they haven’t pulled the trigger yet, but they’re thinking about it.

Cory Yates: [00:29:27] Pull the trigger. Be bold about it. If you’re passionate about it, you’re going to find success. That’s that’s worked for us. We found our passion and we’ve married our passion with our experience and expertize. And it’s been a perfect blend. But if you’ve got a passion for it, pull the trigger. You won’t regret it. There’s so much there’s so many resources out there that you can leverage and lean on to help you navigate this whole entrepreneurial landscape. Because, again, this is this is our first time I’ve been an entrepreneur but haven’t been an entrepreneur. So certainly leveraging resources and asking folks questions to help navigate some of the landmines that are out there now.

Lee Kantor: [00:30:14] What do you need more of? How can we help?

Cory Yates: [00:30:18] Spread the word. You know, I think we are certainly one of the things that we learn to talk about learning and startups and customer discovery. One of the things that we were also surprised about is just the the appetite to consume our data from a fan engagement standpoint. So we’ve got this vision of, hey, we want to make sure we help these coaches evaluate players more accurately. But at the same time, when we’re receiving this information on social media, we are getting tremendous amount of engagement around our data. And so what we quickly learned was these fans have a tremendous appetite to consume because they want to they want to be educated on on what it is that they’re that they’re watching. You think about the fantasy sports and the sports betting space, right. That is growing at a tremendous rate. And so these fans are wanting as much information as possible to get educated on the game, to get educated on the player so that they can make educated decisions around whether it’s fantasy or or legalized sports betting. And so that’s where we have a tremendous amount of opportunity to continue to grow the company and generate revenue from that particular channel.

Lee Kantor: [00:31:44] Well, Corey, congratulations on all the success. If somebody wants to connect with you or learn more about your company, can you share the website?

Cory Yates: [00:31:56] Sure. So our website is recruiting dash analytics dot com. You can follow us on Twitter. Our Twitter handle is at RS in Red As and Apple Analytics. There you can actually see on our Twitter handle our technology in action and you can see some of the some of the process videos and the data that we serve up that’s driving a lot of buzz in the marketplace.

Lee Kantor: [00:32:25] Good stuff. Well, thank you so much for sharing your story. You’re doing important work and we appreciate you.

Cory Yates: [00:32:30] Thanks a lot for having me. Take care.

Lee Kantor: [00:32:32] All right. This is Lee Kantor. We’ll see you all next time on Startup Showdown.

Intro: [00:32:44] As always, thanks for joining us. And don’t forget to follow and subscribe to the Start Up Showdown podcast so you get the latest episode as it drops. To learn more and apply to our next startup Showdown Pitch Competition Visit Showdown DC Goodbye for now.

 

Tagged With: Cory Yates

Jon Bassford With Lateral Solutions

March 11, 2022 by Jacob Lapera

JonBassford
Association Leadership Radio
Jon Bassford With Lateral Solutions
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JonBassfordJon Bassford is the founder and principal of Lateral Solutions, an operations management and consulting company specializing in the launch and management of internal operations for startups and small businesses. As an operations executive and consultant, Jon’s direct leadership has led to the successful launch of more than a dozen organizations.

His systems and procedures focus on utilizing cloud-based tools and software to launch integrated systems that reduce administration and allow founders and owners to focus on their core business. Jon Bassford and Lateral Solutions are trusted partners to ensure operations are launched and managed with full compliance.

Connect with Jon on LinkedIn and Follow Lateral Solutions on Facebook and Twitter.

What You’ll Learn In This Episode

  • 3 Ways to Lighten the Load
  • Why associations are so resistant to change

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:00] Broadcasting live From the Business RadioX Studios in Atlanta, Georgia, it’s time for association leadership radio. Now here’s your host.

Lee Kantor: [00:00:17] Lee Kantor here, another episode of Association Leadership Radio, and this is going to be a good one today on the show, we have John Basford and he is with lateral solutions. Welcome, John.

Jon Bassford: [00:00:28] Thank you. Happy to be here.

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

Jon Bassford: [00:00:35] Sure. So it’s an operations management company and what we do is is launch into operations for startups and non-profits for profits and really help them create streamlined, efficient and effective internal operations. Then it can also provide ongoing management through bookkeeping HR services, as well as CFO and CFO level strategy.

Lee Kantor: [00:01:01] So what’s your back story? How did you get involved in operations?

Jon Bassford: [00:01:05] Well, so I got started in associations as a whole, you know, not like a lot of people, not necessarily intentionally. I went to law school and I am one of those people who was leaving law school and did not know what I wanted to do with my law degree and with my life. And I started working for a legal organization. I was a member of in law school and that launched my career in association management. And when I was, you know, my my position grew with that organization, I took on a lot of operational duties and responsibilities, even though it wasn’t my core job. And when I was ready to move on and go to the next next position, I focus my my search on entire operations and have built a career around it.

Lee Kantor: [00:01:50] Now, having, I guess, worked with a lot of different types of organizations, do you see kind of similar challenges that maybe a non association firm would have, but an association firm doesn’t have and vice versa?

Jon Bassford: [00:02:07] You know, I say that the only the most part, the only major difference is taxes, right? Which nonprofit doesn’t pay taxes unless there are some, some? Not not to say that that never occurs with different business lines for an association, but for the most part, that’s the difference. At the end of the day, everyone is trying to deliver on their end goal, whether it’s to sell a product or deliver on their mission, and they’re trying to do that the best way possible with the resources they have. At the end of the day, you know, that’s what every company with a for profit nonprofit is trying to do from a business operations standpoint.

Lee Kantor: [00:02:50] Now, when you started getting into operations, was that something like you? You said it wasn’t kind of your initial goal, but you got into it. What made you think you were good at it? Like, what were some of the clues that you had where you’re like, Hey, you know what? You know, I can really make a difference in an organization by becoming kind of a ninja in this space?

Jon Bassford: [00:03:11] Yeah, a couple of things. One being, I am probably the definition of jack of all trades, master of none. You know, throughout my career, I have been involved in marketing. I have been involved in budgeting and finance. I have been involved in HR or legal events, management programs, programmatic management, volunteer management. And, you know, operations is really, to some degree where all that comes together and working for small organizations and small companies, it really allows me to utilize my diverse set of skills. Again, I have a lot of great, but I’m not a practicing attorney. I have an MBA, but I’m not a CPA, but I really have a broad knowledge in all of these areas and really have able to to hone those. The other part of the operations is that, you know, it takes, I think, a person who has problem solving skills and an analytical mind. And I think those are two areas where I really excel throughout my career and in my life.

Lee Kantor: [00:04:15] Now, is there any, any kind of actionable thing, an association leader right now while listening to you and your background about operations? Is there something they can do today that can help make their life easier?

Jon Bassford: [00:04:31] Yeah, I think this is true for all companies, but I think it’s even more true for associations. And my answer is to question everything, you know, the reason why I say that that that’s even more true for associations is because of the longevity that associations tend to have with their staff and being mission driven. And you know, everyone who works and works for or is involved in that organization loves and cares about what that organization does. They tend to fall in the trap of doing the same thing over and over again. And, you know, we’ve all we’ve all heard it before, like, what do you do? What do you do? It’s the way we’ve always done it. I think the biggest thing for association leaders to change with the times, with our digitally staff culture, whatever it may be, is to really question what it is you do and why you do it. And I think nothing should be left on the table. I think you should. You should question everything. Obviously, I’m not suggesting that you review your mission every week. That’s certainly done at the governance and board level, but your day to day transactional work and your tactics and why you’re doing it, questioning why you’re doing it, how you’re doing it and whether or not it’s delivering the results that you intend.

Lee Kantor: [00:05:47] Now, do you find that folks are hesitant to do that kind of an audit because they’re kind of afraid of what they might find? And when you bringing up these points where, hey, you know what? We’ve always done it this way. This is how it was done before I even got here. So why question, you know, if it isn’t broken, you know, why fix it? And people not realizing that sometimes you should be breaking some things because they have out kind of lived their usefulness?

Jon Bassford: [00:06:14] Yeah, it’s a good question. And obviously we’re talking broad here. So, you know, it’s always tough to kind of maybe narrow down some specifics. But you know, here’s one example it just how how life and the digital world everything has changed. You know, a colleague of mine who is a very similar job as a director of operations for a a quasi governmental organization and, you know, operates as a as a nonprofit association, if you will, to a certain degree, but gets funding from the government. And she runs payroll for four 30 people, and she spends two to four days a month entering, internalizing, reconciling, reconciling with benefits. She’s been two to four days a month on payroll, where clearly right now I handle payroll for five companies myself personally, not outsource anybody else. I personally run payroll for five companies. I spend less than 15 minutes a month on all five combined. Not for payroll, not per company combined. And the reason is is because I’ve I’ve stayed out there and watched and listened to to what new strategies, what new platforms are out there so we can streamline the process. And again, I realize that this is is one tiny little piece of the pie.

Jon Bassford: [00:07:36] But just think if you if an organization could get back two to four days a month that someone’s time, what much more could you do with that time in that money than having them sit there and enter manual payroll? And I think that can apply to a lot of areas, whether you’re marketing strategies or old school or your H.R. strategies, right? Are you a company that still? You know, has as a very manufacturer based PTO policy. And is that the best time to be using your staff’s time and counting hours and and book and PTO and someone on the back end managing all that? Or is it time to go to a more modern tactic and strategy with that and have an unlimited PTO policy? So there’s a lot of different ways, you know, that I think. Leaders need to be looking at. How are they using the most the most up to date technologies and strategies? And they’re for. Are they being as efficient and as effective as possible? And that’s and that’s the bottom line that they’re trying to get to right.

Lee Kantor: [00:08:47] And I think this is where having an outside person come in and shed some light to this is really important because the people in the organization just don’t know what they don’t know. And you need to have somebody with fresh eyes, especially that has deep depth of knowledge of some of these areas to be able to say, Hey, you know what? There’s a better way, and it’s not as scary or as hard as you think it might be to make this kind of a change. And the and the benefits can be dramatic. And especially like you’re saying, oh, a day or two here, a day or two there doesn’t matter. It seems minimal for the cost of change, but those things add up, you know, a day a day here, a day there becomes a week here. In a week there. Pretty quickly.

Jon Bassford: [00:09:36] Yeah. Another, you know, go back to your question about a difference between the for profit nonprofit world. I think another area that I see a big difference between my for profit and nonprofit clients is is outsourcing. You know, I think most associations, they tend to figure out the skill sets they need and build an entire team internally around that. And by no means is that for me to say that’s a good or bad strategy. But what it does to lend itself to is having people performing duties that they don’t have an expertize in. Whereas when you take a for profit startup, you know, that’s that’s just as lean just as just as as, you know, trying to scale and do the most it can with limited resources like most associations are, you know, they’re outsourcing the majority, their stuff and what they can do by that is is reduce their costs a lot of times because you’re not paying for that nine to five job and the benefits. But what they also, what they get instead is expertize in every single little area. If they have a campaign that that is direct mail, they hire a direct mail person. They have a campaign that social media that hire social media person. Whereas you take your normal association and it is one person who does all the marketing and all the communications across the entire organization. And if it’s not a specific area of expertize for them, you know, they just kind of have to figure it out. And again, you know, I came up that way in my career and it served me well. But at a certain point, our organizations getting the amount of expertize and skill they need for the amount of spending.

Lee Kantor: [00:11:23] Now can you share a story, maybe where an organization was struggling and you came in and help them maybe get to a new level, a level that maybe they didn’t even imagine what’s possible? You don’t have to name the organization, but just shared kind of the pain they were having and how you were able to intervene and and help them.

Jon Bassford: [00:11:44] Sure. So, you know, I’ve a lot of my clients when I moved to consulting side again, it’s been on the operations front, a lot of it, a lot of that has to do with with organizations that are completely startup, even for a nonprofit. You know, at some point they’re going to start from the ground up or an organization that was incubated under some kind of fund and that was branching off. And that’s actually where I’ve had a number of my nonprofit clients in the last three years, and a lot of that has to do with, again, kind of going back to this area of expertize. Most day to day functioning business people or operators, you know, again with their executive director for a for profit or nonprofit or your CEO for nonprofit, they don’t know the ins and outs of minutia of Inter operations. It’s not rocket science. People can figure that out, but often it’s something that needs to be ramped up quick. You don’t have time to figure that out, right? You know, you don’t. There’s only so many mistakes that you can make on accounting before it affects your taxes. There’s only so many mistakes you can make on an HR front and take it soon. And on top of that, do you know what insurance you need, right? So a lot of my clients have come to me and said, Hey, we’ve incorporated or we’ve branched off from this or we’ve done. We gotten to this point, but we have no idea where to go next. And what my company tends to do is to say, you know, and a four as a one stop shop, come in and say, we will do all of the internal operations and administrative functions that you need to take this from, you know, just a project or idea and turn it into a company because non-profits and associations, they are companies, they are incorporated and they need to make sure that the the operational processes and procedures that they are putting forth are in compliance with with local and federal laws and regulations and and really making sure that they are following the best industry standards in those areas.

Jon Bassford: [00:13:45] Because whether you are a for profit or not profit, accounting as accounting for the most part other than taxes that are legal is legal. Insurance is insurance for the most part, and you’ve got to make sure that you’re working with a partner that knows those areas to make sure that you’re doing this right because here’s what ends up happening. A lot of people convince themselves that they know enough or they care enough about the internal operations matters, that they’re going to stay on top of it. And I can’t tell you the number of times that I’ve been brought into a situation where books have not been reconciled for a year or, you know, having a client that doesn’t want to pay my company to do certain aspects. And so we don’t. But then we handle the reconciliation of the books or something down the line. And the amount of money that they spent for us to clean up their books and to make things right is what they would have spent. They would have had us do the entire thing all along and give themselves back that time and money.

Lee Kantor: [00:14:49] Yeah, it’s one of those things where you’re coming in to fix a problem that could have been prevented in the first place.

Jon Bassford: [00:14:56] Right. And a lot of times without any additional costs, usually usually, you know, for example, you know, when I when I first started out consulting, I had a just a few small clients. You know, I think at the time I had, I had five clients and it was just me at the time. And the the one person who did not want me to do their accounts payable, I would spend more time reconciling their books than the other four clients combined.

Lee Kantor: [00:15:26] Right, it’s because the system, the system isn’t good, then the the output of information is not going to be good, so. Correct. Correct. Now when you’re working with a new client, what is typically the pain? Are they in some sort of a crisis as something happened where they’re like, Hey, we better call John and his team because, you know, we screwed this up or something, you know, something isn’t. You know, I’m feeling some sort of a pain. Are you coming in in that kind of regard or are people proactive in trying to get ahead of things?

Jon Bassford: [00:15:59] You know, so because a lot of my work has begun at the startup phase, again, whether it’s true, start up from nothing or branching off the pain point is we’re incorporated and we don’t know what to do from here. Right. And so that’s that’s that’s certainly a big, big pain point that I’m feeling it is providing that expertize on all those different aspects that you need to to set up and start running. The other part, yeah, I would say, you know, more than any other area. Where the pain points become visible to the executive director of the owner, et cetera, is around accounting, you know, you can kind of fake it till there’s a problem, right? Business insurance you you don’t know that there is a problem to there is a problem, right? You don’t you don’t sit around thinking, Oh man, do I have enough insurance? But the accounting is something that is going to pop up all the time. Whether you’re doing the finances for a board meeting, you are getting ready for taxes. You are, you know, just trying to get to a point where you’re reviewing your own financial reports on a regular basis. You know, there’s a there’s there’s there’s several different flows of information that occur with accounting that at some point you’re going to be like, Oh, like, this isn’t right, and I don’t know how to fix this. And it’s usually because there aren’t the systems and processes in place. And you know, as much people are good intentioned on on stay on top of accounting. It’s an area that slides because it’s not an area of competency. And for most people, it’s not fun, right? It’s not what they enjoy doing. It’s not their core mission, it’s not their core business, and they tend to let it slide. So yeah, a lot of times we are brought in to say, come in and say, Hey, like we say, something is off on our books and we don’t know what it is you need. Can you come help us find it?

Lee Kantor: [00:18:03] And then so when you start an engagement, you’re coming in to maybe solve a specific problem like that or build a strong foundation. Is it something that you’re coming in to just kind of triage that situation or does this eventually turn into a Hey, Johns? I might as well just outsource this to John because he seems to know what he’s doing.

Jon Bassford: [00:18:25] Yeah. We occasionally do ad hoc work for problem solving, and I’d say that happens more on the association side for me more than anything, and it probably happens a little more outside the outskirts of operations. You know, one of my one of my clients is redoing their component relations handbook for their professional association, their professional chapters across the country. And it’s just one of those things that, again, it just falls to the wayside because it’s not the core job of the individuals. And so it just sits and sits and sits, and they’ve engaged me to say, Hey, look, you know, we need to revamp this and we want your skill and expertize on how to do that. So we certainly do that. Add how to work. But my goal is always with clients is to get my foot in the door with some kind of project and then from there provide ongoing services, whether it’s and sometimes it’s just from advisory standpoint, right? Maybe you have that person at your office that the EPA or the operations manager who handles all the transactional day to day work, you know, they make sure the bookkeeping is done. They make sure there’s business insurance. They respond to the emails and the inquiries when they come in that maybe they don’t have that high level view and experience on some of these areas. Or again, that’s an area where I can come in as a CEO or CFO advisor and really just kind of help quarterback the person, right? They can handle the transaction work, they can handle the day to day. But I can come in and provide them with some a little bit more expertize in helping make sure in a limited number of hours, you know, five or 10 hours a month. Making sure that that organization is is getting ahead of the future hurdles and making sure that they don’t get in that same place again.

Lee Kantor: [00:20:17] Yeah, a strong foundation is critical. And and just even like you said earlier, little tweaks can have a big impact over time. So get some of this stuff right at jump rather than kind of just accept certain levels of inefficiencies when you don’t have to.

Jon Bassford: [00:20:35] Yeah, and I have a great story. It’s not operation. It’s for my first, my first, very first role. But again, I think it kind of goes to a little bit of what we’ve been talking about with associations and change associations and evaluation and also the the end goal of making sure that what you’re doing on a day to day basis, weekly basis, monthly basis is driving the results that you intend. So I started my my new job with this legal organization and I done a a trip. It was it was a traveling field rep position where I was going around the country, visiting chapters at law schools and helping the ones that were struggling by training the officers, doing recruitment for them. And it really just kind of being that that in the field person to help these chapters grow and succeed. And I’d finish my my first training trip with a colleague and a couple of weeks in and I kept being told by by my boss, this is what we expect our chapters to do. You know, like it was very, very specific, right? Disney of our programs, this number of recruitment events. You know, they need to have an initiation every semester or at least once a year, you know, very, very specific requirements. And you know, I’m here, I’m training. I’m the new guy. And again, my mind is analytical. I’m always always thinking about what’s best and how things should work. And so I come to and I said, You know, you keep telling me that this is what chapter should do.

Jon Bassford: [00:22:02] Where does that exist? Where are we telling the chapters that other than me repeating the words? And the answer was, Oh, there’s this, there’s this document in the back of the district conference manual. So I’m sitting here thinking, I’m like, OK, it’s the back of this manual, I said, So what happens if if a if a chapter doesn’t kind of destroy confidence, do they see this document ever? No. Well, what if they leave their manual at the desk, a conference and leave and go home? Well, they see this again. The answer was no. So this entire organization’s chapter operations is really what a submission is all about. These chapters deliver on the organization’s mission, which is the the sole purpose of the organization and in the chapters. Doing these tasks on a semester annual basis is the whole is the whole point of what they’re doing to fulfill on that mission. And that instruction was buried in the back of a manual. So here’s what I did. Again, I didn’t make broad changes. I didn’t. I didn’t reinvent the wheel, but I took the these pages. I think at the time it was three pages and I I boiled it down to a two page document front and back, four, four printed out and two pages for digital. And I had that document be at the front of every single thing I did if I was emailing a chapter about initiation, I mentioned this document.

Jon Bassford: [00:23:24] If I email them about programing, I mentioned this document. Everything I did was geared around this around this document. And because of this kind of proactive approach of really putting out all the expectations on the chapters up front, here’s in my time there. I was there for six years during my time there, the organization, which was a 100 year old organization. So was it was it new like it wasn’t in a growth phase in the lorsqu’il department, we had a 20 percent increase in membership. We had probably, you know, sometimes hard, hard, hard to quantify, but a two or three times in programing from our chapters we had, we went from having about 15 chapters out of two hundred meeting these mental expectations to over 100. So really just really increasing that greatly. And here’s another big thing that with with utilizing this document and lioness expectations and communicating it proactively, the organization had an issue where they had a lot of times would have to subsidize people to go to their conventions to get the numbers that they wanted. And what we were able to do during my tenure is not only cut out those subsidies. We actually increased the the convention attendance. Year after year, why was there and it was all because of utilizing this document being proactive about it, laying out clear expectations for these chapters and communicating that proactively as well.

Lee Kantor: [00:24:51] Wow, that is a great story. And that shows being proactive on your part, enabled your client to really benefit and really just probably benefiting to this day.

Jon Bassford: [00:25:03] Yeah. Yeah, I mean, and there’s no doubt that that, you know, some of my bosses and people I worked with had started this process, right, like the organization was in a place of change and transition. I think, you know, five or seven years prior to a volunteer alumnus, kind of being the executive director of the organization to paid staff. So it had made some changes already, and it was certainly growing and making some progress. But but again, there’s this one little tweak. One little change of pulling this document out and really driving it home really made all the difference for that organization. They also started doing it more on that pre-law department, and they started seeing growth there. And there’s no doubt that I was. I was piggybacking on some of the great changes I had before me, and I’m sure that the, you know, the people following me took what I did and made it even continue to use the core of it. But what our continue to grow and expand that as well?

Lee Kantor: [00:26:04] Well, John, if somebody wants to learn more, have a more substantive conversation with you or somebody on your team, what’s the website?

Jon Bassford: [00:26:12] Yeah, you can go to WW Dot, think laterally

Lee Kantor: [00:26:18] Think and then the hyphen lateral. Correct? Yep. Well, John, thank you so much for sharing your story today. You’re doing important work and we appreciate you.

Jon Bassford: [00:26:27] Thank you very much. I appreciate it as well.

Lee Kantor: [00:26:29] All right. This is Lee Kantor. We’ll see you next time on association leadership radio.

Tagged With: Jon Bassford, Lateral Solutions

Nick Cavuoto With The Cavuoto Company

March 9, 2022 by Jacob Lapera

NickCavuoto
Coach The Coach
Nick Cavuoto With The Cavuoto Company
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NickCavuotoNIck Cavuoto, CEO at The Cavuoto Company

Nick is a people catalyst, brand strategist, and executive business consultant for today’s most influential brands. In addition to his accomplishments as a business consultant with Fortune 500 Companies like Verizon, Microsoft, and Paychex, Nick serves as an inspirational figure, activating the next generation of global leaders.

Connect with Nick on Facebook, LinkedIn, and Twitter.

What You’ll Learn In This Episode

  • Business, motivation, and success

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:02] Broadcasting live from the Business RadioX Studios in Atlanta, Georgia. It’s time for Coach the Coach radio brought to you by the Business RadioX Ambassador Program, the no cost business development strategy for coaches who want to spend more time serving local business clients and less time selling them. Go to brxambassador.com To learn more. Now here’s your host.

Lee Kantor: [00:00:33] Lee Kantor here, another episode of Coach the Coach Radio, and this is going to be a fun one today on the show, we have Nick Cavuoto with the Cavuoto Company. Welcome, Nick.

Nick Cavuoto: [00:00:42] Thanks so much for having me. Appreciate it, man. Glad to be here.

Lee Kantor: [00:00:45] Well, I’m excited to learn what you’re up to. Tell us a little bit about the Kabuto company. How are you serving, folks?

Nick Cavuoto: [00:00:51] Yeah. So I work basically in two capacities one as an investor in primary relationships where you have really high performing top one percent of the one percent of entrepreneurs, public figures and leaders in the world, and we serve to fulfill marketing objectives for them. And then outside of that, I coach and mentor entrepreneurs who are highly gifted and motivated to do something great in the world.

Lee Kantor: [00:01:14] So what’s your backstory? How did you get involved in this kind of business?

Nick Cavuoto: [00:01:19] Absolutely, man. Well, I actually started my professional career in vocational ministry, so I was a pastor first, which was a cool experience, growing a church from a thousand and ten thousand people every weekend. And it also invited spirituality into then what I believe are now business problems that I solve because it all comes from, I think, a unique place of intent and in the process of growing churches and building public figures. That’s where I learned the knack for number one being in alignment spiritually with what you want to accomplish in the world. But secondarily, it was the concept that was built around personal brands and a lot of my work that I do, it is for individuals who have companies. And so it’s the maximization maximization and also the activation of their greatest gifting. And that was a unique integral part and also where I both developed the confidence and the competence to get out into the world and do my greatest thing and get my greatest gift.

Lee Kantor: [00:02:14] So now do you feel having been around entrepreneurs in business for as long as you have that, having a personal brand is the secret sauce for success for most folks?

Nick Cavuoto: [00:02:28] Undoubtedly, you know, I, you know, I believe that people are the world’s most powerful brands. And, you know, if anybody for a moment disagrees and says no corporation, a corporate brand or logo carries so much more momentum. I mean, I just want you to look at the twenty sixteen presidential election. I mean, that was off of somebody who built their personal brand for 40 years. And Ellen, for example, Tesla would not be where Tesla is today if it wasn’t for Elon’s personal brand or for that of Steve Jobs or for Jeff Bezos, you know. So a lot of leaders truly are the ones who create, you know, momentum and also movement in an organization. And I just find way too many leaders hiding behind their logo, hiding behind their music, hiding behind, you know, truly their frameworks and not getting out in front and actually being that shining light in the world that they can be. And when they do, everything changes. It’s actually pretty incredible.

Lee Kantor: [00:03:21] So when you look back at your career, do you think back to the time of working with pastors and seeing this, this is the original personal brand, right? Every pastor is the brand for their church, for their people. They are the rock stars for their group. Everything kind of trickles back to that, doesn’t it?

Nick Cavuoto: [00:03:43] You know, everything trickles back to human behavior. And I believe that people, you know, trust people more than they do organizations. I mean, if you look at the concept of the oldest book written in history and we go back to the Bible for a second, you know, Jesus was known for who he was and for what he accomplished more than the movement that he created. And so it’s just one of those things in human behavior that we never escape, which is the concept that we trust people we buy from people, we trust people, you know, we find ourselves in most circumstances, you know, opposing, you know, the big ideas of large organizations and in corporate thought, even tribal identity. So it’s all about individualism and the power of a unique idea from from a unique person. And that’s why we create prominence around people like Elon Musk or like Albert Einstein or like Thomas Jefferson or, you know, whoever those influential people have been in history. That’s a lot of times it. I mean, it’s not all the time. It comes from their unique ideas and also the unique things they wanted to do accomplish in the world. And then they create a movement after.

Lee Kantor: [00:04:50] So do you think that if you were just kind of a random person is placed in front of you, could you help them develop a brand that would resonate and would get people catalyzed behind them?

Nick Cavuoto: [00:05:03] Absolutely 100 percent. You know, there’s seven keys to creating a highly profitable and meaningful personal brand that I created, and it starts with your story, your personal story, and it ends with the partnerships that you create in order to catalyze that movement. So, yeah, 100 percent.

Lee Kantor: [00:05:19] So just a random person, even a person may be down on their luck person that doesn’t have any like true business, but you can help them create what it would take for them to elevate themselves out of the situation that they’re in.

Nick Cavuoto: [00:05:32] Well, absolutely, because everything that I do inside of personal branding comes down to the concepts of psychology and human behavior. Well, it’s one of the things I figured out when I was in marketing doing, you know, a ton of work for Fortune 500 companies. I mean, my late 20s, I was at executive tables that, you know, I was a quarter, if not maybe half the age that the most of the people in the room. I mean, some of these corporations have people, you know, who are pushing 85, 90 years old inside the organization. And there I was, you know, bringing in these new concepts and ideas that were actually old ideas and old concepts because my grandfather is one who taught me business. And when you look at the ethics approach of an individual and how people make purchasing decisions, it always comes back to the person. So I believe that everyone has a unique and identified purpose and they have unique ideas, and I truly believe that you can learn from anyone and everyone. So if someone is looking to build a business or to create a movement off of their unique experiences or their unique perspective on the world? Absolutely. I will say this, though, because I think it’s really important. You can’t do epic things with basic people. So if someone is not complaining and or agitated because they want to do something great in the world and they’re just like, Hey, just help me do what I need to do, but I don’t want to do the work, then I just can’t help that person. You can’t help the unhelpful, but someone who’s up to something who wants to do something great. That’s raw talent I can work with, no doubt.

Lee Kantor: [00:06:54] So the desire has to be there and the ability to take action, not somebody that just whines and complains.

Nick Cavuoto: [00:07:02] Absolutely. And it comes from a parable, you know, for me of the pool of Bethesda, you know, where a man was laying on his mat feeling like, you know, for 38 years, he was told that he could receive help and people sold them snake oil and made promises that they couldn’t keep and try to perform miracles. They were not capable of performing. And yet he met somebody who said, you know, just pick up your mat and walk. And that was the freedom was just honestly the the prompting, but also the courage for someone who could actually make that promise to say, just get up and walk. I think there’s a lot of times in life where people, especially right now, are dealing with the psychological weight and the emotional weight and pressure of carrying the world on their shoulders like Atlas. And, you know, whether it’s to get up and walk or to set down the world and to just find yourself going like, what’s the next right step? I can absolutely, undoubtedly work with that. You bet, man.

Lee Kantor: [00:07:54] Now how do you find that this line of thinking works generationally because you have older folks who might be more humble and might think that they aren’t worthy of this influence? And then you have young people who believe that they are worthy and almost to a person that they deserve everything that they can dream of. How do you kind of work across generationally?

Nick Cavuoto: [00:08:22] Yeah, you know, most of my friends and the circles of influence that I’m in are are usually 20 years older than me, which is interesting because I’m kind of like the whiz kid who brings a new idea and concept. But I have the conversational tonality, and I’ve built the trust of the receipts that I can show on my success that allow people who maybe are in those later stages in life to to have the trust. But also, I have the lifestyle that, you know, people looking up to me who are maybe millennials going, I want to have a life like that. I also tell them the good stories, the stories of failure and the stories of challenge, as well as the ones of overcoming. But I think that it’s, you know, if you have two hands and you open them, why do you have the ability to give and also receive? And I think the messenger, you know, has to be responsible with the influence that they carry. And so for me, for somebody who’s young and entitled, the conversation is pretty simple. You know, in order to achieve the things that you want to achieve, you have to understand that generosity is the pathway and you will fail more times, even if you think right now I’m going to fall a thousand times. Multiply it times 10. And that’s the reality of the entrepreneur’s journey. And you have to be able to have the chutzpah and or the the gut strength to be able to persevere through really difficult circumstances and situations. I tell the story of how I lost a million dollars in two days when COVID hit. And you know, that usually is earthshaking for them, but it also gives them the encouragement and support on the other side of it to say you can accomplish anything you want as long as you don’t quit, but you’re entitled to nothing except for maybe the air you breathe, things that have been given through nature.

Nick Cavuoto: [00:09:53] God himself for you. Those are the things. You have gifts. You have abilities, you have talents, you know, but your success is not guaranteed and it’s certainly not entitled. And for those who are in the older generation, I think that the spin off comes that, like your best years are, are right now. You know that old saying, you know the best is yet to come. I don’t ever say that because I think the best is right now. Your best is right now, and it’s a decision making point to not say, Oh, poor me, right? The poor me story of, well, I’ve arrived to a certain level or I have achieved a certain amount of things. And who am I? It’s that’s just honestly rooted in the thoughts and opinions and judgments of other people. In fact, the conversations that I have with folks who are in there, maybe golden years of life or more seasoned in their experiences is to actually ask yourself the deep question that maybe you haven’t yet, which is what do you want another way to say that would be? You know what? Something that would be really good for me to have or to do. It’s another way to reframe the question. And I think that that’s one of the golden rules that I live by is to to treat yourself like someone you’re responsible for helping and not just helping the world. But what would a good life, a powerful life look like for you?

Lee Kantor: [00:11:09] And then how do you help them balance that dream with enough is enough, like when is enough enough?

Nick Cavuoto: [00:11:18] Well, I think for high performers, they don’t ever think enough is enough, it’s like kids on Halloween, like how do you tell a kid when you have enough candy, you have some kids who walk around with these, you know, the little, you know, jack o’ lantern style, you know, buckets to fill their candy with. And then you have other children who walk around with sleeping bags or with pillowcases, and they want to fill it all the way to the top. I think enough is when you reach a level, as Les Brown said of where you live a life and at the end you have exhausted all of your effort. You’ve left it all on the field that you actually find your final years being empty, not only empty of your the amount of effort you put in the world, but empty of regret so that you don’t sit there and say, I wish I could have you know and leave for me. I just imagine that one day in my latest years, my final day that I have to meet the version of me that would have had the courage to do the impossible. And so I try to live out every day knowing that I’m going to have to meet that person one day and hopefully it’s the same person.

Lee Kantor: [00:12:18] Now if there is someone out there that wants to learn more about the programs, maybe have you speak or maybe become part of your groups? I know you run mastermind and mentor mine groups. Can you talk about them? First of all and then how people can get involved?

Nick Cavuoto: [00:12:36] Absolutely. Absolutely. So Mentor Mine is a mash up between a mastermind and the mentorship program of where essentially I assemble 12 very powerful, high performing entrepreneurs, put them in a group and let them spur on valuable conversation, help let them help each other solve problems, allow the opportunity for them to bring in referral opportunities for different members in the group and on every call. It’s incredible because there’s over a million dollars worth of value dropped on every call. I’ve been doing this for years. And a lot of times people will buy a course to learn something or they’ll hire a coach. But a lot of times the coach has an isolated perspective or a consultant who uses their mind, but not their hands. Entrepreneurs are gritty. They want people who are willing to get in the mud with them and create something and or create an opportunity to give them a hand up and to help them to the next level. So I built it on the whole thesis that relationships are rocket ships. It truly matters to the people that you’re around. And also the energy that those people carry. It’s not just about the breakthroughs and the brilliant ideas, but it’s about the energy that can carry you from a challenging position and give you the inertia and momentum to solve 80 percent of the problems that you might face on a daily basis. So, yeah, if there’s any entrepreneurs out there who are a looking to be around other powerful people with a million dollars worth of value on every call, I mean, are you kidding me that most people can never afford a coach that seven figures, but you can through this program? And I would say secondarily, who want to build a business that’s based on their core identity and that’s based on their big ideas, their thoughts and want to build their personal brand in order to achieve what I believe a rocketship results. Then, yeah, visit Nick Cavuto, e-commerce mentor mind, and you can find more information.

Lee Kantor: [00:14:16] And is this something that it’s any industry b to C, B to B? It doesn’t matter as long as a personal brand is behind it.

Nick Cavuoto: [00:14:24] Absolutely. It can be in any industry and I do silo the groups out so that you’re never going to be in a group with someone who’s in the same vertical as you, because it’s my goal to create this as the unfair advantage for your business. I’ve had way too many people join the group and say, Is it bad that I don’t want to tell anyone about this? Because this is like my hidden secret advantage, and I said, Absolutely, you need to become more generous. It’s one of our rules. So share it with the world. And at the same time, you know, I do ensure, of course, that these are small, intimate groups of people who have diverse experience. Because I know the entrepreneurs, they solve problems better than anybody in the world. So if I can have you around other people who can help you solve your problems and unique challenges while at the same time not having the judgment, I’m telling you it’ll be one of the best decisions that you’ve ever made in business.

Lee Kantor: [00:15:10] Now, can you share a story? Don’t name the name, but an example of somebody who was a part of this group that was able to join and then take their business to a new level?

Nick Cavuoto: [00:15:20] Absolutely. I had a gentleman who ran an AI company and it was a lead generation company based on AI, and he was hiding behind the logo. You know, he created a glass ceiling for himself. You know, there’s a lot of personal conversation because in business, it’s personal and professional. Sometimes we need to work on our marketing, and the reality is we need to work on our marriage and if we improve our communication, is that interesting that both sides reward or receive the reward of the benefit? And so this gentleman was really struggling to communicate clearly to his audience and so got him around incredibly powerful people who all had shared experiences of unique challenges in different stages of growth. But we broke through the glass ceiling that he created for himself, and by doing so, he went from doing 30k a month to three hundred and fifty thousand dollars a month in his business in 90 days. And that was through the process of unlocking him. And that’s the unique benefit is a lot of times when we spend most amount, the most amount of time on problems that don’t exist. People think they needed a better brand. They need a different logo. They need to improve their messaging.

Nick Cavuoto: [00:16:23] And all of those things can be true. But I go off the philosophy that the target is never the problem. Whatever you want, your growth to be in your company, that is not the issue. You create problems that are not attached to that because when you see how much work it is to actually go solve that problem, you’re like, I don’t know if I’m up for the challenge. So I always say the target is not the problem. And so we focus on the ancillary elements of where there’s fractures that are in your consciousness. And then we say, OK, how do we handle some of those? And then magically, it seems that the glass ceiling is shattered and new opportunities come. So by allowing him really to unlock some of the challenges he was having in his personal life, all of a sudden his business started catalytic growing. He was starting to get more referrals. And that all came from what I believe are universal principles of the way that the world operates and had a lot. Less to do with the fact that he just needed to update his messaging. It was a part of it, but let’s say five percent, not ninety five percent.

Lee Kantor: [00:17:17] So what is something that’s actionable a person could take right now to unlock some of the things that are holding them back?

Nick Cavuoto: [00:17:26] I think the the first thing that comes to mind for me is to start comparing yourself to who you were yesterday, and don’t compare yourself to someone else that you think that you want to ascend, to be like or to look like or to sound like. I think that marginal growth, if you can make a one percent shift day after day in 90 days, you can have a completely new reality. And a lot of the times we want things from people who want the lifestyle that we have or the business that we have. And here we are trying to map to what they have. And people end up building a fake reality on a fake life, on a fake purpose of someone else. They don’t even realize it. So if you just focus on yourself and you’re not, you know, self-centered, you’re just self focused. It’s very interesting how you’ll start counting your wins and also start noticing your blind spots. So compare yourself to who you were yesterday. Nothing else. Nobody else. And just focus on that incremental growth.

Lee Kantor: [00:18:21] Well, Nick, thank you so much for sharing your story today.

Nick Cavuoto: [00:18:24] You’re so welcome and absolutely. Thanks for having me

Lee Kantor: [00:18:26] And the website. One more time.

Nick Cavuoto: [00:18:28] Nick Dotcom, Nick Cave. Like victory, you, Otto.

Lee Kantor: [00:18:34] Well, you’re doing important work and we appreciate you.

Nick Cavuoto: [00:18:37] Thank you, brother. All right, thank you. Thanks.

Lee Kantor: [00:18:39] All right. This is Lee Kantor. We’ll see you next time on Coach the Coach radio.

 

Tagged With: NIck Cavuoto

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