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Search Results for: marketing matters

Kendrick Jones from Summit Funding Advisors and Tamara Lewis from Pink Pearl Hero

October 20, 2021 by Kelly Payton

Cherokee Business Radio
Cherokee Business Radio
Kendrick Jones from Summit Funding Advisors and Tamara Lewis from Pink Pearl Hero
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This Episode was brought to you by

The Innovation SpotAlma Coffee

 

Kendrick JonesKendrick Jones, Mortgage Lender with Summit Funding Advisors

Kendrick has lived in Cobb county her whole life (currently barely live in Cobb – just across the county line!), and she’s always loved Cherokee County and Woodstock. Kendrick had originally planned to teach economics as a career, but in graduate school realized she wanted to be face to face helping people’s personal economics! She has now been in the mortgage industry since 2017, and takes her love for learning and teaching to smoothly transition her clients through the loan process, with as much guidance as they seek.

Summit Funding AdvisorsConnect with Kendrick on LinkedIn and Facebook

 

 

 

Tammy LewisTamara Lewis, VP of Pink Pearl Hero

Tamara (Tammy) Lewis, MPH Regional Vice President, Primerica Pink Pearl Hero, Non Profit Founder, CEO of 1DopePlanner Tammy (Brown) Lewis, hails from the mighty “ Show Me State” of St. Louis, MO! This wife and a mother of two beautiful girls, visions herself as a “Servant Leader” to her community in any work-capacity that she has been in.

Tammy started her career as a Health Educator, carrying on various roles in the community sector, research and development, as well as the corporate setting, in pharmaceuticals. Her pharmaceutical roles have varied from Sales Representative, Regional Field Trainer and District Business Manager. She has a total of twelve (12) years experience in pharmaceuticals from Pfizer Pharmaceuticals and Novo Nordisk combined.  In the most recent years, Tammy took a 360 career change from corporate America and jumped into the world of finance and entrepreneurship as a Regional Vice President, in Primerica. Her focus is to help people get on “The Right Side of Wealth” and put a financial game plan in place to help people succeed at the money game.

A life changing diagnosis of breast cancer, has birthed two new passions. She is the the Founder of Pink Pearl Hero Non Profit that focuses on Self Awareness Self Love, and Self Care for all women while advocating for breast cancer awareness and women’s empowerment. Due to limitations during her breast cancer journey she create a digital planner, 1dopeplanner that integrates digital and paper planning in one platform that allows people to be more productive. With a continuous focus on community service, she is also a member of Delta Sigma Theta Sorority, Inc. and Girl Scouts of America.

Pink Pearl HeroConnect with Tammy on LinkedIn and Facebook

 

 

 

This transcript is machine transcribed by Sonix

 

TRANSCRIPT

Speaker1: [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.

Speaker2: [00:00:23] Welcome to Cherokee Business RadioX Stone Payton here with you this morning, and today’s episode is brought to you, in part by Alma Coffey, sustainably grown, veteran owned and direct trade, which of course means from seed to cup, there are no middlemen. Please go check them out at my alma coffee and go visit their Roastery Cafe at thirty four point forty eight Holly Springs Parkway in Canton. As for Harry or the brains of the outfit Letitia and tell them that Stone sent you. You guys are in for a real treat this morning. First up on Cherokee Business Radio, please join me in welcoming to the broadcast with Pink Pearl hero. Miss Tami Lewis, good morning.

Speaker3: [00:01:09] Good morning. How are

Speaker2: [00:01:11] You? I am doing well, so delighted that we’re finally getting a chance to do this show. You and I at one networking event, fundraising something or another will point at each other very quickly and we’ve got to get together. We’ve got to do that thing right, right? And now we’re finally getting a chance to to do it. Pink Pearl Hero Mission Purpose. Tell us a little bit about this organization.

Speaker3: [00:01:35] Yeah, so this was actually placed. So it’s I always call it Pink Pearl Heroes, part of my Jonah moment. It was not in my vision at all. It was something that just kind of happened. But so little history about it, how it really started. So in July of 2018, I actually was preparing for my first 5K. Well, it actually was a 10k. I thought it was a 5K. I found out 30 days before. Oh, it’s a 10k. So the peach tree here. So the whole time I thought it was a 5K and I was training for this race and I would go back and forth from St. Louis to Atlanta because I was working and one day I was running in my pearls and this kind of had the pearl started. And this couple, this older couple stopped me in mid run and said, Are you running in your pearls? I’m like, Yeah. And they were like, That’s really classy. I’m like, That’s me. And so the kind of like that’s where the pro came from. But then 30 days later, I get diagnosed with breast cancer, so I was at my healthiest of my life, ran a 10k that I thought was a 5K, and 30 days later, I get diagnosed with breast cancer and my whole life changed. And during that process, I was going back and forth. I mean, so we went from, you know, the mammogram. We went from the ultrasounds to the biopsies to the like, the MRIs. And we, you know, finally found out that it was on my left breast and I had to get a mastectomy.

Speaker3: [00:03:02] So as I was going back and forth, I would stay up late at night because of the type of surgery I had. I had a what’s called a. I had the double mastectomy and I had a lattice CMOs Dorsey with reconstruction surgery. So I had a genius plastic surgeon. But the surgery, you know, I wanted to know more about it. So just like everybody else in the U.S., what do we do? We go Google it. So I went to Google to see what the surgery was going to look like, what it was going to be about and when I would go on Google and I would see women, but I never saw women who look like me. And I was like, well, you know, if if breast cancer really affects women of color, mainly black women, like we have higher death rates than other women, I did not know that. Yeah, we have higher death rates and other women, and a lot of it is because we’re finding out later and there’s more aggressive types. But because I didn’t see me, I’m like, Somebody needs to start talking about it. And you know, there’s, you know, some celebrities, they were talking about it, but I never saw the common woman. And I hate to say common cause I don’t consider myself common, but you know what I’m saying? And so I was like, You know what? Somebody needs to talk about it, and I had a moment. It was like at three o’clock in the moment, this is in the morning.

Speaker3: [00:04:14] This is where I get all my great ideas. I get 3:00 in the morning, of course, and I was like, You used to be a health educator. So I used to be a health educator. And my first project as a health educator was the breast cancer and cervical project in St. Louis. And I’m like, Why are you waiting on someone? This is your background. Why don’t you do it? And so I was like, But I struggle like, what am I going to do, what I’m going to talk about and I’m going to start this organization? What’s the name going to be? Yeah, we’ll put pink in it. And then, of course, that’s where the Pearl came in. And then the hero came in. Because the National Institutes of Health actually had a study about the hero syndrome for women about how we take care of everyone else, and then they looked at it by race. But women as a whole because we take care of everybody else. I mean, that’s just we’re just nurturers by nature. But we always put ourselves last. And when I found out about my breast cancer, this was my second time rescheduling my, well, woman exam because I got busy and I had something else to do. So I was like, Oh, I’ll just reschedule it. So, I mean, it was all divine timing. It happened when it was supposed to happen, but that visit was supposed to happen like months, you know, before that. So. And that’s how that’s how it started. It started right from there.

Speaker2: [00:05:29] So talk about the screening, how important is screening and is that a yearly thing twice a year?

Speaker3: [00:05:37] So, you know, women in general should do their monthly breast self-exams and there’s, you know, great resources. You know, now that we have more technology, you know, women can go online and see videos of how to, you know, actually do a proper breast self-exam. But I mean, you know, we need to start teaching our younger girls how to do it. You know, I actually did a a workshop for one of the Girl Scout troops and we were talking about breast cancer, and I asked him how many of them knew how to do a breast self-exam, and no one knew. I’m like, OK, so there’s problem number one. Yeah, we got to start earlier and then women over 40, that’s when we’re supposed to start to get our mammograms. So I got diagnosed when I was 44 and that was my first mammogram, so I was already four years behind. So, yeah, at 40, that’s when the mammograms are supposed to start happening.

Speaker2: [00:06:29] And if this kind of thing is identified early, the earlier we know the the better.

Speaker3: [00:06:35] Yes. So the type of breast cancer I had was ductal carcinoma, so I had ductal breast cancer and I was I’m just a little aggressive. I mean, people who know me know that I’m pretty aggressive. I was like, we were doing this guns blazing because I’m only doing this one time. But the earlier that you can find out, the higher you know your your mortality rates are so right. So I mean, early detection is always key. It’s always key.

Speaker2: [00:07:02] Now are there aspects to, I don’t know, lifestyle diet that can impact this? Or do we know yet?

Speaker3: [00:07:09] So so I actually did get genetic testing done because I have two daughters, and so I wanted to make sure I didn’t have the BRCA gene. So that’s the gene that’s a carrier for our marker, for breast cancer. And if I did, then we knew how to take care of them so they can be a little bit more aggressive. And all my genetic testing came back negative for all cancers, which like, would they test me for everything? So which led me to know that it is environmental, that it had to be something that I ingested? Put it on me. I mean, I’m learning some things that are going on in the in St. Louis. It’s called Cold Water Creek. You can kind of look it up that there’s a higher rate in the county I lived in actually has the second highest rate of cancer and actually breast cancer in the U.S. and I’ve lived there twice. Like in high school and then again when my husband and I built a home there. So. And it was during the exposure period. So now I’m trying to figure out, hmm, I wonder. But I mean, that’s just one isolated incidents. But I mean, a lot of it is, you know, lifestyle and environment as well.

Speaker2: [00:08:21] So Pink Pearl Hero, is this an organization? Is this a group of do you have like Margarita Mondays? You get together and raise money with drinks?

Speaker3: [00:08:29] We actually did have a pink drink for one of mine.

Speaker2: [00:08:32] It’s fantastic.

Speaker3: [00:08:33] So we I’m really just now coming out and. Putting the plan together to get some things done, because I just got done in December, like with all my surgeries and procedures. Oh wow. So I had in total five surgeries and did 28 radiation treatments once it was all said and done. And so now I’m like getting back up to speed where I’m like, OK, so now we got to, you know, put some action to, you know, what we said we’re going to do. So right now, it’s our it’s our nonprofit. And I was I knew I wanted to give back my story as part of that just to, you know, you know, talk to women about, Hey, so you look perfectly healthy, but you never know what’s going on, you know, deep down. And one of the things that we decided to do, I went back and I said, what were some of the things that made me happy during the process? And I had a couple of girlfriends that would send me like a box, just a box of stuff, funny stuff, gift cards, self-care, things. And I was like, Well, what if we do a hero box? And in the hero box, because I’m big on women’s empowerment, that the like big ticket item comes from a woman’s own business. And so that way I can still support women. I can support breast cancer. And so throughout this the pandemic, I’ve been meeting with women who have their own businesses, and in my mind, I’m like, So how can I help her and how can she help me help breast cancer survivors at the same time? So I’ve met some phenomenal women, got some great ideas of items and content to put inside the hero box, and it checks off the box of all the things that I want to do.

Speaker2: [00:10:14] I wish you’d have been in the studio last week or actually, we have another episode this afternoon at the women in business, and so they’re always in here talking about their business side. But some of these folks, I think you already know, but that would be it might be fun to have you plug into that sneak back in

Speaker3: [00:10:29] If you let me.

Speaker2: [00:10:30] So speaking of business and work, what kind of impact and how do you integrate the the two?

Speaker3: [00:10:39] So so again, my background is actually health care. And I was in the health care industry and I was in the pharmaceutical industry as well for about 14 years. And so I just I mean, like I read research different. I look at, you know, like chlorophyl, like how does chlorophyl help? So bringing all those things to the table? But then when it comes to the the business aspect, my personal story is what I use because I’m a broker partnering with my husband in financial services. And I mean, I did a total 360. I always tell people I went from selling legal drugs to selling money. That’s me legal, legal. Anyway, so.

Speaker2: [00:11:21] So what kind of what kind of broker?

Speaker3: [00:11:22] What what’s the work? So so I’m in a broker and financial services, so I do investments, life insurance, those types of things. And I help people, you know, build their own businesses. So I have a team of agents as well. But my personal story is where I kind of wrap all that in because when I did get diagnosed and you know, a lot of people don’t want to think about death, but I actually did. I had to think about it because I had, you know, we have children and, you know, I told my husband, I said, Look, if anything happens to me, you guys are financially OK. I know we don’t want to have that conversation, but we’re financially OK. And you know, my thing is, if you’re fighting and you’re especially if you have children or someone you want to build a legacy for, why would your death like, stop that and people don’t want to have those tough conversations. But I knew I already had those things in place, and I talked to women all the time. I’m like, If my story doesn’t impact you enough to say I ran a 10k and 30 days later I got diagnosed with breast cancer and we we had no idea how severe it was at that point. But then, you know, the other thing is the type of life insurance that I have that it has, like a terminal illness benefit in it. So I had access to money. So then the other part of my brain is, well, if it’s more terminal, you got access to money and you can go find the cure. So if it’s in Sweden, if it’s in Mexico, you have access to money to go find the cure.

Speaker3: [00:12:43] So mindset wise, I mean, I’ve talked to some other, you know, breast cancer survivors, and the financial part is the biggest part of that. It’s the biggest part because it’s like, how am I going to pay the bills? How am I going to keep money coming in? How am I going to, you know, still be able to have health care, those things? And that was never the finance part was never an issue. And the business that we have, we have a business that has passive income. So I did not have to work. I just like chose to work and it worked when I wanted to, you know, going through radiation the first week, I was like, Oh, this is a piece of cake. The second week I was like, Oh, this is different, you know? And by the third and fourth going into the fifth week, you know, your your body starts to change. And what I found out is radiation is the equivalence. And this is what the nurse was telling me. It’s like if you were outside on the beach and you just laid out there for twenty four hours with no sons. That’s what a dose of radiation is. And I call it the Benjamin Button effect, too, because I was just like, I look a lot younger now than I did. I don’t recommend that for people to do that, but I think a lot of that’s just mindset. And then just, you know, the the love of of life and just loving life right now. So but having those things in place because one in eight women will get breast cancer in their lifetime.

Speaker2: [00:14:04] Wow. So part of your work all along was somewhat dedicated to bringing peace of mind to to professionals and families, but even more so now. Yes. And a dimension to it. So how can I don’t know what the right term is, layperson? How can you know the middle aged guy, right? Be supportive of the people who are going through this or in general, just knowing that it is a that it is something that needs that people need help with. And when you find out, you know, cousin Lacey or your sister in law has breast cancer, what is the best set of responses to something like that?

Speaker3: [00:14:45] So ironically, and I’m a true believer in you have not because you ask not. And one day I was like, You know what? I really need a guy that I can talk to who understands breast cancer. And that’s where one of my board members. His name is Latrell. His mother actually died from stage four breast cancer, and then two months later, he gets diagnosed with Hodgkin’s lymphoma. So he had to go through chemo. So he, like, really understands cancer. And so he’s one of he’s the only male that’s on my on my board, not by design, but I did, you know, want him on the board to get a male perspective on how do you support a woman who does have breast cancer? And it’s, you know, I think most people think, Oh, yeah, your wife know it could be your mom, it could be your sister, your cousin, a coworker, a friend. And how do you do that? You know, I think some of that and those are the conversations that he and I did a like a zoom during when we were all like on lockdown lockdown and we just had conversations. And he and I need to do that again. I actually need to call them because a lot of people, men and women like tuned in and asked questions like, How do you how do you support a woman? I think, you know, a lot of it is is really understanding that she’s going to have highs and lows and that she’s not going crazy.

Speaker3: [00:16:07] She’s just having highs and lows because like every day, anytime you have a new surgery, it’s like a different you and you got to get used to the different you, especially if you’re going through like reconstruction. I mean, breast cancer is a little different because for a woman, that’s her femininity, and now she she’s a different woman. And if she has reconstructive surgery, she’s a different woman. Every surgery. And it’s that. And then also just if you know, you know, if you know a woman, I mean, especially a woman who’s important in your life, I mean, just ask her, look, you know, not too much information or TMI, but did you do your breast self-exam this month? I’m going to take you out to dinner, I don’t know. But but having those conversations because, you know, I tell people, I said, the one thing that there is no vaccine for right now is breast cancer, right? And it is real and the rates. I haven’t seen the most recent data, but the rates are going up of. Undiagnosed accounts, because a lot of women aren’t going to get their mammograms because they’re not going into the clinics or the health centers or the hospitals because of where we are right now. Oh man, yeah,

Speaker2: [00:17:21] I hadn’t thought about that. So there’s this, there’s the education component. And then there is we’re also trying to fund new research so that we can find some mitigating a cure that that kind of thing. And so have you got some? I know it’s a year round thing for you. Yeah, I find that we one of the things that I love about being able to do something like this is we can talk to folks who lead causes. In my experience has been, you know, for them, the cause is a year round thing, right? But there’s a lot of attention around it here in this culture in October. So there’s some there’s some stuff happening this month, next month, I would think that we ought to pay some special attention to foods or some upcoming.

Speaker3: [00:18:08] So I actually did a walk last Saturday, so it was kind of like a kind of impromptu walk, but I was like, I got to start somewhere. And I had a great group of people that were there who supported. I’m going to do like a mini walk. Actually, I’ll take that back. I did a the sister strut in St. Louis because St. Louis is where I’m from. I always go back there and I did a they did a parade this year because of COVID, but normally they do like a walk and a 5k. So a 5K is on my radar because you know of the running and running actually was my therapy during the whole process. Like my doctors would say, can you please like hold off, maybe for another week before you start? Because that was always my question when can I go back and run? When can I go run? When can I get on the trails? Because I knew if I was on the trail, that means I was progressing. And then it also helped, like with the with the mentors. So for us, the things that are in the horizon are a 5K.

Speaker3: [00:19:06] So we got to look, look at that. Also, a golf tournament has come up and, you know, working with different women in business and just different business partners and not just women. But there’s also some men with businesses that want to support our cause as well. So we’ve been looking at doing like silent fundraisers. And so we want to do something every month, not just in October, because everybody doesn’t rush to get mammograms in October like they’re on sale or something. But that’s that’s one of the definitely things that we want to do is to do something every month and to get these hero boxes out. So the hero box. My thought process has been that I want to make sure that a survivor is getting what I what we, you know, raise funds for. And so I’ve strategically targeted actually for hospitals that have cancer centers to work with the nurse navigators because I loved my nurse navigator here at Kenneth St. and we still like I still see her at the grocery store as kind of fun.

Speaker2: [00:20:10] What’s I’m forgive me, nurse navigator to say a little something about that.

Speaker3: [00:20:14] So a nurse navigator, which I never knew was in existence until I had breast cancer, is literally a nurse who navigates you through the process. And she and I, Lisa and I still talk to this day and like, I’ll call her, email her and say, Hey, I need this, or or can I come into the office and you know, and talk to you, and what do you think about this? But she helped me through the whole process, like she was one of the people that I saw after my surgery. And I was like, How did I mean? I guess she remembered, You know, she has my chart. Of course, I was like, How did you remember my surgery yesterday? But they navigate you through the process.

Speaker2: [00:20:48] Talk about a hero.

Speaker3: [00:20:49] Yeah. Yeah. And so we want to do something special for them to you because that I mean, just I mean, just imagine, you know, I mean, women, you know, kind of when we’re PMC, we’re always like this. Just imagine adding, you know, a new issue or a new part of your life with breast cancer and then having to work with multiple different women all the time, every day. Yeah. So we want to do something special for them, but we want to make sure that they physically have the boxes so they can give the boxes out to the women that are going through their process.

Speaker2: [00:21:24] So what do you need more of now? You need you need people involved. You need money, you need ideas. What? What do you need the most right now?

Speaker3: [00:21:32] So we need all the above, OK? People also ideas, you know? So you know, when I especially like when I’m talking with people, I’m always thinking, how can I incorporate their business into the box like I was talking to Chelsea? So Chelsea was on last week.

Speaker2: [00:21:49] For those of you who have not heard last week’s women in business, Lori Kennedy with Alpha Omega Automotive hosts that show. Last week we had Chelsea winners. We had her sister in law, Jessica. Yeah, and we had Ramona long and all man, it was fantastic. Lori does such a great job hosting that show, but part of. Our secret sauce is she has great guests. Right, right. You knew what you were talking about, Chelsea.

Speaker3: [00:22:11] So yeah, so Chelsea and I were talking and Chelsea had a friend who lost her battle from breast cancer. So she was one who walked with us and she brought her family. And it was so exciting. And we were talking about, you know, like, I don’t know how we got on the subject of gutter cleaning or roofing. And I’m like, Well, those things. I mean, they still have to happen regardless of breast cancer is here or not. So maybe we can figure something out. You just you mean you just never know. So I’m always trying to put the puzzle pieces together to make it fit.

Speaker2: [00:22:40] So people in general, and I would say in my experience, particularly entrepreneurs, people have built their own businesses. They we, I think, seek out how can we help folks? And so and it’s not always about, you know, how can I get, you know, the big red X out there some more. That’s not what it’s about. I mean, we really. And I guarantee you that Chelsea, winners of the world they genuinely want.

Speaker3: [00:23:03] She does. She really

Speaker2: [00:23:04] Does help. So there is a role and maybe people can even have a hand in crafting that role and supporting your efforts here. But I think I think the businesses in this community in particular will want to rally around the work that you’re doing. What was it like setting up a nonprofit was that is that a bear? Is that or you had to have a navy? Is there a nonprofit set up navigator somewhere? So there

Speaker3: [00:23:32] Is. So I actually have and, you know, so all of this. It happened so seamlessly, and that’s how I knew it was divine. Yeah, because so I have a girlfriend named Nicole, who her business is non-profits. That is her business,

Speaker2: [00:23:49] But she’ll help you set one

Speaker3: [00:23:50] Up, set it up. She did all of it, and I met her like a maybe like a week or two before I had my surgery because I was like, Yep, this is what I want to do. And a week before the surgery, I know for sure I was like, This is what I want to do. I want to set up the nonprofit. This is what it’s going to be. How much is it going to cost and can we get it done? And we did all the paperwork right before I had my surgery because I just wanted to lock that in place and that was in 2018. So there is a nonprofit navigator.

Speaker2: [00:24:19] Now that’s good to know.

Speaker3: [00:24:20] Right? And she set the whole thing up. So but that’s her business. That is that is her business.

Speaker2: [00:24:25] So what’s next for you? First of all, I will tell you what I think needs to be next. I want you to come back on another show and I want to learn more about your business life. But with respect to this work and in this world, what’s what’s next for you? Where are you going to be putting your energy over the next few months, you think?

Speaker3: [00:24:44] So right now, the energy is all in our business. So because we’re still expanding, OK? And as well as incorporating and getting these boxes out, that’s my hero boxes. And so the other part of the the hero box vision is especially now because of the world we live in and people know survivors or know people going through breast cancer. It’s like, how can I still touch them and let them know I’m caring, I care about them. So we’re actually looking at how do we turn this into a subscription? So if you have somebody who’s in California who’s going through breast cancer, you just want to send them something like, how do you send them a subscription box every month just to let them know that you’re thinking about them? So we’re trying to figure that part out. But as of right now, I just have my for like my four cities I’m working with. But if there’s another city, if there’s somebody else who says, Hey, I work at a hospital that has a breast cancer center and we would love to, you know, talk to you about these hero boxes. I’m always open to have that conversation.

Speaker2: [00:25:47] All right. So let’s make sure that we make that as easy as possible. If our listeners would like to have a conversation with you or someone on your team about this. Let’s get some coordinates. What’s the best way for for them to connect with you?

Speaker3: [00:25:59] So we are on social media, so we’re on Facebook as well as Instagram at Pink Pearl Hero, such as at Pink Pearl Hero. Nothing else fancy just pink pearl hero. But we’re on Instagram and Facebook as well.

Speaker2: [00:26:12] Well, I think that’s the best marketing, right? Just simple, straightforward. Nothing complicated to reach out. Well, thank you for the work that you’re doing. Please keep up the good work. Thank you. We want to continue to follow your story, if and as appropriate, consider this platform at your disposal. If you want to come in and do a special episode, maybe highlighting some folks who have taken a real active role in these hero boxes. Or if you want to promote an upcoming event, just we see each other, a lot of that business. But just Hey Stone, I need some studio time and we’ll just we’ll just we’ll make it happen. Quite sincere about. Have you come in and and you and your husband both if you’re in business together, if you want to talk about your. That’d be great about your work, but thank you for what you’re doing. And let’s also put some thought into I don’t know what it would be, but I really like the idea of Business RadioX both Business RadioX Corporate and Cherokee Business Business Radio having some active role in this iRobot’s thing. So maybe we’ll get a chance to hear some more about it. Hey, how about hanging out with us while we visit with our next guest?

Speaker3: [00:27:18] I would love to you love.

Speaker2: [00:27:20] All right, y’all ready for the headliner? She’s been very patient. She’s been taking notes, she’s been nodding. She’s been smiling. Please join me in welcoming to the show with summit funding advisors. Miss Kendrick Jones. How are you?

Speaker4: [00:27:34] I’m good. Thanks so much for having me here. Yeah.

Speaker2: [00:27:36] So what you learn in that last segment?

Speaker4: [00:27:40] Some inspiration.

Speaker2: [00:27:42] Go get your mammogram early and often.

Speaker4: [00:27:45] Right, I know if I yeah, fortunately, I do like annual checkups, but Eric always gets on me on Are you doing the monthly?

Speaker2: [00:27:55] But no, it’s important work. And I mean, we can all be reminded of disciplines that we should be exercising, and I’m delighted that we’re trying to get the word out about it. It was really

Speaker4: [00:28:04] Great hearing about

Speaker2: [00:28:04] That. Yeah, and you’re right. She and her work are very inspiring. Summit funding advisors. You guys are loaning money to strangers, right? What do you do? Or is that another mortgage advisor that says that in our in our group? I don’t know. I always thought that was a funny, funny line.

Speaker4: [00:28:23] No, I mean, you know, by the time that we’re closing the loan, they’re definitely not a stranger, no

Speaker2: [00:28:28] Stranger than they are

Speaker4: [00:28:29] All in each other’s lives.

Speaker2: [00:28:31] So what’s what’s what’s the back story on that? How did you get in that line of work?

Speaker4: [00:28:36] So actually, I I really started my background is finance and economics, and I thought I wanted to be a professor. I thought I’d teach and I love education.

Speaker2: [00:28:48] But you like money better? No kidding.

Speaker4: [00:28:50] Go ahead. No, no. I like I like education. I went to Emory and started a PhD program there a few years ago and realized, You know what? This isn’t. It’s not exactly the type of education that I thought I was getting into. And I miss people. I want to be helping them with their own personal economics and working with the one on one, seeing them face to face. And so I was I was trying to figure out how I wanted to help people get their money lives on track. I was like, Do I do I need be CPA? Do I need to be a money coach? What do I need to do here? And a lot of my family is in real estate. My my in-laws, they actually own a real estate brokerage. My husband’s a realtor and my father in law told me one day while I was trying to figure all that out. What you need to do is be a mortgage lender. Like, yeah, that’s exactly what I need to do. Because I cared a lot about mortgage debt was one of the things I was interested in in economics overall. And, you know, so just helping people talking to them about their credit and helping them get into a home, I mean, it’s the biggest purchase they’re ever going to make. Right? And so, you know, they need someone that’s really going to guide them through that and educate them. That’s that’s kind of a. A way that I go about it is focusing on education and. You know, making it a smooth process, making it transparent so that they know what’s going on, they know why things are going on because, you know, a lot of people really aren’t walk through that in their home buying process. So so I go about it from an education perspective and also, you know, with all of my with my referral partners as well, the business partners that I work with, I care about offering them opportunities for education as well.

Speaker2: [00:30:44] So the term navigator came up a couple of times in the last in our last segment. And I think maybe we all need a navigator in just about every area of our of our lives. Talk about a big or at least my perception as a layperson, this big hairy monster of borrowing money to to not purchase. Well, I guess purchase are a huge asset. I mean, that’s scary to me. I don’t think I’m the only one that that it scares. So you’re working with the individual, but I want to hear more about you mentioned the term referral partners. So these are other professional advisors that are that are have specialized knowledge and expertize and some other aspect of the process.

Speaker4: [00:31:28] Yep, yep. Either they have. So, you know, maybe your realtor or something that that works on homeowners insurance. You know, anybody that works on houses. So like someone that could help help someone after the fact when they’ve gone into the home?

Speaker2: [00:31:45] Right. And you want them to say to me, Oh, you got to get with Kendrick? Is that like, like, if I’m a client of theirs, you want them to tell me, OK, Stone, it’s time that you started talking with Kendrick, because that’s the deal.

Speaker4: [00:31:59] Yeah, yeah. And really just as soon as someone wants to. Once you start looking into the process, once they start having questions, you know, that’s what I want to be there for them to answer any of their questions, whether it’s a good time to be working with them or not. You know, I I want to be here to be that educator for them.

Speaker2: [00:32:20] Well, sure. So if I’m working with my real already trust my realtor, right, I’ve already made that decision. So if I, you know it’s not my my sister in law doesn’t work in the lending business, which might be where my I don’t know. Maybe you don’t call your sister on any claims, but I’m going to ask, you know, I’m going to ask, I’m going to ask the realtor, who should I be working? Or maybe they’ll even say, Look, given what you’re trying to do, get out of this house and into this one and blah blah blah, you’ve got to get with Kendrick. That’s the so, so do your.

Speaker4: [00:32:48] Yeah, go ahead. Oh, I was just going to say, Yeah, I mean, the the realtors that I work with, they they know my process, right? I know the level of communication that I provide and that transparency I talked about throughout the process. And for them personally, they want that as they’re going through it, trying to be another navigator for the client, right? And so they know. If we’re working with Kendrick, I know I’m going to be able to do my job better and well and do it more easily. I’m going to get more communication about what’s going on and I know this is going to be smoother for me. So, you know, that’s that’s why. That’s how those relationships really get built is that they want the process simpler for them to as well as the.

Speaker2: [00:33:36] Yeah. Makes perfect sense to me

Speaker4: [00:33:38] Because nobody, you know, I tell other loan officers this sometimes, you know, if we ever get to talking about it, you know? Sometimes I hear other loan officers like getting frustrated about what borrowers don’t know or what they’re not understanding in the process, and I’m like, you know, that’s that’s what we’re there for. We’re supposed to be the ones navigating, like you said, taking them through that. Helping them understand, educating them. They don’t, you know, they’re not taught how to be our clients. We’re there for them.

Speaker2: [00:34:12] I love it, so it’s a moving target there, like a lot of the like, the supply and demand of what’s out there, the interest rates, I mean, these things are always in flux right there. They’re going to be different next month, next year or so. I mean, unless unless that is your profession, you’ve got to find somebody that you that you’d know and like and trust. How do how does one? Cultivate, you know, in my work, I cultivate enough trust that people are willing to answer some questions, but I don’t know if I could cultivate enough trust for them to tell me about their money. I mean, how and next time we have you on the show, we’ll ask you about that because I know you’re a financial adviser, but I can only imagine. I really can’t imagine what it must take to create that level of trust that people are willing to say, Well, I make this much and I owe that much. And I. How in the world do you do that?

Speaker4: [00:35:07] You know, it’s surprisingly easier than because, you know, if someone doesn’t know about it and they know that they need to ask someone questions, right? I mean there, fortunately, they’re willing to tell me whatever I need to know to help them, because because you know, it’ll start off with a question from them or, you know, them needing information. And so then I have to ask the right questions in order to diagnose and answer their question. And so, you know, I think people can tell that that’s that I’m just trying to help them. So, so yeah, fortunately, it is easier than than you might think.

Speaker2: [00:35:48] So what what do you find the most rewarding? What do you enjoy the most about the work?

Speaker4: [00:35:58] When? I mean, I will give first time home buyer some credit that they they tend to be really, really grateful when they’re going into their first home and, you know, they don’t know anything about it, and it’s a lot of times they’re surprised about what’s actually an option for them. So that that’s really gratifying to be able to help them out or or also even not just directly with the clients, but in helping other referral partners get further in their business. That’s something that feels really good to when, like just yesterday I was having a having a Zoom call with a realtor that I work with and was giving him some tips for his listings, actually. So, you know, nothing that I’m actually going to get going to get any business out of. He’s a listing agent on them, but I was just giving him some tips from a lender’s perspective about some things he was doing there. We were talking about it and he was like, Oh my gosh, I just. And there was there was like a light bulb that turned on. And so just, you know, little times like that where I can tell I just really helped someone either either get into a house or build their business, that feels great.

Speaker2: [00:37:14] Well, I’m not surprised to discover that you’re kind of wired that way. You and I, the way we met is we get up early for me. I don’t know about you, but a little bit early for this meeting that we do on Thursday mornings over at the circuit wipeout and the Y stands for young and I don’t know why they let me in, but so far they haven’t kicked me out. But the whole vibe in that room is it’s not like you’re trading favors. It’s more you’re getting to know each other a little bit. If you’ve got some insight on someone’s business, great, but you might just as easily be talking about something else. But I got I got to say the people in that room, I do know, like and trust every one of them that especially the one, you know, the ones that I see over, you know, it’s just a it’s a good group of people that I feel like I have confidence in and they’re going to help me. And it’s not like a quid pro quo, you know, OK, now I helped you now, and you need to buy my thing.

Speaker4: [00:38:19] Yeah. And that’s why why I was like the only networking thing that I’m really, really consistent with. You know, it’s just all about building relationships. Yeah, building friendships. And that goes back to, I think the first thing I said here of by the end of the loan process, we’re going to be friends. We’re going to know a lot about each other. And and, you know, with all of my clients, I want to keep it that way to keep in touch with everyone. You know, they’re they’re a part of my circle at that point.

Speaker2: [00:38:47] Yeah. All right. So let’s get tactical for a few moments. Let’s say that I am beginning, I’m not. I am in utopia now. I live right on the edge of town, but I’m just making this up. I mean, I just love everything about living here. The business community, the people, the everything is marvelous. But let’s just pretend that Holly and I are getting ready to explore buying a different home. And let’s just say we don’t have Tammy Lewis pockets, right? We just haven’t gotten there yet or not. But no, what if we’re if we’re like a year out? Is that too early to reach out to somebody like you or and or are there some things we ought to be thinking about and doing or not doing in terms of, I don’t know, buying a car or getting a credit card, getting, you know, getting a financial statement together, like what are some things we and I may be picking the wrong timeframe, but you get the nature of the question. Are there some stuff we ought to be doing a year out, 18 months out that would really help us down the line?

Speaker4: [00:39:42] Yeah. Well, it’s going to depend on the person and on, you know, are they self-employed or are they are they a salaried employees at kind of a simpler deal? I mean, I always feel like as soon as you’ve got a question, then it’s time to reach out because because let’s go ahead and answer your question and based on what your, you know, what’s going on in your life, maybe there are some things that you do start paying attention to, whether it’s 12 to 18 months out. Or maybe we can say. You know, you’re fine where things are at. Well, it’s talking six months, and I’ll still probably keep in touch even more often than that. But yeah, because I I hate to just give a kind of one size fits all answer for that

Speaker2: [00:40:30] Because there’s no such thing. That’s why we need someone like you, right?

Speaker4: [00:40:34] Yeah, yeah. But as far as things to as far as things to focus on, you know, if you’re already kind of trying to do that yourself. Obviously, credit matters. So, you know, working on credit score and, you know, and that’s something else that can someone can reach out about individually if they have a specific question about their credit. But you know, how how high is the utilization on your credit cards? Are you paying everything consistently? Because that’s that’s kind of step one is looking at the credit

Speaker2: [00:41:08] When the credit score and I don’t want to get too technical here, but it’s my understanding accurate that that it’s if you’ve got X amount available to you, there’s some threshold percentage like if you keep it under this, like they don’t want you to have a fifteen thousand dollars worth of credit and owe fourteen thousand of it.

Speaker4: [00:41:28] Yeah, yeah. So that general rule of thumb is like, you know, if you’ve got a revolving line of credit like a credit card, if you’ve say you’ve got $10000 on that line of credit, the rule of thumb is that you don’t want utilization to go over 30 percent. And I actually usually tell people even lower, like if they’re really trying to aggressively work on it, I even go like 10 percent.

Speaker2: [00:41:53] But you don’t want to get rid of the capacity either, right? Like if you if you just get rid of all of it, then you’ve totally negated it right? Is that

Speaker4: [00:41:59] Right? Right? Yeah. Yeah, because part of your

Speaker2: [00:42:01] Welcome to credit report radio brought to you by now?

Speaker4: [00:42:04] Well, the thing is, a lot of people don’t know about this. So I think it’s great for me to be able to get it out because I get these questions all the time. And actually, I just got a Facebook group started. Oh yeah, OK. What did we call it? Jones? I think it’s Jones Team Home Buyers Club. I’ll have to double check and let you know. Ok. We literally just just started creating it because what I’m going to do is, you know, any any clients that aren’t quite at that stage where they’re ready to move forward yet. But you know, we’ve talked, I’ve answered questions and they’re working on something, whether it’s their credit or saving up for down payment or whatever it is. Go ahead and have them join that Facebook group because I’m going to be putting out videos, hopefully once a week with just little tidbits like this so that people can know, yeah, yeah, can can know these kind of things. But going back to the credit stuff? Yeah, I mean, part of the calculation is that is that how long you’ve had a credit line open. So if you close an account that’s automatically going to

Speaker2: [00:43:16] Lower your average time. I didn’t even think about that. I didn’t do so good math class. But but I get what you’re saying makes sense to me.

Speaker4: [00:43:23] Yeah, so so you know, if not necessarily a great idea to close a credit account, you know, if you’re not using a credit card. But but going back to the utilization part, though, something that I always like to point out to people, you know, with that 30 percent rule or, you know, if I tell them 10 percent or whatever, I always say. Don’t ever even let the balance get above what that percentage is that you’re going for because a lot of people think, well, you know, I I pay it off every month, so it’s fine. Well. The balance that it gets up to, depending on when during the month, the credits, like the credit card company, for instance, depending on when in the month they actually report your balance to the credit bureaus, you might have paid that whole thing off, but they’re still reporting a really large balance and a large utilization. That’s what percentage. Yeah, right? And so that’s going to affect it. So I say never even let it get above that, right? So that’s that’s one thing a lot of people don’t.

Speaker2: [00:44:30] So part of the is the landscape very different or our conversations like this different. If Holly and I are looking at buying a little investment house. I don’t know. Well, my brother and I, you know, we have these genius ideas late at night over a couple of fingers of Scotch. So he likes to do the bike riding in the mountains, and I live close to all these bike riding trails. And so we were talking about, Well, let’s buy a little house. Let’s make it like really bike rider friendly, you know? Anyway, if we were to do

Speaker4: [00:45:02] Like a mountain bike,

Speaker2: [00:45:03] Oh, you are OK. So I mean, we both have houses and all but like if we were to go in together and we wanted to get, are the rules different? Is the landscape different or are we asking different questions? Are we are we working with a different kind of lone source? What what is that like?

Speaker4: [00:45:17] So as far as lone source goes, I mean, generally any mortgage lender will do any residential mortgage loan. Ok. So, you know, so any? Any home that’s going to be lived in, it’s not commercial and it’s not like an apartment. Ok, so whether that’s going to be someone’s primary home that they’re living in, whether that’s going to be a vacation home, whether it’s a home, that they’re buying it because it’s an investment, we would handle all of those, all right. And also whether it’s a purchase or refinance. But yeah, the landscape does change a little bit based on what the goal is with the purchase or the refinance. You know, there are going to be different rules based on based on what the end goal of the house is.

Speaker2: [00:46:08] So are they generally tighter or looser or just different?

Speaker4: [00:46:14] In some ways, just different guidelines? And, you know, like how much down payment you have to put down and stuff like that that will be tighter for an investment property. Ok.

Speaker2: [00:46:24] But Rusty can afford it. He has a real job.

Speaker4: [00:46:30] I mean, you have to think it comes back to risk for the lender. Yeah. So, you know, when something is a higher interest rate or if something requires more of a down payment, or if you know, like if if there are more guidelines and more documents to be checked based on someone’s application, it all has to do with that level of risk. Right. That we see, you know, because we in the end, what we’re checking to make sure of is we want to lend you this money. We want to do it, but we got to make sure that you’re going to pay the bill and that the House is going to be taken care of

Speaker2: [00:47:10] Because there is some scar tissue in some folders somewhere over the years, right? Absolutely. All right. So what do you need the most right now? You’re looking for more referral partners, more end user clients or you’re like, no mass enough already. Things are crazy.

Speaker4: [00:47:30] You know, actually probably some different kind of referral partners I am really trying to focus on. You know, like I talked about on education, but also on just. Appreciating my clients and my referral partners, and like I said, my husband’s a realtor too. And you know, we’re trying to work on different ideas, so so you know, like with Jamie, our ideas needed. I could go for ideas too, because we’re, you know, we’re working on putting like event calendars in place to to get more involved with the community. Like I said, she’ll show our clients and other people that we work with some appreciation. And so that that’s something I’m working on right now and I’m excited to get working on in the wintertime because, you know, real estate does slow down a little bit in the winter. So it.

Speaker2: [00:48:28] Remind me to tell you about this hero box idea.

Speaker3: [00:48:32] So, so ironically, some over here right now. Yes. So I also have a private Facebook group called Women of Wealth Women, Empowering Women, where we talk about wealth, women and Wealth. And so I wanted to do this series on what the things that women, well, people in general do for like New Year’s resolutions. Yeah, buying a house, refinancing those types. So I’m writing my notes and I’m like, Wait a minute, I don’t have anyone in the group who does mortgages that I know about. And so I want to and now I do. I’m like, Shoot, I’m going to be your new partner here in your real partner because. And even with my own personal business, I mean, mortgages is not my in my lane, right? So but and women want to know more about that. So you and I need to talk now.

Speaker4: [00:49:21] Yeah, I mean, I was thinking that too while you were talking. And I bet some folks would love to help out with that.

Speaker3: [00:49:29] Thank you.

Speaker2: [00:49:29] Yeah, yeah. Well, I know some folks out there in listening audience are going to want to connect with you and learn more as well. What’s the best way for them to do that

Speaker4: [00:49:39] So people can reach out to me directly? And let me let me put my Facebook page. Sure. So Kendrick Jones, mortgage adviser. People can look at that on Facebook or probably even Google that and I should come up. Or if people want to reach out to me directly, they can call me at four zero four eight six one one one seven one. It’s myself. So that’s a lot of times phones the best way to get in touch with me, but I’ll I’ll check Facebook too.

Speaker2: [00:50:12] Well, thank you so much for coming in the studio. It’s been an absolute

Speaker4: [00:50:16] So much for having me.

Speaker2: [00:50:17] Yeah, this is fun stuff, huh?

Speaker4: [00:50:19] Yeah, it is. And I’m so glad that I got to be here with him.

Speaker2: [00:50:22] Yes. Everybody wins, everybody. Derrick Business RadioX. All right. This is Stone Payton for our guest today, Tami Lewis and Kendrick Jones and everyone here at the Business RadioX family saying, we’ll see you next time on Cherokee Business Radio.

Tagged With: Pink Pearl Hero, Summit Funding Advisors

Bob Spiel With Spiel Consulting

October 18, 2021 by Jacob Lapera

Coach The Coach
Coach The Coach
Bob Spiel With Spiel Consulting
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For over 30 years, Bob Spiel’s passion has been developing inspired leaders while building high-performance teams. His firm, Spiel & Associates, transforms general and specialty dental practices by building leaders at all levels.

In his 15 years of consulting and speaking, Bob has seen time and time again that leadership can be taught and teams reborn – what it takes is genuine desire, the willingness to be coached, and an unwavering commitment to personal and team growth.

Throughout his career, he’s been called “Mr. Team”. Bob had the opportunity to take on tough, turn-around situations as an operations director for two Fortune 500 companies, leading teams of over 400 employees while creating world class systems and cultures. Later, as a hospital and Surgical Center CEO, he led the transformation of two near-bankrupt entities, bringing them back to profitability.

He is the author of Flip Your Focus – Igniting People, Profits and Performance through Upside-down Leadership.

Connect with Bob on LinkedIn.

What You’ll Learn In This Episode

  • Turning your career into a calling
  • Finding your “sweet spot” as a coach
  • Having an abundance mindset
  • Mentally managing the risk of failure
  • Small business leadership — coaching your clients to compete against who they were yesterday
  • Transforming your job as a small business leader
  • Building high-performance teams with your clients and for you

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 good one today on the show, we have Bob Spiel with Spiel Consulting. Welcome, Bob.

Bob Spiel: [00:00:42] Thanks, Lee. Great to be with you.

Lee Kantor: [00:00:44] Well, I’m excited to learn about your practice. Tell us about spell consulting. How are you serving, folks?

Bob Spiel: [00:00:49] Well, Spiel Consulting is a health care management firm that specifically targets non-hospital settings. Okay. I’ve been a hospital in surgical center CEO, so I made a decision about 15 years ago to leave that in the rearview mirror, and we try to teach practices and practice leaders how to do more and less time with less stress. So they’ve got they’ve got more of life when the day is over and more life inside them.

Lee Kantor: [00:01:20] So now, based on your background, what kind of drew you to this side of the equation?

Bob Spiel: [00:01:27] Great question. My I’ve got an MBA and I’ve loved through my whole career solving problems. Actually, what drew me to this side of the equation to become a coach was based upon an experience I had about 15 years ago and I got fired as a hospital CEO. I was looking for my next CEO gig and you know, my son Adam, who is now 38 years old. He was younger then, but still very, very wise. He approached me early and he said, You know, dad, have you ever thought about working for yourself? And my instant reply to him was, no, I can’t do that. And about a month later, he came back to me, says Dad, have you thought anything more about what we talked about and I said about what he said, Well, do you think he could work for yourself? And I said, Adam, that’s not me. Now, just as a quick aside, all the while I’m looking for my next gig, I’m getting calls from doctors in the area saying, Hey, I understand you’re looking for work right now, but I’ve got a problem in. Could you help me come solve it? And I thought, Yeah, this is a great diversion.

Bob Spiel: [00:02:39] I think it’ll be fun. It’ll get my head into something else, so I mind looking for my real gig. And that kept growing while I’m thinking, OK, I need to find my next position. Finally, Adam came up to me and maybe three or four months in this whole search, and he said, Dad, why don’t you think about working for yourself? And again, there’s this limiting belief leave saying, Man, I can’t do that. I work for somebody else. And he said, Well, listen, dad, you’re an independent thinker. And if you can just find the intersection of your knowledge, your experience and your passion, that’s your sweet spot. And if you stay there and you play there, you no longer have a job, you have a calling. And money finds you. About 15 years ago, and he was spot on in every regard. I left behind the thought of ever working for somebody else. I’ve now reached the point where I realized I’m unemployable. But you know, it’s just been a blast helping clients have hope. How strategies find answers and get their life back.

Lee Kantor: [00:03:57] So now when you kind of as a CEO, some people would think, well, you were your own boss, like you were in charge, you were making decisions. But you felt that because of the ecosystem and health care that it’s hard even as a CEO to be someone that is kind of controlling their own destiny.

Bob Spiel: [00:04:15] Absolutely, yeah, especially in the health care type setting the CEO pardon the expression is actually a monkey on a chain. Now, a CEO of a health care entity is not controlling their destiny whatsoever because they either have a board that they’re answering to or a group of doctors that they’re answering to. And one little secret inside this hospital CEO group that I was a part of is that before you accept your position, you negotiate a really healthy severance package because typically boards and doctors have this kind of Alice in Wonderland off with your head mentality. So unless you’ve got a really sweet package or parachute, it’s hard to to execute within your position because every other month they want to fire you. Um, so no, as a CEO in that type of entity, you’re not in control, I’ve even got a good friend who’s the CEO of a public entity. He’s not in control because he’s got a board and he has stock analysts that he has to answer to. Like a good friend of mine said, who is also a coach and has done so for his whole career, he said, You know, Bob, you can make a living working for somebody else, but you only make a life working for yourself. And that’s also true.

Lee Kantor: [00:05:40] So now was that kind of the mindset shift that you needed was that you were having a career that by every kind of measure from the outside looks extremely successful and you were just not getting fulfilled. It just wasn’t filling you up that you felt that there was more out there that you buy controlling your own destiny, that you can be more you can help more people and make more of an impact.

Bob Spiel: [00:06:09] Yes. And you know, anybody who’s who’s launched in this type of profession understands there’s some real white white knuckle moments as you begin this whole venture because, you know, at first it can be pretty lean. But what I found with his his advice, knowledge, experience, passion, stay there. I did, and it became extremely fulfilling. It is absolutely fulfilling today, and I’d have to say that, you know, I don’t view my job at all as a job. It’s a calling and 90 percent of the time. I love what I do. The rest of the 10 percent is when I’m on a plane.

Lee Kantor: [00:06:57] Well, I don’t think anything would be 100 percent, but I guess we all aspire for that.

Bob Spiel: [00:07:01] That’s correct. Yeah.

Lee Kantor: [00:07:03] Now talk about kind of some of the logistics, how when you were kind of at first when these people were coming to you for advice, were you charging them or were you just being a friend like, well, here this one I would do or and then at some point it moved into a there was some sort of a financial transaction.

Bob Spiel: [00:07:21] I charged him up front, but what I charge was very, very modest compared to today’s rates, you know, and still today, there are times that I’ll pitch in and listen to somebody for an hour and give them some free advice and and kind of believe in the philosophy. If you cast your bread on the waters, it comes back to you. But I think Lee, the best thing I did was once I determine that this is where I really wanted to go. I had two other things that I had to overcome. One was the fear of failure. And the fear of failure really was huge in my mind, because when you’re in a successful career and then you kind of get bucked off the horse as I did, you really wonder man, is this going to happen again? And if it does, what do I do? I read a great book again. My son Adam referred to me called Outwitting the Devil by Napoleon Hill, the, you know, the grandfather of all the success literature out there from the 1920s. A fascinating book that was actually published like 50 years after his death. But what that book taught me was that every one of the self-made men or women of his day and age had experienced profound failure before they had experienced tremendous success. So I realized, you know what? That’s just part of the deal. And if you fail, you’re going to learn from it and you’re going to pick up and keep moving on. And so that was the last piece of the paradigm that had to be cemented in place after that. Then I went out and found a mentor, somebody who is doing this actively and could teach me some of the ropes and allow me to learn his model, which I’ve since evolved multiple times over that. But it just gave the confidence and the kind of I’m not really creative, but I am a great person at following a template and then building off of that. And that’s what I did.

Lee Kantor: [00:09:27] And then was that person in health care. Were they in just executive coaching? So was in your same industry?

Bob Spiel: [00:09:32] Well, yeah, same industry. Although I’d have to say that he was in broader than me because he was coaching lawyers and CPAs and, you know, a lot of other entities that kind of had the same vibe to them of highly educated professionals that never learned how to run a business or lead a team.

Lee Kantor: [00:09:57] And and then where do you see your niche?

Bob Spiel: [00:10:01] My niece is is exactly that it’s teaching in particular dentists, dental specialists and then early health care entities how to run a business, lead their team and get their life back.

Lee Kantor: [00:10:16] So these are kind of more emerging like there or they they could be or they mega, you know, like,

Bob Spiel: [00:10:24] No, no, I don’t. I’ve had some experience with the Megas. I really love the small practices, the solo practice owner up to, you know, four or five six operators within a within an entity just because it’s faster to turn that ship than it is to take a huge operation. Huge operations take up a lot of time and can be highly change resistant where if you can develop the trust of a leader or leadership team, it’s amazing how quickly you can transform things. And that gives me a real rush every time I see things that we’ve put in place make a difference quickly. And it’s not startups. It’s not large guys. One of the best things that I that I experienced early, probably eight nine years ago, was sitting in a meeting and I heard a fascinating consultant to the actual credit union and banking industry. Her name is Roxanne Emmerich, and she took us through an exercise to figure out who your ideal client was or is. And I’d been at the game long enough that I had, you know, a book of business that I could really start to parse through. And the first thing that she asked us was look at those clients that give you energy and those that take it away. I’ve now call those energy suckers. And look at those that give you energy and then go through and look at they’re not their demographic trends, but their social geographic trends. Meaning how old are they? Which is demographic. But where do they live? What’s their background? What do they do in their off hours? Do they have faith? What are their hobbies? All these other fascinating ancillary things about them? And when did they become your client? What was the type of problem you were solving, et cetera? And I worked through that, and it became one of the most clarifying moments of my entire career as a coach because I determined who my I knew my sweet spot. Now I knew who my target audience was, and I’ll always remember the comments she made at the end of this presentation, she said. Marketing is knowing who you don’t want to talk to.

Lee Kantor: [00:12:49] Yeah, something I’ve been telling folks is back in the day, ABC was always be closing. And then as you get older and more mature in your in your work, it becomes always be curating your. Yes, you’re picking the right ones, the perfect fits and taking and spending less time on the ones that you know you may have forced into the funnel back in the day. But as you get older, yeah, it’s like, I just want to work with people I want to work with, and then I know I can solve their problem rather than force people into my machine. There’s lots of other machines out there. It’s that abundance mentality, I think.

Bob Spiel: [00:13:28] Mhm. Absolutely. There’s more than enough for all of us and find those clients that you can develop a very high trust level with that fit your sweet spot and that gives you energy. And when that happens, it’s magic. And it’s a really fulfilling experience to work with them. And, you know, it’s not abnormal for a client after one of these engagements to, you know, pull me aside and say, Hey Bob, I love you. And thanks for your work,

Lee Kantor: [00:14:02] You probably weren’t getting a lot of that earlier in your career.

Bob Spiel: [00:14:06] No, I wasn’t. Not at all. In fact, it was the exact opposite. It was the. What have you done for me recently? You know, type mentality that private coaching is a totally different environment.

Lee Kantor: [00:14:22] Well, it feels I mean, I didn’t know you back in the day, but it feels like there’s a lightness to you and that there’s kind of weight off your shoulders that maybe you’re living a life now. That is easier in a lot of ways.

Bob Spiel: [00:14:35] I’ve never worked more hours. And my wife has some reservations about that, although I’ve learned how to stack my schedule so that I’ve got, you know, some pretty good, free time, but, you know, I’ve never had more fun in my whole career.

Lee Kantor: [00:14:51] Yeah, that’s really coming through. Now talk a little bit about your firm is called Spiel Consulting, how are you kind of drawing the lines between coaching, consulting or is there a blurring the lines like where your work is kind of some consulting, where you’re actually kind of rolling up your sleeves and helping them solve problems? Or is it more coaching? That’s more, you know, consultative and you’re just kind of letting them solve the problem and you’re just kind of helping guide them.

Bob Spiel: [00:15:17] Yeah, actually, it’s even in the consulting realm of things. It’s more of the latter than the former because what I found over the years is as a good friend of mine, Katherine Mitel once said that people will fight an idea that’s given to them, but they will defend to the death, something that they have developed on their own. So I try even in a consultative status, to try to first find out where are the answers in the room and actually to help facilitate that. I play a lot of games with my clients when I’m on site. I was on site with two clients just last week in a consulting mode, but in the afternoon we had team training meetings with both of them. And often I tee up where I’m hoping to take them to with again because I found that adults learn best if they’re on their feet. And if you can have some very wise but also insightful ways to get them to play together, you can not only see how the group shows up, but you can then create a common context for where you’re trying to take them next and how you’re pulling the answers out of them. So it’s a very blurred line to answer your question.

Lee Kantor: [00:16:43] Now, can you give some advice for that leader that’s struggling? Is there anything they could be doing on their own right now, some low hanging fruit that you would recommend maybe an activity or just kind of a mindset shift exercise that can help them maybe see what they got right now and maybe some baby steps to improve something?

Bob Spiel: [00:17:05] Yes, please. First and foremost, I’d say grab my book. I wrote a book five years ago called Flip Your Focus, Transforming People Profits and Passion through upside down leadership, which is my leadership philosophy. It’s real simple. It’s the idea that my job as a leader is to work myself out of a job, and I do so by shifting my mindset from everybody here to see that I succeed to. I’m here to see that they succeed. And then there are three simple behaviors that I teach actively to my clients, and the first is clearly set expectations. The second is create a culture of participation. And the third is to show genuine appreciation. So if a leader honestly wants to change tomorrow, just how they show up and what they’re doing. Begin to catch your people doing stuff well and telling them, thank you. Sincerely and the best thank you have three components, not only what did they do, but why it matters to you and how it made you feel when you saw them do it. That’s the easiest way to begin to transform the leadership. There are other things as well. Clarity seems to be something that’s missing so much in business, whether it’s large or small, being clear about how everybody plugs in and what their piece of the puzzle is. I borrowed from Stephen Covey, who’s a hero of mine and was one of the guys that I learned how to think about business some 40 years ago. This idea of roles, goals and expectations. And so I actively teach clients to work through those type of exercises to know what the roles, goals, expectations and then metrics are for your team members. And if you can’t define them as their leader, then chances are they have no clue exactly what you’re wanting from them. So those are just some ideas.

Lee Kantor: [00:19:12] Well, I appreciate you sharing that. Is there like what’s the pain that your next client is having right now? What are some of the symptoms that they say they it’s going to get them thinking, I better call Bob on this team?

Bob Spiel: [00:19:27] Mm hmm. Well, hearkening back to this whole exercise about who is your ideal client, what I learned, my ideal client is somebody who’s been in business for five to 10 years and they’re stuck. What that means, Leigh, is they’ve succeeded in spite of themselves. But now they’ve kind of painted themselves into a corner and they don’t know where to go next. Typically, what that tells me is that they’ve got. Deliberate approach in their practice, what they do resonates with patients, but they’ve never really worked through what are their systems and what are their communication strategies and how do they lead. And so that’s where I plug in and help them work through those three things.

Lee Kantor: [00:20:15] But when you say stuck, a lot of people don’t have the self-awareness that they’re stuck like. It might be. Is there some symptom that, hey, revenue hasn’t moved in a period of time or, hey, I’m losing a lot of people like, are there some some breadcrumbs that are kind of a trigger to, you know, someone leading a practice that says, Hey, we might be in trouble, there might be a, you know, an iceberg ahead, but you know, I’m seeing some clues, but I’m not sure.

Bob Spiel: [00:20:42] Mm hmm. Mm hmm. Yeah, it’s even easier than the other two, although the other two you mentioned are perfect to look at turnover, to look at what are your numbers telling you? But the biggest metric that I found is burnout.

Lee Kantor: [00:20:55] So the leader is just like kind of at the end of their rope, like, why am I doing this kind of thing?

Bob Spiel: [00:21:01] Exactly, yeah. The phrase in dentistry, but often in small businesses, you feel like you’re on a hamster wheel, you’re running and running and running and you’re not getting anywhere. And that’s the biggest telltale sign right there that they’re stuck and that they could use help. Then there’s, you know, the next big hurdle after that is to say, OK, now if I’m stuck, how can I afford the help? But just like I was talking to a client yesterday during a call in a comment she made to me was, you know, Bob, there’s a scary juncture that you have as a business owner when you realize that you’re stuck and you realize you need the help, you think, Man, I just can’t afford the money to make it happen. But she said the best thing that I ever did was hire you. This is somebody who 50 percent at her practice the first year she was with me, and now she’s 100 percent of her practice this year. And before that, she was flatlined, you know, for three years. So that’s a big mental gap that has to be closed. Just like for me, it was, you know, I can’t work for myself. There’s this mentality that takes place while I know I’m stuck, I can’t pay for that. That’s a limiting belief that needs to be actively challenged. And then just, you know, put to the side because when somebody’s stuck, they succeeded. And now they don’t know where to go next. That’s when they need to bring in a coach and that coach is going to pay for his or herself. Hands down,

Lee Kantor: [00:22:45] Right? And it was just like you went through the first thing or one of the first things you did was find an expert. Yeah. To help guide you, to give you structure and to give you kind of a direction and say, OK, now I can take this and now I can, you know, put my secret sauce to this and take it to a new level. I mean, there’s no shame in that. That’s no, there’s not. That’s not a weakness. That’s a strength.

Bob Spiel: [00:23:07] Yeah, it is. And you know, and I paid him about the same amount that one of my clients will pay me in year one. And it was worth every penny is absolutely worth every penny because it set my feet on the path with the confidence and the competence to jump into this. And after that, then you know, you start to find yourself just meeting people and finding opportunities, becoming a part of established networks and finding additional mentors that can continue to take you further and further and further.

Lee Kantor: [00:23:42] Well, Bob, congratulations on all the success you’re doing. Important work and we appreciate you. Is there a website people can go to to learn more about your practice and maybe get it on your calendar?

Bob Spiel: [00:23:53] Absolutely. Yeah, my website is spiel consulting and it’s spelled S’s and Sam P like in Peter IBL consulting all one word. Or, you know, I’m also happy to be able to have them reach out to me. They can text me, which is probably the best way to get in touch with me. Just at two 00 eight five two zero six nine zero zero and I’d be happy to. Talk to anybody who’d like to talk to me.

Lee Kantor: [00:24:23] Well, Bob, thank you again for sharing your story.

Bob Spiel: [00:24:25] Okay, thank you, Lee. Great to be with you.

Lee Kantor: [00:24:28] All right, this is Lee Kantor. We’ll see you next time on Coach the Coach radio.

Tagged With: Bob Spiel, Spiel Consulting

Elizabeth Carter With Elizabeth L. Carter, Esq., LLC

October 12, 2021 by Jacob Lapera

Chicago Business Radio
Chicago Business Radio
Elizabeth Carter With Elizabeth L. Carter, Esq., LLC
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Elizabeth Carter, Esq., is a crowdfunding securities attorney who represents investment companies, small businesses, nonprofits, cooperatives, and other social enterprises with the legal strategy and compliance of raising capital from both accredited and non-accredited investors.

Her most recent work includes assisting a driver-owned ride-share cooperative with its $1.07 million crowdfunding debt offer to both accredited and non-accredited investors through Regulation Crowdfunding.

She is currently Of Counsel to Cutting Edge Counsel, a community capital securities law firm where she further provides securities legal services to businesses, funds, and cooperatives, including the provision of securities legal services to a cooperatively-owned investment fund that conducted a $2 million crowdfunding offer to accredited investors through SEC Rule 506(c).

Similarly in this role, she assisted a consumer cooperative with the amendment of its by-laws and articles of incorporation in order to prepare for its upcoming capital raise from non-member investors.

Elizabeth’s prior work includes the legal representation of entrepreneurs, property owners, small businesses, nonprofits and government agencies in various community economic development initiatives including drafting a joint venture agreement on behalf of a minority-owned redevelopment entity in order to promote inclusionary development; serving as general counsel to a limited-equity housing cooperative with over two hundred affordable housing units for seniors, and persons of low income; assisting a community development nonprofit with the selling of real estate for the development of affordable housing; representing a government agency with property tax lien issues in order to assist in the removal of blighted properties; reviewing, drafting, and negotiating commercial real estate contracts on behalf of a small businesses; and helping to prevent a tax lien foreclosure on behalf of a low-income property owner through the negotiation and drafting of a third-party investor real estate agreement.

She also served as Special Counsel in the Department of Economic and Housing Development of the City of Newark where she was lead counsel on a $8.1 mill affordable housing cooperative project and authored the City’s amended tax abatement ordinance which provides tax incentives for inclusionary development by women, racial minorities, and cooperatives.

Elizabeth also founded and served as Lead Counsel & Executive Director of the Urban Cooperative Enterprise Legal Center, Inc. (@ucelc), a 501c3 nonprofit organization with a mission to create and support cooperative enterprises within marginalized communities in order to promote local sustainability.

Currently, Elizabeth is on the Board of Directors of the Co-op Ed Center, and serves on a number of Advisory Boards including the Advisory Boards of Seaway, A Division of Self-Help Federal Credit Union; National Public Housing Museum; and the Lawndale Christian Community Development Corporation of Chicago.

She also serves as Director of Community Planning and Economic Development of the 20th Ward Ald. Jeanette Taylor’s office in Chicago, IL and is a Visiting Professor at the University of Illinois Chicago School of Law.

Elizabeth graduated from the University of Michigan with honors, double majoring in African American studies + political.

Follow Elizabeth on Facebook and LinkedIn.

What You’ll Learn In This Episode

  • A legal fund to support Black-owned small businesses
  • How legal fund help support businesses
  • How businesses and individuals contribute to the fund with a tax-deductible contribution

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:04] Broadcasting live from the Business RadioX studio in Chicago, Illinois, it’s time for Chicago Business Radio brought to you by Firm Space, your private sanctuary for productivity and growth. To learn more, go to FirmSpace.com. Now here’s your host.

Max Kantor: [00:00:21] Hey everybody, and welcome to Chicago Business Radio. I’m your host, Max Cantor, and we have a great show for you all today. But first, as a reminder, our show is sponsored by firm space without firm space. We couldn’t be sharing these important stories that we do. So let’s jump right in. On today’s show, we have the managing attorney of Elizabeth L. Carter, Esq., LLC. Please welcome to the show, Elizabeth L. Carter. Welcome to the show, Elizabeth.

Elizabeth L. Carter: [00:00:50] Thank you. Thank you for having me. Lovely intro.

Max Kantor: [00:00:52] Oh, thank you. I’m excited to have you on. So let’s jump right into things. How are you serving, folks?

Elizabeth L. Carter: [00:00:58] Oh, well, yeah, that’s a good question. A loaded question. But I’ll say today, and at this moment, I, as you mentioned, I manage a law practice called Elizabeth L. Carter Esq. LLC, which is a crowdfunding securities law firm with the intent of providing legal strategy and compliance surrounding the offer of security. So if you’re a business owner that looking to raise capital from investors, I will help with the legal strategy around that, as well as making sure that it’s legal and compliant with both federal and state law and my firm specifically focus on underrepresented founders. So or businesses to nonprofit so namely black owned Afro-Latin own because of the limited and insufficient resources for these businesses, including legal. So I want it to be accessible to the community that otherwise wouldn’t be served.

Max Kantor: [00:01:46] Definitely. Now you talk about raising capital or crowd funding. I know all about crowdfunding, like for Kickstarter. What’s the type of crowdfunding that you’re specifically doing?

Elizabeth L. Carter: [00:01:57] Yeah. So Kickstarter is what you would call rewards based crowdfunding and go fund me. That’s what you would call a donation base. And then the type of crowdfunding that I’m specifically referencing, especially when it comes to the legal strategy. The law part of it are called investment crowdfunding, so rewards is similar to donation and that donation service the easiest donation is Hey, I have a business. Can you all just support me and you get nothing in return? You just helping it, helping me out? You want to see this project come off the ground and you all want to see a great asset in the community. Help me out and donate rewards is similar, except that rewards is saying, hey, in exchange, there is a small token of appreciation, so to speak, right? But you have to be careful because some states have found what they would deem as a rewards crowdfunding and actual investment crowdfunding offer and the states. The regular regulations there or the securities office there will harp down and say, Hey, actually, you’re selling a security. And so what makes the security rewards different is that although the rewards are saying you get something in return, it’s not so expensive or so valuable to be deemed as a security. So a security is any time someone’s giving you money with an expectation over time and passively give you money. So it’s a difference max that you and I decide to go on business together. We’re co officers. I don’t know. Maybe you’re the CEO, I’m the CFO or something. We’re both working actively in the business, but we have money in the business as well. In other words, we invest it, but that’s different from a security because we’re actively involved in the company. However, if Max, you have a company, you say, Hey, Elizabeth, I’m raising funds, can you help me out? And in return, you get a share of the profits, you get a share of the company’s ownership.

Elizabeth L. Carter: [00:03:39] And I don’t do anything else but just give you money, and I walk away and live my life and I rely on your expertize that’s called a security. So the SEC, which is the Securities Exchange Commission, the federal agency, as well as the state or state relevant ones there they call it, I don’t know, Illinois Securities Office or something. And what they do is they want to protect my step, that passive investor, they want to make sure that max and this example that you’re going to do the right thing and make sure that you’re not defrauding Elizabeth when she’s giving your money because she doesn’t know what’s going on because she’s passive, right? So that’s the difference. So when the rewards come into play, what happened in that particular example that I mentioned earlier is that I think it was a motorcycle that they were raising funds or funds for and say, Hey, if you give me money in exchange, we’ll give you a motorcycle, right? Once you develop them it to manufacture these motorcycles. The state security regulators said, Hey, that’s actually a very valuable asset to see the return because they gave you four thousand and in return they received a motorcycle that was worth five thousand. So they actually received something on top of that money that they gave you. So those nuances are very important because people just don’t know, and they can be engaging in something that gets them in trouble unless they have a lawyer or a securities lawyer, someone that’s competent in capital raising that can help guide them there.

Max Kantor: [00:04:56] Yeah, for sure. And you explain that beautifully. Very well said. And. I got to tell you, you said that if we went into business together and I’d be the CEO and you’d be the CFO. No, no, no, I would not be the CEO. No way. Not after that explanation. Not me. So, but hearing you explain everything, I’m curious how do investors get their money back?

Elizabeth L. Carter: [00:05:17] Well, it could honestly, any investments rescue, which is which is always sort of the general, OK, time Typekit your money here. There’s a risk you can lose it all. However, you or whoever’s raising the funds should actually go more specific and say, Well, why is it particularly risky to invest? I don’t know in the cannabis business and in a state like, I don’t know, let’s see New Jersey, New Jersey that has to legalize cannabis. Yet as far as regulation, well, it’s really risky because you may have a lot of fee fees and criminal penalties, and all your money can be lost because a state may say that wasn’t a valid contract. So so these things need to be disclosed. And so the idea, though, is that it should be written down on paper and your investment documents, how this founder or this business owner is going to return your money. They should do the analysis. They should hire a financial adviser or accountant. You can do some projections, especially if they’re a startup with no revenue, right or even if they have some revenue. There’s there’s calculations, there’s formulas to kind of predict what the outcome financially would be. And and so you should do that now. Some, especially in crowdfunding, I should say, especially, I think even the VC world venture capital, there isn’t a lot of that due diligence happening in terms of literally calculations in numbers. Sometimes I think in the venture capital world, they do have a lot of resources and software to kind of predict these things, but it’s almost like going to the doctors and the doctor, the medical doctor.

Elizabeth L. Carter: [00:06:48] He’s practiced, I don’t know, 40 years. He can look at a lump on your phone for him and say, Oh, I know exactly what that is versus a new doctor. I have to go back research. Do some look into the books? Is it a mole? Is it this? And so that’s sort of the venture capital investor versus the crowdfunding invested. The venture capital investor is more of an expert because this is what they do. They have again, they have courses for it, right? You go to you’re your financial advisor, whereas the crowd fund investors, your neighbor, it’s your friend, it’s your customer who isn’t necessarily an investor by trade but want to support you. And so you want to make sure you disclosing everything in layman’s terms that they can understand because they may not understand how they’re getting their money back. So part of this, you doing your work, putting it down and doing your your due diligence and say, this is how I project and how I predict. And then you can also say, Listen, I don’t know. I don’t know how I’m going to give it back. So long as you say that and the investor is OK with that, then you’re fine. As far as legally, you’re fine because you’re disclosing that fact. You know what I mean? You’re disclosing? Well, I don’t know exactly, but I can tell you that I’m going to work hard and people believe in you. And so long as you say I do, I mean, of course, you’re going to put in better words. But basically the gist is saying, I haven’t done the numbers and you will see it because there’s nothing in your disclosure documents that show that you got the numbers right.

Elizabeth L. Carter: [00:08:03] And so you’ll see a lot of that, too. In these documents, they may say well up on the discretion of the manager or the CEO, and that doesn’t tell the investor anything. It doesn’t tell you if you’re going to get dividends next month or on a quarterly basis or a year, just says whenever the CEO deems it worthy or deems it feasible to do that. And there’s nothing wrong with that, but it doesn’t give you a lot of insight. So all that long way of saying it really just depends on what the business owner has, what kind of homework they have done, and what kind of financial analysis they’ve done themselves to say, OK, this is how I’m going to return money. In addition to the financial returns, going back to the risk factors like going back to the cannabis example. Part of that is even if you had a small business model and you know exactly going to make a million dollars next year and you laid it all out financially or in the mathematically and everything is on point a, it’s not guaranteed because of a prediction, but also the idea that it’s an illegal enterprise that none of that matters, right? And so that’s also something to consider. What are some other non-financial risks that can actually make affect the investment so that the investor may or may not receive their funds may lose all their investment, right?

Max Kantor: [00:09:12] So, yeah, definitely. So I’m I want to know, how does your legal fund help support these businesses that come to you? Because as we were talking, you know, there’s all these complex laws regulations. It’s difficult. It’s hard, especially if you’re a small business. There’s a lot of stuff you might not know. So how does your legal fund help support these people who come to you?

Elizabeth L. Carter: [00:09:35] Yes, I’m glad you brought that up. So I’m super excited about this fund because it solves a problem even within a solution. So let me explain what I mean. Crowdfunding was designed to be a solution for a problem, and the capital raising will, in other words, before the Jobs Act of 2012, which is what instituted and made legal, this raising capital from nationally from both accredited investors so accredited, meaning you make over 200 K a year over one million dollars a net worth as an individual. And then as well as nine accredited investors, those basically the 90 percent of the country, right? Those who don’t make that much and don’t have that network that. Accidents were allowed, and then the amendment in 2015 allowed for non-accredited investors to get involved on a national scale. In general, advertising so you can just publicly advertise these things, of course there’s restrictions we have to go into that, but it changed the game a bit in terms of investing, whereas before that was really relegated to wealthy individual people that, you know, because it was much more costly to try to reach out to a noncredit investor that you don’t know than it was for a credit, invest that you do know. And so crowdfunding was designed to democratize capital raising to say, Hey, small business is a do not have the type of funds or the type of revenue to pay hundreds of thousand dollars a year to register their business with the SEC like like IPO or public companies do now, right? So one, it helps with that.

Elizabeth L. Carter: [00:11:04] So there’s exemptions where that is do not have to register so long. They follow these particular rules, right? Then the other side is OK. In addition to that, it opened up the floodgates in terms of where they can get their money from now. They can literally reach out to their customers and reach out to their supporters and members and followers on Instagram to say, Hey, I’m raising funds. You want to support as little as as much as you want five dollars, one hundred dollars, so it makes it more accessible. However, there’s still a cost to raising capital so that business owner, it looks easier now and it is easier, I should say. But there’s still that compliance or that we just got on talking about right there. So those drafting those documents, the investment documents, the risk factors, making sure that you’re laying out all the particulars so that you can say that you’re not misrepresenting any investor, what your business can do, right, that costs and that’s the legal compliance, let alone the accounting that comes with it, let alone the marketing that comes with it. So there’s this upfront pre-seed cost that that is there, that a lot of lot many founders, particularly black and letting founders just do not have because of generational wealth just didn’t pass down the same way. So friends and family is what I’m speaking about his friends and family around.

Elizabeth L. Carter: [00:12:12] It’s a term of art within a capital raising space that basically means historically was you can literally go to your grandfather, you’re your heir to the throne. You can say, Hey, I need five k one hundred k for my idea. Please, Grandma, give it to me. Oh, here you go. Right? We have an extra cash to give it and invest in our grandson, our son or daughter. And usually a son, a white male right. And usually in that in back in the day. And so now moving forward in the modern age, it’s still they still use that now the the friends and family may not be literally your friends and family, but they’re your network. There’s their wealthy, other wealthy Silicon Valley investors or people that are around you in that space, but underrepresented, marginalized and people of color just do not have that same network. And so even within the community, they can’t pool that much amount of capital together in order to even even raise the crowd funding. So I say that’s to say my fund is designed to help offset those costs, particularly the legal costs, by subsidizing and calling on our community collectively and say, Hey, this public is my friends. Let’s help these black owned businesses to raise capital sustainably and legally, because otherwise people just go in without their legal legal shell and put themselves at risk.

Max Kantor: [00:13:23] So how much money are you looking to raise through the fund?

Elizabeth L. Carter: [00:13:28] As much as possible, so I can give you an example of how much it costs legal, just legal, so on average, I mean. So there’s regulation crowdfunding, which is probably the the most accessible and the one that that has the least amount you can raise in a year. Right now, it’s up to five million to go through a Portal Regulation crowdfunding portal to do so that on average costs about twenty thousand legally to do and competent counsel. So what I did is I was engaging in this practice. I decided I knew that I couldn’t compare my firm to sort of the typical securities law firms, especially where I have a mission to be accessible to those who just don’t have that type of funding for the most part, right? And so I decided to do my own analysis of my own sort of internal pricing and say, OK, what will it cost my firm to do this and so on? Or for that particular offer, the chief is about around 10 K, right? So you think 10K per founder, we have over 50 applicants, so we really won’t need to raise as much as possible knowing that we probably won’t raise the entire book. But I think as much as as much as we can, we’ll definitely do a whole lot to help subsidize and subsidize can be hard. It can be take a thousand dollars whatever we can do to help the founders sustainably do so. Yeah, because we also do other things that partner with other organizations like the nonprofit that I have as a fiscal sponsor. Again, if you’re if anyone’s interested in donating, you also can get a tax deduction. But that particular nonprofit, we’ve done work in the past where they subsidize literally half the cost of whatever the client needed right to do their work. So I’ve done that already. The fun is just doing it and going more deeper into it and try to help many more as possible.

Max Kantor: [00:15:14] So to help as many as possible and to raise as much money as possible, how can local businesses or and or the community help? How can our listeners help you in the fund?

Elizabeth L. Carter: [00:15:25] Yes, I’m really just share the so you go to the website WW w e l c e Ask.com Legal Fund. All one word. Share that for a while we have we were featured in Black Newscom Black Enterprise. Com Share that article firmwide. We have a press release. You can contact me at info at ELCA to get that and really spread that around. And then also, of course, donating, right? Like I said, you can donate directly to the law firm through that website, or you can donate through our fiscal sponsors, which are typically for large and I say, larger, more than twenty five dollars, right, that they’re they’re willing to accept on behalf of the fund. And there you can receive a tax deduction or deductible ability on your donation. So really just sharing far and wide and I’ve had people do that and really have great feedback. Even this podcast, you guys just illustrating and showing you on your website helps a lot. And then, of course, the money, right? You just donate the cash. They’ll be very helpful.

Max Kantor: [00:16:27] Well, what you’re doing is super important and it’s super valuable to the community. And I have to ask you and you’re probably this answer. There’s so many different ways you can answer it, but what for you is the most rewarding part of this fund?

Elizabeth L. Carter: [00:16:42] Oh, I’ve had I love the application process. Part of the application process was for them to send a video to just explain who they are. Illustrate and show I wanted the people to see a real face around, like, what does this business owner looks like? What I mean? We had investment funds. People who are interested create investment funds. We have, you know, someone who invented something called a dental wig and she has a patent like these are very investable, but businesses that that anyone would want to invest in. These are businesses that are viable, that have great plans. So one of them, I’ve seen them work. I’ve been I’ve been in touch with them before, so I’m seeing them from afar that they’re raising funds of their own. And so that’s the most rewarding is seeing how hard people work, seeing how valuable their ideas are and their businesses are, and being able to contribute and support them. The best way that I can do not only the legal but bringing on my community and the community abroad to say we all need to support you and just backing them. Because one thing one of my motivation is for even becoming a crowdfunding securities lawyer, whereas before I was more of a broader development lawyer. Real estate development. But one reason why I decided to be sort of in the finance business for a securities world was I will see so many talented entrepreneurs and they will reach a plateau. And that plateau was they actually needed capital to grow and to sustain, and they didn’t have it. And so this is really the most rewarding part of seeing that the need is there and to illustrate to the rest of the world the need is really there and that we need the support and the resources. And so just sharing that and just sharing the burden, I so to speak that it’s not just on one person or one firm or one fund, but all of us can be part of the solution.

Max Kantor: [00:18:24] Definitely. It’s so awesome hearing you talk about it and all the stories. I’m sure you’re going to have and that you have had already as your fund continues to grow and all the businesses that you help now and in the future, it’s really exciting work that you’re doing. And before we wrap up, what was that website again for people if they want to donate to your fund?

Elizabeth L. Carter: [00:18:44] Oh yeah. So w w w dot e l c e s q slash legal fund. All one word word l a l f you and b gotcha.

Max Kantor: [00:18:59] Well, Elizabeth, thank you so much for being on the show today. You’re really doing important work and we appreciate all you do for the community.

Elizabeth L. Carter: [00:19:06] Thank you so much, man. I really appreciate you having me on,

Max Kantor: [00:19:08] Of course, and thanks to all of you for listening. Once again, this episode was sponsored by firm SpaceX, and we will see you next time.

Intro: [00:19:17] This episode is Chicago. Business Radio has been brought to you by firm SpaceX, your private sanctuary for productivity and growth. To learn more, go to Firme Space.com.

Tagged With: Elizabeth L. Carter

Alina Lee, Your Ad Attorney

October 7, 2021 by John Ray

Your Ad Attorney
North Fulton Business Radio
Alina Lee, Your Ad Attorney
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Your Ad Attorney

Alina Lee, Your Ad Attorney (North Fulton Business Radio, Episode 396)

Alina Lee, Founder of Your Ad Attorney, raises numerous legal pitfalls which small business owners may confront with their marketing, yet most never consider. You’ll be glad you listened to Alina’s conversation with host John Ray, as she covered the legal risks of social media, why legal review of marketing materials could save major expense and big headaches later, the “must have” for working with an agency or outside contractors like designers or copywriters, and much more. North Fulton Business Radio is broadcast from the North Fulton studio of Business RadioX® inside Renasant Bank in Alpharetta.

Your Ad Attorney

Proactive compliance with consumer and business laws is the best protection from marketing risks and liabilities.

You’ll find Your Ad Attorney’s approach to marketing legal services avoids typical legal hurdles and makes better business sense for every size business.

Alina Lee is the founder of Your Ad Attorney, which advises businesses on how to minimize legal risk. Based in Atlanta, she serves clients across the country. She provides day-to-day general counsel services for your business.  She offers drafting and negotiating custom contracts and service agreements, legal counseling to bring new products and services to market, intellectual property licensing and counseling for copyrights, trademarks, and publicity rights.
Your Ad Attorney will review websites, marketing materials, and consumer communications for legal compliance, help you prepare your business for sale, and more!

Company website | LinkedIn | Twitter | Facebook 

Alina Lee, Founder, Your Ad Attorney, LLC

Alina Lee, Founder, Your Ad Attorney, LLC

Alina Lee is the founding partner of Your Ad Attorney, LLC.  She is a marketing law and business transactions attorney who helps marketing agencies and companies with marketing departments protect their reputation through providing legal drafting and review for their marketing materials.

Prior to starting her law firm, Your Ad Attorney, LLC, she was Senior Corporate Counsel at Mailchimp, a profitable tech company with millions of customers worldwide. At Mailchimp, she was the primary attorney who led legal matters for the partnerships department and marketing department. Alina was also the primary attorney over all major marketing initiatives and managed the company’s trademark portfolio.
Alina graduated from Vanderbilt University Law School and the University of Georgia.
LinkedIn

 

Questions and Topics

  • What are some things business leaders should know about legal pitfalls with their marketing?
  • What are the differences between trademarks, copyrights, and publicity rights?
  • How do you know who owns what intellectual property? What if you have an agency or independent contractors handling your copywriting and photography?
  • What are things to watch out for when working with talent for photos, audio, and video marketing?
  • Can the fine print or disclosures “fix” potentially misleading marketing claims?
  • What are some legal risks with social media advertising and celebrity endorsers?
  • What are some pointers for contracts with major customers and vendors?,

North Fulton Business Radio is hosted by John Ray, and broadcast and produced from the North Fulton studio of Business RadioX® inside Renasant Bank in Alpharetta. You can find the full archive of shows by following this link. The show is available on all the major podcast apps, including Apple Podcasts, Spotify, Google, Amazon, iHeart Radio, Stitcher, TuneIn, and others.

RenasantBank

 

Renasant Bank has humble roots, starting in 1904 as a $100,000 bank in a Lee County, Mississippi, bakery. Since then, Renasant has grown to become one of the Southeast’s strongest financial institutions with over $13 billion in assets and more than 190 banking, lending, wealth management and financial services offices in Mississippi, Alabama, Tennessee, Georgia and Florida. All of Renasant’s success stems from each of their banker’s commitment to investing in their communities as a way of better understanding the people they serve. At Renasant Bank, they understand you because they work and live alongside you every day.

 

Special thanks to A&S Culinary Concepts for their support of this edition of North Fulton Business Radio. A&S Culinary Concepts, based in Johns Creek, is an award-winning culinary studio, celebrated for corporate catering, corporate team building, Big Green Egg Boot Camps, and private group events. They also provide oven-ready, cooked from scratch meals to go they call “Let Us Cook for You.” To see their menus and events, go to their website or call 678-336-9196.

Tagged With: Alina Lee, contracts, copyrights, Intellectual Property Law, John Ray, marketing, North Fulton Business Radio, publicity rights, trademark registration, Your Ad Attorney

Workplace MVP: Rosana Preston, Rosedale Transport

October 7, 2021 by John Ray

Rosedale Transport
Minneapolis St. Paul Studio
Workplace MVP: Rosana Preston, Rosedale Transport
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Rosedale Transport

Workplace MVP:  Rosana Preston, Rosedale Transport

Rosana Preston, Director of HR and Administration for Rosedale Transport, has decades of experience in trucking yet makes responding to changing times a priority. In this conversation with Workplace MVP host Jamie Gassmann, she cites other fundamental principles for her work and for Rosedale corporately, including a culture of transparency, respect in the workplace, consistency, and a sense of fun. As Rosana says, “You’re never too big that you can’t listen. You have to keep your finger on the pulse of what’s important to people.” Workplace MVP is underwritten and presented by R3 Continuum and produced by the Minneapolis-St.Paul Studio of Business RadioX®.

Rosedale Transport (The Rosedale Group)

The Rosedale Group is a privately held, family-owned Canadian company. Opening its door with a fleet of one truck and two customers, today Rosedale has grown to 15 terminals with a fleet of 40 straight trucks, 500 tractors, and 1300 trailers that are operated and supported by over 800 employees.

Rosedale’s growth was based on quality service, competitive rates, and the strength of its people. These factors remain to this day why customers choose Rosedale.

For years, Mississauga, Montreal, and Ottawa were their only terminals. That evolved to include London, Barrie, Quebec City, Granby, and Dalton, Georgia. In 2001, Rosedale expanded into Western Canada with terminals now in Winnipeg, Saskatoon, Regina, Edmonton, Calgary, and Vancouver.

Over their long history in transportation, they have steadily improved their people resources, technology, equipment, and terminal network. Rosedale continues to offer quality service to its customers and is committed to getting the job done, and done right.

Company website

Rosana Preston, Director, Human Resources & Administration at Rosedale Transport

Rosana Preston, Director, Human Resources & Administration at Rosedale Transport

Rosana Preston has been with Rosedale Transport since 1991. She began her career in trucking in the safety department, moved into training and development, and eventually into HR and Administration at Rosedale.

Her priority is to create a respectful workplace that encourages growth and psychological safety.

Rosana is the 2020 HR Leader of the Year from Trucking HR Canada, celebrating her 50 years in the trucking industry.

LinkedIn

R3 Continuum

R3 Continuum is a global leader in workplace behavioral health and security solutions. R3c helps ensure the psychological and physical safety of organizations and their people in today’s ever-changing and often unpredictable world. Through their continuum of tailored solutions, including evaluations, crisis response, executive optimization, protective services, and more, they help organizations maintain and cultivate a workplace of wellbeing so that their people can thrive. Learn more about R3c at www.r3c.com.

Company website | LinkedIn | Facebook | Twitter

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

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 Gassmann.

Jamie Gassmann: [00:00:25] Hi, everyone. Your host, Jamie Gassmann, here and welcome to this episode of Workplace MVP. When a crisis event happens, whether it is a large scale or small scale incident, the effects of the event tend to put things into perspective, leading us to reflect on our current lives and reevaluate what matters most. Over the last year with the COVID-19 pandemic, many of us have done just that. And as a result, it is leading to a dramatic increase in resignations and what is now being referred to as the great resignation.

Jamie Gassmann: [00:01:01] In April and June alone, the Department of Labor recorded a record of four million people resigned their jobs in each month. And this level resignation, coupled with a shortage of job seekers, has workplaces looking to strengthen cultures and create a work experience for their employees where they have no need to leave. What are the secrets to keeping that strong work experience that no one wants to leave?

Jamie Gassmann: [00:01:25] And with us today to share best practices for how they have been able to create a great work experience for employees is Workplace MVP Rosana Preston, Director of HR and Administration for Rosedale Transport. Welcome to the show, Rosanna.

Rosana Preston: [00:01:42] Thank you. It’s a pleasure to be here.

Jamie Gassmann: [00:01:44] So, let’s start off, walk us through your career journey and how you came into your position as Director of HR and Administration at Rosedale Transport.

Rosana Preston: [00:01:54] Well, I was kind of just trying to figure out what I wanted to do with my life, and I got a job at a nearby transportation company. And I was very fortunate in that I met many different mentors that afforded me the opportunity to move through, learn, and grow. So, my all things trucking passion started with me working for the safety department, the recruiting department, the administration, getting involved in training and development, and then moving into management.

Rosana Preston: [00:02:32] As my career continued to progress, again, I remained able to continue to grow and kept me so involved in the trucking industry with mentors and support. I moved forward and I have been able to continue my career in HR and administration as a director for Rosedale. And focus on a goal, my own goal, to be committed to creating a respectful workplace, one that encourages personal and professional growth and is psychologically safe for everyone.

Jamie Gassmann: [00:03:11] Fabulous. So, tell us a little bit about Rosedale Transport. How many employees do you have? Obviously, it does transportation like trucking. So, talk to us about, you know, where your drivers are transporting to and just kind of give us a little bit of background.

Rosana Preston: [00:03:27] I can. About 52 years ago, two gentlemen and one truck decided to start a trucking company. They had a vision. While we celebrated our 50th anniversary with a huge, huge party, that vision turned into what Rosedale is today. Predominantly, we specialized in floor covering. The transportation of floor covering represents about 60 to 70 percent of our business. The rest is general freight. We have a terminal location in Dalton, Georgia, which everyone knows is the carpet capital. So, two men and one truck grew to 15 locations across Canada, one in the U.S., and about 800 employees and 1,700 pieces of equipment.

Jamie Gassmann: [00:04:17] Wow. All from two men and a truck.

Rosana Preston: [00:04:21] Two men and truck, that’s how it all started.

Jamie Gassmann: [00:04:23] Fabulous. So, on a previous call that you and I had had, you shared that the organization has had a very strong retention history. So, can you share with us and kind of elaborate a little bit on what your retention history looks like.

Rosana Preston: [00:04:38] Absolutely. So, when we talk about retention in the trucking industry, it generally focuses with drivers because that is one of the biggest problems. I’m proud and happy to say that when I look at the company’s retention from zero to one year, we’re running at 77.3 percent. From zero to 30 years, we’re running at 85 percent. I believe our retention numbers are high because we’re a good company to work for and we’re a people company.

Rosana Preston: [00:05:09] As far as the staff – we talked a little bit about that – there’s many, many people across our organization that have received their 25 year watches, like myself, for over 30 years. And I guess we kind of joke anybody under ten years is a newbie. And, again, that speaks for the company and people just don’t leave.

Jamie Gassmann: [00:05:33] Yeah. So, obviously, are you looking at this year coming out of COVID and having organizations with this great resignation, are you seeing any impact on that or is your retention still staying strong?

Rosana Preston: [00:05:47] Our retention is still staying strong. During COVID, unfortunately, the economy and every company, I think, took a bit of a hit. And for the first time in our history, we had to lay off some employees on the operating side of the company. Most of them have been brought back.

Jamie Gassmann: [00:06:08] Great. Great. So, what do you feel is really helping to create this work environment that employees want to stay at, especially your truck drivers? I mean, you see a lot of articles that there’s hiring issues with truck drivers and even in the trucking industry in general. So, what do you think is helping with your work environment that’s making that difference?

Rosana Preston: [00:06:31] I think being visible, being honest, transparent, and down to earth has created an environment that promotes that kind of retention. Over the years, we have kept our focus on staying current. And we’re not a one size fits all type of organization. We stay current and try and know what is important to our people. And I believe those are some of the facts that promote retention.

Jamie Gassmann: [00:07:03] Yeah. So, by staying current, what types of things do you do to make sure that you’re staying current with them? Are you out having conversations with the staff? Are you doing team surveys? What are some of the things that you’re monitoring that help you to know that you’re hitting that mark?

Rosana Preston: [00:07:20] I think, first of all, staying in touch with the times. You know, today’s worker is a lot different than someone 30 years ago. We all know that today people are looking for that work-life balance. The days of people working from sunup to sundown are gone. People don’t want to do that anymore. And there’s been a lot of corporations that at one time demanded that type of time from their employees. They’re not around anymore.

Rosana Preston: [00:07:51] So, understanding the culture, understanding how people have changed, that is learning that we have to stay on top of. And not just hunker down and think, “Well, that was the way it was 40 years ago.” Because that’s not the way it is today. So, we’ve kept that focus on staying current and listening to the people, being visible. Kind of establishing that comfort where someone sees you, they’re not shy to come up and say, “Hi, How are you doing?” whether it’s the president, the vice president, or any one of the directors I mean, no one is reluctant to come and say hello, that’s for sure.

Jamie Gassmann: [00:08:31] Yeah. That’s fantastic. And you mentioned culture a couple of times. You know, why is that so important in relation to retention in your opinion?

Rosana Preston: [00:08:41] Well, we spend a lot of time at work. Sometimes we see the people that we work with more than we might see a family member. Liking what you do and where you do it makes it all the better. If you have all the other factors that work for you, such as salary, opportunities to grow, you like where you work, and you feel like you’re a part of the organization, why would you leave? I mean, other than, of course, if someone got transferred or there’s some extenuating circumstances. But why look for greener grass when your grass is already green?

Jamie Gassmann: [00:09:20] That’s a great point. And a lot of people do that, they’ll seek that greener grass. I know in my own career I’ve seen people that will leave, you know, when you’ve got things that are pretty good. And then, I, generally, see them come back, which is interesting. Do you sometimes see that in your own work environment?

Rosana Preston: [00:09:37] Oh, very much so. I mean, we have one gentleman, unfortunately, he knows that if there’s a spot open, we’ll bring him back. But he left for greener pastures. And sometimes I find people are not always honest about the job that they’re presenting, and someone leaves, and they get to their other place, and it’s not quite what they thought it was. And then, they either stay there or try and come back. We have a lot of people that we’ve rehired.

Jamie Gassmann: [00:10:06] Yeah. Interesting. And I know you’ve previously shared when you talk about the culture that you’ve built, which sounds like an amazing environment for those employees with that visibility to leadership and kind of transparency and comfort. You built that culture within the main terminal, but you’ve been able to replicate that across all the other terminals and also replicate that with your drivers that are out on the road. So, can you share a little bit about what were some of the ways that you’ve been able to kind of maintain that culture across the entire organization and all areas that employees might be working?

Rosana Preston: [00:10:48] Sure. One of the things is consistency, the same message throughout the organization. Whether you’re in Winnipeg, Montreal, or Toronto, it’s the same message. It’s the same company. We promote an inclusive management style. And respect in the workplace is paramount here. Again, so it’s the same message that transcends all the locations.

Rosana Preston: [00:11:15] One of the things we like to do a lot is have fun. And pre-COVID, I think, I was explaining to you, we celebrated everything that we possibly could. So, head office would send out a call to action that we’re going to be celebrating these days. But then, how that location is decided to celebrate it was up to them. They know what their people like. They know which day would be the best day to celebrate. And we allowed the managers and their cheerleaders were able to run with creativity, food choices, decorations. Everything was left up to them. If we were having food truck in Mississauga, that necessarily didn’t mean Montreal was going to have one. They might have done something different.

Rosana Preston: [00:12:04] Our marketing team always helped by sending all the branches out material. We probably have bought more baseball caps – I don’t know what – the Toronto Blue Jays. And we have them distributed throughout the organization. And, of course, that’s good advertising for us as well. We change them up because you can’t have the same hat two years in a row. So, different locations know what works best for them.

Rosana Preston: [00:12:34] And, of course – and, again, pre-COVID. I’m hoping we can get back to this – we always had chocolate at all of the stations, the office, the warehouse, the dispatch area. Chocolates for Valentine’s Day, Easter, Halloween. There’s just something that starts off your day when you walk in and you can put your hand in a bowl and take some chocolate and away you go.

Rosana Preston: [00:12:58] So, we would definitely want to get back to that. We might do it a little different. All the candy will be wrapped and so on. We’ll figure it out. But it certainly won’t stop us from celebrating in the future.

Jamie Gassmann: [00:13:09] Yeah. It’s amazing what chocolate can do for a work environment, right?

Rosana Preston: [00:13:13] Chocolate, and I’ll tell you one of the most popular was the ice cream truck. It was really funny. It was only going to be here in Mississauga until about 3:00 or 3:30. City drivers had gotten stuck in traffic or whatever, and they were calling and saying, “Hold the ice cream truck. I’ll be there. I’m going to be a-half-an-hour away.” So, a little thing like the ice cream truck was the highlight of everybody’s day.

Jamie Gassmann: [00:13:40] Yeah. And, you know, it breaks a little bit of business as usual and gives you something fun to look forward to. That’s fantastic.

Rosana Preston: [00:13:47] Absolutely. Absolutely.

Jamie Gassmann: [00:13:47] So, in addition to some of the fun that you’ve kind of created within that culture, you also talked a lot about some of the incentives that you’ve established. So, how did you identify what’s the right fit for the incentives? And how did that help in driving motivation and employee engagement and involvement in achieving those?

Rosana Preston: [00:14:10] We have two incentives that surround dollars, money. And one of them is a years of service bonus. And what that one is that, the years of service, every employee receives $150 every year, accumulates to a maximum of $3,000. So, a 30 year employee like myself, I look forward to getting a $3,000 bonus check just because that’s the seniority that I have. We give that bonus out at Christmas time. And a few years ago, someone questioned, was that the right time during the holiday season. So, we asked our employees, “Do you like getting your years of service bonus at the holiday season? Would you like to get it at a different time?” Overwhelmingly, everybody liked it during the holiday season. So, that’s one bonus.

Rosana Preston: [00:15:03] And the second one is a profit sharing bonus. And based on the profitability of the organization, everyone top down, bottom up, it doesn’t matter how you say it, part-time, full-time receives an annual profit sharing portion. And, again, that is something that everybody looks forward to. I’ve been here 30 years, we haven’t missed a year yet. And it’s inclusive of all employees.

Jamie Gassmann: [00:15:32] Yeah. I like that you’ve kind of got that balance of a personal type bonus as well as a team incentive bonus. You’re kind of meeting both areas of what, typically, would drive some of that motivation from employees and balance.

Jamie Gassmann: [00:15:48] So, in looking at your drivers, I know you mentioned early on that one of your objectives is to make sure that the full work environment has that psychological safety. And you talked about how you extend the culture a little bit into your drivers. But how do you extend some of that psychological safety when they’re out on the road? Because I imagine some of your drivers are probably out, you know, for the full week, they’re long road drivers. So, how are you supporting them when they’re not actually in the terminal?

Rosana Preston: [00:16:20] So, we have the city drivers and the highway drivers. Most of our highway drivers are home a minimum of twice a week. So, they don’t have runs that take them away for weeks on end, like some other carriers do. So, communication is key, and we use different forms of communication.

Rosana Preston: [00:16:42] Our line haul team, which works closely with the highway drivers, is responsible to make sure that they pass on information. We use satellite messaging. We use emails to their home. That’s something new we started a couple of years ago, sending emails out to their homes so that they can receive communications, share them with their wife, and so on. There’s always posters, events, and we try and make sure that there’s enough lead time so that everybody can see what’s going on and what’s new.

Rosana Preston: [00:17:18] We take into consideration all of our shift workers too. Like, we have people that work midnights and afternoons and so on. So, we have to make sure that the highway drivers and people on different shifts are never excluded from anything that’s going on.

Jamie Gassmann: [00:17:35] Yeah. Perfect. And I imagine, you know, receiving that information at home helps them to push that communication to their spouses or significant others if they are getting a little busy in transporting goods.

Rosana Preston: [00:17:49] Absolutely. Absolutely. Sometimes we have to put up a notice to say, “Please make sure you check your home email when you go home tonight because there’s a message from us.” But, yeah, we do find a way to communicate, that’s for sure.

Jamie Gassmann: [00:18:03] Yeah. Fantastic. So, we’re going to take a word from our sponsor real quick. So, Workplace MVP is sponsored by R3 Continuum. R3 Continuum is a global leader in providing expert, reliable, responsive, and tailored behavioral health crisis and violent solutions to promote workplace wellbeing and performance in the face of an ever changing and often unpredictable world. Learn more about how R3 Continuum can tailor a solution for your organization’s unique challenges by visiting r3c.com today.

Jamie Gassmann: [00:18:37] So, over the last year when you were navigating the pandemic, what were some of the things that you implemented that helped to maintain your work culture, especially as you had employees that moved to remote?

Rosana Preston: [00:18:49] Well, the first thing that we did was take a look at what we could change and to help promote that safety. For example, we implemented changes to longstanding procedures such as a driver will go to a customer, get paperwork, sign the paperwork, there’s an exchange of pens and paperwork and so on. So, we took a look at those things. And to lower the risk, we changed those policies that have been ingrained for years and years. We told them they don’t have to get signatures anymore. Just make sure you write down the name of the person that received the goods or that you picked up from.

Rosana Preston: [00:19:34] We formed a team across the country with individuals from all of the locations to assist with questions, and deal with concerns, and help with communication. We created a hotline for employees to reach, either by phone, because our cell phone numbers were posted, or by email, they could reach the hotline by email, again, if they had any concerns.

Rosana Preston: [00:20:01] We continue to provide personal protective equipment for all the employees. That includes canisters for the highway drivers to keep with them. When the canister is empty, they bring it back, they get a new one. So, they can wipe down where they’ve been, wiped down their trucks, and so on. We provide daily kits for the city drivers. They pick up their bills, they pick up their kit, away they go, again, to wipe down, gloves if they need them, and so on. So, we continue to do that.

Rosana Preston: [00:20:32] We’re transparent. We always let employees know. And we’re very fortunate, we have very few cases of COVID, but we did have some. And we were very transparent about it. We let all the employees in that facility know that there had been an outbreak – I don’t know that that’s an outbreak. Probably the wrong word – one individual had COVID and then we got the terminal fogged or we did whatever corrective measures we had to add and make sure, again, that it was safe.

Rosana Preston: [00:21:05] So, as an essential service, most of our employees worked from the facility. We had very few that worked remote. We did have a couple and we made sure that we always passed on through communication anything that was important to them.

Jamie Gassmann: [00:21:22] Yeah. So, were those remote employees ones that requested to work remote or were they in positions that it felt like it was, you know, more necessary that they be in a remote setting?

Rosana Preston: [00:21:34] A little bit of both. Some people were very nervous of COVID or had elderly parents at home. They felt like they might want to work from home, and we were able to facilitate that.

Jamie Gassmann: [00:21:47] Yeah. Very great. That’s always nice to be able to offer that option. So, now, everyone’s back. Obviously, you continue to work as essential workers and in the office. How are the employees now? I mean, it sounds like you still have some of the PPE procedures in place.

Rosana Preston: [00:22:09] Yes.

Jamie Gassmann: [00:22:10] You know, have things kind of started to go back to that new normalcy? Or how are the employees at this particular point with some of the COVID, if the cases have risen or things of that nature, in your area?

Rosana Preston: [00:22:24] We took a position that until the branch is heard differently from head office, everything stayed the same. So, all COVID protocols stayed in place. We still wear masks unless you’re in your own office. We wear masks as we travel through the building. We stay six feet apart. So, we have not stopped any of the COVID protocols. And we still, as I say, continue to supply all the branches from head office we could get out of here, the personal protective equipment for the people.

Jamie Gassmann: [00:23:01] Awesome. Yeah. And so, obviously, Rosedale Group is a private organization. So, some of the things that we talked about is, in your opinion, do you feel you’re at more of an advantage in creating this work environment with different incentive programs and different fun activities than maybe a larger organization might be that is a little bit more matrixed or siloed. What are some of your thoughts around that?

Rosana Preston: [00:23:32] Well, I think there’s definitely an advantage to being privately owned. But more than that, it’s the mindset of ownership. And we’re privately owned and we’re a flat organization. We don’t have a lot of red tape to go through. The management team is small. It’s a case of, you know, two doors down and walking down to see the president and saying, “What do you think about this? How if we do this?” And the same with our VP and GM and our sales manager.

Rosana Preston: [00:24:06] So, we’re privately owned and families involved in running the company. And I guess we’re blessed because we have very similar mindsets. And we’re all for, as I said, celebrating. We’re all for listening to the people. So, it’s very easy to navigate through those things. I mean, we don’t always agree. And I don’t want to create that big lie. But it’s easy. There isn’t a lot of us. We talk about it, pros and cons. We try it. More importantly, we’re not afraid to say, “Well, we won’t be trying that one anymore.” Sometimes things don’t work and you have to remember that you’re human and you just move on to the next thing.

Jamie Gassmann: [00:24:51] Yeah. And so, from a larger organization and knowing that they might have a little bit more red tape to go through or kind of more layers that they have to consider when making a decision, what are some of the things, from your opinion, that they could do in some of those maybe departments or sections of their organization that could help to instill that strong work culture?

Rosana Preston: [00:25:15] Well, I think you’re never too big that you can’t listen. You can’t pay attention. You can’t have empathy. And, I mean, we’re in business to make money, of course. But we also employ 800 people. So, you have to keep your finger on the pulse of what’s important to people. There’s no point in putting a procedure in place or a policy and it has no merit, it has no place in your organization.

Rosana Preston: [00:25:56] And we talked about that a little bit at the beginning, keeping focus on what’s new, what’s important, what’s changed, the different age demographics. You know, we have drivers that have come to us, there’s five of them just in this location, and they’ve crested 65 and they’re not ready to retire, but they know they can’t work five days a week. Well, that’s easy. You just go and you talk to ownership and say, “So-and-so has been with us 30 years. He’d like to go down to a four day workweek.”

Rosana Preston: [00:26:28] Why would you say no if the person can still do the job, still valuable to the organization from many perspectives, then, yeah. Okay. You can work four days a week. You can maybe take Wednesday off, so work Monday, Tuesday, take a break, work Thursday, Friday, move on. Again, we’re non-union. We can do a lot of those things and we, certainly, try to do our best.

Jamie Gassmann: [00:26:51] Yeah. Creating a flexible environment to meet that employee where they’re at. And I got to imagine they appreciate that so much, especially, if, like, it’s a temporary thing, they’re going to remember that.

Rosana Preston: [00:27:04] Yes. Absolutely. And, again, that holds true, like, if you have a line haul driver. And, again, this has happened. The highway driver, maybe his wife’s having surgery, so he asks if he can stay more local for a little while, maybe only do Toronto, Montreal. That way, he’ll be home for sure. And, again, you can do those things, but you have to listen and you have to balance running an organization, being profitable with the needs of the people as well as the company.

Jamie Gassmann: [00:27:33] Yeah. And that’s that whole creating that culture of transparency where the employee feels comfortable bringing that to you.

Rosana Preston: [00:27:42] Absolutely.

Jamie Gassmann: [00:27:44] So, in your opinion, just looking at what they are calling the great resignation, why do you think so many people are making career changes and moves at this particular point, from your opinion?

Rosana Preston: [00:27:58] Well, I can give you a real life example. Recently, I’d say within the last 18 months to two years, we’ve had four individuals leave the same place of employment in our industry and apply for positions at Rosedale. And we hired them all and they’re great. They have fit into our organization. They like it. They stop me sometimes in the lunchroom and tell me how much they like it here.

Rosana Preston: [00:28:30] Why didn’t four people all leave the same company? So, of course, I’m going to ask. And I found out that, basically, the years that they had there took a secondary place to how they were feeling. They didn’t like to come to work. There was broken promises. There was a lack of empathy and caring. And they were no longer happy. So, it didn’t matter that some of them had four, five, six, eight years vested. Things deteriorated for whatever reasons. And the people started to feel that and they they left.

Rosana Preston: [00:29:08] And one of the gals, she said, “If I get this job at Rosedale, great. But it isn’t going to make a difference. I’m still leaving my place of employment and I will find another job.” Fortunately, it worked out, she came to Rosedale. So, there’s an example where four people all left one company because people stopped listening, people stopped caring, and broken promises, as I said.

Jamie Gassmann: [00:29:33] Yeah. They lost that people focus.

[00:29:36] Absolutely. Absolutely.

Jamie Gassmann: [00:29:37] So crucial. So, if you could provide advice to the leaders that are listening to our show right now for what you found works in ensuring strong retention, what would that be?

Rosana Preston: [00:29:49] Well, I think you have to believe in yourself. If you believe in yourself, if you have confidence within yourself, then other people are going to believe in you as well. I find being transparent is really key. We all make mistakes, admit it, and regroup, and move forward. We’re all human and we should never act or feel as if we’re on a pedestal. I think for HR leaders, you have to stay current. You can draw on your experience, but don’t let that experience rule how you view things or rule your judgment.

Rosana Preston: [00:30:31] People are complicated, and I think you have to be careful that you avoid a rush to judgment. What works well for one person may not be the formula for another. Never stop listening. Never stop listening. And you need to build trust and have a passion for what you do. I think you have to make sure that your actions mirror your words. People say, “Oh, we have an open door. We do this. We do that.” But if it’s not real, people understand that very quickly and they don’t have any faith in you or your organization. You can do the organization a disservice. And I think those are the the important things to me.

Rosana Preston: [00:31:19] Everyone knows – I’d like to think everyone knows – if they come to me for an answer, they’re going to get an answer. It may not be the answer they were looking for, but it will be an answer. And I think that is really important. If you say you’re going to get back to somebody, get back to them.

Jamie Gassmann: [00:31:39] Yeah, absolutely. I love that advice. That’s great advice to leave our listeners with. So, if somebody listening does want to get a hold of you and learn a little bit more or just, you know, connect with you, how can they do that?

Rosana Preston: [00:31:54] Well, I would suspect email is probably the easiest. Would you agree?

Jamie Gassmann: [00:32:00] Email, yeah. Or if you’re on LinkedIn. I know some of our guests are on LinkedIn. But email can also be a great way. Absolutely.

Rosana Preston: [00:32:06] Yeah. Linkedin is fine. I don’t seem to check that as often as I should. I promise I’ll get better. But my email is R-O-S like Sam-A-N like Norman-A-P as in Peter@rosedale.ca, R-O-S-E-D-A-L-E.ca. So, it’s rosanap@rosedale.ca.

Jamie Gassmann: [00:32:32] Oh, thank you so much for joining us today, Rosanna, and being on our show, and for letting us celebrate you, and sharing your stories, and great advice with our listeners. We appreciate you, and I’m sure your organization and staff do as well.

Rosana Preston: [00:32:47] Thank you. It was certainly my pleasure. I enjoyed it and it was great. Yeah, absolutely great. Thank you.

Jamie Gassmann: [00:32:54] Yes. Absolutely. 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. And you can also follow our show on LinkedIn, Facebook, and Twitter at Workplace MVP. If you are a workplace MVP or know someone who is, please let us know. Email us at info@workplace-mvp.com. And thank you all for joining us and have a great rest of your day.

Tagged With: Human Resources, Jamie Gassmann, R3 Continuum, Rosana Preston, Rosedale Transport, The Rosedale Group, trucking, trucking industry, Workplace MVP

Mark Mele With Paris Baguette

October 6, 2021 by Jacob Lapera

ParisBaguette
Franchise Marketing Radio
Mark Mele With Paris Baguette
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Brought To You By SeoSamba . . . Comprehensive, High Performing Marketing Solutions For Mature And Emerging Franchise Brands . . . To Supercharge Your Franchise Marketing, Go To seosamba.com.

Mark Mele has achieved the Certified Franchise Executive (CFE) designation from the Institute of Certified Franchise Executives (ICFE) through the International Franchise Association.

An accomplished corporate franchise sales and development strategist, his vision and expertise in business performance have driven notable franchise brands such as Century 21 Real Estate Corporation, Country Inns & Suites by Carlson, Retro Fitness, Kumon North America, and Huntington Learning Centers.

Mele has achieved exciting company turnarounds and is recognized for his success in growing franchise brands. His strategic approach to expanding a franchise brand is reflected in his work as Vice President of Franchise Development of Kumon North America, Inc., where his leadership resulted in the opening of over 500 new franchised Kumon learning centers in 4 years.

In addition to Mark Mele’s exceptional track record in franchise development, he is also known for his ability to create and implement positive change in the areas of franchise operations and franchisee support. His franchise achievements have been featured in Entrepreneur Magazine, Inc. Magazine, as well as other business media.

Mele is a member of the International Franchise Association (IFA) and is actively involved in an advisory capacity with start-up franchise companies.

Connect with Mark on LinkedIn and follow Paris Baguette on Facebook and Twitter.

What You’ll Learn In This Episode

  • Leadership experience building and guiding franchise brands

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:07] Welcome to Franchise Marketing Radio, brought to you by SEO Samba Comprehensive, high performing marketing solutions for mature and emerging franchise brands to supercharge your franchise marketing. Go to SEOSamba.com that’s SEOsamba.com.

Lee Kantor: [00:00:32] Lee Kantor here, another episode of Franchise Marketing Radio, and this is going to be a good one today on the show, we have Mark Mealie with Paris Baguette. Welcome, Mark.

Mark Mele: [00:00:42] Hi Lee, how are you?

Lee Kantor: [00:00:43] I am doing great. I’m excited to catch up with you and learn a little bit about what’s been going on lately with Paris Baguette. For the folks who don’t know, just give them kind of the elevator pitch.

Mark Mele: [00:00:55] Sure. So Paris Baguette is a French inspired bakery. Bakery cafe, we’ve been baking and going back to our roots in baking since 1945. So 70 plus years of baking has given us the know how to manufacture the dough that goes into each and every one of our pastries, our pastries. And the menu includes fresh bread, daily cakes, slices of cake pastry. There’s Chris Sants. Obviously baguettes, so sandwiches I mean a full menu that is really fresh and delicious, made every day, day in and day out. So Boston products and this is the bakery like you have in your head, like when you were a kid, you had a bakery in your neighborhood. This is this is the same kind of bakery. We’re doing things fresh every day there.

Lee Kantor: [00:02:01] Now, talk about kind of your journey in the is kind of how you’ve evolved in the franchising industry, you’ve worked for a number of brands. I believe this is your first food, but you’ve worked with a number of brands in different industries. Talk about how that’s kind of helped you navigate the waters and helping Paris Baguette grow.

Mark Mele: [00:02:24] Wonderful. Absolutely. So leave for me, it’s this is all franchising. This is basic blocking and tackling, right? This is I’ve been in franchise development for thirty five plus years. I go back a while, as you said, several different sectors. A handful of brands over that time span. And for a brick and mortar concept like this, it’s Paris Baguette. That is, it’s really about starting off with the quality franchisees that you bring in. So you’ve got to have quality franchised sales, you’ve got to have quality real estate because they’ve got to have the perfect location and quality design and construction. And then of course, we development will take it from prospective franchisee to ribbon-cutting. That’s that’s the department that I’m in charge of at Paris Baguette. So we’ve got a lot of people on hand to make sure that that franchisee is going to be successful from the day that we say hello to them and approve them as a prospective franchisee to be a new franchisee all the way to the ribbon cutting and then we transition them over to the operations team. So yeah, for me, it’s it’s having a great brand. Being a part of a great brand is is the most important thing to me in my career. If I can speak about my career, and that’s really why I think I chose Paris Spaghetti and why Paris forget chose me. You’ve got to. You’ve got a great brand that wants to expand in the U.S. and I was certainly up for the challenge. And you know, with it’s a global brand with nearly four thousand units and what an exciting time and what an exciting opportunity to be able to to expand this. In the U.S. past a thousand up to a thousand plus more units. It’s very, very exciting.

Lee Kantor: [00:04:31] Now, when you’re looking at a brand to get involved with, you mentioned the operations, you mentioned real estate, you mentioned kind of the selling. Are there a certain kind of red flags for you or green lights for you when you’re kind of analyzing a brand to see what’s the right fit? Because I would imagine in your experience you’ve seen a lot of things that maybe looked OK in some areas, but maybe had some warning signs and then other things maybe look too good to be true. Can you help the person who’s because I think a potential franchisee is almost in your situation? When you chose to work with Paris Baguette, you were vetting it also from probably a lot of the same places. They’re vetting it because you had to believe in the brand and you had to believe that this is something that you can proudly, you know, sell to others.

Mark Mele: [00:05:25] You’ve hit it right on the head. You’re exactly you’re spot on. That’s that’s exactly. And we want prospective franchisees to do just that. Complete your due diligence. Look at the brand, speak to our existing franchisees. What? What does the brand? What’s the perception of the brand globally? What’s the perception of the brand locally here in the states, in each city? Who are the franchisees? Are they profitable? Those types of questions need to be asked. And what does your franchise disclosure document look like? Do you have lawsuits? Do you have this? Yeah, I I spent a lot of time doing due diligence on the brand, and everything came up and very, very positive. And I and I love that because. At the end of the day, you have to be able to have the confidence in the brand and hopefully you can hear it in my voice. I am in a in a year’s time now with the brand very, very optimistic and excited as I was from the first day I joined the company. Even more so because I’m seeing the incredible response that the audience, the prospective franchisees are having for this brand.

Mark Mele: [00:06:38] So we’re we’ve got a huge push on to open a thousand units in 10 years or less. And look, I’ve been in the business for a long time. As I’ve mentioned in you here, you hear this all the time. One brand will say, Yeah, we want to get to four hundred units in X number of years or six hundred units. And it sounds good and it looks good. It’s a nice soundbite, but it’s a heavy lift and you need to put you need to have number one, the brand that is well liked, well perceived. And I think we have that and we have that global presence and I think we can drive the sales and I think we can find the best locations. And I think this, I think it’s going to be explosive and we’re starting to see it already. We’ve executed already year to date almost a hundred franchise agreements, 90 through the third quarter, 90 agreements and very, very proud of that. We’ve got a good, good sales team, good real estate team and a good construction team too. So a lot of a lot of good energy this year.

Lee Kantor: [00:07:42] Now, from a potential franchise standpoint, explain to them why it’s an advantage that Paris Baguette has such a strong global brand already and how that’s going to help them as it expands in the United States.

Mark Mele: [00:07:57] Well, a couple of things. Number one, global presence is in the success of that. Global presence is very, very important from a name recognition standpoint, but also from an operating standpoint when you look at the way that we’ve been able to refine the operations, the brand been around since nineteen eighty eight Paris Baguette. We own and operate other brands as well, some that we’ve created overseas and some that we just bought into where we’re master franchisees of other brands globally too. But Paris Baguette since nineteen eighty eight, has had an opportunity to refine the operational model for doing business here in the States. We started to franchise the brand in two thousand fifteen twenty fifteen, so. But we’ve been operating here corporately since 2005. That gave us a 10 year start to have 40 operating corporate units to be able to say, OK, you know, over the last 10 years, we’ve been able to figure it out and we’ve taken what they’ve operated overseas now since 1988 and refined that model and made it work here in the U.S. and that’s what prospective franchisees want to hear. You guys know how to run the business and we continue to operate. Lee, we continue to operate corporate units here and we will always operate corporate units. I love when franchise stores have units, whether it’s five units, two units or in our case, we still operate over twenty five units.

Mark Mele: [00:09:35] It’s just it gives us that knowledge base and I’ll tell you what else it gives us. It gives us a an operational bench, if you will, for of of human capital, right? When we have strong general managers and district managers, they can be moved up and moved over. They can help franchisees. They could be on the franchise ops team. They can be, you know, it’s just we recruit from internally as well when you have those kind of numbers. So I would think perspective and I know prospective franchisees are especially excited when they hear that, that we still own and operate a number of the units ourselves corporately. So that’s that’s what you want to look for, that operational excellence, that that makes that brand a reality. It’s one thing to have a wonderful break every day inside the cafe, which we do. Our products are just amazing. The cakes are just phenomenal. The pastries are amazing like you’ve never tasted before, but it’s it’s another thing to say wow. Operationally, they they believe in. They know how to operate and they believe what they do. Every day matters. So prospects see that they love it.

Lee Kantor: [00:10:50] Now, how have you seen an evolution of the franchisee have? Is the is the person that’s a franchisee today the same as it was when you started in franchising?

Mark Mele: [00:11:01] Oh, wow, I got to think back now. You know, I think in many respects, there’s still the state they come from the same. They have that bloodline, so to speak. They have that entrepreneurial spirit, right? They they want to do for themselves. They figure why I’m I’m working, whether it’s corporate America working for another company, I can go out and spend that much time if I find the right brand that I’m passionate about, that proven track to run on where you have a franchise system and I can plug myself into that system. But what I work every day and how I work it and how long I work at the success is mind, you know, and there’s there’s something about that. So from that aspect, I would say that has stayed the same. What’s changed is back from when I started in nineteen eighty five in my career to today is there’s many more opportunities, right? You have probably four thousand franchise brands spanning across dozens of different sectors and industries and all different investment levels. You know, in nineteen eighty five, yeah, there were still there were plenty of franchise brands, but not like you see today, it’s it’s pretty amazing. And I think it makes it easier for a prospective franchisee to determine their path. They will look at the brand, the strength of the brand and say, Hey, that brand has been around for, you know, since the eighties or for the nineties. And let’s look at how successful they are, whether it’s success here in the U.S. or abroad or globally, wherever and or are they a startup? Are they brand new? Do they have 10 units? Do I want to be affiliated with the brand that has a smaller number? Maybe that’s a good opportunity for you. I don’t know, but there’s so much to choose from today. And again, you can compare yourself and your skill set to that company and something that you’re passionate about and I think be successful. So the entrepreneurial spirit, I think, is still alive and well there now.

Lee Kantor: [00:13:10] Are you finding that folks involved in franchising as it matures, as an industry are becoming kind of professional franchisees where they’re putting together a portfolio of complementary franchises that have maybe a similar customer base? So that gives them some economies of scale in their marketing, maybe. And that they can, you know, share the that client with multiple franchises that they own.

Mark Mele: [00:13:36] Yeah, you see that all the time, especially, I would say, you know, in the restaurant sector, if you look at some of the trade publications that come out every now and then, with franchisees that have gotten themselves to the point where it’s no longer, you know, a multi-unit franchisee is no longer three or four or five units, some of these multi units are spanning a dozen or more brands, and they own hundreds and hundreds of units. They built themselves up and they have that nucleus set up for for doing the operation. And yeah, they’re so successful today. You know, they do it again and again and again, and they have figured it out. And I think when they plug themselves into a system and utilize that system, you’re right. They can go into other brands, other sector brands that that they can they complement each other. So 100 percent correct. We see that all the time in the franchise industry. You’re spot on

Lee Kantor: [00:14:37] Now. Are you finding for you that franchisee? Is that person or is it still kind of like you said, that executive that wants to go out on their own and, you know, kind of carve their own path?

Mark Mele: [00:14:50] We’re seeing both and fortunately, we’re seeing both. I like I like the we like to have the business background we like if they have the restaurant operations background, we like if they’re existing franchisees in the non competing brand, but still within the restaurant sector, the restaurant industry, we’ve signed franchisees this year that own and operate other fast casual brands, other breakfast food brands, casual theme restaurants we signed. Folks that have their parents had restaurants in the past or and they operate a successful business to outside of the restaurant industry. But but they have that background and they know how to operate businesses successfully. It might be a little bit more difficult for someone, even if they were just in corporate America, saying, Yeah, I want to get out and I think I know enough about accounting that I’ll go in and look for a franchise, something that interests me. We want the business background. So we we kind of want to take the guesswork out of it for ourselves. But but also. Give the franchise a chance to be successful to knowing that they they they have whatever it takes to be successful in their background too. So. So we’ve been fortunate to to look for both and we’ve found both.

Lee Kantor: [00:16:14] Now you said you’re shooting for a thousand in 10 years. Are there areas of the country right now that you’re kind of aiming at or is it the whole country? You know, how do you attack this as a whole or do you detect it in regions?

Mark Mele: [00:16:29] I prefer, you know, if I were starting from scratch, you know, you know, ideally you’d work up and down a handful of states and do concentric development and plant a few seeds here and there by opening up corporate units. But I think what what has been put in front of me when I came aboard, you know, we existed on both the East Coast and the West Coast. We had several units on both coasts that had been there for a very long time. We had some units in in a unit in Texas, units in Atlanta, Philadelphia units in Phenix area. So so we had a few sprinkled in. But the heaviest concentration was on North San Francisco, North California, Northern California with San Francisco and then, of course, Southern California, Los Angeles and then in New York, DMA as well. So right now and in Chicago, two is big for us. We’ve got a number of units there operating for to be exact and seven more coming. But we are absolutely interested in the top 20, 30, 40 cities in the U.S. and, you know, taking what we’ve done and already expanding across the country. We will just make sure that we won’t let one unit set out there by itself, and we have the opportunity to go in corporately and invest in a marketplace. So if we ahead of executing a franchise agreement, say, for example, in Nashville, Tennessee, I’ll be there first. I’ll be in Phenix. First, I’ll be in. For example, we just signed a lease in Winter Park in the Orlando market, so so we have that opportunity. So the short answer is, yeah, we’re expanding across the country and we’re taking a freight train approach a little bit at a time. But you know, being right for the right reasons, a lot of activity happening right now to get to that 1000 units.

Lee Kantor: [00:18:37] Now did the pandemic kind of cause you to adjust maybe the size of unit? Are there now, kind of different options that maybe didn’t exist pre-pandemic regarding size?

Mark Mele: [00:18:51] Not necessarily regarding size. You know, the brand itself when you walk into a Paris baguette, being a bakery, a lot of the menu. Well, the whole menu being the baked goods are all in front of you. They’re out. And as you walk around, you’re you’re you’re walking into the cafe. And whether you’re going to dine in or or place it to go or you’re basically picking up what you want, placing it on a tray. A paper lined tray walking up to the front with all your baked fresh baked goods, and if you’re leaving, they’ll kindly wrap it up for you and put everything in a bag and you’re leaving. And get your beverage and your and you’re out of there. It’s not like you’re walking up to a menu board and ordering a number five or number three to go. You’re experiencing the sights of all this fresh baked goods. You’re smelling it. You’re you just sense. Wow, this is going to be extra special. You’re looking at the refrigerated cases with the cakes and other fresh pastries that are refrigerated and keeping them nice and cool so you can buy a cake and take it home and surprise the family. But that’s that’s what makes it special and during COVID. The one thing we had to do, it’s just because who knew during that time? I remember when it was, Hey, wash your hands, wash your hands.

Mark Mele: [00:20:15] This is how it’s spreading turned into. No, you put a face mask on. That’s how it’s spreading, right? So we were wrapping and we still, to some extent, certain products. Everything has to cool down first. And then we were putting it into plastic into nice, you know, see through clear plastic. So you know, you go in and grab it and put it on your tray, but it’s wrapped. And I think that made everyone feel more comfortable. To an extent it still does today as well. But a lot of our product now is behind the glass cases. You’d open up the case, whether it’s self-serve or we’re handing it to you, it’s it’s on a, you know, it’s wrapped up. You can wrap it once. Once it is, it is put on your tray. But that’s really the only change that’s happened. We’ve used outside delivery services like the rest of the industry had pivoted with DoorDash and some of the others, whether it’s picking up orders that were called in ahead of time or place through our app, those things happen every day. You know, I don’t believe that we’ll be going out and putting in a drive thru anytime soon.

Mark Mele: [00:21:24] I don’t think that’s the Paris baguette experience, but maybe a 10 word for a preorder, something that’s there’s a lot of experimenting that we’re doing on the operations side. So. But you know, we were able to keep the cafes open for the most part, as long as the state would let us open. We were open with our cafes and and I think that did well for the brand. From a customer standpoint, they like the fact that we were choosing to stay open where a lot of brands said, now we’re going to we’re going to shut it down for a little bit here and decide what to do. But yeah, we definitely pivoted during that time, and I think we got stronger for it and got some innovation. And you know, this this year is especially good for us. I think our numbers are way up over 20, of course, 20 20, but 20, 19 as well, which, you know, there was no pandemic in the air at that time. And we’re we’re comping our stores are comping a lot better than twenty nineteen, which tells you people are out and about and it’s just a great product that we have.

Lee Kantor: [00:22:30] Well, Mark, congratulations on all the success. If somebody wants to learn more about Paris Baguette near them or if they’re interested in the franchise opportunity, what’s the website?

Mark Mele: [00:22:40] They can go to Paris Baguette family and fill out the request form, and our franchise development team will reach out to you immediately and get you more information accordingly.

Lee Kantor: [00:22:56] Good stuff! Well, thank you so much for sharing your story, Marc. You’re doing important work. We appreciate you.

Mark Mele: [00:23:00] Well, thank you so much, Leigh. I appreciate being on the show.

Lee Kantor: [00:23:03] All right, this Lee Kantor. We’ll see you next time on Franchise Marketing Radio.

Tagged With: Mark Mele, Paris Baguette

Mark Feinberg With OTHRStore

October 1, 2021 by Jacob Lapera

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Atlanta Business Radio
Mark Feinberg With OTHRStore
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MarkFeinbergHeadshotA veteran investor and business leader, Mark Feinberg serves as CEO of OTHRStore, an e-commerce marketplace that curates and supports underrepresented brands and founders across retail categories.

His mission there is to help level the e-commerce landscape and elevate early-stage brands created by black, indigenous, and people of color (BIPOC), women, and LGBTQIA+ founders.

Markis also managing partner of Feinberg Capital Advisors, a boutique investment and advisory firm. In addition, he is an investor in and CEO of OTHRSource, a firm that provides a suite of on-demand and support services to emerging brands.

As an investor, Mark primarily focuses on business founders who exhibit strong community and human interest with revenue typically less than $1 million. He also focuses on consumer packaged goods (CPG) companies as an investor, along with food and beverage companies with unique product offerings. Mark’s flexible approach as an investor is tailored to serve the entrepreneur’s specific stage and goals.

Mark has previously held numerous board positions and also served as COO and CFO for High Road/Ciao Bella Ice Cream. Prior to becoming an investor and operator, he held senior-level roles with Ernst & Young and IBM. He holds a BBA in marketing from Emory University, as well as an MBA from the Goizueta business school at Emory.

Mark is a founding partner of the Dunwoody Chamber of Commerce and is a lead mentor at The Farm, a Comcast/NBC internal incubator. Mark is also a recent graduate of Leadership Atlanta, which he credits as having had a profound impact on his mission to help minorities.

Connect with Mark on LinkedIn and follow OTHRSource on Facebook.

What You’ll Learn In This Episode

  • OTHRStore
  • Challenges that are underrepresented brand owners faced with, on top of the normal set of challenges faced by brands
  • What does OTHRStore offer underrepresented brands?

About Our Sponsor

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

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

Follow OnPay on LinkedIn, Facebook, and Twitter

This transcript is machine transcribed by Sonix

TRANSCRIPT

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

Lee Kantor: [00:00:24] Lee Kantor here, another episode of Atlanta Business Radio, and this is going to be a fun one. But before we get started, it’s important to recognize our sponsor on pay. Without them, we could not be sharing these important stories today on the Atlanta Business Radio. We have Mark Feinberg with othrstore. Welcome, Mark.

Mark Feinberg: [00:00:43] Good to be here. Good to be

Lee Kantor: [00:00:44] Here. Well, I’m excited to learn what you’re up to. Tell us about other store. How are you serving, folks?

Mark Feinberg: [00:00:50] Yes. So other store actually spun out of another company that I’m involved in called other source, which actually spun out of another company called High Road Ice Cream, which you might be familiar with and some of the listeners in the audience might be familiar with. So I got involved with high road ice cream as an advisor in 2010, ended up on the board, ended up running the company or helping to run the company for a period of time. We created an internal in-store support mechanism to help stock shelves and do shelf management. I spun that out in twenty eighteen into a company that became other source, which was an in-store support company for smaller brands. And then last year, when COVID hit, we wanted to be in service to our emerging brand community and give them another place to sell from. Since everybody was very scared about the future and we quickly launched other store, which is a online platform for emerging food, beverage and now really any CPG category fashion accessories nutraceutical pet to sell their products on our platform and also receive a suite of support services to help them succeed. So it really came out of a need to be in service to our community last year when things were very murky, and it’s turned out to be extremely beneficial platform for a lot of smaller brands.

Lee Kantor: [00:02:42] Now, as part of the there kind of inclusion in this platform. Are they getting to kind of learn from, you know, the folks at High Road in terms of how they were able to gain shelf space and launch and grow because there’s a lot of platforms out there to put your stuff? But is there some consulting or some advice that comes with this?

Mark Feinberg: [00:03:10] Yeah, it’s a great question. So one of my frustrations and, you know, before I got involved operationally with High Road, I was an investor and I, you know, I ended up being being part of High Road and I just saw how hard it was to do everything. And a lot of cases, the big food companies made it even harder for these smaller upstarts to succeed. And a lot of it was like not knowing where to go for anything, really. Marketing services, sales services, how do you even get on the shelf at retail, you know, supply chain, raw materials, all of it. And you know, I kind of looked at this. I was just like, These are just amazing people. You know, the schroder’s at High Road, amazing people. Everybody who starts these products, for the most part, amazing people. Yet, it was just brutal in terms of creating a business when all they really wanted to do was bring amazing product to our bellies and to our families. And so when we launched other store, I said, Listen, what I’m not going to do is just be another platform where people list their products and it’s up to them to fend for themselves.

Mark Feinberg: [00:04:40] We’re we’re going to provide marketing services. We’re going to provide access to capital advisory services. We’re going to provide access to mentorship in their specific category. We’re going to provide access to supply chain consultants, fulfillment consultants. In our case, we built the centralized drop ship operation for them to benefit from. We built a proprietary digital influencer network, which now reaches a million plus consumers and growing right. So and we’re just going to continue to layer on those value added services because again, it’s hard for these companies to do what they’re doing. It’s hard to run any business, but especially in these categories. And I wake up every day and the team wakes up every day saying, OK, what could we layer on in terms of services to make? Their lives easier for them to focus on bringing new products. You know, let them dream about whatever the next flavor is or whatever the next product is and whatever their category is, and then we’ll help them do the rest. So. Great question and definitely an area that you know we’re leaning heavily in is to provide this these added value categories to all of these brands.

Lee Kantor: [00:06:11] And as you mentioned, it’s hard enough to just come up with a great idea or great flavor or a great product that stands out. That by itself is hard. Then you layer in all of these things that people don’t know or don’t even know that they don’t know yet, right? Because they come up with something that’s great that their friends and family are all fired up about. But just to take it from just that, you know, maybe Home Chef Home Cook level to then, you know, manufacturing it at scale to sell it to a store or at a festival or wherever else they’re selling it or on a platform like yours. There are so many unknowns just in the best case scenarios layer in these kind of underrepresented brand owners and the challenges they face. I mean, there’s definitely a lot of need for services like you’re describing.

Mark Feinberg: [00:07:03] Yeah, I mean, one hundred percent. I mean, it was I mean, again, I had been involved with a number of different businesses. I came from the tech world I invested in and ended up running a tech company, you know, investing in real estate. I ended up being part of a development organization. You know, I really had a lot of insight into a lot of different companies. And then when I showed up in the in the food and beverage industry and I saw just the sheer number of moving parts and just the barriers that were created. You know, Keith and Nicky, you know, Keith being a white male and Nicky being a white female hard enough for a lot of the brands that we represent on other store, their minority brands, their female owned brands, LGBTQ brands, you take all of the challenges, you know, of starting a new brand as a as a white male. And then you layer on some of the systemic barriers, which very often just it’s lack of access. It’s not having the same access to manufacturers, it’s not having the same access to the same companies that can help with marketing and help with getting you onto the shelf. Because a lot of those companies that help with these things right now are very white, male driven. I mean, the industry of retail is still it’s gotten better and it continues to get better, but is still very white, male dominated.

Mark Feinberg: [00:08:41] And you know, for us, you know, leveraging, you know, my privilege, leveraging, you know, I’m a white straight male and I have a lot of access and a lot of networks that I’ve built over the years. And a lot of it, you know, is is from being white male is is opening up those channels and trying to keep, you know, I see it. I had a conversation earlier this morning with a with a food entrepreneur. A lot of times they just don’t know where to go, and there’s a lot of bad apples out there and you end up in situations that could have been avoided. But again, it’s things that you might not know until it’s too late. So with other store, we’re just trying to provide that access that Good Housekeeping seal of approval in terms of partnerships and people who really care genuinely about, you know, supporting these underrepresented brands because people are out there, it’s just getting into those right streams of people. And that’s really what other store outside of just being a platform to sell to. It’s it’s really getting into that right group of people who are going to help you break through some of these systemic barriers that are unfortunately in place.

Lee Kantor: [00:10:06] So then walk me through what it’s like to like, say, I have a product and I want to raise my hand to say, Hey, my good fit for other store. How does it work to get a product into your store?

Mark Feinberg: [00:10:20] Yeah, so we’ve formed a partnership with a group called Range Me, Range Me, the easiest explanation for arranged me is, let’s say you’re a a brand and you want to be found by a retailer, whether it be traditional or online retailer, you list your products on range me and then groups like other store Publix, Wal-Mart, you know, they will go to arrange me and and go shopping, say, OK, well, I’m looking for this, these types of brands and these particular categories. So we’ve done is we formed a partnership with them, and brands that are interested in being on the other store platform can go to range me. They can say we’re interested in being on the other store platform. It lands into kind of our screening area dashboard. And then we have a category review team. So, you know, we’ll get hundreds of brands that submit and, you know, we’re being mindful again. We want to make sure that it falls into the especially the minority owned brands and the female owned brands and LGBTQ brands. We do have some folks that try to sneak in that don’t fall into those categories and the team works through those. We also just want to make sure we don’t end up with like five hundred versions of soap. You know, we’re OK with with 20, but 500 is a little much so. Our team goes through all that and they go through the process and then they reach out to the brands and then they start the process of onboarding. So that’s generally how the the process works. There’s a link that they go to. They fill out all their information that they’re interested and then it kicks off the the process with our category review and onboarding team.

Lee Kantor: [00:12:32] And then you mentioned, like some categories, maybe are fuller than others. Are there certain categories you wish you had more brands in or are there some that you’re looking to actively looking to fill categories in terms of number of brands?

Mark Feinberg: [00:12:47] Yeah. So we’re we’re definitely more food and beverage focused right now, but we’re expanding into pet fashion and accessories, nutraceuticals, how home goods, baby food and baby products. So those categories health and beauty, those are categories that I know the team is focused more on. With that said, still we’re not turning away from food and beverage brands. You know, I would say probably the beverage category is is particularly crowded right now, so we’re just being very selective on beverage. But those some of those other categories that I just mentioned are definitely where the team is is focused more on expansion. But I would I would say, you know, if there are brands out there listening or if people know of brand owners, I would encourage you and encourage them to submit because again, I know the team is is looking at it both from a a a product fit standpoint. But the story matters a lot to the the mission and the purpose. And just to give you an example, one of the brands that we’re working with, formerly incarcerated black man, started a a skincare product line for men. And you know, the whole story is just, you know, just unbelievable what he’s endured to get to this point. And we definitely put value on some of these stories. So even if it’s a category that we might be oversaturated and, you know, if the story is there, it’s very hard for us to walk away from.

Lee Kantor: [00:14:51] Now are you looking exclusively for Atlanta brands or at this point, they can come from anywhere,

Mark Feinberg: [00:14:59] They can come from anywhere. Of course, we love to have Atlanta brands and we do have a handful of Atlanta brands. But yeah, we’re we’re national at this point in terms of the the brand profile.

Lee Kantor: [00:15:12] And then is this something that a good fit for you? Is somebody that their brand is exclusive to your platform or. It can be on the other platforms as well.

Mark Feinberg: [00:15:22] No, I would I would never encourage any brand, you know, to be exclusive to any platform, you know, very similar like you would want to be in a public, a Kroger and a Whole Foods. You know, I encourage brands to be on multiple e-commerce platforms as well. You know, all of us are doing different things for marketing. You reach different audiences. Our digital influencer network and our reach is different than perhaps a thrive market. Again, very similar to how a Whole Foods reaches a different customer than a Publix or Kroger. So now we would I and we would never suggest there be any exclusivity that you should be on as many platforms as you can, especially when you’re a smaller brand. Because again, it’s all about eyeballs and reaching different audience sectors and all of the platforms that are out there. We’re all reaching different groups so highly encourage you be on multiple platforms.

Lee Kantor: [00:16:32] So what do you need more of at this point? How can we help you? Do you need more brands?

Mark Feinberg: [00:16:40] You know, we’re always looking for unique brands. There’s no shortage of brands, you know? So but again, you know, for us, it’s it’s about impact if there are brands out there that fall into those category underrepresented categories. We’d love to hear from them. I could say a couple of you know, obviously all of these brands need more sales. They are there to support their families. They’re there to grow. So shop on other store. There’s some pretty good promotions going on. You know, it’s OK. Our store all all one word on store. So shop on other store that ultimately helps the brands that we’re supporting. And again, that’s what we’re all about, and we’re about promoting them and helping them reach more consumers. And you know, for us, you know, if we get this right, it’s multigenerational change for a lot of these families that are first time entrepreneurs and obviously sales for them, as is everything. So shop on other store. That’s that’s the biggest that’s the biggest thing you can do to to help them. And that ultimately helps us and we’re here to help them ultimately.

Lee Kantor: [00:18:18] Right. So you want, but you want other store to be the go to place for these underrepresented brands and the people who want to support those folks?

Mark Feinberg: [00:18:26] Exactly, exactly. That’s right.

Lee Kantor: [00:18:29] And then that’s our store is the website.

Mark Feinberg: [00:18:33] Yep, that’s right. That’s right.

Lee Kantor: [00:18:36] Good stuff.

Mark Feinberg: [00:18:36] Mark, what was that? I’m sorry.

Lee Kantor: [00:18:40] Well, I was just thanking you for doing this kind of work because it’s important because, you know, for you to achieve what you’ve achieved and have the success that you’ve had and then feel the calling to give back and to help others up to so they don’t have to kind of go through the scar tissue and pain that you went through to get to where you are. That’s very generous and we appreciate that.

Mark Feinberg: [00:19:02] Yeah. Well, thanks for saying that. I can say that, you know, I’ve been on my own journey. Know, like a lot of us, early on, it was about asset accumulation. Warren Buffett was a childhood, call it idol. And he had this saying, he said, Well, I don’t I’m not really into material things, but you know, I use money to keep score. And, you know, I kind of adopted that and then I learned that that scorekeeping didn’t really fit well with me. You know, while the scoreboard was running up, you know, my soul wasn’t really aligned. So, you know, really just set out, you know, for a lot of soul searching and had made a lot of progress in terms of recognizing that impact is more of what drives me. And then I was fortunate enough to be in the leadership Atlanta class for 2020 and was in an amazing group of folks which included Bernice King, Martin Luther King’s daughter. And I still remember raising my hand and saying, You know, I do a lot in the community and around equal and social justice, but I never feel like I’m doing enough. And, you know, she kind of said, look back at me and she said, well, you know, I’m not going to solve that for you.

Mark Feinberg: [00:20:31] Like in a lot of ways, people who look like you created a lot of the issues that we’re dealing with. And I would put it back in your court to figure out like what it is you can do on top. And, you know, after getting over the kind of the ego blow of, you know, thinking I was raising my hand and trying to get help after I got over that initial response, I kind of got to work and I said, All right, good point. You know, what am I going to do? And other store is definitely an extension of that leadership. Atlanta definitely played a role in helping me get to more clarity in terms of what my purpose and mission is. And again, you know, I’m beyond privileged and fortunate. You know, I’ve been privileged and fortunate throughout my career, and I realized that my privilege of being a white straight male could be used to really help a lot of folks. So that’s that’s why I exist today. That’s what gets me up every single day in terms of how many people we can help break through these barriers. So that’s what keeps me going now.

Lee Kantor: [00:21:53] Amen to that. I mean, that’s where you want to be able to keep score on is the amount of ripples you’re making throughout the community. So congratulations again. Thank you again for the work you’re doing. And that’s our story. Mark Feinberg, thank you for sharing your story today.

Mark Feinberg: [00:22:10] Thank you for having me.

Lee Kantor: [00:22:11] All right, this is Lee Kantor. We’ll see, y’all next time on Atlanta Business Radio.

Tagged With: Mark Feinberg, OTHRStore

Workplace MVP LIVE from SHRM 2021: Sarah Chandler, NextGen Laboratories

September 30, 2021 by John Ray

NextGen Laboratories
Minneapolis St. Paul Studio
Workplace MVP LIVE from SHRM 2021: Sarah Chandler, NextGen Laboratories
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NextGen Laboratories

Workplace MVP LIVE from SHRM 2021: Sarah Chandler, NextGen Laboratories

Contrary to some who perceive HR roles being either “party planners or the police,” Sarah Chandler, VP of Human Resources with NextGen Laboratories believes her work as an HR professional is the “fuel that drives optimization and maximization” of her company’s talent.  She and Jamie discussed how she is supporting her front-line workers at NextGen, her philosophy on human resources, and much more.  Workplace MVP is underwritten and presented by R3 Continuum and produced by the Minneapolis-St.Paul Studio of Business RadioX®.

This show was originally broadcast live from the 2021 SHRM Annual Conference held at the Las Vegas Convention Center in Las Vegas, Nevada.

Sarah Chandler, SPHR, SHRM- SCP, Vice President of Human Resources, NextGen Laboratories

Sarah Chandler, SPHR, SHRM- SCP, Vice President of Human Resources, NextGen Laboratories

Sarah is a certified strategic HR leader fiercely committed to maximizing organizational excellence through empathetic and enthusiastic employee relations. She is a trusted thought leader and respected member of the senior leadership team.

Sarah is most passionate about creating a culture that views HR as the first and best place to turn for employee relations. She believes that HR is the service provider to the organization and its customers/employees. I come alive

Sara loves to promote the development of effective processes in the workplace, culture change, strategic & dynamic leadership, and employee program development and facilitation for efficient, effective onboarding, team-building, employee engagement, talent retention, change management, and company culture reinforcement.

LinkedIn

NextGen Laboratories

At NextGen Laboratories, they take pride in their ability to offer high-impact diagnostic results derived from next-generation technologies. Coupling their technical expertise with a dedication to providing personalized customer service, they are confident that their services will exceed expectations for a clinical laboratory. They provide premium testing solutions for a variety of businesses and non-profits. They are a service of advanced monitoring solutions that seek improved outcomes for their patients. Using innovative technology and resources, they make finding a custom-tailored solution easier and more affordable.

NextGen Laboratories strives to achieve unmatched customer care. Their job is to make your life easier at every turn. Their directors are available for consultations to help you provide the best care for your patients. They use a hands-on approach with matching medications and advising dosage changes based on testing results. At NextGen Laboratories, they believe that good testing starts with state-of-the-art equipment, which means their patient results come back faster and with greater accuracy.

Company website

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.

R3 Continuum

R3 Continuum is a global leader in workplace behavioral health and security solutions. R3c helps ensure the psychological and physical safety of organizations and their people in today’s ever-changing and often unpredictable world. Through their continuum of tailored solutions, including evaluations, crisis response, executive optimization, protective services, and more, they help organizations maintain and cultivate a workplace of wellbeing so that their people can thrive. Learn more about R3c at www.r3c.com.

Company website | LinkedIn | Facebook | Twitter

TRANSCRIPT

Intro: [00:00:06] Broadcasting live from the SHRM 2021 Conference at the Las Vegas Convention Center, it’s time for Workplace MVP. Brought to you by R3 Continuum, a global leader in workplace behavioral health, crisis, and security solutions. Now, here’s your host.

Jamie Gassmann: [00:00:25] Hello, everyone. And we are here at day 2 of the SHRM 2021 Conference in Las Vegas, Nevada. I’m Jamie Gassmann, your host of today’s Workplace MVP episodes. And with me, I have Sarah Chandler, who’s Vice President of Human Resources for NextGen Laboratories. Welcome to the show.

Sarah Chandler: [00:00:44] Thank you. I’m so glad to be here.

Jamie Gassmann: [00:00:46] And we’re really happy you joined us today in R3 Continuum’s booth. Talk to me about your career journey as an H.R. representative.

Sarah Chandler: [00:00:55] Sure. I fell into H.R. It was accidental. I was a receptionist and then an office manager and just really found myself with the leaders, just drawn to them, wanting to spend time with them and understand. And, the H.R. manager of my company kind of took me under her wing. And, because I demonstrated that I was trustworthy, which is one of the key cornerstones for H.R., they trusted me. And, she ended up going out on leave of absence, and I just got right into that role, fell in love with it.

Sarah Chandler: [00:01:26] So, I sort of did things backwards. I went and got my H.R. – at first, I got a two-year certificate and then I went and got certified. And then, my whole career of the last 25 years has been in human resources from every part of the whole employee lifecycle. So, I do consider myself a generalist as I’ve worked in every single touchpoint whether it be recruiting, onboarding, training and development, performance management, discipline, offboarding, all of that.

Jamie Gassmann: [00:01:58] Wow. So, I’ve heard in some of my other interviews here at the show that I kind of fell into it.

Sarah Chandler: [00:02:04] Yes.

Jamie Gassmann: [00:02:05] Now that you’re into it, if you were going to, you know what’s one thing that’s kind of like that passion? Like, what is your favorite part about this line of work?

Sarah Chandler: [00:02:14] So, I find that it suits me personally because I love people and process. And, a lot of times there’s an assumption that you just love people, we’re the party planners or the police. And, that is not my function. I feel like I’m supposed to bring out the best in people whether they are our employees or the leadership. And then, in doing so, I bring out the best in the organization. So, for me, to be the kind of fuel that drives optimization and maximization of all our talent, that’s exciting to me.

Jamie Gassmann: [00:02:53] It’s awesome. The fuel of the organization. I love that quote. That’s a very tweetable quote. That’s great.

Sarah Chandler: [00:02:58] Thank you.

Jamie Gassmann: [00:02:59] So, looking at NextGen Laboratories and I know you mentioned that you guys do some testing, but what were some of the challenges or things that you faced in your role over the last year?

Sarah Chandler: [00:03:08] So, right now, we are in a massive growth spurt, but we’re also kind of like heads down because of the pandemic. So, COVID really spiked our industry and it kind of blindsided a lot of laboratories.

Sarah Chandler: [00:03:22] So, right now, my goal is I’m doing a lot of stay interviews. I’m sort of – I feel like I’m the back help because all the frontline employees are serving the community, serving the patients or providers, and we’re still in the heat of it. So, I’m not going to implement any kind of program that requires massive organizational change when my team is already, like, fried and burnt and working at max capacity.

Sarah Chandler: [00:03:52] So, right now, it really is a strategy of TLC. Like, I am trying to be present and listen, and we implemented a thank-you day, where you could take one day off paid any time, you know, in addition to holidays and vacation, all of that. But our employees really weren’t going on vacation and taking sick time. And, I’ve told people you can call out sad, not just call out sick, you know if you just need a personal day to be with your families, and we’re all sort of in this together. So, by giving grace to your coworker, when you need it, they’re going to give grace to you.

Sarah Chandler: [00:04:28] I also implemented an every Monday matters message. So, we just send something out every Monday that’s kind of an inspiration, like keep going, something to think about, and also something that we want all our employees to know because we found that in uncertainty, people need information and communication. And, if you don’t give a message, they’ll make one up and it’s almost always worse than the truth. So, we’re trying to communicate all the needs to know so that they don’t have to, like, look over their shoulder and go, “What am I missing?” And you know, “What am I doing?”

Jamie Gassmann: [00:05:06] Yeah. So, with that, you know, obviously communication, I hear that a lot, especially over this last year, you know, and knowing that your team is fried, you know, email might not be the best mode of method for communication.

Sarah Chandler: [00:05:19] That’s right.

Jamie Gassmann: [00:05:20] So, have you had to get creative in how you’ve tried to send those messages out? And what are some of those creative approaches you’ve taken?

Sarah Chandler: [00:05:27] So, we do have key people in different locations who will print things, and so we send them in a PDF format so they can be printed in the break room. We’ve also sort of made the break room like a genuine place that people want to go to rest. So, there’s snacks. It’s comforting. There’s lockers, you know. We’re trying to create an environment where people can really thrive.

Jamie Gassmann: [00:05:52] Yeah. Absolutely. That’s fantastic. And so, now you’re here at SHRM.

Sarah Chandler: [00:05:56] Yes.

Jamie Gassmann: [00:05:56] You know and obviously lots of different educational sessions you can attend. What are a few things that you’re hoping to get out of this conference that you can take back to your team?

Sarah Chandler: [00:06:05] So, I was very, you know, nervous about coming because of the pandemic, because of getting away from work. But to be honest with you, like everyone else, I have pandemic fatigue, Zoom fatigue, and I’m like, I just need to go and be with the people. And, I knew it was going to be different. I wanted to be able to pivot and adjust and connect.

Sarah Chandler: [00:06:28] SHRM has always been a source for me, like a touch base. You know, wherever I’m working, whatever problem I have, I usually go immediately to the website and, you know, just bounce things off, get templates, or read the latest article. It’s like Google search, you know, about H.R., so I use it quite often. And so, being at SHRM, being a member of H.R., to me it’s like taking a step that says if I’m not growing, how can I expect my organization to keep growing?

Sarah Chandler: [00:07:03] So, I have to remain curious. I have to be open-minded. I have to be willing to adapt. And, this is a very different SHRM. And, like everything else, it’s disappointing, but it’s inspiring because look at how creative we’ve gotten and look at the things that we’re doing. And, the world is just different now. And so, I want to be where the people that are changing the world for the better are and I think that’s SHRM.

Jamie Gassmann: [00:07:34] Oh, that’s a great way to end this interview.

Sarah Chandler: [00:07:37] Thank you.

Jamie Gassmann: [00:07:38] And, if anybody was going to want to reach out to you and kind of learn a little bit more about some of the approaches you’ve taken, how would they be able to do that?

Sarah Chandler: [00:07:45] So, my platform is really LinkedIn. So, I don’t want LinkedIn to become personal, although I do see posts that are going that direction. I’m trying so hard to keep it business, and our lives are blended. But if I want and I do share relevant personal information about myself on LinkedIn, but I do so in a way that I believe maximizes myself at work. And, I just feel like, you know, I want to be open to others as they have been open to me. And, you know, I’m not a big fan of formal mentorship. I have mentors that don’t even know they’re mentoring me, you know, because you can emulate and you can follow and you can find things that people have written and apply them and immediately be better for it.

Sarah Chandler: [00:08:36] I’ve also gotten guts in H.R. to ask questions, to ask really, like I’m not afraid of looking dumb anymore. Like, you know, I used to be so hung up on I need to look credible because I’m H.R. And, now, you know, it’s absolutely okay to say, you know, the situation is dynamic and it’s ever-changing, and I’d be interested in your opinion on this. Can I bounce something off of you? Most people are open to that.

Jamie Gassmann: [00:09:01] Yeah, absolutely showing that vulnerability.

Sarah Chandler: [00:09:03] That’s right.

Jamie Gassmann: [00:09:04] And allowing others to see that.

Sarah Chandler: [00:09:06] Yes.

Jamie Gassmann: [00:09:06] That they know it’s okay to be that sometimes.

Sarah Chandler: [00:09:08] I guess that’s a long answer of saying yes, I’m open to people contacting me.

Jamie Gassmann: [00:09:11] Yeah. Call me on, or reach out to me on LinkedIn.

Sarah Chandler: [00:09:14] Anytime. Yeah. I do my best, right?

Jamie Gassmann: [00:09:16] Well, it is really a work-life balance, right?

Sarah Chandler: [00:09:18] It is.

Jamie Gassmann: [00:09:18] And LinkedIn is kind of merging in that direction a little bit as well, but, well, you’ve been amazing to have on the show.

Sarah Chandler: [00:09:24] [Inaudible] It’s nice.

Jamie Gassmann: [00:09:24] Thank you so much for joining us. And, if you’re in the SHRM expo area, stop by Booth 4076 and check out our show. We’d be happy to have you on. And thanks again.

Sarah Chandler: [00:09:35] Thank you.

 

Tagged With: HR, Human Resources, Jamie Gassmann, NextGen Laboratories, R3 Continuum, Sarah Chandler, Workplace MVP

Decision Vision Episode 135: Should I Create an Email Newsletter? – An Interview with Michael Katz, Blue Penguin Development

September 23, 2021 by John Ray

Miichael Katz
Decision Vision
Decision Vision Episode 135: Should I Create an Email Newsletter? - An Interview with Michael Katz, Blue Penguin Development
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Miichael Katz

Decision Vision Episode 135:  Should I Create an Email Newsletter? – An Interview with Michael Katz, Blue Penguin Development

Do you need an email newsletter? How long should it be? What should you write about? Although written off quite a few times, email is still not dead. Mike Blake’s guest Michael Katz, email newsletter authority with Blue Penguin Development, discusses the strategy of email newsletters, how to make them effective, how to make the most of the content, and much more. Decision Vision is presented by Brady Ware & Company.

Michael Katz, Chief Penguin, Blue Penguin Development

Michael Katz, Chief Penguin, Blue Penguin Development

Blue Penguin Development Inc is a marketing and advertising company based out of Hopkinton, Massachusetts.

An award-winning humorist and former corporate marketer, Blue Penguin founder and Chief Penguin, Michael Katz, specializes in helping professional service firms and solos talk and write about their work in a way that is clear and compelling.

Since launching Blue Penguin in 2000, Michael has been quoted in The Wall Street Journal, The New York Times, Business Week Online, Bloomberg TV, Forbes.com, Inc.com, USA Today, and other national and local media.

He is the author of four books and over the past 20 years has published more than 500 issues of “The Likeable Expert Gazette,” a twice-monthly email newsletter and podcast with 6,000 passionate subscribers in over 40 countries around the world.

Michael has an MBA from Boston University and a BA in Psychology from McGill University in Montreal. He is a past winner of the New England Press Association award for “Best Humor Columnist.”

Company website | LinkedIn

Mike Blake, Brady Ware & Company

Mike Blake, Host of the “Decision Vision” podcast series

Michael Blake is the host of the Decision Vision podcast series and a Director of Brady Ware & Company. Mike specializes in the valuation of intellectual property-driven firms, such as software firms, aerospace firms, and professional services firms, most frequently in the capacity as a transaction advisor, helping clients obtain great outcomes from complex transaction opportunities. He is also a specialist in the appraisal of intellectual properties as stand-alone assets, such as software, trade secrets, and patents.

Mike has been a full-time business appraiser for 13 years with public accounting firms, boutique business appraisal firms, and an owner of his own firm. Prior to that, he spent 8 years in venture capital and investment banking, including transactions in the U.S., Israel, Russia, Ukraine, and Belarus.

LinkedIn | Facebook | Twitter | Instagram

Brady Ware & Company

Brady Ware & Company is a regional full-service accounting and advisory firm which helps businesses and entrepreneurs make visions a reality. Brady Ware services clients nationally from its offices in Alpharetta, GA; Columbus and Dayton, OH; and Richmond, IN. The firm is growth-minded, committed to the regions in which they operate, and most importantly, they make significant investments in their people and service offerings to meet the changing financial needs of those they are privileged to serve. The firm is dedicated to providing results that make a difference for its clients.

Decision Vision Podcast Series

Decision Vision is a podcast covering topics and issues facing small business owners and connecting them with solutions from leading experts. This series is presented by Brady Ware & Company. If you are a decision-maker for a small business, we’d love to hear from you. Contact us at decisionvision@bradyware.com and make sure to listen to every Thursday to the Decision Vision podcast.

Past episodes of Decision Vision can be found at decisionvisionpodcast.com. Decision Vision is produced and broadcast by the North Fulton studio of Business RadioX®.

Connect with Brady Ware & Company:

Website | LinkedIn | Facebook | Twitter | Instagram

TRANSCRIPT

Intro: [00:00:02] Welcome to Decision Vision, a podcast series focusing on critical business decisions. Brought to you by Brady Ware & Company. Brady Ware is a regional full-service accounting and advisory firm that helps businesses and entrepreneurs make visions a reality.

Mike Blake: [00:00:21] Welcome to Decision Vision, a podcast giving you, the listener, clear vision to make great decisions. In each episode, we discuss the process of decision making on a different topic from the business owners’ or executives’ perspective. We aren’t necessarily telling you what to do, but we can put you in a position to make an informed decision on your own and understand when you might need help along the way.

Mike Blake: [00:00:42] My name is Mike Blake, and I’m your host for today’s program. I’m a director at Brady Ware & Company, a full-service accounting firm based in Dayton, Ohio, with offices in Dayton; Columbus, Ohio; Richmond, Indiana; and Alpharetta, Georgia. My practice specializes in providing fact-based, strategic, and risk management advice to clients that are buying, selling, or growing the value of companies and intellectual property. Brady Ware is sponsoring this podcast, which is being recorded in Atlanta per social distancing protocols.

Mike Blake: [00:01:09] If you like to engage with me on social media with my Chart of the Day and other content, I’m on LinkedIn as myself and @unblakeable on Facebook, Twitter, Clubhouse, and Instagram. If you like this podcast, please subscribe on your favorite podcast aggregator and please consider leaving a review of the podcast as well.

Mike Blake: [00:01:27] Our topic today is, Should I create an email newsletter? And in doing this topic, I almost think like what’s old is new again, back to the future, retro, however you want to call it. Email newsletters, I think, have been declared dead more times than your typical cat or Rasputin, take either one.

Mike Blake: [00:01:52] First, it was spam blockers. And the next was social media. Of course, social media was going to obviate the need for email newsletters. And then, of course, everybody told us, if we don’t send people things in the analogue world and handwrite them, then nobody’s ever going to read it. And the list goes on and on.

Mike Blake: [00:02:12] And to coin a phrase from, about, five years ago, “And yet they persist”. And I think they persist for very good reason, is that, they’ve taken all kind of all comers. And in spite of that, in spite of many attempts and ongoing attempts to disrupt that world, email newsletters continue to thrive. And perhaps the best indicator of that is the fact that Atlanta’s own homegrown startup Mailchimp was just bought by Intuit for $12 billion. Mailchimp basically exists to help people and companies publish email newsletters.

Mike Blake: [00:02:53] Now, why does a tax company want a newsletter company? I’m not sure. I was going to say I’m not in that business. But I guess working for a CPA firm, I technically am, but I’m not. And I don’t even do my own taxes although I’m a CPA. And I don’t understand the strategic rationale for that deal or the price that they paid. But, you know, good for Ben Chesnut and his team, they’ve worked hard on that company for a very long time. They certainly deserve to see the fruits of that labor. And that’s a big feather in the cap for those of us who believe in the Atlanta startup ecosystem as I do.

Mike Blake: [00:03:33] And so, you know, I think that this is a topic that requires and I think many of us will benefit from this discussion. And helping us with this is is Michael Katz, who’s an award-winning humorist and former corporate marketer and Founder and Chief Penguin of Blue Penguin. And he specializes in helping professional services firms and solos talk and write about their work in a way that is clear and compelling.

Mike Blake: [00:04:01] Since launching Blue Penguin in 2000, Michael has been quoted in The Wall Street Journal, The New York Times, BusinessWeek Online, Bloomberg TV, Forbes.com, Inc.com, USA Today, and other national and local media. And you can tell that he had nothing to do with my introductory comments. He is the author of four books. And over the past 20 years has published more than 500 issues of The Likeable Expert Gazette, a twice monthly email newsletter and podcast with 6,000 passionate subscribers in over 40 countries around the world.

Mike Blake: [00:04:33] Michael has an MBA from Boston University – I grew up in Boston. A B.A. in Psychology from McGill University in Montreal – home of my favorite actor and yours, William Shatner, or at least birthplace. He is a past winner of the New England Press Association Award for Best Humor Columnists. Michael, welcome to the program.

Michael Katz: [00:04:52] Great to be here. Thanks for having me.

Mike Blake: [00:04:55] So, you know, there’s so many ways to communicate in the written word now with our intended audiences. And I actually think it is helpful, it may sound like the most inane question in the world, but I do think that the definitions have been blurred and it is important. In your mind what makes a newsletter a newsletter? And what separates it from other forms of written – I’m going to say – mass communication. I probably cringe at saying that, but it is sort of a one-to-many kind of communication model. What makes a newsletter a newsletter?

Michael Katz: [00:05:31] Well, I think it is pretty blurry. I mean, I always think of it, it’s just a glorified email sent to more than one person. Maybe the email that Target sends to you telling you you’ve got 30 percent off and the email that your accounting firm sends with useful information, they’re both technically newsletters and people pretty much use them interchangeably. So, you know, the definition really hasn’t gotten any clearer over the years. It sort of depends what business you’re in, but I think it applies when you send it by email to a number of people and generally not personalized beyond, you know, dear name.

Mike Blake: [00:06:12] You know, it’s interesting, even I would not have thought of the Target virtual flyer being a newsletter. But I guess it is, right? And that definition between advertisement, newsletter, blog post, something else, I think, has been blurred. And I guess I’ll follow up with this question, is that distinction even meaningful?

Michael Katz: [00:06:41] I think the distinction is, is this a thing that lands in your inbox or is it somewhere else, social media, video, all that? So, you know, I think as you were saying, Mike, earlier, it’s written and it shows up in your email. And so, that then becomes the question. So, is that still valuable or not? But I think all those things, I suppose, are the same species, email and newsletter.

Mike Blake: [00:07:05] Okay. So, those of us who are listening to this podcast, they may well be hearing newsletter and wondering, “Oh, my gosh. Do I have to basically now become a professional writer? I didn’t like writing five page essays in school. And, now, I got to do something every week or maybe more than that.” Is there an ideal length in your mind for a newsletter? Can newsletters be short? Do they need to be long form? They need be very long form? What’s best practices in determining just how much content goes into a newsletter?

Michael Katz: [00:07:41] Yeah. I always say one word is perfect. However, you have to get over two bars at least, again, in the world that I live in. So, again, I’m not doing the Target 30 percent off. I work exclusively with small professional service firms, financial planners, consultants, recruiters, coaches. So, these are all people who are selling themselves or their small firm, essentially. And so, those kind of newsletters are information-based. They’re not about an event. They’re not click to buy kinds of things, like click here and buy it. They’re really about – and we’ll talk more about it – getting in front of a group of people. So, yes, shorter is better because I can get your stuff sooner.

Michael Katz: [00:08:26] However, two things. One is, you have to tell me something that I will read it and have learned something. So, I’m always saying, you’re looking for me to read it and go, “Oh, there’s something I just learned about accounting, legal, management, consulting, whatever.” The second thing is, I think you want your newsletter to be long enough that you include some of your personal voice story experience. Because if it’s just information, well, I can get information by Googling it.

Michael Katz: [00:08:56] So, if you can say something that includes something useful and enough story – which I know we’ll talk about – then I think that’s good. I would say that for most people then, you’re talking 500 to 800 words to get that in there. But even among my own clients, there’s variations there.

Mike Blake: [00:09:18] So, how do you decide what goes in? And I’ll preface this with kind of my experience with this podcast, and you’ve done a lot more of these things than I have, so God bless you, I don’t know how you do it. But the question I’m asked most frequently is, how do you decide on the topics and how do you kind of keep it fresh? And my answer to them is, “Well, for me, I just keep a running note in every note. And every time something pops in my head, I write it down. And then, if I’m really stuck, I’m not afraid to revisit something if I think somebody else can bring a different voice to the same topic.” How do you decide what goes into your newsletter?

Michael Katz: [00:10:06] So, my point of view is, I’m trying to help my readers not need to hire me, which sounds counterintuitive. But what I mean is that – and this is true for any profession that I’m working with – help them learn not to need you. So, if you took a very simple example, suppose you’re a carpenter. Your newsletter should be about how to use a hammer, how to buy wood, how to climb a ladder. It’s very simple stuff. And, yes, if I got and received and retained a thousand newsletters like that, I suppose I would know as much as my carpenter.

Michael Katz: [00:10:42] But the truth is, you’ll never give away your business with those 500 or 700 word tidbits. But it has to be useful so that I read it like everybody thinks about what do I say to promote my business. Which is fine, that’s why we’re doing it. But your readers don’t care about your business. They are only going to read it, and stay with you, and tell other people about it if they find it useful.

Michael Katz: [00:11:06] So, that’s the sort of basis of it always, you have to match up to the audience that presumably would hire you by giving them something that will make them live their lives better or do their jobs better instead of running out of information. I mean, I’ve written 500 newsletters. I have, like, 30 ideas. So, it’s funny, I mean, I don’t republish them. And, by the way, that’s where stories come in.

Michael Katz: [00:11:30] But I’ll address a similar topic with a slightly different angle or something. Nobody says, “Wait a second. Four years ago in April, you said the same thing.” It’s sort of like, you know, if you have a personal trainer at the gym, the guys told you a thousand times to keep your back straight when you do pushups. You don’t say, “Wait a second. You already told me that.” So, people need repetition anyway. That’s fine.

Michael Katz: [00:11:56] The other thing is, even your most loyal readers will probably read every other one, so it’s fine. You’re trying to be out in front of a particular population over and over again with useful information and some personality because, again, your goal is that they refer you or maybe they hire you. So, it’s sort of easier than you think. I always say, if you know enough to be in a profession, you’ll never run out of content. My longest running client, an attorney, we’ve been doing a newsletter for 18 years and still publishing.

Mike Blake: [00:12:29] You know, you bring up that topic of what’s the likelihood that somebody’s going to remember a topic? I guess that’s right. In fact, I would love it if somebody has actually listened to this podcast with enough intentionality and frequency that they could spot any kind of repetitive material. And, frankly, I think I might actually buy a steak dinner if you sort of organically did that. Because I don’t think I have the kind of following like somebody, a dragon con, who shows up and questions one of the actors like, “In episode 192, how do the physics work when the spaceship went from galaxy to galaxy?” I don’t think I have that kind of following.

Mike Blake: [00:13:09] So, it probably is okay to kind of recycle stuff. And if you put a slant on it, so much the better. But you’re right, the portion of the population that’s going to have encyclopedic recall of all of your newsletters is a pretty small one. And if they are, you’ve probably already got them hooked anyway.

Michael Katz: [00:13:27] Right. I agree.

Mike Blake: [00:13:29] So, I’m going to go off script a little bit because your narrative brings to mind what I think is a really innocent question. And that is, can you recall the most memorable newsletter you either received or published? Either one you’re really proud of, or one you helped somebody publish because I know that’s what you do, or one that you received that maybe you said, “I really got something great out of that newsletter that I still use. I got it ten years ago. I still use that today.”

Michael Katz: [00:14:01] That’s a good question. And my answer is no, but here’s why. Because the value of a newsletter is a cumulative event. It’s like if I said to you, “Can you remember the best work you ever had?” You’re like, “How do I know?” Like, “Oh, yeah. It was like a Tuesday five years ago.” It’s the same thing. And I often have to talk people down from this, even people who are thinking of hiring me to say, “Look. It’s not a Super Bowl ad. You’re not going to publish a newsletter and have your phone ringing off the hook.”

Michael Katz: [00:14:34] And I do always use the exercise metaphor, that, exercising five times, you may as well not do it at all. But without question, if you exercise regularly for six months, you’ll get results. The same thing, it’s an ongoing event where people start to know you. They start to remember what you’re writing about. And then, one day, somebody needs what you’re selling. So, one important thing about a newsletter in its regularity is, it takes timing out of the equation.

Michael Katz: [00:15:04] So, the problem with advertising is you have to keep doing it. Because if you see a car ad today and you just bought a car last week, you have zero interest. Or if you’re planning to buy it in a year, zero interest. So, the reason that car people, for example, have to advertise constantly is because there’s always a slice of the population that’s ready to buy a car. So, they waste a ton of money on everyone else who isn’t.

Michael Katz: [00:15:26] Well, the newsletter, and particularly if you’re a small professional service firm, you don’t have advertising money, this is putting you in front of people over and over again. And so, one day they’re tired of their financial planner, their accountant doesn’t return their phone calls, whatever. They say, “Do you know anybody who could help me with this?” The newsletter acts as that constant prompt in front of them. So, visibility is a big part of what’s going on.

Mike Blake: [00:15:53] I think that’s really smart. And I actually kind of want to pause a little bit on that, because I’ve talked to many people, for example, in the podcast – I don’t have a newsletter. I eventually have to come out with one, but I don’t have one yet. But I think with the podcast it’s the same – I’m frequently asked, “How much business have you gotten out of it?” And my answer is, “Frankly, I have no earthly idea.” Because nobody is going to listen to my podcast and then pick up the phone and say, “Hey, I need you to do an appraisal of my company.” It’s just not going to happen. And podcasts, in particular, really don’t work that way.

Mike Blake: [00:16:32] But it’s the cumulative reminding people that you’re out there, that you have this expertise, you have that service so that it’s much more likely that that need is going to meet availability. And so, it’s about impact. It’s not so much about it’s important and it’s urgent. But there’s a third dimension out there about impact. And when you do a newsletter consistently, I think there’s a very similar philosophical ingredient to it or foundation to it that it’s not about the newsletter that you published today. It’s the aggregate of newsletters that you have published and continue to publish over an extended length of time.

Michael Katz: [00:17:13] Right. In fact, I’d even say, the person who calls you because they heard one podcast is suspect. That’s not a good client. That’s like, “What can I say to a woman in a bar to get her to marry me?” Nothing. Anyone who would say yes is bad. You want someone who’s listened to your podcast for a year. Because, first of all, you’ve screened out all the people who would actually hate you if they hired you. Because they’re like, “I like this guy.” And the people who don’t, go away.

Michael Katz: [00:17:46] Because my entire business is based on my own newsletter. No one ever gets in touch with me who isn’t kind of pre-qualified. So, it’s very effective in that way. And the best clients are the ones who’ve been listening for a while and finally say, “Hey, we’re ready to hire you.” I mean, it’s the easiest sales call you’ll ever get, an inbound call like that.

Mike Blake: [00:18:08] So, as I said in my introduction, newsletters, they’ve been declared dead a lot. And they’re still here and you’re still here. You don’t look dead to me. You don’t sound dead. So, why have they survived? Why do they continue to thrive? And I think they thrive, see if you agree with me. Why do they continue to thrive where there’s so much competition now for our attention?

Michael Katz: [00:18:38] Yeah. Well, you’re right. I mean, it’s so interesting how much it’s changed. So, I started doing newsletters in 2001. And the biggest objection I received from potential clients was that not enough of their clients and customers had email. And, like, blogs came out. That was going to kill it. Then, it was the whole spam thing. I mean, it’s amazing to think that Congress got together and passed a CAN-SPAM Act. That spam was so bad that there was a law passed about it. And then, social media came.

Michael Katz: [00:19:14] And I have to say about, maybe, whatever it was, ten years ago when social media sort of started, I was concerned. Like, you know, I don’t want to be so selling this thing that’s like a dinosaur. And so, paying very close attention what’s the next thing, looking around. And I think a couple of things. One is, nobody is in charge of email.

Michael Katz: [00:19:37] So, the problem with social media – and there have even been some very high profile examples – they can kick you off if they want. They run the whole thing. Like, nobody knows what the algorithm on LinkedIn is or Facebook to get you in front of different people. It’s a secret. So, you could be very popular on LinkedIn, and tomorrow they change the algorithm, and now it drops.

Michael Katz: [00:19:59] So, you don’t own the real estate if you build a business on any of the social media platforms. There’s somebody in between you and the recipient. Email is a completely distributed system. Nobody is in charge of email. So, the only people who decide whether my newsletter is read and opened are the people on the list. So, that’s very powerful.

Michael Katz: [00:20:21] Secondly, it shows up in your inbox. So, it’s funny, sometimes if I’m talking to you a live group, I’ll say, “Okay. Raise your hand if you’ve checked LinkedIn today.” And you get, like, half the group. “Raise your hand if you’ve checked email.” Everybody. So, as much as email is dead, it’s sort of like the day you can sign up for a social media account without an email address, I believe it’s dead. It still is the default in our life. It’s not even do you have email anymore. There’s things you can’t do. I can’t make a doctor’s appointment anymore without an email address. So, even though I’ve been wondering will it die, it still continues to be very compelling.

Michael Katz: [00:21:05] And, again, because my newsletter will sit in your inbox until you delete it, I think that’s also more powerful than a post on LinkedIn, which in the time we’ve been talking, if somebody posted, it’s already gone. You know, it’s pushed down. So, it’s funny, it’s like skinny ties – for no good reason, but if you wait long enough, I guess – I don’t know if something will replace it. But I’ve never found anything that says effective in all the ways we’ve been talking about is email, so still a lot.

Mike Blake: [00:21:39] Yeah. That’s a really interesting description. I hadn’t thought of either of those things. But it’s right to me. Social media, we don’t own the real estate. We don’t control who sees our thing, who sees our content. And we try to read the tea leaves in terms of what’s going to to gather the most, first of all, visibility, and then engagement, which is entirely a different animal. But then, this notion that, in a way, email has become like broadcast television. The way that you described it, I think that’s so smart.

Mike Blake: [00:22:26] And I guess it resonates to me because several years ago we cut the cord. No cable T.V. But we still do subscribe to the Netflix, Hulu. I have no idea if we’re saving money. We’re probably not, if I’m totally honest about it. But one of the the reason we still do that is because you can’t just sort of turn on Netflix and a program appears. You have to be with the modern television model. You have to be intentional about what you want to watch. Unless you do cable and then you can do that. That’s what we want to do.

Mike Blake: [00:23:02] Email is kind of the same thing, right? It’s so ingrained. Like you said, you cannot make a doctor’s appointment, you can’t do almost anything you want to do in life. The phone book has been replaced by email in some regard. And so, if you’re a functional adult in the society, you are actively managing and looking at an email account. And that’s the way in to everybody is through that channel. And I had not thought about that until you raised that before. That’s really interesting and that’s really important.

Michael Katz: [00:23:33] I think it does somewhat depend on the population, too. So, you know, everyone I work with is – I don’t know – 40 or older. Whereas, you know, I have a 22 year old son, I have to text him to tell him to check his email, even though he has an email account. It is possible if you’re talking to that audience – and who knows the sort of next generation that it moves on – at least for now, you know, my people are the middle aged and older, we’re still very much tied to email.

Mike Blake: [00:24:06] Yeah. I’m with you. I’m on the older side of Gen X myself. So, email is going to be my primary conduit. And I have a teenager and I kind of do the same thing. But what he’s finding is that texting amongst themselves and his friends is fine. But for the really important stuff, he misses a lot if he doesn’t check email. For what it’s worth for now, you and I are still controlling the world. In 20 years, it maybe different, but we still rule the world with an iron fist.

Mike Blake: [00:24:39] So, let me switch gears here, and it’s a little bit more the how. So, there are services out there, as you know, where you can send out a newsletter that’s basically canned content. Somebody writes it for you and then you put your name on it, you say that it’s yours. What do you think of those? Is there any value to those in your mind? Is there a value case to a certain kind of customer? Are they really valuable? What’s your view there?

Michael Katz: [00:25:08] I think there’s value there. I mean, again, because the option of not doing that is you’re invisible. So, even if I never open your email, but you show up once a month or whenever, and I, for whatever reason, don’t unsubscribe, at least I know you’re alive. So, that’s better than nothing.

Michael Katz: [00:25:33] There’s a few things missing, though. The problem is, you know, back in the day when it was print emails, and the insurance industry was famous for this, where you could get your photo and your contact information onto something they mailed. Well, back then, it was valuable to have someone give you some information about buying insurance, for example. Today, I can get any piece of information I want on anything in a minute with Google. So, if all you’re sending me is canned information, number one, it’s not unusual in any way. And number two, it’s not even your point of view.

Michael Katz: [00:26:10] So, this sort of funny thing going on, people sign up for your newsletter because they want the information. But what I’m trying to do is get them to know who I am or who my clients are. Because if you’re selling a professional service, the problem is the people who are your prospects and even your clients cannot tell how good you are relative to the other options.

Michael Katz: [00:26:31] It’s like you don’t have the slightest idea how medically capable your own doctor is. You don’t even know where he or she went to medical school. You’re like, “I don’t know.” And if I said, “Do you like your doctor?” So, again, I often will say to an audience, “Raise your hand if you like your doctor.” You get a lot of hands going up. “Keep your hand up if you know where your doctor went to medical school.” Nobody. So, why do you like your doctor then, or your accountant, or your auto mechanic? “I like the way they talk to me. I like their point of view. I like their personality.”

Michael Katz: [00:26:59] It has nothing to do with their capability. Yes, you have to be capable. But everybody who’s worth worrying about is capable. In fact, if you’re in an industry like yours, Mike, that’s where certification is required, CPA, medical school, you know, whatever. It’s actually harder to distinguish yourself because I know as long as I hire a CPA, I got somebody who’s over the bar. So, the differentiator is not capability. Again, you have to be good enough. It’s all this soft, squishy, non-professional business stuff.

Michael Katz: [00:27:35] And so, to me, what a newsletter ought to be is story and personality wrapped around useful information. Because over time, people get to know you. What’s funny is when I write a newsletter, let’s say, for myself, I’ll write about my family just took a trip to Colorado. Nine out of ten of the comments I get relates to someone else who went to Colorado. It’s not about the business thing. If I only wrote a newsletter and just told you about a family trip, you don’t subscribe.

Michael Katz: [00:28:05] But when I wrap this around the useful information, the soft stuff is what they notice. And, ultimately, I think that’s why you hire me versus somebody else or don’t hire me because you don’t like me. But again, I’m happy about that. You’re better off if we wouldn’t get along to go elsewhere.

Michael Katz: [00:28:24] So, it’s a really weird thing, but it’s extremely powerful because that’s really how word of mouth works anyway. People just passing other people around. And the newsletter done this way is just a very scalable way to do this, you know, to network, essentially.

Mike Blake: [00:28:43] And, you know, that’s interesting how you bring the individual voice into that, and I agree with that. And you’re right, it is in the accounting industry very challenging for people to separate themselves. And you ought to be really careful and say I’m the best accountant in the world. That’s a hard position to sustain or quantify. But you can always make yourself different. But you can’t make yourself different unless you’re actually communicating with somebody that they can see how you’re different. And I don’t think it’s all that effective to just say, “Well, I’m different.” You have to lead people to their own conclusion that you’re different by acting differently.

Mike Blake: [00:29:30] So, I want to get to creating a content in a second, but I do want to cover another model for newsletters, which is not a canned service per se, but maybe a newsletter that’s based on curating somebody else’s content. Like, you’re a big reader and you’re doing a service for your readers who don’t have as much time to read and gather information as much as you do. So, you’re going to kind of aggregate information on behalf of somebody else. In your mind, how effective is that kind of newsletter content strategy?

Michael Katz: [00:30:05] So, I think of it as a long a continuum. So, all the way to one side is, I never publish anything. As far as you know, I’m dead. Next step is, here’s a newsletter where it’s got my picture on it and my contact information, but it’s totally candid and I had nothing to do with it. But way better than nothing. I mean, because, I think half the game is showing up.

Michael Katz: [00:30:25] The curated one is one step further because, now, at least you’ve had input into what you decided is important. The downside is, you’re hosting other experts, essentially. So, I don’t know anything about how you think. I don’t know anything about your voice, your story, your personality. I just know, “Okay. He or she said these things matter.” What I want to get to is one step beyond that, which is, this is my point of view.

Michael Katz: [00:30:48] Again, if you’ve been a CPA for 20 years, you know a lot of stuff. And the other thing is people will think, “Oh, so I have to write something that’s never been said before in the world of accounting? I mean, we all have one or two things, maybe, and that’s it.” You got to remember your audience. If I’m a reader of your newsletter, I don’t know anything about accounting. I don’t want to know a lot about accounting. I just want a little insight that goes, “Blah, blah, blah. Here’s what you need to do.” It’s accounting 101. It’s embarrassingly simple.

Michael Katz: [00:31:21] Again, in that carpentry example, how to buy wood. Another carpenter would be like, “Well, no kidding.” But to me, as a homeowner, I don’t know. So, super simple. A little nugget that makes me go, “Oh. Okay. I just learned something. I’ll come back next month.” And, again, if you include that with some personal story, which, by the way, the only unique thing you have in terms of information is your story. Like, nobody can tell the story I told about going to Colorado with my family. I’m the only one on Earth who can do it. Anyone could have told the insight – whatever it was, I don’t really remember – that came with it.

Michael Katz: [00:31:56] So, it’s the more custom, I think, the better. Because, again, you’re trying to not just be known as an accountant. You’re trying to be known as that guy, Mike, that I like. And maybe one day I will hire him because I’m kind of sick of our accounting for whatever reason.

Mike Blake: [00:32:12] So, when I think of newsletters – this probably reveals my age. Again, I’m a Gen Xer. That’s the way it is – I think of newsletters that have maybe three or four articles in them and they have sort of a professional publishing format and so forth. Is that best practices now? Does a newsletter have to talk about three or four different things to kind of be worthy of the name? Or can you send out a newsletter that, in effect, is one message?

Michael Katz: [00:32:46] So, now, we’re getting into stuff where it’s like I don’t think there’s a must be this way or must be that way. As long as you satisfy useful information wrapped inside personality, I think you’re there. Because the other question is, should I make them click to read it or should I put the whole thing in the email? Pluses and minuses on both sides. It’s funny how in the same breath people will say, “Nobody has time to read anything. Should I have five articles?”

Michael Katz: [00:33:15] I mean, I wasn’t kidding when I said one word is the best. Because although I don’t think length equals quality, there’s reality that if your newsletter is too long, I think people stockpile them, which kind of adds up to never read them.

Michael Katz: [00:33:30] I have a friend/client, the only person I’ve ever met who can satisfy the useful information and personality in 300 words. I don’t know how he does it. But his newsletter is so short that when it arrives, I read it right away because I know it’s going to be short.

Michael Katz: [00:33:47] So, I think it’s okay to have the several stories. But, again, my goal isn’t to be a publisher. It’s to generate business. So, I just want to make sure I tick the box of useful and story. And so, I’m inclined towards the main article. There’ll be some tidbits like, “Hey, you know, we just won this award.” Or, you know, again, with my clients, that might be another section. Or I have someone who does, like, a book of the month that she reads, she’s an attorney. But there’s that one main article, and I find that works pretty well and it gets read as a result.

Mike Blake: [00:34:27] So, you talked about – and I agree – that it’s important for a newsletter, if possible, to reveal as much of the voice of the creator of the newsletter as possible. What do you do if you’re not a particularly good writer? Some people are good at math, some people are good at writing, some people want to be good at writing, and others couldn’t care less. Are newsletter just sort of closed off to you? Or is it a massively hard slog if you just don’t fancy yourself as a writer?

Michael Katz: [00:35:04] Okay. So, I’m going to use another exercise analogy.

Mike Blake: [00:35:09] Please.

Michael Katz: [00:35:09] So, like, ten years ago, I had knee surgery. I had my ACL replaced. And afterwards the physical therapist said, “Okay. You’ve got to go to the gym and get on an elliptical machine because you can’t run for a while.” And I never used an elliptical machine but I did belong to a gym. So, I go in there and I looked, and there’s, like, four different kinds of elliptical machines.

Michael Katz: [00:35:31] And so, I go up to the front desk and there’s the guy, and it’s huge muscle guy with just tiny little T-shirt reading a muscle magazine. He doesn’t even look up at me. And I go, “Hey. Which of these elliptical machines is the best one?” And he said what I believe is, like, the most wisdom I’ve ever heard, without looking up, he goes, “Whichever one you’ll stay on the longest.” The reason we have multiple machines is because some people like this one and some people like that one. The point of exercise is more of it too.

Michael Katz: [00:36:05] It’s sort of the same thing that you’re trying to do something you don’t hate. So, I can talk all day about why newsletters are great. But if you’re going to do it yourself without help and you hate writing, you’re not going to do it. So, find something else. Maybe you’re a good talker and so podcasts is better for you. Maybe you’re good on camera and video or social media, whatever. You have to pick marketing tactics that you, at least, can tolerate – the same thing, some people hate running, some people like swimming – or you’ll never do it.

Michael Katz: [00:36:41] Because the rest is really sort of nuance. Is a podcast better than a newsletter? I don’t know. The point is, keep showing up. Keep doing it. I don’t think you have to be a great writer, though, as long as you’re willing to do it. It’s funny, I’ve had so many people over the years say, “I’m a terrible writer.” No one has ever said to me, “I can’t talk to other people. What do I do?” It’s sort of the same thing. This isn’t like you’ve got to be Stephen King here.

Michael Katz: [00:37:08] In fact, I spent a lot of time unteaching people to stop writing like they’re writing marketing. Like, they get into this mode of it’s either a super formal or it’s like, “Hey, dude. Let’s kill it,” and the guy is, like, 60. I think your newsletter – because, again, it is an email – it’s inherently informal. So, your newsletter, I think, should sound like you speaking, as close as that as you can get. And since most people can speak coherently, if you do that, you’re good. Now, you may need an editor because you don’t want it to look unprofessional with punctuation or misused words, but that’s okay.

Michael Katz: [00:37:52] Most of my clients, the arrangement is some people I interviewed them and they never touched a keyboard, that’s fine. But I have other people where after we’ve figured out all this voice and, you know, it’s the design and the Mailchimp set up and all that, every month we talk about, “Okay. What’s the topic going to be?” We’ve already identified a bunch of areas. We go back and forth on, “Well, yeah, I think that sounds like three topics. What if you did this one?”

Michael Katz: [00:38:19] They write the first draft badly. I always say, “I don’t need you to write it well. I just need the raw material. Give me enough information that I can do it.” I don’t do any research. And, by the way, neither do they. Because, again, you don’t need to do accounting research. You could talk forever. And then, I fix it. So, I’m essentially a writer.

Michael Katz: [00:38:40] But as long as they just give me the blah, I then take it and fix it. But, again, whereas there’s other professionals I know who do the whole thing themselves. So, you can do it. But you’ve got to do it. It’s like you can’t go to the gym twice. You’ve got to keep going.

Mike Blake: [00:38:57] Has the advent of mobile devices changed at all how you do, or how you create, or think about newsletters as a medium?

Michael Katz: [00:39:05] Yeah. I mean, you know, when it starts to become a thing – I don’t know – five or six years ago, we had to get rid of the newsletters with the side column, which was sort of the standard, because it has to look good on a phone. And then, there’s this term responsive, meaning your newsletter response to whatever device it’s on. So, the same newsletter will work on a computer or a tablet or a phone. And, you know, the Mailchimps of the world have made that automatic, so you don’t have to worry about it.

Michael Katz: [00:39:35] But half of the world, at least, is opening email on a phone. I don’t know what percent will actually read it there. But you have to make sure you know the font is big enough, that you don’t have graphics that don’t work on a phone, so you just test it. But it’s not a problem, but you certainly have to account for it.

Mike Blake: [00:39:56] So, I want to switch gears here. An important driver of success in a newsletter, I would imagine, is having an audience to send it to. And it seems to me that building an email list – well, I’m getting ahead of myself. I’m sure there are listeners who are listening to this right now that think, “You know what? Newsletter sounds great. I don’t know who I’m going to send it to.” Is there a special order of operations? Or how do you come up with a mailing list? Or are there tips? Do you think about building a mailing list really quickly? And then, how you do that? Any content? I mean, is the newsletter only a game, I guess, for somebody that already has a big mailing list?

Michael Katz: [00:40:46] No. Because, again, I’m working with professional service providers. No. None of those people have mailing lists. But you’re mailing lists are the people you know. I define people you know as, if you call them up, you wouldn’t have to introduce yourself. So, it’s not everybody you went to college with. It’s not the membership list of your professional organization. That’s spam. But it’s the humans on Earth you know. I find like the average middle aged person knows, like, 400 or 500 people. They always say, “Oh, I only know 50”. But now we sit down, it’s your college roommate, it’s your brother-in- law, it’s former clients. We’ll talk about what’s the value of your brother-in-law here?

Michael Katz: [00:41:26] So, people make two mistakes. One is, they just get every email they can get and now they’re seen as a spammer. Don’t do that. The other is they think, “Who might hire me? They only have, like, 15 people.” It’s a word of mouth game. So, the way I get hired as a marketing consultant, yes, sometimes it’s a potential client. But more often than not, you know, four out of five, it’s somebody else. My brother-in-law who reads my newsletter and finally knows what I do for a living after how many years, and a friend.

Michael Katz: [00:41:58] If you think about how word of mouth works, it’s two people sitting in Starbucks and somebody goes, “I’m just so sick of my accountant. He never calls me back, blah, blah, blah.” And then, the other guy goes, “Look at this guy’s newsletter, call him.” What’s funny is when people refer professionals like that, they don’t even necessarily know how the professional works, what they charge, how good they are. If I said, “I need a guitar teacher,” your brain goes, “Who do I know? Call this guy.”

Michael Katz: [00:42:27] So, if you take those 500 people, your brother-in-law, your college roommate, colleagues, more business people, and you’re in front of them every month, talking, whatever it is you do, what happens is they refer you. So, when I start a newsletter with a new client, I’m like, “Give me those people. Again, only people you know.” The first time you publish, out of 500, 50 of those people are going to unsubscribe. And, yes, you’ll get one person maybe.

Michael Katz: [00:42:51] Although, it doesn’t even happen anymore, who’s angry that they’re on the list. It happened ten years ago and when everybody was like, “Spam. Don’t spam me.” Now, for whatever reason, like when was the last time you heard somebody complain about spam? It’s not even a thing anymore. But, now, you’re off and running with your 450 people. And, yes, it’s good to add people because it’s a leaky bucket. Every month, people move or whatever. But you don’t need to, like, aggressively grow your list. In fact, I don’t know a way to do that that isn’t spam.

Michael Katz: [00:43:19] But I practice what I call aggressive opt in. When I meet somebody, I go, “Hey, can I do my list?” And we connect. So, I’m adding onesies, twosies all the time. You will get some people who wandered over to your website and sign up. But not a lot if you’re the average professional person. So, you have to kind of work it intentionally. But what’s amazing is, you only need, like, 500 people you know. Yes, if you’re selling products, you need 50,000 people. If you’re selling professional services, I mean, if I get 20 new clients a year, it’s all I can handle.

Michael Katz: [00:43:54] So, the numbers are small. And, again, it works very well for this population, which is different than if your target needs to do all kinds of stuff like this. It’s really not a list size thing. It’s a quality thing. Quality of the list.

Mike Blake: [00:44:09] Is there an optimal frequency for publishing newsletters?

Michael Katz: [00:44:12] Everyday. I think, again, for a professional service newsletter – once again, just to say – it varies. If you owned a bar, it’s probably once a week on a Thursday afternoon. But in my world, almost everybody I work with, it’s once a month. So, it’s only 12 times a year. And I say only, because it has to be manageable. I publish my newsletter every two weeks, which I think is perfect in terms of effectiveness. But most people can’t sustain that because they have real jobs. Once a month is a nice rhythm to that. It gives you time to get it ready, publish it, and then get some breathing room for a couple of weeks and start again.

Michael Katz: [00:44:57] It’s funny, like, 18 years ago, I would say to people, “Once a month, and your troubles are over.” Now, I say, “The least you can do it, I think, is once a month because there’s so many other things out there that you’ll be invisible if you back up to the default, which is quarterly.” I don’t think that’s enough anymore. But it’s more than enough – well, it’s enough. I mean, again, all my clients do it that way, mostly. And they all regularly, because people share their success stories, like, “Hey, I just got a new client. They read some of my newsletter.” You know, it happens all the time. So, it’s a good pace.

Mike Blake: [00:45:30] So, we’ve talked a little bit about, in effect, a long tail of newsletters and how you measure performance. But it also seems to me that one of the benefits of newsletters is that, unlike podcasts, for example, there’s a lot of data out there that can give you insight in terms of who’s opening it and who’s reading it, that sort of thing. Are those metrics that you follow? Do they matter to you? And if so, what do you really pay attention to? What do you use? And maybe what’s overhyped too?

Michael Katz: [00:46:02] Well, I think newsletter data is overhyped, because the only thing you can measure is opens and clicks and bounces. So, because that’s the only thing you can measure, that’s what we measure. But the truth is, if I’m not selling sneakers or something, what’s the difference how many clicks there were? It doesn’t matter. What matters is, has anyone ever said, “I called you because of your newsletter”? And I’d say even there, yes, you get these direct connects, which are great. I love when a client tells me that or I get that. My favorite call is somebody goes, “Hi. We’ve been reading your newsletter for two years and want to talk to you.” That’s a client coming up right there.

Michael Katz: [00:46:47] But people like to measure stuff. The thing is, with opens is, first of all, it’s inaccurate in many ways. And, by the way, Apple just made a change to their privacy policy. So, every Apple device is going to look like it opened your newsletter, so everybody is going to become even more irrelevant. But we’re not in a click to buy world. We’re in a relationship building world. So, it’s almost like if you went to a networking event and measured how many hands you shook, it kind of relates to did you make your way around the room. But it’s not really what you’re measuring.

Michael Katz: [00:47:21] So, although I do provide data to my clients, and people ask about it often or usually before they hire me, I’m not even sure they even look at it after they’re up and running. There’s a certain leap of faith, though, because it’s relationship building. It’s hard to connect A to B.

Michael Katz: [00:47:40] Part of the reason I work only with small firms now – I used to work with big companies – is because I got tired of having to defend it. Because if you’re the marketing guy in a big company – because I used to be – you got to defend everything you spent to the CFO. If you owned the business, I don’t need to explain to you the value of relationship building. So, I’d much rather work with someone who goes, “Yeah, I get it.”

Mike Blake: [00:48:03] So, we’re talking with Michael Katz. And the topic is, Should I create an email newsletter? Does the time of day that you send an email newsletter out matter?

Michael Katz: [00:48:19] Not anymore. I mean, back in the day when we all closed our computers at 5:00 on Friday and didn’t look at them until Monday morning, I think so. But it’s very much a 7 by 24 thing now. I try and avoid the times people are in heavy delete mode. So, even though it’s 7/24, people do sleep. So, you wouldn’t want to send a newsletter overnight.

Michael Katz: [00:48:40] Like, my wife wakes up, reaches for her phone, and starts deleting. She’s trying to clear the day so when she gets in front of her desk, she’s got less stuff. You don’t want to be in that pile because the bar is higher. I also avoid Mondays, because even though, yes, it’s 7/24, we do sort of slow down.

Michael Katz: [00:48:57] So, to me, a newsletter, any time between, like, 9:00 in the morning or 8:00 in the morning, I try to do in the morning rather than in the afternoon. But I have no data for that. And then, you know, Tuesday through Friday, again, for a business newsletter. But I have never found a difference in any measurable way that says, you know, middle of the week, middle of the day is better. But this kind of stuff, I don’t think matters.

Mike Blake: [00:49:26] One piece of advice you hear pretty frequently when engaging in digital marketing is to reuse that content if you can. If you’ve got a newsletter article, make it into a YouTube video, podcast, whatever, do you – no pun intended – subscribe to that theory? Or do you think that content needs to be more kind of siloed?

Michael Katz: [00:49:49] I totally agree. In fact, the best thing that happened to email newsletters is social media. I mean, when I first started doing a newsletter, you’d send the thing out and then it evaporated, it was email. So, if you subscribed to my newsletter 30 seconds after I sent it out, not only did you not get that one, you didn’t get any of the other ones because it was in the days before WordPress, where you could easily put the thing on your website. So, initially ,it was just email, send it, gone.

Michael Katz: [00:50:18] Then, the blog is invented. Now, you could send it, but also post it on your website, same content, though. But the nice thing is it now lives on your website, Google likes it, people can check it out after the fact. So, that was the state of the world for another five or six years.

Michael Katz: [00:50:34] Now, in social media, for example, with my newsletter. I put it on my website before I send it, now it’s a blog. Then, I send it, then I record it, now it’s a podcast. I don’t interview people like you’re doing, I just record it. But there’s a lot of sight impaired people, people who prefer to listen. What do I care? It adds 30 minutes to the process. So, now, I have a podcast. It’s on my website. It’s on iTunes. Then, I take it and I chop up little pieces of it.

Michael Katz: [00:50:59] And for the next year, I cycle it through my social media – which, for me, is almost entirely LinkedIn – with all my other newsletters. And then, it expires in a year. It’s just a little bit of a segment of it, an image, and I link it back to the thing on my website. So, I’m getting people who missed the first one. I mean, even your best readers, you know, if you’re open rate is north of 35 percent, you’re doing well. So, that means two out of three people don’t read each one at best. So, they see it on social media. I published a book, it was just 29 slightly changed newsletters.

Michael Katz: [00:51:38] So, it’s great. The hard part is writing it once. Then, how many different ways can you just spray this around over and over again? And, yes, I suppose – as I was joking earlier – there are some people who are like, “Hey, wait a second. I read this before.” But most people don’t. And this way you get way more mileage for your hard work of writing it once.

Mike Blake: [00:52:01] Michael, this has been a great conversation. We’re running out of time and I want to be respectful of yours. There are probably questions that we didn’t cover that somebody would have asked or didn’t go as deeply as somebody would have liked. If someone wants to contact you for more information about this topic, can they do so? And if so, what’s the best way to do that?

Michael Katz: [00:52:19] My website is just michaelkatz.com, and they can subscribe to my newsletter or contact me there.

Mike Blake: [00:52:27] Well, great. That’s going to wrap it up for today’s program. I’d like to thank Michael Katz so much for sharing his expertise with us.

Mike Blake: [00:52:35] We’ll be exploring a new topic each week, so please tune in so that when you’re faced with your next business decision, you have clear vision when making it. If you enjoy these podcasts, please consider leaving a review with your favorite podcast aggregator. It helps people find us that we can help them. If you’d like to engage with me on social media, with my Chart of the Day and other content, I’m on, LinkedIn as myself and @unblakeable on Facebook, Twitter, Clubhouse, and Instagram. Once again, this is Mike Blake. Our sponsor is Brady Ware & Company. And this has been the Decision Vision podcast.

 

Tagged With: Blue Penguin Development, Brady Ware & Company, Decision Vision podcast, email marketing, email newsletter, marketing, Michael Katz, Mike Blake, professional services marketing

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