Episode Transcript
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You were listening to be to be
revenue acceleration, a podcast dedicated to helping
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software executives stay on the cutting edge
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Hi you welcome. To be to
be a revenue acceleration. My name
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is Aritier and I'm here today with
Simon severy no business strategy advise or strategy
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sprint. How are you today,
Simon? I'm happy to be here.
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Hello everybody. Thanks, thanks for
being with us. So today we'll be
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talking about increasing both revenue and growth
using your strategy sprints method. But before
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we get going, would you mind
just giving us a little bit more information
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as to yourself, your background,
but you're to the company your present strategy
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sprints. Sure. So, I'm
Simon Sino. It's twenty one years that
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I do only one thing, serving
entrepreneurs to have better go to market better
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sales, better marketing, better operations
so that they can scale their business faster
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and enjoy running a business, because
it's not that easy to enjoy it and
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to scale it. So that's my
passion and that's the only thing that I
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do and it grows. So I
became the bottleneck of of the business.
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I had to fire myself from operations, so I don't coach anymore and I
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am now the CEO of this global
team of certified strategy s prints coaches that
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help entrepreneurs regain ten to fourteen hours
per week of their time and improve sales
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and marketing. And I do this
with the global remote team. They are
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in Los Angeles, in Miami,
in Singapore and Shanghai and everywhere in between,
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and I'm here in Vienna and I
serve them and I support them and
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I help us grow and enter even
new parts of the world, a new
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time zone, so that we can
help light up even more entrepreneurs where they
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are and in their time zone.
Okay, do you focus on the specific
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that cool or your clients are across
the bold? We work only with B
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two B businesses that have at least
four people on their team. They're doing
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at least thirty five K per month
and we double their revenue in ninety days.
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That's a good that's a good value
proposition. So, Simon, could
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you please start by explaining us the
fundamentals behind the strategist prints and how you
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came up with the method? Sure, let me give you the short version.
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If people want a long version,
they can go to Amazon and grab
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the Book Strategies Prints, where we
wrote a ton of cases. Our clients
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report about their sprint and especially,
what was the sales problem? How did
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they solve it? What was the
marketing problem? How did they solve it?
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was was the hiring problem? How
did they solve it? But in
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a nutshell, it's ninety days and
the first thing that we need to do
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is we need to free up ten
to fourteen hours per week of their time,
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because they are otherwise too busy in
the business and don't have time to
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work on the business. So in
the businesses they're doing the client work on
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the business means they have time to
improve form fit and faction of the sales
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systems, form fit and functions of
the joint venture systems, form fit and
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function of the referral systems, and
how many people go what? What's a
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referral system? I don't have a
referral system and that's why, Um,
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we need to free them up and
then with them, Co create and implement
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those systems. The good thing is
we have those systems ready. We have
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two D seventy four of those systems, blueprints, checklist already in the Sprint
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University, and that's why they can
get done faster. So month one freeing
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them up, and then in month
two now we have ten hours, ten
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to fourteen hours per person to work
on improving the sales systems. First thing
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that we do finding the direct path. Most people do too much, and
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mainly they do too much marketing,
too much social media, and they think
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this, this has an impact whatsoever. It doesn't. There is a specific
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order when you grow in scale a
business. First you have to have really
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good operations, so an impeccable delivery
and delivery that is really working is delightful
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and they they refer to you.
Then the second so your clients go out
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there and say this was so amazing. You have to do that. The
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second thing that you need is a
sales system, and meaning closing at least
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thirty five caper month independently from you. That's a sales system. So you
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have multiple revenue systems that work reliably
and repeatably. When you have those two
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pieces, and this is what most
people get wrong, when you have those
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two pieces, this is the first
time ever you put one hour or one
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dollar or one pound into marketing and
that's why marketing for us it's the third
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month. But when we talk sales
acceleration, first operation and sales and the
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sales to be real revenue systems,
repeatable and independently of one founder. So
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when I go on holidays, the
sales system still needs to work. At
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that point you have repeatable revenue systems
and you are getting traction, traction measured
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in thirty five caper month every month
in sales. Now it's time to start
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telling the world, Hey, I
have some thing that works, it helps
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ful for you and this is how
you can get it. That's marketing good.
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So when you say your freedom up, is really the founder that you
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are you're speaking about. So you
will see the founders the best person to
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start selling. I mean, at
what point would you include the concept of
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forcruitment? Because if you really want
to free yourself up, forever. You
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probably will need someone that comes in
and can do the cells. So do
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you have that sort of do you
have that elements? In the days is
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obviously very quick and very impressed,
but at days, but how do you
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make sure that after the sprint,
people keep on sprinting basically, and don't
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go back to batter bids? Okay, let's tackle the multiple questions. So
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the first one is hiring a component. Yes, and many people start as
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a solo preneur when they when they
sprint with us, like Anthony, and
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you know he he had just two
freelancers and himself. That's it. That
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was the team. But after ninety
days he had his first CEO, that's
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how he calls her. Basically somebody
running the whole thing and he could just
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focus on his zone of genius.
So yes, there is delegation involved in
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every scaling of every business. Do
you need to hire full time? I
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don't think so. There are many
ways of organizing. You can have it
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outsourced, you can have freelancers who
work closely with you with weekly meetings,
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you can have virtual people all over
the globe and and you can go traditional
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full time hiring if you want that. But I wouldn't do that right now
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in a recession, and especially we
recommend always having variable costs instead of fixed
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costs. So when you have more
work, you want to pay more for
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for for for the work, and
when you have less work, you want
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to have less costs. It's more
resilient and that's why the costs always variable
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instead of fixed. And them hiring. Yes, it's indispensable and we start
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thinking about hiring, creating the first
job scorecard and helping them post Um,
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from from week two on, because
hiring is vital for everybody. So yes,
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delegation is something we work continually on. There are three things that we
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do daily, weekly and monthly.
There are the three CEO habits. So
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the daily habit is everybody writes down
how they are spending their time and what
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will they delegate or automate tomorrow?
You can also delegate to software, of
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course. So what will I delegate
tomorrow? Is An exercise that everybody does
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ninety days long, everybody in the
team, because everybody needs to delegate.
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For example, My v A,
four years ago she became then marketing,
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full time marketing person, and now
she is the head of marketing and she
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hires the market here. I don't
even know all the people in my marketing
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department anymore. She does, she
supervised them, she hires them, she
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manages the results, she gets the
reports, and so that's how you grow
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over four years from a V A
and and you can take on more and
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more responsibility and I think it's a
good way, in organic way of growing,
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because you have multiple checks if it's
really working, and then you can
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intensify work. So hiring is super
important and in the Book Chapter Twelve and
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chapter thirteen are literally my hiring blueprints. It took me ten years to get
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hiring right. It's still painful because
it takes me a lot of time to
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do the interviews, but I share
here the most efficient and effective way that
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I have found to conduct those interviews. It's it's still time consuming, but
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it's important and if you skip the
time there, you will pay the price
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later because the good people leave you
two months later and then you have to
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start all over again or you on
board the wrong people, which is also
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not not optimal, not a good
use of time. So, Samon,
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I think you're you're completely right.
The sourcing is probably one of the most
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important things. You know, getting
the right people in. So I know
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it's chapter. I think you mentioned
to Ilve certain in the book. Could
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you just give us like a very
if you had a few advice to give
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to someone who is probably relatively new
as recruiting, maybe five years in still
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sometime making mistakes, because, I
agree with you, probably took me also
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ten years to get a little bit
better at it. I think I was
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a terribleage of character. But what
would be the key advice you would give
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to someone with with trying to recruits
and appreciate? It's quite a broad question
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because the advice may be specific to
a specific position. But what would you
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be looking at your new candidate from
a from a very highleible perspective? There
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is the long version and there's the
short version. The long version I will
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be doing a full workshop on the
ring Um powered by google. They run
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a program called grow with Google and
they have built a stage and I have
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asked me to do the hiring workshop
there. But the short version is the
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hiring starts before the hiring. It
starts when you break down your your company
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into three parts, marketing, sales
and operations, and then you you put
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one head, one responsibility onto them
and below that, the three KPI s.
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How will they see that it's working, the three things that you measure
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every week and the three goals that
they have next for the next ninety days.
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When you have that, now you
can start creating the job scorecard now
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describing how this role, if they
leave this role a hundred percent best.
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How does it look like? And
with that, now you back engineer.
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which skills do you need? You
write them down and you post that.
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We have three four places where we
post it. Then we get around four
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hundred applications and now we interview them
in in an efficient way. If you
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talk to four people, you it's
a lot of time. So there are
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some screening ways. One is to
get a video up front before you even
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talk to them. Then is to
group them and to do a minisprint of
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the real role and solving one problem
that they really would have to solve.
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For example, if it's a salesperson, I will do with ten people a
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sales role. Play the top ten. I will have them interview as a
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group and I will give them a
sales challenge. I am the client there.
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They sell me something and I come
with five concerns. The time concerned,
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the money concern, etcetera, and
I see how they react and we
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play it. So we demonstrate,
we simulate the real task together in a
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friendly environment to see, Um,
who's the best fitted and how they you
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know, how they solve the problem. If it's developing something, they have
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to code, then I would ask
him, please share screen. Everybody has
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ten minutes. Share screen and show
me how you this. And it would
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be something that is near. It's
not a theoretical task, it's near to
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the real task that they will have
to do. And that's the demo part.
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And then in the end you decide
you on board, and the onboarding
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part is also super important. The
onboarding there are two things that you have
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to have ready before you hire.
One is the process itself and second is
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the onboarding process. The process itself
means if you don't know how to do
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it, you cannot expect that somebody
can do it. Don't do that.
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That's a rookie mistake. I see
it happening all the time. So I
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hate sales. Let me hire somebody
who does the sales. Has Never worked.
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You have to create a system that
works. You do it ten times,
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eleventh time, you write it down, you hand it over. But
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a good salesperson will come in and
say, okay, show me the sales
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script. Oh, show me the
sales conversion. Oh, per week.
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Oh, we don't measure per week. A good salesperson, you lost them.
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They go and if they stay there
are a very rookie salesperson. So
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that's why you need to create the
script, to create the offer, to
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sell it ten times and then the
eleventh time, with those ten recordings in
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hand, then you hand it over
and and this is the same for operations
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and the same for marketing. First
build something that works, then hand it
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over. Do not expect somebody to
come from the outside to do all your
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work and to be brilliant at it
quickly. Never works. Now I agree
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with you. I think it's Um
we've got exactly the same process. We
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believe that during the role place we
goal. It's role play, so we
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get people to actually do something in
real life which is close enough to what
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they would do in that job.
Is quite important, because something is that
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about how well they do at it. It's more about how do the react
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or the interact or the behave in
the exercise. You've got some people I
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don't want to do the role play, for examples, you're like, okay,
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well, are the coachable? Are
The really type of people who want
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to want we want to have?
And then when they do the role player,
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you provide them feedback and potentially you
as them to go again to see
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if they incorporated the feedback and things
like that. So, because colturability is
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a big one for us, but
also accountability. So you know, people
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knowing that it's difficult to get it
the first time and you need to overgross
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mindset, which means that you may
make these marginal gain or the smarginal changes
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every day to get a little bit
better. So we've got a similar process.
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Having said that, you made me
realize that when we recruit slightly outside
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of our usual suspect. So let's
say we want to recruit a new position.
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So right now we're recruiting for business
process managers. Okay, a new
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role. Technically we have somebody our
promotion from with it and now we're going
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out to recruit someone who's really been
doing that for like ten years, like
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a proper proper, you know,
qualified with lots of experience. And what
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we as them to do, with
them to do like a thirty sixty and
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eight day plan, and I think
you've got a good point. Do they
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have enoughing information? Are we actually
asking them to do something that we don't
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know what it is ourselves? And, yeah, you made me think samements.
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So we probably would have to rethink
that strategy, of of how we
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go about the strows that are not
like the CO business. Now going back
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to business and thinking about you know, we we we just come out of
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Covid we are hearing about recission,
we're hearing about the conflict between Russian and
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you're crying. You're talking about petrol
price, electricity price, gas price,
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um inflation, interest rate going up. So I guess my question to you
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with with all those setlements, you
know, it may be difficult for people
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to actually see a lot of sales
and marketing growth in their business and you
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may have to expect the Piot of
technication in a way for some organization and
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for some industries, particularly the one, that would not be a nice to
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a must have in the recission.
So how can the strategy, Sprint method
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improve or help them to improve their
operation model and still support them in striving
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as a business? Yes, so
in the in the last two years,
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we had to build additional modules to
help cope with these particular situations. So,
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on the one side there are some
some areas that are losing momentum and
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losing sales. For them we are
helping them buy competitors. So explore inorganic
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growth, buying competitors and incorporate them
and integrate them, or buying a d
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a cent, things that help them
deliver things needed now quicker. So an
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organic growth is one option that we're
helping our clients with, mergers and acquisition
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and integration. And on the other
side there are opportunities popping up and because
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your competitors are having a liquidity crisis, so many players, whatever your industry
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is, many players will not be
around in three months. So there is
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opportunity and there we look at all
right, what is going on? Is
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this temporary? What's the length of
the cycle? This is basic strategy work,
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like scenarios. Length of the cycle? Do we hop on the next
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s curve or not? We we
draw s curves with them and say,
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okay, can we win this curve? Then we jump on that or we
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just leave that curve to our competitors
and we focus on this one. So
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it's back to strategy work. And
positioning and then changing the offer accordingly to
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what's going on right now in their
in their scenario. And an additional thing
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that we have started now. It's
an own module in the Sprint University.
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It's the investing module. That means
Treasury if you're investing your company's money,
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because you have to keep it around. Inflation. How we calculate it,
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it's fifteen percent that you're losing money
every year if you just have it on
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your bank account. So you have
to do treasury and cash flow management in
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a different way, both as as
a firm, that's treasury, but also
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as a private person, as a
CEO. If you have kids and if
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you want your wealth to be around
in fifteen years, then you have to
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create a completely different portfolio and some
parts of it must be inflation hedges,
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like commodities, like Bitcoin, like
gold, etcetera. And we help them
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really create that investing system that they
feel well with, that has that level
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of passivity or activity that is the
right for them and that still lets them
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sleep well knowing that they have uncorrelated
assets or whatever happens, some some parts
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will always be in the green and
long term, of course, they have
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the growth that they want to have. So you do much more than the
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ninty days. Basically. I mean
it's Um from a perspective. This is
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actually a bigger business running their strategy
in the much more longer term. So
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other ninety days kind of a wait
for you to come in, inject some
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energy, show some quick reserns and
then you stay in, maybe on a
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less intensive basis, as an advisor
to the business. Is that the strategy
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really that you gaze up with your
clients. We are out, but the
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systems they keep on giving. You
know, when you when you create an
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on boarding system, a hiring system
and investing system, those systems they stay
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around. It's your Google docs,
your google sheets, the videos stay with
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them. So it's their systems.
It's how they run their weekly meeting,
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it's how they decide their monthly priorities. is how their goal setting system becomes.
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Ninety days, three goals. That
stays with them. They continue doing
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it. That's the beauty of systems. People can get in and out,
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systems still work. So and they
have written it down in their sup playbook,
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as we call it, and that
stays with them. So after ninety
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days they don't really need us some
do a second sprint just for fun,
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because they say we just like our
coach. It's it's much more fun to
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have a weekly per son who is
our pacemaker. We feel like athletes.
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We have this s pacemaker here.
It's it's cool, let's do a second
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round, but in terms of needing
they don't need us actually in the second
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sprint. And some people stay around
in our mastermind. We have eighty four
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for the eight people in our mastermind
right now. So some people, after
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the sprint, say I still want
to hang out, I still want to
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discuss investment ideas, cash flow ideas, Um you know, retirement plans,
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et Cetera. How do I enjoy
life now that I have a business that
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runs itself? Hang out with other
cool entrepreneurs. So yes, they they
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hang out still with us. But
the sprint itself, the ninety days,
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installs the key systems and they keep
on working. I wanted to build something
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that is, you know, where
you are independent. I don't want consultants
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to be around every week, around
my team. Give me the tools,
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build something that works with me and
then I continue doing it and if I
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want to book you again, I
book you again. That makes sense.
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So you work with lots of entrepreneurs
and and and founders and people who are
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probably, you know, doing a
little bit of everything at the outset.
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What's the most common mistake that you
see this individual making? Doing too much
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marketing and not doing enough sales,
because actually, if you just do a
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couple hours sales every day, you
are much better off. The people listening
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right now. You're much better off
doing a few revenue systems properly and not
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having any social media presence and not
caring about any social media for just not
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more than ten minutes per week.
You are probably better off. But most
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people they're constantly in the social media
world and they are not really prospecting and
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talking to the people who really need
them. So that's the main problem that
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I see out there. Everybody thinks
marketing is the thing and forget sales.
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We need to put opposite familiar off. So I'm smiling because we are in
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fact two years ago, so we've
been we've been running the business for eight
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years, you know, self funded
business and everything, and two years ago
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we brought some new boat advisor and
they told me you've got to stop selling,
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you have to stop and I found
it very difficult because for a pariod
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of time I was the top sales
guy, you know, and I'd love
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to bring business and had some lovely
clients, built up some great relationship and
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you know, it's difficult because I
don't need to pick up the phone anymore.
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You know, we I have people
we have worked within the past.
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The company may have been acquired that
they went through an ap Oh, so
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we started working with them for any
reason and then they go to another company
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and obviously they call us and say, Hey, the first school is not
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about Canna use yourselvice. Is the
first school? Is that? Look,
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this is the target I've got to
reach. Is A team I've got,
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this is this is the context,
this is what I think of doing.
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Do you think it's the right things? What would you do if you had
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my shoes, etcetera, etcetera.
So the first school is relatively consulted.
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Even then, we we kind of
because we generate pipeline for our clients,
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that our business is actually generating pipeline. We often end up working with them.
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So is that organic type of business
coming in? And I also think
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I love the energy of selling it. Give me, give me a boost,
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to give me it probably dropped some
chemical in my bodies that are really
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enjoy the presence of so Um.
It was very difficult for me to stop
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selling and you know, up until
now, you know I think that this
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quarter, next quarter, so starting
on the first of July, is going
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to be the first quarter in ten
years. But telling Alphare that actually don't
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have a seen QUARTA. I don't
make it feel good about it because you
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know, I kind of I like
to be in the trenches and I like
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to see what's going on and I
think it's very important because when you're on
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social media, of course everybody it's
more like you pretend to be something that's
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just being in the real conversation.
I think for me, I'm learning much
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more from my market, from the
real issues that people are facing, having
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conversation with individual in the situations,
having conversation with the bus of the conversation
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with peace, because they tell you
stuff that they would not put on linked
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in, that they would not put
on Instagram, that they would not put
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on Tiktok. You know the real
nobody goes on social media and Hey,
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these are my three problems. We're
doing very bad at the moment. We
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need to fix them, but when
you have that one to one with an
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individual and and you kind of create
that safe zone while you're almost like the
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doctor and they can speak about where
they have the pain, it's incredible how
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much people open up and it's incredible
how much you learn. And then what
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you realize is everybody's got the same
issues. Right. So everything looks good
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from the outside, but when you
look inside, nobody is really happy with
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the pain that we need to change
something. And there is that you've got
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the perfectionist and and I think that's
that's why I agree with you. I
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think selling is probably the most important. Marketing is something that we brought in.
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You know, you probably will think, who are crazy. We brought
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marketing maybe threels after starting the business. Our first website was horrendous, with
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a picture of someone taking a jump
on the B M x for some reason
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and nothing to do with what you
know. It's just but but then this
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marketing focus just having and just told
us. And then when people saying we
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need to work on the brand,
and what, what do you mean working
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on the brand? What's there was
the written and investment of doing that and
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then a year later you start to
see the return. So it's interesting how
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the things work, but I think
when you've got a very good points you
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need to stop by setting. Never
Stop Setting. And you know if you
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can't sell your products, there is
no point of a product, there is
355
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no point of in a business,
so you may as well stop selling.
356
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You Start Um amplifying yourself instead of
you are not the bottleneck of sales anymore.
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So you start bringing in people who
sell with you. First again,
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you write down how you sell,
you hand it over and then for a
359
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while you sell together, and then, when they are capable of selling alone,
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now you pull yourself out of selling
and you do bigger things. You
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do the joint ventures with the NIKES
and googles and who are and salesforces or
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whoever is your dream list of the
joint venture partner. You start writing,
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you know, the books that will
reach more people and make your brand stronger.
364
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You will be either on many podcasts
per day of other people or you
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start your own podcast if it's brand
strengthening and if it opens doors for you
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to be more of service or to
connect to the right people. And then
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these things you do while you have
now a sales systems where other clothes in
368
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the quality and in the conversion rate
that you had. So, yes,
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pulling yourself out of sales, but
that means creating a sales system. That
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is more than you do. You
believe that there is different types of CEOS
371
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and all in general, leaders that
you would have to take that it's more
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operational. You know, they love
that, to put their sleeves up and
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deal with issues and not content to
go on a call with the customers and
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get things resolved. And when there
is a problem, you know, as
375
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you are saying earlier on, I'm
gonna lead you because I can't deal with
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it myself, but we're gonna do
it together and I'm going to teach you
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so that the more operational leader Varsus
little at a more. Not that they're
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not operational, but they're probably doing
model, the the institution or CEO type
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of role, which is okay,
let's get the name out there, let's
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walk on personal branding, let's walk
on, as you mentioned, a adventure
381
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and spend a lot, not a
lot of time, to spend enough time
382
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on the right amount of time.
Maybe ten, twenty post off may time
383
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speaking about company evaluation and where we're
adding up and strategy and who could be
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our partners into Austriels? Could we
do a liquidity event the merger and acquisitional
385
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selves, Etcetera, Etcetera. Do
you see those two types and do you
386
00:28:27.119 --> 00:28:30.559
do you guys help? Maybe one
type, which I think you've got to
387
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start with, the operational type.
I don't think you can really have a
388
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company just trying to do too much
institutional stuff at the beginning. Probably need
389
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to get your dirty. So so, if there is two types, could
390
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you move the operational to the more
institutional or do you have to say to
391
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the operation you're looking, you know
what, keep an operational role, but
392
00:28:48.079 --> 00:28:49.960
let's bring someone else that can help
you with the more institutional role, the
393
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more you grown up strategy stuff.
I see a million types. That's what
394
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I was struggling with my question in
a way. But I see a million
395
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types and everybody of us is different
and you have to go with your superpower.
396
00:29:02.480 --> 00:29:07.359
So because that's unique. So I
simplify the business and say, okay,
397
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what does the business need? The
business does need marketing, sales,
398
00:29:11.279 --> 00:29:18.039
operations and CEO, and CEO Means
Vision, hiring, scaling, that's it.
399
00:29:18.240 --> 00:29:22.359
Performance Systems, improving the performance systems. That's it. It's four tasks.
400
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So you pick right. Which one
is your superpower? One of these
401
00:29:26.720 --> 00:29:30.480
four. That's what you are made
for. Go with that. Don't touch
402
00:29:30.519 --> 00:29:34.000
the rest. And this question with
with everybody in the team. What's your
403
00:29:34.000 --> 00:29:37.480
superpower? What's your superpower? What's
your superpower? And so they pick that
404
00:29:37.559 --> 00:29:42.839
area that they need and there they
can unfold, they can blossom, and
405
00:29:42.880 --> 00:29:49.920
these are very different personalities and very
different skills and if you like the one,
406
00:29:49.960 --> 00:29:55.079
you usually don't like the other,
and it's really important that everybody sticks
407
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just to their superpowers. I'm I
I simplify to this four tasks of every
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company and help people pick there their
right position. Yeah, I agree to
409
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believe it's being in the position myself
at the moment. It's Um, it's
410
00:30:12.079 --> 00:30:15.039
interesting. Or you've got to grow
through the journey. You know, the
411
00:30:15.079 --> 00:30:18.319
things that you used to go and
there is no electorally in the toilet,
412
00:30:18.319 --> 00:30:22.039
I go to the shop and get
some, you know, because it needs
413
00:30:22.079 --> 00:30:22.759
to be done. We've got no
one to do it, you know,
414
00:30:22.799 --> 00:30:26.640
and not expecting my employee to do
it. There is no milk in the
415
00:30:26.680 --> 00:30:27.640
fridge. We go and do that. That's not a problem. To the
416
00:30:27.720 --> 00:30:32.400
point where or not maybe we need
to go and speak with investors, but
417
00:30:32.480 --> 00:30:34.920
there is a big, big gap. And Uh, and I'm speaking.
418
00:30:36.680 --> 00:30:41.279
I've been on a lot of CEO
Group where we speak, and I think
419
00:30:41.319 --> 00:30:45.599
it's difficult for people to evolve.
Lots of people tend to think, okay,
420
00:30:45.599 --> 00:30:48.839
well, I have my superpower,
but I can still do your stuff
421
00:30:48.920 --> 00:30:52.960
very well. They may not do
it properly, so so. So I
422
00:30:52.000 --> 00:30:55.640
think you've got a good point with
the superpower. And what I would just
423
00:30:55.680 --> 00:31:00.720
add to that as a you've got
to be able to realize what you're shortcomings
424
00:31:00.799 --> 00:31:04.759
are and bring a team around you. We are people in that team are
425
00:31:04.839 --> 00:31:08.759
better that super power than yourself.
I think sometimes you give the task and
426
00:31:08.839 --> 00:31:11.920
say, one, I've got to
I've got to do the iron, but
427
00:31:11.960 --> 00:31:15.799
I'm really struggling with it. I've
never for that role before, but I'm
428
00:31:15.799 --> 00:31:18.559
gonna do it anyway. Okay,
is that the right thing to do?
429
00:31:18.720 --> 00:31:21.000
The wrong thing to do? Technically, is your job. You should do
430
00:31:21.039 --> 00:31:22.759
it with the CEO. You get, you're the guy that you know the
431
00:31:22.839 --> 00:31:26.759
box stop, which you've got to
do it right. And it turned stages.
432
00:31:27.119 --> 00:31:33.160
There are stages. So before per
month, so before attraction, you
433
00:31:33.240 --> 00:31:37.119
have to do everything in the moment
where you hit thirty five K, you
434
00:31:37.160 --> 00:31:41.799
will not touch any operation anymore.
If, if you are coached by us,
435
00:31:42.359 --> 00:31:47.000
we will help you divide into marketing, sales, operations and CEO,
436
00:31:47.160 --> 00:31:49.799
and then you just pick yours and
we have to get you two levels about
437
00:31:49.799 --> 00:31:55.960
fulfillment. So you will never do
the task that is just urgent and is
438
00:31:56.000 --> 00:32:00.200
popping up. You will not go
to to the supermarket and take anything from
439
00:32:00.240 --> 00:32:04.440
the supermarket, because that's not the
CEOS job. The CEOS has only four
440
00:32:04.480 --> 00:32:10.079
tasks and needs full concentrations on those
and every word needs to be the best
441
00:32:10.440 --> 00:32:17.599
possible manifestation of the brand and every
word needs careful calibration because it will make
442
00:32:17.680 --> 00:32:22.759
the difference in investing budget. It
will make the difference if people want to
443
00:32:22.799 --> 00:32:28.160
work for your team or not,
if you have twelve applications per amount to
444
00:32:28.200 --> 00:32:32.920
your team or four hundred. And
that's why full presence to this four task
445
00:32:34.039 --> 00:32:38.319
and same thing with operations, full
presence to operations. Every detail will matter.
446
00:32:38.440 --> 00:32:43.440
How you write an email, how
you've read the title of a calendar
447
00:32:43.640 --> 00:32:46.480
entry, how you follow up asking
if the room is prepared or if there
448
00:32:46.519 --> 00:32:51.720
is something missing. Can I make
sure that the checklist really arrived to you.
449
00:32:52.079 --> 00:32:57.880
That's the operational excellence. And then
there is marketing excellence, playfulness,
450
00:32:57.920 --> 00:33:02.119
openness, triggering the conversation. It's
like a dance. And then there is
451
00:33:02.160 --> 00:33:09.240
the sales excellence, and sales is
creating value in every relationship, lighting up
452
00:33:09.279 --> 00:33:15.519
every relationship, sometimes in a very
disciplined and serious way by showing them what's
453
00:33:15.559 --> 00:33:20.400
what's coming in their industry and how
they can do it, and sometimes in
454
00:33:20.440 --> 00:33:25.079
a more curiosity and hunting way,
Hey, let's explore this, and sometimes
455
00:33:25.119 --> 00:33:30.599
just very practical and say these are
the three blueprints that you have to implement
456
00:33:30.759 --> 00:33:36.200
next week, these are the different
excellences in those four different areas and we
457
00:33:36.279 --> 00:33:40.680
need a hundred percent presents and precisition
there and and really caring about that.
458
00:33:40.960 --> 00:33:44.359
Yeah, every month. I guess
my point is that it doesn't sta.
459
00:33:44.480 --> 00:33:47.039
so certify if you can appreciate that, it's probably around. What if it's
460
00:33:47.079 --> 00:33:53.119
if you're looking in dollars, you're
looking at your looking at from stree point,
461
00:33:53.200 --> 00:33:58.519
seven million dollars per view of revenue
bio and you're recurring. So the
462
00:33:58.559 --> 00:34:01.759
annual revenue will check angel all the
time. Hopefully every quarter we will double
463
00:34:01.799 --> 00:34:06.839
the revenue. Absolutely right. Now, this month you're doing thirty five k.
464
00:34:07.240 --> 00:34:12.760
that's the moment when you have start
getting yourself two levels above fulfillment.
465
00:34:12.880 --> 00:34:15.320
Now you get the marketing report,
the sales report, the operations report,
466
00:34:15.400 --> 00:34:21.280
and you don't touch them. But
my point is that I think that's probably
467
00:34:21.280 --> 00:34:23.239
the first sprint. I think when
you get to five millions of revenue,
468
00:34:23.519 --> 00:34:27.199
you've got another barrier, when you
get to seven an hour, if you've
469
00:34:27.199 --> 00:34:30.639
got another barrier when you get at
ten, twelve and a half, and
470
00:34:30.760 --> 00:34:35.119
we are at twenty five right now, and literally every six to nine months
471
00:34:35.159 --> 00:34:37.400
we've got to think about the leadership
structure. How do it, because it's
472
00:34:37.519 --> 00:34:40.519
you're built the things, but you
still have to manage these people and help
473
00:34:40.559 --> 00:34:44.360
them to build on downs them as
well. Okay, and that's what I
474
00:34:44.480 --> 00:34:49.280
was more going into. It's like
the and particularly if you grow quickly.
475
00:34:49.679 --> 00:34:52.000
You know, let's say you've got
a fifty percent growth of PC, growser
476
00:34:52.039 --> 00:34:57.840
on your so technically, add what
you are doing or double what you are
477
00:34:57.880 --> 00:35:01.199
doing on here and and particularly your
people business, which we are. You
478
00:35:01.199 --> 00:35:05.119
know, we we we really on
people and humans to delevo the job.
479
00:35:05.480 --> 00:35:07.039
Of course we've got automation. But
you know, at the end of the
480
00:35:07.119 --> 00:35:10.199
day, we we we said,
we said man hours and man dates.
481
00:35:10.239 --> 00:35:15.679
It's a big metamorphics from, you
know, the serty five care run rate
482
00:35:15.840 --> 00:35:19.679
to, you know, we're just
getting to the UK at one million pounds,
483
00:35:19.679 --> 00:35:22.480
so one point, one point to
one points three million dollars in six
484
00:35:22.719 --> 00:35:25.440
D k. So I was like
one point eight, one point eight million
485
00:35:25.519 --> 00:35:30.639
dollars. No amounts of recurring revenue. It's not a different structure. It's
486
00:35:30.679 --> 00:35:32.519
just the same thing on the next
level, on the next level, on
487
00:35:32.599 --> 00:35:36.840
the next level, we still have
to double from there. We still have
488
00:35:37.039 --> 00:35:42.679
to delegate automate the next processes.
So whenever you get to the next level,
489
00:35:42.679 --> 00:35:45.840
the first is thirty five, the
second is seventy and then you go
490
00:35:46.000 --> 00:35:52.199
up in the same structure at every
level. Your current systems will break and
491
00:35:52.280 --> 00:35:57.480
you have to re organize for the
next complexity. That's why sometimes when you
492
00:35:57.519 --> 00:36:00.360
grow too fast, we have seen
this with facebook, etcetera, with many
493
00:36:00.400 --> 00:36:07.280
companies in their first year when they're
when they were hyper growing, they it
494
00:36:07.360 --> 00:36:12.280
was pretty hard for them not to
fall apart and it's like, you know,
495
00:36:12.400 --> 00:36:17.400
the the Nautilus, this creature underwater. They and then he has these
496
00:36:17.480 --> 00:36:23.079
chambers, the chambered Nautilus is how
the people call it. So he lives
497
00:36:23.079 --> 00:36:28.440
in that. And why he lives
there. He creates the next chamber because
498
00:36:28.719 --> 00:36:31.719
he's growing and but he's still living
in that. And then he creates the
499
00:36:31.760 --> 00:36:36.039
next chamber and the next chamber.
And when you look at it, after
500
00:36:36.719 --> 00:36:39.960
ten chambers, so at twenty five
million it's ten chambers and when you look
501
00:36:40.000 --> 00:36:46.039
at it, it's a it's beautiful
because it has the FIBONACCI sequence in there
502
00:36:46.519 --> 00:36:52.400
and in the golden ratio, but
it's the same structure. It's just getting
503
00:36:52.440 --> 00:36:58.719
a little bit bigger, but it's
the same structure in terms of it's it's
504
00:36:58.719 --> 00:37:02.119
the same. FIBONACCI is here,
is so, and from twenty five you
505
00:37:02.320 --> 00:37:07.400
have to do the same thing next
and next and next and next, and
506
00:37:07.440 --> 00:37:12.199
then you will have one major rupture, which is when you decide if to
507
00:37:12.280 --> 00:37:16.800
go public or not, and then
again everything will break. And then so
508
00:37:17.159 --> 00:37:23.039
every level of complexity breaks the current
systems and you have to again work on
509
00:37:23.119 --> 00:37:27.239
form fit and function of sales system
work, form fit and function of marketing,
510
00:37:27.280 --> 00:37:30.400
form fit and function of operations.
The process is always the same and
511
00:37:30.639 --> 00:37:36.400
for most people listening. The most
important one is from thirty five two,
512
00:37:36.639 --> 00:37:39.280
from zero to thirty five, and
from thirty five to seventy. That inflection
513
00:37:39.360 --> 00:37:45.239
point. But you are right,
it will continue to break and you have
514
00:37:45.360 --> 00:37:51.320
to create your next chamber. Absolutely
so in the book and it's gonna be
515
00:37:51.320 --> 00:37:55.559
my last question. You mentioned three
habits that, Um, you know you
516
00:37:55.559 --> 00:38:00.400
you would expect seeo entrepreneur to to
have or to focus on. Could you
517
00:38:00.440 --> 00:38:04.880
just tech audience through what do sabbits
are and what do you believe the impoted
518
00:38:05.159 --> 00:38:08.119
as the CEO is not in your
control. So what is really in your
519
00:38:08.159 --> 00:38:13.159
control? The three habits, daily
habit, weekly habit, monthly habit,
520
00:38:13.320 --> 00:38:16.519
daily habit. Everybody writes down.
How are we allocating our time and what
521
00:38:16.719 --> 00:38:23.400
will I delegate tomorrow? Weekly habit
is show me the marketing number, the
522
00:38:23.400 --> 00:38:28.760
sales number and the operations number of
this week. So weekly dashboard with these
523
00:38:28.760 --> 00:38:32.800
three numbers. The whole team sees
these three numbers every seven days, usually
524
00:38:32.800 --> 00:38:38.679
on a Friday. And then the
monthly is a strategic analysis and competitive analysis.
525
00:38:38.920 --> 00:38:43.760
Which of our features are winning against
our competitors, which are losing?
526
00:38:44.199 --> 00:38:47.760
How can we cut fifteen percent from
next month's budget from the ones where we're
527
00:38:47.800 --> 00:38:52.760
losing and reinvest them where we're winning, because if this month we're winning and
528
00:38:52.920 --> 00:39:01.000
we put in fift more resources,
money and time and tension, then we're
529
00:39:01.079 --> 00:39:06.199
unbeatable. We're crushing it. there. That's the monthly check. It's half
530
00:39:06.199 --> 00:39:07.880
an hour. Where we're winning,
where we're losing? How can we double
531
00:39:07.920 --> 00:39:12.800
down on what we're winning? These
three habits, these are the three things
532
00:39:12.840 --> 00:39:15.559
that are in your control. Everything
else is not really in your control,
533
00:39:15.760 --> 00:39:21.760
and these are the three things that
you can do under any circumstance. Recession,
534
00:39:21.920 --> 00:39:24.320
bear market, ball market. These
are the three habits. You stick
535
00:39:24.360 --> 00:39:30.519
to them, you have an operating
system for whatever the world throws at you.
536
00:39:30.880 --> 00:39:32.599
Makes Sense. The whole reporting in
in fact, you know us,
537
00:39:32.719 --> 00:39:37.920
the big issue is getting the numbers
in the first place. Uh then then,
538
00:39:37.239 --> 00:39:42.280
not just getting the number, because
there is genus in simplicity and it
539
00:39:42.400 --> 00:39:45.079
was. Getting the number is one
thing, getting the number explained is another.
540
00:39:45.559 --> 00:39:50.280
You know, getting twenty spreadsheet is
great, all lots of information,
541
00:39:50.360 --> 00:39:53.079
someone walked up, but really what
it is the analysis. So now appreciate
542
00:39:53.119 --> 00:39:55.880
what you're saying. Is Great,
great advice. Now, Simon, if
543
00:39:57.079 --> 00:40:00.559
anyone wants to post you the conversation
with you, or even, you know,
544
00:40:00.800 --> 00:40:04.400
try to engage with your organization.
What's the best way to get all
545
00:40:04.440 --> 00:40:07.440
of your saying? Strategist prints dot
com is where you find us and you
546
00:40:07.440 --> 00:40:09.920
can talk to us. If you
want to get the book, it's on
547
00:40:09.960 --> 00:40:14.920
Amazon strategies prints and if you do
that, leave us an Amazon Review.
548
00:40:15.000 --> 00:40:16.599
Amazon loves it. Yeah, well, I'M gonna get the book myself.
549
00:40:16.840 --> 00:40:20.719
Do you have a new Jib book
version or just it's just a paperback,
550
00:40:21.239 --> 00:40:24.480
just paperback for now. Maybe next
year and all your version also. It's
551
00:40:24.480 --> 00:40:28.639
been attend to. H I tend
to listen to my j book in the
552
00:40:28.639 --> 00:40:31.000
car, but it's it's so soon. It's gonna be holiday seasons. I
553
00:40:31.000 --> 00:40:35.440
should pack your book in my bag
and and read that by the by the
554
00:40:35.440 --> 00:40:37.360
pull side. Uh Simon, it
was an absolute pleasure to have you on
555
00:40:37.360 --> 00:40:40.480
the show. Thank you so much
for your energy and for for all the
556
00:40:40.519 --> 00:40:45.800
insighters you provide it to us today. Thank you and keep rolling. Everybody
557
00:40:45.320 --> 00:40:50.079
you've been listening to be to be
read a new acceleration. To ensure that
558
00:40:50.119 --> 00:40:52.960
you never miss an episode, subscribe
to the show in your favorite podcast player.
559
00:40:53.519 --> 00:40:58.760
Thank you so much for listening until
next time. This podcast is sponsored
560
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