I am Charles Schwartz Show - A Fortune from Strategic Firing

Episode Date: December 4, 2024

In this episode, Charles delves into the transformative world of virtual business scaling with Joe Rare, an entrepreneurial innovator who revolutionized the traditional business model by building multiple seven-figure companies run entirely by overseas teams. Joe reveals his breakthrough approach to leveraging global talent, showing how he scaled from zero to over a million dollars monthly revenue without a single local employee, offering a masterclass in the art of virtual team building and remote business optimization. From his humble beginnings as the son of a waitress and police officer to becoming a pioneer in virtual business operations, Joe's story demonstrates the power of breaking free from conventional business constraints. He shares how his virtual assistant service company evolved from a personal solution to a thriving enterprise, bypassing traditional overhead costs and office politics through an innovative direct-to-talent approach that spans multiple time zones. Charles and Joe engage in an illuminating discussion, exploring the delicate balance between maintaining quality and scaling rapidly in a virtual environment. They unpack the crucial distinctions between hiring specialists versus generalists, the importance of clear communication protocols, and why understanding your core business needs trumps the traditional office-bound model. Joe's practical insights shine as he breaks down his journey from a failed traditional agency with 27 local employees to building multiple successful companies with virtual teams. Joe's wisdom resonates with hard-earned experience as he details his company's evolution from startup to scaled success. He challenges conventional business wisdom, advocating for a radical shift from the "local talent only" mentality to building global, flexible teams that can operate efficiently across time zones and cultural boundaries. KEY TAKEAWAYS: • Optimize Business Operations: Discover the systems and processes that enable seamless virtual team management • Scale Without Boundaries: Understand how to leverage time zone differences for 24/7 productivity • Transform Email Management: Learn how to completely remove yourself from daily email operations while maintaining control • Build Freedom Through Systems: Master the art of creating a business that runs without your constant involvement Head over to podcast.iamcharlesschwartz.com to download your exclusive companion guide, designed to guide you step-by-step in implementing the strategies revealed in this episode. KEY POINTS: 4:03 Daily Workflow Revolution: Reveals how Joe transformed his daily operations by completely removing himself from email management, implementing a two-part daily briefing system that saves hours while maintaining full control of communications. 8:30 Talent Testing Blueprint: Details the unique testing methodology that ensures every hire is a specialist, not a generalist, involving a multi-step verification process where candidates prove their expertise by working directly on Joe's businesses before being offered to clients. 15:01 Business Reality Check: Exposes the critical importance of getting brutally honest about your business needs, breaking down tasks into specialized roles rather than seeking impossible "unicorn" employees who claim to do everything. 19:20 Virtual Assistant Evolution: Demonstrates how virtual assistants have evolved from basic task managers to specialized professionals, showcasing roles from operations directors managing thousands of employees to professors leading development teams. 22:34 Pricing Revolution Formula: Breaks down the exact pricing structure for building a world-class virtual team, revealing how to secure top-tier talent for $10-15 per hour while achieving the same quality as $80,000/year local hires. 32:36 Freedom Through Outsourcing: Maps out how Joe transitioned from a failed traditional agency to generating over a million dollars monthly using virtual teams, all while having the freedom to homeschool his children and control his schedule. 36:40 Zero to Millions Blueprint: Chronicles the rapid scaling strategy that took his business from zero to $109,000 monthly in four months, then doubled it, and eventually hit seven figures - all through strategic virtual team building.

Welcome to the I Am Charles Schwartz show. Today, we're unlocking the secrets of virtual empire building with Joe Rehr, a master of remote business scaling who transformed a failed traditional agency into a million dollar per month powerhouse, all without a single office. In this episode, Joe rips open the playbook

that helped him build four thriving digital companies run entirely by overseas teams. He reveals how he achieved the entrepreneur's dream, scaling multiple businesses while having the freedom to homeschool his kids and control his time. Get ready to discover how Joe went from zero to $109,000 monthly revenue in just four months, then doubled it and eventually hit seven figures, all with a team he's never met in person. If you're tired of being chained to your business and ready to leverage global talent to scale

your success, this episode is your blueprint. The show starts now. Welcome to the I am Charles Schwartz show, where we don't just discuss success, we show you how to create it. On every episode, we uncover the strategies and tactics that turn everyday entrepreneurs into unstoppable powerhouses in their businesses and their lives. Whether your goal is to transform your life or hit that elusive seven, eight, or nine figure mark, we've got the blueprint to get you there.

The show starts now. All right, everybody, welcome back. I'm really excited to have Joe on here today. Joe, you're doing something that most people who are entrepreneurs don't even believe can be done, and they just don't have this resource. So before we get into all that, welcome to the show, man. I'm so excited for you to be here.

Thank you, I appreciate you having me. So tell everybody a little bit about you,, you know, somebody don't know that how rare you are. Go in that situation. Tell us a little about you and tell you about the success you've had. Yeah, I mean, I'm a kind of a lower middle class family guy. My mom was a waitress. My dad was a police officer. And so I mean, we lived in a super small farm town and it was pretty, you know, kind of organic upbringing, lots of siblings and all that, but we had nothing too crazy. It's not a rags to riches story,

but it's a working class family, you know? And then I just knew that I wanted something different in life and I knew that entrepreneurship was the way to go, building my own things so that I was in control of my own future and destiny and all of that. And so I've had more than my fair share of business failures, lots of them. And those have converted into hopefully lessons learned so that I stopped making the same mistakes. And, you know, now we've built multiple companies.

I have four digital companies right now that are all run by a team in the Philippines. So I have an ungodly amount of free time. I get to spend every minute that I want with my kids. We homeschool our kids and do the homeschool hybrid thing. And so we get to do kind of anything, anytime we want. And yeah, we've created some really cool success. Most people can't even fathom that. And it's funny things you brought up and it was a little bit of redundancy there. Like I failed so many times, all these

times. And then I'm an entrepreneur. I'm like, that's kind of the same thing. You get that, right? Everyone is an entrepreneur. I'm pretty sure the definition of entrepreneur should have failure in it. It should. I think that's what it means. I think entrepreneur is an old Sanskrit word that means fail all the time. So just how it works. You mentioned the Philippines and everybody knows me, knows that Christine is my virtual assistant. I cannot function as a human being anymore without Christine. She's been with me for six, seven years at this point. Everything gets done.

She's my VA. She is my right hand. She's a gift. A lot of people look down on this. And you just mentioned that you've got four different organizations that your entire team is in the Philippines. Walk me through the day to day of what that like because most people have an experience. They understand the idea of other people's time, but they don't really understand what this is.

This is the workflow of this is like. Yeah, so it's actually quite easy. It's no different than somebody being here, you know, in the US or whatever country you happen to be in. It's not that complicated. I think that's where people over they overthink this and think that it's just really, really challenging. And it's not I mean, we do almost every single thing in our daily lives through our phone anyway. What's the difference between doing it through slack or doing it through another messaging medium? It's not that big of a deal. But for me, the one of the core things that I took

off my plate that has created kind of my routine is I used to get up in the morning and everybody does their thing. They check their email, right? I don't check my email and I have Martina, who's my assistant. She checks my email. She categorizes everything. She responds as me to everything that she can respond to as me. And then she gives me a summary every morning and every late afternoon evening and tells me kind of what happened. Like, Hey, here's what's going on. These, you know, are the three key priorities.

I can't answer them. You have to do it right. The only time I check my emails when there's something pressing that she can't act as me, or I can't just tell her quickly what to say to send it off. But that was a mind blowing change was putting that in place. Other than that, I mean, it's, uh, you know, kind of once a month, we'll have a meeting on each of the four companies. Uh, the team gets kind of, uh, Hey, here's what you need to do. Here's your battle plans.

Go to it. Everybody's responsible for their own output. They manage their own teams. I mean, it's no different than any normal business with a CEO who doesn't do the actual work of the company, but they kind of run the ship. I stepped a little further away from that and became what I call a strategic advisor. So I'm more of an advisor to the company. And then we choose a long term plan, Like here's what we're going to do over the next 12 months. Here's what we're doing over the next five years. And then we set that in motion and give people resources to go execute it. And then we check

back in. How's everybody doing? Do you need more resources? Do you need less? Are we over, under budget, things like that. So the email one is a huge one for me. That's how it all started for me. You know, what would happen is Christine would go through everything and then she would sum it all up and then she'd give me a one line sentence pretty much on what each one of the emails were. And I would take out some sort of voice recording. I would send her some sort of voice message, which right now I do everything through Skype because it's easy. And I'll just record everything. I'm like, okay, email number one to Joe, email number two to Bob. And that just took time. That took time to get her to train to learn my voice to do all that now loaded my entire voice and everything into chat GPT. So it'll just respond like me normally. But the team got to the point where they could do that, like clockwork and they and I just I don't check emails

ever. I don't take social media ever. That's not me. If you're getting if it has spelling mistakes in it That's not me. If you're getting, if it has spelling mistakes in it, it's me. If it's actually, if everybody spelled correctly, that's my team. That's why I always say. So as people do this and they're trying to do this, hiring someone, especially if you've never done it before, it makes it even more complex because they're overseas and you can't sit with them and all of that. Where do you start looking for these people when you're going to do this? And what are some of the questions you want to ask? If I'm an entrepreneur at home going, all right, I clearly am overwhelmed. I need to be a strategic advisor, not even the CEO.

I need to step out because I can scale. What are the things that I'm walking into? Well, the places to look, I mean, you can go over there's Facebook communities all over the place that have options for you to find people. There's that. There's Facebook communities all over the place that have options for you to find people. There's that. The second piece is, you know, online jobs, you know, a pH is there's tons of opportunity there. We I own my biggest company is it just happens to be a virtual assistant service company. So we got really, really good at doing it for ourselves and then realize like,

hey, we have the opportunity to help our clients, help other people. And then we built a business out of it. And then that's scaled and that became the biggest business. The so I mean, the easiest thing to do is find a company like mine level nine virtual. And we support you in the process. Find out who you need, what you need, why you need it, if it's the right fit, you know, background checks, like some of the challenges. How do you find out if somebody's actually good or if they're just saying they're good? And we've hired thousands and thousands of people to kind of know some of the red flags, you know, that, that you should be

looking for. Um, some of the things you got to understand is that they're in the Philippines. So there was just a typhoon and that becomes a challenge, right? So backup power, internet speeds, backup locations. If they have a problem where they are, all of those things are things that we actually factor for and we don't hire anybody who doesn't fit minimum criteria that we actually have, which includes if all hell breaks loose and you have to still work, you need to have a location. You can go to when your power is down, whatever that might be. So those are some of the challenges there. But as far as you mentioned,

you can't sit down with them and work with them. Well, yeah, you can. You just do it like this. And we do it via zoom. And so we sit down with our team and we literally show them everything we need them to do in real time, record it. And if you're using something like a fathom recorder, it will literally transcribe the whole thing. It'll create bullet points. You can create an SOP without creating an SOP. And that's been unbelievably helpful over over the years is using more technology, more tools, finding ways that we can replicate our processes.

But finding people's easy. That's not the easy, the hard part. The hard part is actually getting down to actually testing their skill set, ensuring that, you know, they actually can do what they say. They're a very positive, you know, if you're looking in the Philippines, they're very positive culture, right? They want to do right by people. They want to do well.

So they sometimes believe they, you know, with a little bit of trial and error, I could figure some things out, but that's not what I'm hiring for. I'm hiring for expertise, specialization. And so I don't want somebody who kind of wants to learn and figure it out as we go. No. So we do a lot of testing to make sure that everybody that we offer to our clients, we've already run them through and made them work with me. They actually work on my businesses and prove that they can do what they do.

And that's been a huge difference for us. So as they're going through this, you mentioned red flags. Yeah, some of the simple red flags that immediately popular, like, oh God, run. What are some of the ones that get you that you're like, those are those are deal breakers over all the years and there's thousands of people you've hired. What are the some of them you're like, what, those are deal breakers over all the years. And there's thousands of people you've hired. What are the some of them? You're like, well, what are some of those first things first? If you say, hey, we're going to get on a video interview

and then they don't get up on video. Red flag. Absolutely. You know, if they can't figure out Zoom like Red Flag, if they ask, you know, you ask for them to send over a portfolio of work that they've done, be diligent and actually understanding what you're looking at. Like know what you're looking for. And if it's not right the first time, like people should put their best foot forward then when they're sharing.

If it's not like quality, like what you're looking for done red vest because you're not, it's not going to improve. There's a great saying, I don't know who said it. I want to give credit to the right person. Cause I keep using it over and over again is that nobody has ever come into a business and, and like months and months and months turned into a rock star. They show up as a rock star. Correct. And you're like, Nope, this is it. This person is amazing. Done. They don't become a rock star over time. Those people, it's innate and you know it when you meet them. And that's why I have an operations director who can actually oversee nearly a thousand employees.

She is amazing and there's nobody like her. And so, you know, things like that, that's what you're looking for. But those real simple ones, uh, oh, length of communication of, of, of lag. So if somebody wants a role with your company, they want to work with you, but it takes them a day or two days to get to you. Nope. You're gone. Cause guess what that's going to do? It's going to compound over time. When there's projects pressing client stuff, it's only going to get worse.

It's very similar when I've tried to explain to people it's like dating, trust your gut. My grandmother used to say, when you're dating someone you know, within three weeks. And if you don't know, you know, I think the hiring process, it's even faster. I think as you get into the situation is like, Hey, we're going to give this a shot. Do you show up on time? Is your zoom? Are you professional looking? Are you responding quickly? No, the things you want in an employee. And then I always tell them like, give them a basic task.

As you said, know what you want. Have clear examples of the before and after, and then say, Hey, give it a shot. I would rather hire six or seven people for one job because I would those six or seven people, I maybe. We'll get one normally. I don't, I'm going to have to hire like six or seven more people. Cause I don't have that. I don't, I didn't know you existed. So I'll just go to you from now on. Normally I don't. I'm going to have to hire like six or seven more people because I don't have that.

I don't, I didn't know you existed. So I'll just go to you from now on. It saves me time. So that, those are some of the little simple things. Now, if you are getting a VA, there, some people don't understand two things. One, a typhoon for those in the United States, hurricane, just so you understand typhoon doesn't, we have no clue about it. It's a typhoon.

I'm like, it's a hurricane. Um, and they have different levels of it and understanding the Filipino culture, which I've hired VAs all over the world. Hands down, my favorite of the Philippines, Filipino people. I love them. They're instinctively driven to want to please. And I love that.

And that sometimes is the biggest thing. Like the only time I've ever threatened a fire, Christine is when she won't stop working. I'm like, I swear to God, if you don't take a day off, I'm going to fire you. That is indicative of my experience of the entire thing. So you've got to protect that as a boss. But everyone, when they're doing this, always is looking externally. And they completely fail to realize that they as an, as an employer is also on trial. What are the things that if I'm looking to hire someone and I'm coming to you,

that you're like, listen, it's really cute that you want Susie to be superwoman and you want her to take over the entire world. That's really cute. You need to turn the mirror on and look at yourself. What are the things that you tell it your clients? Hey, we got to get some things involved. How do we get some of those ducks in a row? Cause they need to show up as well to their best version. One of the biggest things to recognize first is like, what do you actually need? And sitting down and getting raw and real, like what, what is it you're trying to accomplish in your business or in your personal life, whatever that is, what are those things? Then you have to

put them into buckets and figure out, well, what kind of a skill set is it? So an easy example is we get people every day, every single day, every single day. It's insane that continue to ask us, can I have somebody who does, let's say on the marketing front, who's a graphic designer who can build me a website, who can run my Facebook ads? And then I want them to onboard my clients. Yeah, I'm like, oh, OK, so you're going to have somebody who's like a developer who's going to be probably low on the kind of communicative interpersonal

right skill set. They're going to be very low on that profile. And then you want somebody to do onboarding, who's going to be client facing, who's probably going to be quite a bit more communicative, right? But then you also want them to be creative, but at the same time, technical, but at the same time, strategic. And you're asking for all of these spectrums all in one human. And I would like you to go find that person in the US, find out what that might cost you if it exists, and then realize that it's impossible and come back. So we always say, look, find your core skill set.

We don't want generalists. We don't want generalists. We don't want a bunch of mediocre people who can do like five things okay. We want somebody who can do one or two things really well. And then from there, you can bring on another person because you have cost leverage when it comes to overseas hiring and things like that.

There's cost leverage. And so that would be one of the first things I would say is get raw and real with what you actually need. So turn it back on you. We always want to just like keep like throw stuff off our plate, but what is it? And then what is that going to give you or your business? What's the output you're actually going to get? And if that isn't going to move the needle in a positive direction, meaning it might give me as the entrepreneur more time to focus on dollar productive activities.

Okay. That's a really good thing. If somebody gave me that freedom. Okay, great. Now what else am I looking at in front of me? That's causing me not to be dollar productive. Let's get that off my plate. That's another person.

So that's, that's where I would start. So when you're going into this, a lot of people have the problem of my budget is only X and I have to hire someone. They have only X and I have to hire someone. They have this illusion that I have to hire someone full time. If I bring someone on, they're my full time person. I need to commit to X amount of dollars a week, X amount of dollars a month. When you go into this and you're saying, hey, I need one person who can build me a house, make me sushi, build my car and build a space shuttle. And you're like, okay, no, it's very different skill sets. When you walk into that and a client comes to you, do you sit down and say, Hey, that's adorable.

No, here's what this person is going to cost on hourly rate. Here's what this was. And do they have the ability to pick and choose in that? Sure. Yeah. And so we actually make it even easier. So we have a couple options. First of all, you can go part-time, which is 20 hours a week, or you can go full time 40 hours a week. But we also rolled out a few years

back, what we call our projects on demand service. So it's very similar to like an Upwork or Fiverr. The difference being is that the tasks that we do, which are endless, I mean, there's there's, we just have, you know, I mean, we have two, 300 employees that can just do projects for you. And so the varying skill sets, everybody's got a core skill set. So we don't ask the graphic designer to become a carpenter, right? We're not asking them to do things that are just completely out of their scope. We're they work within their bubble of their core specialization. We just happen to have hundreds of them so that

you can assign a project and you know it's going to get done by somebody with that specific skill set. So that takes a lot of pressure off of I need to hire somebody because I have 90 different things that need to get done. No, you probably have one core thing you need internally in your business, somebody to be there every single day. They need to be, you know, they're your right hand, they're with you. They need to learn the ins and outs of your company, that person should be a dedicated hire. That should be somebody who works directly within your business, part-time, full-time, right?

Then all of the other stuff that's clouding your, you know, your ability to do dollar productive activities, start offloading that with project-based work. And say, great, I've got these other things. It's like, we've got this graphic design tasks. I haven't gotten done. I need this video edited for my website. I need to do this update over here.

Assign that stuff and get it off your plate to a project based service. And you can actually work both of them in tandem. And that really, really helps. And I think one of the things that really hits on people that they don't understand is, if you're going gonna do this on your own, the hours, the hours, the endless hours that it takes to interview over and over and over and over and over and test and this person and that person,

this person and that person is gonna chew you up. And what happens for most entrepreneurs is they say, well, then screw it, I'm not gonna do it, I'm just gonna do it myself. And I can guarantee you, if you're doing it yourself, you're never going to scale. You're never going to get to that next level. You're never going to run four or five companies at a time. You're never going to hit your financial marks period. There's this myth of working hard. That was a great idea. And I really believed in it in the 1920s.

When it's not the 1920s anymore. And it's not about leverage. It's about OPM and OPT. And people just aren't doing that. So what are the things that VAs are just amazing for that's like, Hey, you know what, if you need this awesome. And then on the other hand, what are the things that don't outsource that? What are the ones that you look at those, the two sides of the spectrum there, what have you found out that worked really well? Yeah, pretty easy to tell. So it's easier to say what not to hire for. I don't love tell. So it's easier to say what not to hire for. I don't love virtual assistance, meaning another, you know, Philippines, India, Pakistan, Latin America, all those things. I don't love that for sales. I don't love that for like, phone support. I don't personally. Then a strategy. Strategy is not it. If they were able to do strategy, they would not be a virtual assistant. Exactly. They'd be competing head to head

with you. Yes. So what they are great at is all things administrative, all things marketing, you know, social media and all those things. But again, you take any of that stuff. And if you forced them to do the strategy, you're going to break. Right. So if you come to the table and say, I've got, here's the strategy, here's what we're doing. Here's what we're trying to get out of this. And then I need all of these things done.

Easy. So though, I mean, those are some of the areas that, and, and development and, you know, um, like real, like, you know, kind of techie stuff, fantastic and all that stuff. Yeah, I've learned that, you know, they're great at making funnels. They're great at being what we call hammers. Hey, there's a nail go hit it. Let's go hit it. It'll be a hammer when you ask them to think outside of a box. If they could think outside of a box, they would not be VA's. That's okay. I could not function as a human being if I didn't have a Christine. I love sushi. Doesn't mean I'm going to ever learn how to make sushi and become a great

sous chef. That's not my job. I just go someone else who does it. It's no different when it comes to this, but idea that I'm special, that I'm unique, and that I'm the only person who can do that. And I think that creates some challenges. When they're looking at prices for this, what should they be prepared for? What are the things? And again, I know the numbers change radically. We're going to work, we're in the end of 2024 here.

I know what it was five years ago. Good God, what's the different price things changed? What are the things that realistically, if someone says, Hey, I need someone for marketing on a part-time thing. This is realistically where I should be. Here's an, you know, if it's a project versus a part-time versus, you know, what are the price things that they should be prepared for as they walk into? Yeah, I mean, I would, I would always expect to be paying 10 bucks an hour plus for really good quality, um, on a dedicated role.

Um, if it's project-based stuff, you're going to have kind of more mediators in the middle, project managers, people in, you know, in administrative roles. So the price can be a little bit higher because there's so much more logistics built into this project based structure. However, like the way we do projects on demand, we call them pods on our side is that you just buy a block of hours and you get to use it over the course of an entire month. And so you say, okay, great. I want 40 hours to use over a month. You can assign 10 projects at one time and they're going to go to the people that need to get that need to work them. And then those hours are going to get deducted as everybody's using them every day. And then we give you an update. I think it's like every week and you get a notification that says, Hey, here's all the hours used.

How many have left? Here's your next billing date. Those hours also roll over. So if you don't use them, you get to roll them over. That's really, really effective there. But I would say always go somewhere between expect eight to 10 bucks an hour for dedicated people in kind of a marketing front.

You might get, when you get into like operations or like project management, I'd be looking somewhere beyond kind of the marketing front, you might get when you get into like operations or like project management, I'd be looking somewhere beyond kind of the 12 to 15. And this is kind of speaking mainly for the Philippines. And then I think that if you go in with that expectation it's gonna be phenomenal. You could take like a project manager and what would cost you maybe 12 bucks an hour

in the Philippines or something like that or working with a company like ours, that might cost you $80,000 a year in the U.S. Yes. As an example. So I mean, that's kind of the comparison. Right. And I always tell people when they hear numbers and they're like, Oh my God, I don't have

12 bucks an hour and a half, 15 bucks an hour. I always tell them you're, if you're a Ferrari, you're not going to deliver pizzas. Stop delivering pizzas. Stop doing the stuff like mowing your lawn. Just stop it. There's no reason to do it. Figure out what your hourly rate is based on what you make and say, okay, my hourly rate is 75 an hour, 150 an hour, 250 bucks an hour. Awesome. Every time you mow the lawn, you're losing money. I'm like, oh,

shit. So going through there and having that pivot is so bodily important. Oh my God. Have them just calculate time when they check their email. How much time do you spend on your email every day? Even outside of that, the stress of knowing that I don't have to check my email, the, when my thing goes big, I ignore it. I literally turn off the notifications on my phone for email and for messages. I just, I don't have any of it. I'm like, I don't have little red circles that say I have a bazillion people to call me. I love it. That's right. Every dollar I spend every single month. A hundred percent. I used to say the first dollar I will spend is on marketing. That's not the case anymore. The first dollar I spend is on outsourcing. It's getting my time

back because I'm a better marketer and I'm better at dollar productive activities. I'm way better when I don't have to focus on things that don't matter. Correct. Your email almost never matters. Correct. There's almost nothing in your email that is so important that it's your eyes only. And that was the long, that was probably the hardest part when I first got that, that was like the last thing that I wanted to get off my plate. I was like, yeah, I could still handle it. It's not that big of a deal.

And there was one day when I'm like, okay, I'm really being stupid. This is, this is, this is dumb. Let me go through all these emails as far back as I can possibly go through in the next hour and figure out if there's anything that literally nobody else could see except me. Right. Nothing. I have, we all have lots of email addresses. It is what it is. My family knows to email me in a very specific location. If they emailed over else Christine's

going to be involved. It is what it is. I just don't let my family email me. Like if you need some, text me. That's it. So my family, that's it. Don't email me anything because I will not even know what it came through. It's kind of like social media when we get messages inside social media, be it gram or Facebook or all of that. 99.9% of that is something that someone else can see and I don't have to address it. And what I'll do is I'll just, you know, I'll get a debrief of it all and we'll just record video messages or voice messages and we'll just send voice messages back. I'm like, okay, because I'll just sit there and I'll do a call very similar to this, which is why I want to ask you about tools next, where she'll just rapid fire it out, take

the recording, crop it out, and then just send it off. And there's some people are getting this, wow, this personalized voice message from me. I'm like, I just sat there for three, two hours and just went, bleh. If it's that high of a level, the more and stuff, yeah, have fun. So it just, you know, for example,

the podcast is taking off. We probably get 20, 30 people a day requesting to be on the podcast. Right. Christine, go ahead with that, please. So there's a very normal thing that we're talking about. Christine is all we do. So yeah, we're just name dropping her all over the place.

Please be nice to Christine, those who are listening. Be nice. What are some of the tools that you have found to be unbelievably effective? Because I use one that no one else use because it's me and I'm old school. But what are some of the tools that you love? We communicate as an internal company

through actually all of our companies, all of our client, you know, kind of the way that we just categorize everything down, we use Slack for that. So internally, we communicate from Slack because we have so many people that we couldn't use like Skype or something of that nature, because there's just too many people and we have to be able to create channels for very specific things. So I mean, there are hundreds and hundreds of people communicating in, in, uh, Slack. So that's where we do that project management tools. We use Asana.

Uh, I know ClickUp is like, uh, you know, a better version or whatever, but when I actually went to ClickUp and said, Hey, here's what we do. This is what our company does. Here's how we use it. Gave him kind of an overview on showed him like how we use it. I said, sell me, like bring me to click up, show me why I need to switch platforms. And he literally was like, yeah,

it's just gonna be a waste of time because all you're gonna do is do the exact same thing in our platform. So we stayed with Asana. So we've been with Asana for a really long time. Obviously bigger meetings, we do all those through Zoom. We use the high level platform when within our company for CRM, marketing, automation, all that stuff. So we use high level. Big shout

out. I was actually their very first customer. So that's pretty sweet. Yeah, so that's sweet. Let's see. I do pretty much everything else from my cell phone. And so I'm an Apple guy. So all things Mac. And yeah, I'm trying to think what other, I'm like looking down the side of my bar. I'm like, what, what else do we use? Like that's, that's kind of, we, we operate the entire company through that. And it's funny how simple these things are. Now, the reason we went with Asana on our side, because I don't care. I was like, what do you use that you can function in and you can flow in

really, really quickly and get executed like we like Asana. I'm like, this is Asana. The only pushback that I have on them is I do not let them use Google Docs because I hate Google Docs. That's a personal thing. I was a Microsoft certified trainer. I was an MCSE. I ran IT divisions. I'm just more comfortable there. So I let them work in it, but they know if it involves me. Yeah, you're going to be, you're going to not be in Google. And then I use Skype because it's just, it's easier. We're a smaller team. It's super easy. So people always want to know what I'm using and, and all that. Yeah, for sure. What are the questions that if someone is writing down that before they come

to you, that you want them without a shot, we already talked about, you know, know where you're going, but let's get a little bit more detailed. What are the things that like, listen, I do this a lot. We brought a lot of people in. We got thousands and thousands of people. You have these three or four questions. Answer these before I get on the phone with you, before you bother me, before you jump on a call with me, please for the love of God, let's save us both some time. What are the questions that you want to have answered immediately before they jump? So, well, I mean, back to know where you're going, know what you're actually after. So sit down and genuinely think through your day and identify all of the areas.

They could be mundane, they could be kind of, you're like, man, I don't know if that's really anything that we should hire for. Write it down. Come to the table with, look, these are all the things that waste my time or that aren't as productive and somebody else could do them.

Write them all down, no matter how inconsequential you think they are. Bring that to the table. The next thing is, what do you expect when you're going to hire somebody who's virtual, right? An outsourced staff member, what do you actually expect? Are you expecting a certain education level? Are you expecting a certain level of experience? You know, are you expecting a certain, certain ability with certain

platforms? Like, what are those things that you're expecting? So that's today. I want them to come in with this kind of core resume or, you know, experience level. Here's the big one. Where do you need them to be in two years? Because the problem that we see a lot, and this is something we've been addressing, I've been addressing,

I've been doing it through content and through communities. One of the core things that we run into is that outsourcing feels transactional to people. And it doesn't feel like I'm hiring somebody for my company forever. If you go and you're going to hire a marketing executive, or a CFO, you're not assuming I'm going to do this for like 60 days. No, no, no. This is like a five year, 10 year investment in your business. You have to come to the table. If you're hiring dedicated staff, that's exactly the same thought process you should have. What you're going to end up with is a completely different candidate because on our side, when we go to work with the virtual assistant, we're going

to say, Hey, okay, great. Let's see your resume and what you're all about. Tell us your experience and show us, okay, now prove it. We're gonna test project. We do all those things. Okay, great. Here's where you are today.

Where do you see yourself in two years? Where do you wanna be in five years? And we start asking these questions and now all of a sudden they go, okay, wait a minute. Oh, this isn't, I'm just getting a gig for a minute. This is no longer the gig economy. This is a career. And the people that we bring on that have that are far better for everybody, for us, for you as a client and all that. So those are kind of the core three that I would say come to the table with. Yeah. I think it's one of the things that COVID taught all of us was that the minute everyone

and companies realized, wait, we don't have to have people in offices, we can be almost as productive and sometimes more productive, the game changed, the prices for VA shot up because obviously supply and demand. If you're sitting at home right now, if you're listening to this and you're like, oh yeah, this can't happen,

I'm not gonna have the same productivity if I have, if it's a VA or if it's outsourced, you're so unbelievably wrong. I, I would love to say, I told you so. I want to shout. I told you so all day, you know, it's like, well, we can't be as productive. We can't build as good of a business. And I'm like, I'll put my business up against yours all day.

Absolutely. Yeah. I'm like, are you kidding me? Like, like, so, so just as an example, because a lot of people don't, don't really understand this piece of it. So I'm a college dropout. Um, I didn't have the ability to finish school. It didn't interest me. However, my lead developer on my team is a professor.

So when you want to talk about what you can get as quality, people go, Oh, well, they're just not, you know, who are they? They're not that. No, no, there's some pretty dang amazing people out there. We have team members who have 20 years experience in a core skill set. Yep. I don't have that. Right. So why in the world?

Yeah. So I think it's, you know, I think that people need to step back. They need to humble themselves and realize that, you know, for, for the title of the book, the world is flat. You know, we are in a world where it doesn't matter where somebody is. There are no borders anymore when it comes to employee. And, you know, and if, and, you know, just as a side note, if somebody has that, well, you guys are shipping jobs overseas.

Yeah. Everybody's been doing it forever. And here's the interesting part of it. Most companies fail. Most businesses will fail. Absolutely. Part of their challenge of it. Most companies fail. Most businesses will fail. Absolutely. Part of their challenge is it. Well, most of the reason is capital resources.

They just don't have access to capital. They don't have the ability to hire the right skill set to drive the business. Well, now they have the leverage to hire the right people. When the company can now afford to hire somebody local, they have the money to do it and they did it because they use dollar leverage overseas outsourcing. Then they brought their business in house. Now the company survives and outsourcing was the key to that. And so that is my argument against it all day.

Yeah, we're employing all over the world. However, there's an opportunity. Somebody could just become successful enough to afford to hire local. So if that's your goal, fantastic. But it's an opportunity somebody could just become successful enough to afford to hire local. So if that's your goal, fantastic, but it's an opportunity. I also think there's huge hypocrisy, right? Like, oh, why would you send your money overseas? Or why are you, I'm like, cool. Tell me where your food came from.

Tell me. Yeah, right? Yeah, no, it's true. Tell me who's in your car. Tell me who made your shirt. Tell me where the stuff that's in your shirt was grown. Walk me through this process. Walk me through any part of your house where everything was created here in one location.

I wish we could do that. I wish everything would be here, but I don't wanna spend $700 for a t-shirt. Sorry, it just is what it is. I gotta make sure I can feed my family. Sorry, until we automate this, this is the world we live in. I live in reality. Sorry, I like to eat.

Food is good. In order for me to eat, I need to have money. Sorry, this is the game we play. So, all right. So if people are going through this and they want to like, listen, I get it. I'm completely a noob to this. I don't know what to do. I'm terrified. I heard that you guys are doing it. I want to have that level of success. How can they get on the phone with you? How do they find you? How do they get in touch with you to say, listen, hey, I don't know if I'm ready to hire.

I don't know what this is like. I'm really scared. You've had all this success. Obviously Charles does as well. How do they get a hold of you to track that down? And are you open to having a call with them? Yeah. So, um, personally, I'm not going to lie.

It won't be me on the call, but like you have a fantastic team, but no, I mean, we have a fantastic team of people who jump on calls and they support and it's, it's very consultative. So level number nine, virtual.com level nine, virtual.com top right corner is a big old yellow button. This is book a call, book a call, jump on, ask questions, bring those three, you know, items that we had talked about, right? Your clarity, knowing what is sucking your time, kind of where you need somebody to be when they come into your business, and then where you see them in two years or whatever. But if you only need project-based work, then bring the list of stuff you want to get off your plate and we can help you with it. But

our team is very consultative. It's one of the things that I will brag to the end of the earth about is that we are not hard sales ever. I don't care. We have plenty of clients. I don't need to hard sell you. If you don't think it's a good fit, like I always tell people it should be a no brainer. You come in, you're like, I can't imagine not doing this because it's the right thing to do.

And if you don't feel that don't do business with us, go somewhere else. But I will tell you, we are so consultative. And for example, Dakota leads up, you know, our entire sales division. He jumps on the call and he'll spend serious time with you. He will text with you. If you have questions that pop up later, he's going to make sure that you feel very confident in the decision that you're making moving forward. So level nine, virtual.com.

Big yellow button in the top right corner. If there's, if you sat there and said, listen, you know, I, I get to homeschool my kids. I get to spend all the time with them as much as possible. I'm having the success I have. Could you honestly and authentically have done what you've done without your VA and without level nine? I don't, I, I don't know how to. So I can, I can tell you this quick tell you this quick story before we wrap it up.

I had a marketing agency that was an office filled with 27 US employees. And there's some really kind of gangster stuff that you've got to realize goes on when you have a business that's local, right? For example, ergonomic chairs. I didn't know that there was a such thing that had to be, if somebody complains and they go, and now all of a sudden you got a workers comp issue. Yep. And I'm like, what?

Wait a minute, this doesn't make any sense. Like I'm going to get in trouble because I didn't buy an $800 chair. That's insane. Oh, the desk isn't the right height so that their monitor is sitting in the right. And I'm like, this is real. Like this is stuff, like stuff that companies deal with. And that company failed and it failed because

we couldn't get, we couldn't build the business how we needed to build it to be able to afford the staff, to be able to afford everything we were doing. And there were other factors as well. So it's not all a staff issue, but when I relaunched and said, okay, I'm going to relaunch an agency. I'm going to do it from, from zero, but it's 100% run with virtual assistants. We went from zero to $109,000 a month in four months. We doubled in another four months. And then we hit over a million a month shortly after that. Virtual. And there is zero people right now with that. You just can't, you know, people ask, yes, people ask, you know, why did you sell your first company?

It was thriving. We were getting 30% every quarter growth, every single quarter employees, 100,000. I sold my IT company because the employees, I would rather have a wall of Christine's than the employees that work for me. And that used to work for me at the IT company. And look, they're fantastic. Like this is not a knock on people local or whatever. The reality is, is the game is set up against entrepreneurs. It's set up against us.

And I'm talking from a tax standpoint, a legal standpoint. Yes. This workers comp stuff is. Holy Christ. Insanity. Insurance. All of it. Eats us a lot.

It is. And it's just costs it. Why it's it is. And it's just costs that doesn't have to exist if we all had common sense and we took care of ourselves. Correct. But we don't have, that's just the reality of it. And so I'd rather outsource and take stuff, you know, to people who actually respect the role, want the role. They are loyal to the company.

They're not going to try to go stab me in the back and sue us for a worker's comp thing because they have the wrong, you know, desk height and so forth. It's like, no, like you set up your own thing and get your shit done. Like pretty easy. Like when you were talking about earlier that if a typhoon hits you, you need to have somewhere to go. I'm not paying for that.

Get your butt over there, get it done, do your job. And I think the entitlement across the board that exists right now is eating us alive. No matter which side of the spectrum you're on, it's too much. It's gotten out of control. And this is what forced us to do these things. So no, I'm all in on outsourcing. I've done it for a really long time. I could not run my businesses. So if people want to get into this, again, how do they track you down? What's the best way to get to you? Level number nine virtual.com and book a call. It's the easiest thing. Man, I really appreciate it, Joe.

Thank you so very much. You got it. Yeah, thank you so much. Appreciate it. And that's a wrap on our master class in virtual business scaling with Joe Rare. We hope you're as excited about the possibilities of remote teams as we are. A massive thank you to Joe for pulling back the curtain on his journey from a traditional office bound agency to building multiple successful companies

with virtual teams. His transformation from struggling with 27 local employees to running a million dollar operation with overseas talent is a testament to the power of embracing the virtual revolution. To all you entrepreneurs out there feeling overwhelmed and trapped in your business, remember Joe's words. You don't need to be everywhere. You need to be strategic about where you put your time and energy. Want to implement Joe's virtual team strategies

in your business? Grab your free guide at podcast.imcharlesschwarz.com. As he emphasized throughout our conversation, success in today's world isn't about working harder. It's about leveraging global talent and systems to work smarter. Now go out there and build your virtual empire. Your business revolution starts today.