TrueLife - Manda Koss - The Art of Fractional

Episode Date: February 1, 2024

One on One Video Call W/George https://tidycal.com/georgepmonty/60-minute-meetingSupport the show:https://www.paypal.me/Truelifepodcast?locale.x=en_US🚨🚨Curious about the future of psychedelics? Imagine if Alan Watts started a secret society with Ram Dass and Hunter S. Thompson… now open the door. Use Promocode TRUELIFE for Get 25% off monthly or 30% off the annual plan For the first yearhttps://www.district216.com/Ladies and Gentlemen,Prepare to be inspired by the dynamic Manda Koss, a Fractional CRO/COO wielding expertise in deploying Marketing, Sales, and Operational Support to catapult businesses into new dimensions of success. Manda's journey took a transformative turn two years ago when she walked on fire, an experience that ignited the belief that anything is possible when you step up.Since that pivotal moment, Manda has dedicated herself to helping business owners achieve the impossible. In the realm of entrepreneurship, she recognizes the rewards of managing one's time, rising as a leader, and determining one's own worth. However, she also acknowledges the isolation that can come with being at the top—a sentiment she turns on its head by surrounding herself with professionals who share a clear vision.Join us as we delve into Manda's mission of bringing vivid visions to life, establishing accelerated focus on accountability, success metrics, and harnessing the power of business development. Get ready to break through barriers and pave your way toward unparalleled success with the insights and expertise of Manda Koss.Welcome, Manda, to a conversation that promises to ignite the flames of possibility and leadership!#BusinessGrowth #Leadership #SuccessMatrix #Entrepreneurshipwww.streamlinegrowthstrategies.com One on One Video call W/George https://tidycal.com/georgepmonty/60-minute-meetingSupport the show:https://www.paypal.me/Truelifepodcast?locale.x=en_USCheck out our YouTube:https://youtube.com/playlist?list=PLPzfOaFtA1hF8UhnuvOQnTgKcIYPI9Ni9&si=Jgg9ATGwzhzdmjkg

Darkness struck, a gut-punched theft, Sun ripped away, her health bereft. I roar at the void. This ain't just fate, a cosmic scam I spit my hate. The games rigged tight, shadows deal, blood on their hands, I'll never kneel. Yet in the rage, a crack ignites, occulted sparks cut through the nights. The scars my key, hermetic and stark. To see, to rise, I hunt in the dark, fumbling, fear. Fearers through ruins maze, lights my war cry, born from the blaze.

The poem is Angels with Rifles. The track, I Am Sorrow, I Am Lust by Codex Seraphini. Check out the entire song at the end of the cast. Ladies and gentlemen, I hope your day is going beautiful. I hope the sun is shining, the birds are singing. I hope the wind is at your back. I got a great show for you today. prepare to be inspired by the dynamic Amanda Koss,

a fractional CRO, C-O-C-O, wielding expertise in deploying marketing sales and operational support to catapult businesses into the new dimensions of success. Amanda's journey took a transformative turn a few years ago when she literally walked on fire, an experience that ignited the belief that anything is possible when you're willing to step up. Amanda, thank you so much for being here today.

That was a very brief introduction, and I was hoping you could color it in with a little bit of background. Thank you so much. First and foremost, thank you for having me. It's always great to be able to come in and share a little bit of my gifts with the world. So yeah, I think craziest thing about me, things that you might want to know. So ever since really the early infancy in my career, I will always. say that I was really brought in to kind of calm chaos and for whatever reason I love it. It doesn't scare me. It actually excites me and I was introduced to probably one of like my most chaotic

environments that I had and that's my daughter leaving for work. How's it? So really one of my most chaotic moments was, you know, my husband, he served in the Marine Corps and he was deploying overseas. We have three beautiful children at the time. Our youngest was four months old. My middle was a year old and my oldest that you just saw walk out, go to work. She was seven at the time. And I was presented really with an opportunity that allowed for me to go to work for a startup.

They had said to me, we have this challenge, we have this problem. We don't know why it's not working and we need you to fix it. And I basically gave them every opportunity to say, leave this crazy girl behind. There was so much that was happening in my personal life. And I was like, I'm set. I just can't take another risk at this point. And fortunately for me, they didn't let me say no. And what I found was I was given the opportunity in an environment to

fail as many times necessary to be able to find the path to success. And it was a first time in my professional career that I was really given that opportunity to be able to kind of take whatever creatively was in my mind, transform it into paper, establish processes, and wait for it to grow and nurture results. And what came of that exciting opportunity was we were a $2 million dollar company. We ended up getting acquired for $180 million. Yeah, I mean, it was, it was great, right? I was like, the startup thing, it's phenomenal. But really what it taught me was anytime I have this sense of fear in my heart or in my soul, it's when I need to lean into it because I'm going to learn something about myself and I'm going to

grow. And I'm going to be able to either change myself or change the world in that process. And if anything is just too easy that I'm not nervous about it, it's not worth my time. It means I've already conquered it and I know how to get it done and I can accomplish it. And so that's really what kind of projected me into this self-discovery space about myself and about where I stand as a business professional today. So I started working in startups after that. I really loved the ability to kind of come in and help stabilize a startup institution because you had that freedom. You have the ability to kind of move as fast as you want to move, come up with as many creative solutions as possible. And probably after my fourth or fifth startup, I've kind of going in and starting in marketing and then working my way all the way through the entire organization and streamlining processes and being able to,

to generate millions of dollars within less than three months time. I was like, why am I only doing this for one company at a time? I really, I have a gift. I feel like anybody who's in the startup world who just, they have a vision, but they might not necessarily have all of the components to be able to help their business come or their vision come to life. I feel like if you take that risk and you you decide to leave that mainstream world of a steady paycheck and somebody else, you know, covering all of the stress for you, you have the right to have that vision come to life. And so that was really the birth of streamlined growth, was really being able to kind of establish my mission as my client's vision.

So they entrust me with what their vision is and what their passion is. I understand it. I believe in it and I make it my own. And then we start working on the right things to be able to essentially, put the processes and procedures and the right things in place to be able to help them to get to the point where they achieve success. So that's a little bit about me. And I don't want to babble on too much if necessary. I think it's amazing. And I think especially in today's climate, in today's world where the change is happening so fast, there seems to be this quickening.

A lot of people find themselves either, you know, constantly. or maybe circumstances beyond their control, finding themselves in positions of uncertainty, leaving someplace that they've been for 10, 20, maybe 30 years. Maybe they just got caught up and like, I can't do this anymore. It's killing me. You know,

and to find someone who's done it and not only done it, but is familiar with what it takes to embrace uncertainty. Like, that's what I'm hearing. And like, it's tough to do when you're coming out of something that you've done for so long, especially in the changing dynamics of the market, right? Maybe how do you like let's say someone comes out of a job and they're like you know what Amanda I'm really good at this I have this idea I've always had it I've been working on it now as the time like what are some steps that you go through with that person to really form a bond with it. Yeah. So it's a great question and it's funny because I'm actually working through this right now with one of my very my husband's like high school best friend. So so really what's. takes place and I tend to see this happen a lot right so you essentially are

working inside a big organization you've always had this idea you've had this like under underlying concept of like hey I think there's a better way I think that something out there it should come to life and I just I don't know like I don't know if I'm ready I don't know if I and then all of a sudden they have to do a reduction in force and your name's on that list right and you know it kind of forces your hand. It's like, what, what do I do now? Like, do I have four week severance or I have three months severance and, you know, do I take the time to start building and how do I go about that? So, and even for the business owners that I start working with right now that have been really

rooted in their business for three to five to seven years and they're like, okay, I've got something, but now I need to take it to the next step. The first thing I do with anybody that I talk to is I start back to the why. So it, and I do feel like sometimes people talk about it and it kind of gets glazed over. And sometimes you might just need that one person to be able to say that one thing that like your vision really starts to click. But I can spend probably upwards of two to three hours with a client of mine or just a good friend and just say, okay, tell me why this needs to happen.

Tell me why this has to change. Tell me what is fundamentally wrong with the process, right? There's so much time where we come up with these like hand statements of like why we're going to be the best and amazing. And you have these like vision statements that are like 16 paragraphs long. And they're not memorable and they're not repeatable. And oftentimes when we lose sites, when either our business gets super stressful or we have to start coming up with new approaches or we just have to step up and start walking on fire,

you kind of have to remember that like short and sweet purpose, right? Like what do I want to do? Like, why am I doing this? Why am I not just going out and getting another job that I could, you know, just collect a paycheck and possibly create this process in the back end and, you know, why is it important? So the things that I ask people to really start to remember back to, to whether it happened two weeks ago that you got laid off or whether you started your business

seven years ago is I really asked them to reconnect with that feeling of why this business or service needed to come to life. What was the fundamental flaw? What was the thing that you kept seeing? So for my business, I just kept seeing over and over again that I was working with small organizations that their businesses, their verticals were very siloed, right? So because of startup organization typically doesn't have a ton of structure, right? You have this solopreneur or a group of core four and they all kind of go off and they all do their own things and they don't really talk

to one another, but you start creating something that's worth something. And then you're like, okay, well, we need people in order to scale. So I'm just going to throw a marketing person over there, but I'm not really going to talk to marketing. And I've got these salespeople and they're going to be kind of cool. And we're just hope that they just bring us business. And then from a fulfillment side, you know, in operations, like we're going to have a process, but we're not going to really talk to sales in any way, shape, or form, right? And that's what I fixed.

I just fixed communication layers. I always said, I built the bridges between these organizations that, like, if sales isn't communicating to marketing and marketing isn't communicating in lockstep with what sales needs, you're going to have messaging that's not going to resonate with what sales has to present. And if sales is able to close things, but they're not able to talk to operations and really help them understand what they need to deliver, you're never going to have client retention. You're going to lose your clients, right? And so like startup organizations for me, I'm like, I can see where essentially we've just continuously rinsed and repeat these silos because most core for or startup founders, they,

can work and wear 17 hats. When they start adding in their resources, they're adding in resources that are typically working in a nine to five very structured, structured environment, right? So the 5% that's founding the company that I've always worked in startups and know how to work independently and can bring unique ideas to the table isn't the 95% that they actually build into their business, right? So like I ask people, I'm like, go back to that very beginning,

go back to that reason why you're like, this business model, then I'm bringing to life is important and needs to be in the forefront of people's attention, right? The second thing is I tell them to get angry, right? I tell them to go back to the reason why they're like, I'm no longer going to apply for another job and I want to be my own boss and I want to take this risk because there has to be passion behind it, right? If you create a vision statement and you create a purpose that really does not connect emotionally with, you know, you know, you're going to, like something that speaks to your soul, you're never going to be able to inspire your team members to follow along with that vision or that passion. Or when funds get tight and you just need to say, hey, I need you to hang on for like three more months at a lower salary so we can make payroll.

They're not going to be invested in it, right? So you want to really be able to, number one, stay as intimately as connected as possible to what your vision statement is. And then secondarily, you need to make sure that it permeates your organization. You need to know that you can really stand in front of your entire team and lead them based upon what that vision is and that they all believe in you, right? Like they'll follow you blindly because they're like, man, this girl or this guy is just so passionate about this and they believe that it's there and they believe in me as part of that puzzle that's going to make it happen. And if you can do that and you can create like this little army that's following you based upon essentially what your fundamental belief was, whether they were there with it or not, you know, you're going to have an entire successful engine that's going to help you progress your business forward. So I personally, I feel like that's the most important part. And when you can figure that out and you can make it repeatable and make it memorable, it really helps your organization and your business to thrive.

it's really well said and it makes me think of so many founders or so many people with a vision and they translate that vision into reality like on some level you almost have to fall on really hard times because that's the catalyst for it like you should be either angry or

crying you know but like that and when you get to that point like hopefully a bell or something clicks and it's like okay that's the passion you need in order to make it success like you have to go there in order to get here. Like, that's the only thing that's going to drive you there is this unwavering passion and energy to be like, not again, this is for my family.

And, you know, sometimes there's that question of like, you're not, you're, what about your family? You're like, yeah, I'm doing this for my family. Like, this is the only way I can do it. You know, you're like, you've got to understand that like you'll never live, you'll never live the life you really want without leaving the life that you're already doing. And that's scary for people, right? That's a tough thing to do.

Yep. And when it's truly successful for founders is when you can actually get everybody that has come in to support your business to provide that much risk, right? So like the founders and the CEOs, they're leveraging everything, right? They're leveraging, you know, they're in doing second mortgages and, you know, going through all these things to be able to fund their businesses. And they have so much on the line. But additionally, they're team members that jump in and do the same things. It's like, you know, I've worked with so many amazing companies where the people that I work with side by side, they're just phenomenal people and they could leave and they could get a salary that's 10x what they're getting in these startup organizations, but they believe that something is about to happen that they had impact on, right? And I feel like in any business, whether you're a small business, whether you're a big business, if you can lead by influence and you can say what your impact is and that really truly at the end of the day, right, that's all we want. We want to know that we impacted something in a positive way.

And if we feel that even our smallest bit of activities influenced the ability for us to be able to get to the point where the business got acquired or the goal was achieved, your loyalty to that company is going to be so much greater because you've influenced, Right? Influence, like, did I live? Did I love? Did I matter? Right? Like, that's a big thing, right? People just want to feel like they mattered. And I feel so much too for our younger generation. They've gotten it so much better than what we have. Right. So like we've influenced our younger generation to say, hey, you deserve more and you should create more. And now I feel like they're getting a lot of flat for it. Right. Like they come into an organization and they're like, listen, I don't want to scrub your database of emails. you know, maybe just push a paper here and like, I want to create impact, right? So if you can create impact through your leadership abilities and through casting why it's important to show up and punch a clock and send an email or really just show up every day and do your role,

whatever that role is scripted for you, you'll have loyalty and you'll have retention and you'll be able to get more out of everybody just through something as simple as kind of casting your vision and really staying true to it. I think as we begin to scratch the surface of the world of startups and this world that we have passed on to this next generation, I think what we're seeing underneath the first coat is this idea of something meaningful. What does it mean to live a meaningful life?

And all of us, when you get down to it, a lot of people get up and they work this job that they don't like because they're doing it for their family. But when you look at someone who has a, an idea that's contagious, a founder, a startup. I'm like, this idea of contagion is a way in which we are passing meaning to each other. And like, that's what people love, right? It's like, hey, this person inspires me.

When you think about influence, you think about inspiration, you think about contagion, you think about growth. Like, these are real ideas that are permeating the community. And we need more of them, man. We need more of this young generation to step up and be like, you know what? I believe in myself. And I'm going to, I'm going to test this theory that I've read in all the mythology my whole life that says if you believe in something you can do it why can't you get up

and love what you do like why can't that happen we need more of that and i see you doing that it's beautiful if you could speak to that idea a little bit more no and that's like it's so funny because that's like it's like nail on the head right so so how do you how do you like advertise a business that basically says like i believe in you right so in all transparency the reason why my relationships with my my CEOs, whether they're needing me to come in from a CRO or a C.O. Perspective, the reason why it works is because I believe in them. Like funny story. And it was kind of like one of these like aha moments as I'm watching, no joke, Netflix

the other day. So I'm watching this docu-series. It was a true story. There was a girl who was attacked and because she came out of the system, they kind of painted the picture that she was lying. And unfortunately, this individual went on to kind of attack multiple people in different districts so that way. Hopefully it wouldn't be traced and they were very, very good at what they were doing to make

sure that they kind of covered all of their tracks. And they showed the progression of the individual that was essentially deemed as a liar. and she ended up getting sued by the police for essentially wasting their efforts and lying that she was attacked, even though she wasn't attacked. And you saw her get smaller and smaller and smaller throughout the entire series of that, like, listen, this is the best that I've got. I'm just going to go with what they tell me to do, keep my mouth shut, and, you know, I'll only have probation and I have to pay a $500 fine. and I have to beg and plead to get this $500 fine. And towards the end of the series, finally these two detectives had pieced all of the,

like piece the entire puzzle together. And they had identified that she was actually one of the very first attacks that this individual had committed. And what happened was the, you know, long story short, she ended up getting a massive settlement from the police because of defamation of character and really putting her through this rigourour.

Right? But the whole thing that I kept thinking was is that you saw the progression of being small, small, smaller, smaller, invisible to this point of just having one person believe in her. And when there was one person who actually said, I'm sorry, this happened, we know it happened, and we want you to have the rights that you deserve.

her essence and her being just grew exponentially to the point where she wasn't taking the $5,000 settlement check that they presented to her. They said, no, I think you need to see your day in court now. And she was able to get a bigger settlement from it. And so I just wrote down, I'm like, does it just take one person to believe in you in order for you to be able to take over the world, right? And personally, when I work side by side with my CEOs, it's typically because they come in, they have this idea, they need to scale. They start throwing resources at it in terms of

wherever they feel is best to be able to position and help them scale quickly. But they don't necessarily have that strategic person that sits beside them that's saying, yep, this is possible and this is how we're going to make it happen. And so what I do with my clients, I call them visionaries, right? So they've got these really big ideas. They tend to have a lot of ideas. And they tend to not be able to kind of ground them into a strategic plan. And so my job is to come in to see what their vision is, to understand what the product is, to say, yep, this is possible. And this is how we're going to do it.

And then I ground the organization in the strategy and the next step. So that way we have those people that need a little bit more structure. We might not have everybody in the organization that's used to working in a startup. But everybody knows what their role is, why it's important to succeed in that specific role. and how to measure success. So that way they know that they've influenced the overall success of the business, right? So I kind of, it's hard to say, but I'm like, I'm just a believer, right? I'm that one person that I'm like, listen, you deserve to have this idea come to life.

So let's talk about it. Let's make sure that when you've got the crazy idea that pivots us six ways since Sunday, that it makes strategic sense for us to make the pivot now, or should we wait two months before we do it, right? Yes, for sure, you know, I know you, can go ahead and write that email a hundred times faster than our professionals can do it right now. But unfortunately, I got to teach them how to learn our messaging. And they're going to only learn by doing it if you let them do it. And like, they just sit back and they're like, yeah, you're right.

Yep, you're right. You're right. You know, so it's just kind of like sometimes I'm a little bit of a grounder. Sometimes I'm a little bit of a motivator helping people feel that like somebody sees it, sees me and believes in me and gives me that extra energy and motivation to, you know, know that I can really accomplish anything as long as I just put my, put my mind to it. Yeah. It sounds like you have an uncanny ability to help people translate vision into reality. And people need that. Like they need, because when one, if I see something, does it exist? But if we all see something, it definitely exists. And we need that. We need people around us to amplify, to point to the picture, to point why it works. And it's, I think it's imperative.

So many people have that idea, but they don't have people behind them that believe in them. And then that idea dies on the vine. And so, too, does a little part of them die, right? When no one believes in them, like, it's like a thought. Like, you know, I believe that thoughts are things. And when you have a thought, it becomes your idea. Your ideas become your words. Your words become your actions.

And it just transgresses that way. But it's interesting. I guess, you know, you emphasize surrounding yourself with professionals who share a clear vision. How do you go about building and nurturing a network of like-minded individuals? And how is it contributed to your success? So it's actually, it's really funny. So the models that I use, I surround myself in as well, right? So, you know, right here.

So I personally, I'm like a big pen, paper. I love colors. I don't know why. Like colors just make me happy. But the thing for me, the strategies, that I employ is that first and foremost, I will always use the EOS model. It's the entrepreneurial operating system. And it's essentially written in a book called traction. I don't know if you've ever heard of it before, but it starts off with a vision traction organizer. The importance of that

is to really sit down and be able to understand vision, mission, values of the organization, really what are your three uniques of your business like what makes you different and the biggest thing that I impress upon most of my clients is I'm like hey it's not faster better cheaper it's you like you are the one thing that is the unique component out of anything that's sitting out there let's not forget that and what is that attribute right and then from there you start talking about like really big audacious goals what is your three-year strategy one-year strategy and then you get really super tactical. What I try to do is every 12 weeks you are revisiting this business blueprint. So you're going back every 12 weeks and you're saying, okay, what are the big things?

Like, what is my vision statement? Here it is. What does it mean to me? This is why it's important to me as a CEO. What are any challenges, right? Does my team see it? Can my team repeat that what would be the biggest block blocker to them understanding what that vision statement is right so as a CEO you're evaluating those things almost on a 12-week cycle so I follow a 12-week year because I do feel like every single day especially in the startup world is like it's so fast right you don't have an entire year to make it or break it sometimes you really only have a couple weeks to be able to get to the point where you have enough room to breathe right so So every 12 weeks you want to go back to those things and revisit those things and say, do they still make sense to me?

Do they still resonate? Do I need to change them? Did I learn anything over the past 12 weeks that might make me want to shift or adjust any of the targets that I've had? I think on an annual basis, really sitting down and evaluating your values of your company, right? So my team personally, in order for somebody to come and work with my team, so we are a fractional team. It's not just my IP and then hopefully you can execute all the cool bells and whistles. We have a whole team that essentially I come in, I help strategize, and then my team is the executor of all of these things.

And so truly when we're talking to anybody, it's like we're the best, the best. You're getting a fractional resource at a fraction of the cost, but you're getting maximum output. So it's just easy, right? It's easier. you don't have to think about it. You don't have to worry about bringing the person up to speed. Like, we're getting there for you.

And that's one of my values is that, like, I want to confidently know that any time I pass anybody to any one of my team members that they're like, they're blown away. They're blown away by the ideas. They're blown away by the recommendations. They're blown away by the results. So that way, they can get to the point where they're like, okay, it's time for me to get a full-time resource. And so I feel like as if if you're not constantly reminding yourself and rooting yourself

in where you want to go, you often lose sight of that. And that's where from a visionary perspective or a CEO perspective, that's sometimes where I really help ground people is that because when we get to the point where financial resources are constrained, you're not getting the investors knocking down your door that you expected to, or you got all the way to the point of signing paper and then you're you never heard anything back and you were like, I was so close, holy crap, what am I going to do now? What happens is then they just start to say, okay, I need to do this. I need to do that. I need to do this. And it's that tyranny of the urgent, right? They're pushing you in so many directions

to be able to get that next dollar in the door. And sometimes it's just a matter of saying like, okay, let's go back to our roots. Let's go back to the point of where we started from. What do we want as a team. Does it make sense? I often use the example of that's it's used in the book traction and it's like a simple and easy example for me. Right. So they talk about your niche. And really like what do you want to be the best at? Because that helps build your vision. And it helps to also keep you grounded when you get into that like panic mode of like I have to bring in revenue today and I don't know what to do, right? So they use an example that Orville-Ridenbacher is, they've used this model and their niche. So the one thing that they want to be better at than

anybody else is popcorn. It's so simple, right? So if Orville-Renbocker sees that their revenue starts to dip and the CEO comes back and says, okay, well, I'm going to start, like, I want to start buying cattle and I think we need to do this and that. And like really the second of command, anybody in the organization can say, how does that relate to popcorn? And it really just brings you back and it grounds you. Right. So you have to have that grounding mechanism. Either it's a person or it's a statement or it's an understanding of like when I feel to the point where I need to pivot because I'm stressed and beyond control, like what's the one thing that's going to ground me? And really understanding what your niche and what you want to do better than anybody else helps you kind of

avoid that tyranny, the tyrannical, tyranny of the urgent kind of curvy road that, unfortunately, it's a real success and it postpones any real growth because any project your team was working on, they have to stop, pivot, and try a new project that you might just pull out from underneath them in 10 minutes when the next emergency arises, right? So helping establish that and really staying connected to that and having your team understand that connection helps you really stay continuously focused on how do you get to the bigger goal. Thank you. It's really well said. And I admire the background and understanding a little bit about how the idea works. My next question has to do with just this idea of fractional. You know, fractions can be big numbers. Fractions can be small numbers.

Maybe you work with someone for a long time. Maybe you work with them for a short time. And also on some level, it seems to me that fractional teams like yours are really creating a new way in which streamlining great ideas for communities can be incredible. Because you can go and work with, maybe you work with one founder for a month and they get it. That's whatever their goal was. Maybe they needed you for that time. You mentor them for a month, boom, they're good. Maybe you work with someone else for a year and you mentor them. But your team is constantly being nimble and moving throughout different communities and you're learning along the way. Maybe you could speak to this idea, this wave of fractional,

maybe your team specifically, about what you guys are learning and how it's radiating out into the world as a positive thing. Yeah, so for us, you know, I feel like the world's gotten a little bit jaded by what consultants can do, right? Because everybody's like, I promise you the world. And, you know, whether the center. between the individuals just didn't work out or whether the solutions they presented were not the right solutions or whether the ROI just wasn't there. The premise for our business is truly that we're going to pass our IP to you. We don't want you to use us for the rest of your, like we want to work ourselves out of the job.

Like that is our primary goal, right? because if we do our job well, you should be able to scale to the point where you need a full-time asset. And that's where we kind of were like, okay, we did our job. We showed you the right things. And now you're scaling to the point where you're exceeding next steps. And I think that's the difference between my organization and other fractionals. So we do offer really budget-friendly solutions, right? You can retain us for as a minimal as 20 hours a month, which is five hours a week, you could do a full part-time engagement, right, where you're 20 hours a week, 80 hours a month of just having an entire team permeate

your organization and be able to help you progress it forward. The goal for us is to be able to understand, number one, your messaging, refine it to the point where it's truly hitting the target audience that you need to be successful, to be able to, to build enough of a pipeline so that way you have the right processes, you know the right target audience, you've taken your product, if you have a product or your service, to that next level so that way you're really understanding what your market value really is, and then being able to deliver on those results. So for us, we deliver like a 90-day ROI. So we establish new goals every 30, 60, 90 days.

We have a unique set of targets that our team is supposed to be responsible for hitting. And then after every 90 days, we will come back with a new set of targets. So we are really goal based and goal driven because we want to constantly show you what we've done to progress your business every 30 days. Like it's not acceptable for us to stay in one place. And if we do, there's a very specific reason. for that and we're able to kind of provide you with that information. The next piece for us is because we understand your business so intimately, because we were part of your team, we then do

essentially values-based interviewing to be able to find the right people that would integrate well with your team. You don't just want an individual. You want somebody who operates off the same value system, right? And that's going to blend well. That's going to see value in the the output of what they're able to provide you. And then from there, with the processes that we create, we create standard operating procedures. We create training. So we do video training that then goes into your library.

So that way, in the event that the resource doesn't work out, what you're able to do is then they have a full training library that's conducted by us that's still there that you don't have to really get involved in once we've exited stage right and now you have full-time assets. there. And I think that's the piece, at least that I've seen for my clients that have, it's built that peace of mind. We've had clients, we've had clients for five years. We've had clients for six years. And in some instances for those clients, they wanted, they didn't need a full-time asset. They've, they know that it's a part-time position that would never really need to

scale outside of that, but they wanted to go off and start a secondary business. So they've given us really keys to their kingdom to operate and run their entire organization off of very limited hours so that way they can go and build another empire somewhere else. And on a weekly basis, we give them an update on how things are going. There are any major fires that need to be put out. They're being called in. But really, they're just, they're just a CEO, right? But they're just, everything else is happening, running, and functioning the way they want it to be.

And we're doing, we're moving all the cogs for them, right? And other institutions, you know, they're getting to the point where we're scaling to the point where we're like, okay, listen, guys, like, we love you to death. And we know that you love us and that things have worked really well. But like, I think it's time for us to kind of start exiting. And usually when we push that, like usually we push the exit because it's getting to the point where the demand for us will be too great. for us to be able to support growth for any other client. It's really well said.

Can you give me an example of a relationship that you really admire? That's a big question. I know. It's a good one, though. It is a good one. If I had to sit at the relationship that I would really admire, it would be the one between myself and my 18-year-old. because I've always been a great communicator.

My EQ is pretty big. Yeah, like it's pretty big, right? Of course. And so I feel like I've always prided teaching my children kind of the value. Because it was instilled in me when I was younger, right? My father and my mother, like our foundation of our household was really just based on communicating. Like you just communicated until the cows came home and that was what you did. And so I transferred that education to our children.

But then watching my daughter go through some really challenging personal journeys of her own, watching her educate me on how I can even elevate my EQ on top of like the tools that I gave her and then the tools that she learned through her own journey, and then the respect that we have with one another from a communication perspective is probably one of, I always say it's one of my greatest success stories, right? It is like put a fork in me, I'm done. I'm successful with how that's all worked out. I mean, she's still a teenager.

She's still sometimes, you know, doesn't make the best decisions, but like I feel like grand scheme of things, like that relationship that we have and that ability to be able to trust one another with just valuable information and how to communicate has taught me even further how to transition that with my team and my business. And I do feel like at her young age, she feels as though she has a greater impact. And she's meant for something greater today, not really knowing what that is yet, but I know that she believes that there's something great for her. That's next step.

That's wonderful. Yeah, thanks for answering it. I think it's a great way to. I walk you right up to the 11 o'clock hour. Before I let you go, though, first of all, thank you very much for your time. I really enjoyed it. We should talk more. I think we just scratched the surface of it.

But where can people find you? What do you have coming up and what are you excited about? Yeah, so you can find me, streamlinegrowth.net. That is our business page. You get to see kind of the full landscape of our team, all the services that we can offer. And, you know, coming up, I'll be, so it's so weird because I work with so many different clients.

I go on the road with my clients and I operate and I stand and I function in a room as them, right? So I'm headed to Pittsburgh. I'm going to be going to North Carolina in a couple weeks doing some panel discussions. Yeah, so lots of different things, but just for different businesses. So if you're interested in catching up with me at any of those locations, let me know. And really just excited for what 24 is about to present, right? I've been doing a lot of manifesting in the new year and really just casting my vision for what's next and putting a lot of my limiting beliefs behind me so that way I can focus and really invite in everything that is

supposed to be in front of me. And so I think it's all next, right? It's all just driftwood and I'm picking up the little pieces here and there. Meaningful. I love it. Ladies and gentlemen, hang on briefly afterwards, man. I'll talk to you just briefly afterwards. But to everybody who got to spend some time with us today or when you're ever listening to this, go down to the show notes. Reach out to Madness. Check her out. She's incredible off the charts. Her EQ is it'll blow your mind just to talk to her. Thank you so much for being here, ladies and gentlemen. I hope you have a wonderful day. That's all we got. Aloha.