Fractional Client Success: Retention That Drives Growth

00;00;02;16 – 00;00;23;00
Speaker 2
Welcome, everyone. To the fractional operator. I’m your host, Mike Nelson from hourglass SaaS. Hourglass software. You know, one of the things about hourglass when we’re building it is that a lot of software on the market. And I would go as far as to say most software on the market forces you to adhere the way that their, software works.

00;00;23;00 – 00;00;45;17
Speaker 2
So it’s like you have to change your processes to use your, their software. For hourglass, we actually made it pretty customizable. So instead of you changing your business for the software, you can actually change the software for your business. Give us a, you know, give us try. Check us out at Hourglass Satcom. And without further ado to our guests, Tim Tim Johnson, how are you?

00;00;45;19 – 00;00;48;25
Speaker 1
I’m doing great today. Thanks for, let me come on your show.

00;00;49;01 – 00;01;07;19
Speaker 2
Yeah, absolutely. Absolutely excited to, talk and allow our listeners to hear about what you do. It was interesting in our conversation, the term co-CEO was not one I had actually heard of. But that I looked it up, and it is. It is a thing. Right.

00;01;07;19 – 00;01;23;14
Speaker 1
So, it is it is a thing that I. Well, no one thing, I guess you have a pretty you actually know, to the to the C-suite area. Yeah. And, actually, I’ve kind of coined myself as a client success leader, just so I don’t, you know, step two is how I work with some calls, and.

00;01;23;16 – 00;01;46;00
Speaker 1
Yeah, I don’t want you in their territory, so. But as a leader, I’m coming in, and you’re showing them that. Hey, I’m here to help out. I’m here to, you know, come in as a specialist to help out in areas I’m okay and work with. But, yeah, I was actually thinking, I interesting you said that because my introduction to it was with a CEO and we were talking about a consulting project and it’s like, man, you know what you talk about.

00;01;46;02 – 00;02;02;08
Speaker 1
You ever thought about being a fractional and hadn’t heard the word before? So I’m sitting here on my computer going one, we’re all the effects. I’m going, yes. What’s your thoughts on that? You know, it’s like try and figure out that it’s just a fancy word for, you know, coming in and helping out, you know, part time.

00;02;02;11 – 00;02;22;12
Speaker 2
So yeah. And that’s, we, I think Bill Tansey and I discussed it when he was on the show and, and maybe, maybe Todd Bailey as well. The, the fractional is like the newer, the newer term for us folks that are, working for multiple companies and maybe doing it part time or doing it as independent contractors.

00;02;22;12 – 00;02;32;17
Speaker 2
But we used to call the outsourced, right. It used to be the outsource, CFO or CMO. And now it’s fractional. And fractional is a lot cooler, to be honest with you.

00;02;32;17 – 00;02;39;15
Speaker 1
So that’s actually fine because I explain it to my wife that way. I’m like, well, it’s the cool term, the cool kids, you know, coming in and helping out.

00;02;39;17 – 00;02;53;24
Speaker 2
That’s right. So do me a favor real quick. Just because we did mention it, the term Co, can you kind of give a little definition and then we’ll move into actually how you work with companies and what you do and how you work with CSOs.

00;02;53;26 – 00;03;16;07
Speaker 1
Yeah. So, of course it’s main things to every group, you know, you guys send people what it is and you get 15 different answers. But really what it comes down to is it’s that post-sale, group that’s really handling the climbing. The real intention of it is we’re coming in and we’re the voice of the client back into the organization.

00;03;16;10 – 00;03;39;03
Speaker 1
But what also is the organization is that connection point, and what it should be to is to the executive level. And there’s a couple of different flavors of it. Mine’s kind of a strategic client success, whereas you have have a normal one, which is, you know, more, I say in the SaaS world because it kind of came from that, that area because you had sales team, you had a service team, but no one really helping that customer.

00;03;39;06 – 00;03;59;01
Speaker 1
With, with the software. So it kind of push from that. And then now it’s kind of grown outside of SaaS into what I call a strategic, which is where I am at, which is really getting with that economic buyer. And it’s understanding their needs. Because the biggest thing with this is the fact of if you want retention, you have to know what the client’s value is.

00;03;59;07 – 00;04;12;24
Speaker 1
You have to know what their outcomes are, and you have to know how they’re measuring. And that’s what a lot of people don’t do. They they can’t understand objectives and stuff like that, but they really understand how are they measuring, how is that leader? And I work a lot with enterprise. We kind of talk about that a little bit.

00;04;12;24 – 00;04;31;05
Speaker 1
But I work with enterprise and they’re coming back and they have to go to their board and their leadership and say, hey, this is this is what I spent and this is what we got from it. So you really have to sit down and have that conversation with them. And sales really doesn’t do that because once they sell them, they’re they’re off on somewhere else, you know, account management, they do some of it.

00;04;31;11 – 00;04;48;03
Speaker 1
But really what happens is they’re just try and get to that next sale. So they’re going to fix things to get to that next piece. So this really kind of focuses that customer understanding what their needs are, what that value is, what those outcomes have to be, what those measures are, and then bring that back to your organization and make sure they deliver that.

00;04;48;06 – 00;04;55;02
Speaker 2
So is is is Scott Chief Client Officer Chief Customer Officer maybe a little bit of both teeth?

00;04;55;04 – 00;05;29;17
Speaker 1
Yeah, I’m your SaaS. I’m going to have a chief customer officer, on the you know, the non SaaS has become more of a chief client officer. The role is also adjusted down to being everything, on the sales side. So you do have the customer success team, you’ll have an implementation team, you’ll go into, you know, some of them can be even over, this service team, you know, as the operations is to close, like, get rid of, you know, this part of the operations, you know, it comes into that, that area and it comes and falls under them.

00;05;29;17 – 00;05;36;04
Speaker 1
So they can actually take that piece to if you’re going up to like a C-suite and a large organization.

00;05;36;06 – 00;05;50;08
Speaker 2
Well what kind of problems do you see like with, with folks that maybe don’t have a CEO and they definitely need one. What are some of the signs or symptoms or problems that crop up because they don’t have this in place.

00;05;50;11 – 00;06;11;08
Speaker 1
Yeah. You know that a big thing with that is again, that focus on that client and what happens is you kind of get lucky. I mean, really what it comes down to is that retention piece, it really starts impacting that because you have to have someone that’s focusing on that. And what a CEO can also do is, you know, as you’re working late, you’re understanding what the ICP is.

00;06;11;08 – 00;06;35;04
Speaker 1
You know, really, what was the ideal client profile? And what should you be going after and helping sales define what that is. So you’re getting groups are coming yet like when call paying for churn. You’re not pushing that. Also coming in and looking at your market, you know, the fastest way to grow and the most profitable way to grow is with your, your current client base.

00;06;35;06 – 00;06;54;19
Speaker 1
So CCL should be coming in and looking at that and saying, all right, we’re sitting down and having these conversations with our executive buyers, the ones who had the money. They know where the company’s going to and they want to go here. So how do we develop a product that that works for them? You know, with that, first of all, you already have a defined market.

00;06;54;27 – 00;07;08;03
Speaker 1
You have someone who says they have a need. And now we’re going to develop something that’s going to you fill that need. And so you’re going to come into that instead of going out and saying, hey, let’s break into this whole new market, which we don’t know what anybody nobody knows us, and we’re going to bring this great product.

00;07;08;05 – 00;07;27;08
Speaker 1
Now let’s go into where our clients already are at and what their needs are. Develop an associated product that would go with that, have them already lined up. I mean, you know, the the teams already building those groups up and saying, hey, when we get this, is this a price point? What’s going to be working at and looking at yellow do, and where is those budget dollars going to be spent?

00;07;27;08 – 00;07;53;09
Speaker 1
And will you spend money on this? And when you get that I’ll put together. Then you can go and jump into that market. You’re already profitable because they already know you. They’re not going to be kind of pushing you down like they do with with new sales. You know, you already have the, the agreement that this is a need for them and you’re moving that forward and you can open that market up, and then you’ll give it to the marketing team to go and say, okay, now push that out into the rest of the, the stratosphere in order to be able to get more clients, in that realm.

00;07;53;09 – 00;07;58;01
Speaker 1
And that how she helps you develop that develop at a profitable way.

00;07;58;03 – 00;08;29;07
Speaker 2
That’s interesting. So you’re you’re you’re not just involved in, in, let’s say, the retention side, but you’re also getting into the new market development as far as identifying other, you know, let’s call them verticals that are, adjacent is adjacent. The word I’m looking for. Yeah. Contiguous, with services like other things that you could easily sell your current client base without having to reinvent your company, so to speak.

00;08;29;09 – 00;08;45;02
Speaker 1
Exactly. I mean, we touch everything. I’m. I think about everything that the client needs to deal with. We deal with, on that. So, I mean, I mean, we can just run down a litany. I mean, we work with finance, you know, so working with the CFO. Okay, how are we going to make sure that we’re getting payments for everything?

00;08;45;02 – 00;09;08;28
Speaker 1
And, I mean, I came into one group and they had, what is it was about 17% of of the clients were not paying their bills. I mean, we’re we’re past 120, on that. So, but what I found out was that was a billing issue. We were actually the group was actually doing billing with a spreadsheet.

00;09;09;01 – 00;09;11;16
Speaker 1
And if you don’t like spreadsheets and those are.

00;09;11;18 – 00;09;12;27
Speaker 2
Not like spreadsheets.

00;09;13;04 – 00;09;26;21
Speaker 1
So they they literally did not have an automated process. And this is $130 million company. Oh, my God, they’re processing bills. You know, by essentially by hand with, with an Excel spreadsheet.

00;09;26;23 – 00;09;56;17
Speaker 1
So clients weren’t getting a bill. They’re, they’re arguing about their bills, are having problems with their bills. They couldn’t understand their bills. So, I mean, I came in there to it was a customer satisfaction issue. So, you know, we we wanted to drive that and get those those bills paid on a time basis. So we actually worked with the team to actually get a automated system in there so that we could actually put out a professional looking bill and get it put out on time and understandable and how they are, the customers start paying on it.

00;09;56;19 – 00;10;14;14
Speaker 1
So working there, I mean we work with product, and how to bring things in that the customer. Why. Because again we’re sitting with them talking about where they want to go, what they need to have, and driving that forward. But with product, I’m always hand in hand with sales. There’s a, there’s a key group for me.

00;10;14;14 – 00;10;33;21
Speaker 1
I mean, my best friend is as a CRO, and I want them to be, you know, have I be their best friend also? Because it’s really hard in my group, you’re getting people coming in from, either they were in the sales, like me. My background. You started in sales, but, you know, kind of got rid of it, done with that and wanted to go do something else.

00;10;33;23 – 00;10;53;01
Speaker 1
So you’re moving to that realm. And also we get a lot of people from service that come into the organization this way. So come into the, the CS team. So we’re not really always the greatest closers, but we are great bird dogs. Then, you know, we can get in there, especially if you’re talking like my groups that work with large enterprises.

00;10;53;01 – 00;11;20;05
Speaker 1
So I work with, you know, hospital systems. So, you know, not just your local hospital, but who is who was with that entire hospital system in the 1819, maybe 50 hospitals that they deal with or work at corporate level to say, all right, well, it works here. Let’s start bringing into these other organizations. And you’re having that conversation of where you need to take that too, so we can find that out and do what we call skills, which is a, you know, qualified lead.

00;11;20;07 – 00;11;33;27
Speaker 1
So, I kind of look at it as the fact that we’re kind of a play center, you know, we’re catching the ball, we’re putting our spin in it and have it just right so that the, the, sales team can kick it through the uprights. And it’s a great win win for us because we figure it out.

00;11;33;27 – 00;11;50;22
Speaker 1
We get it. My team gets bonus off of that, and then the sales team gets it and they get commissioned off of that. The CFO is happy because we’re not double dipping on payments. And we can really get in and have those conversations that sales team can’t have because you go in to a salesperson, they’re like, okay, we’re just trying to sell them.

00;11;50;24 – 00;12;03;07
Speaker 1
I’m coming in and say, hey, how can I help you? What what do you need to have next? What’s what’s happening next quarter? Next year? What do you need to do to elevate yourself to that next level? And how can we bring that to you?

00;12;03;09 – 00;12;20;25
Speaker 2
You know, that’s a kind of an interesting segue. We’re in the where I wanted to go next, which is is talking about how you work with your clients and kind of your business model a little bit. I’m always curious to hear how people are doing the fractional role with other companies now. And you just mentioned something about, commissions.

00;12;20;25 – 00;12;28;00
Speaker 2
So do you have a structure in place so that you actually get paid if what you’re doing is working for the company?

00;12;28;02 – 00;12;49;09
Speaker 1
Oh, yeah. That’s part of now, what I do is I and I’ve worked with all my sales teams, as we, as you put things together. Yeah. I mean, I have my team bonus off of now. My team, customer success side is works off a bonus. So we have a little bit higher salaries and a little bit lecture extra or not so high of the of the extra pay.

00;12;49;09 – 00;12;54;16
Speaker 1
Whereas, you know, a sales team, they have low salaries and very high commissions.

00;12;54;19 – 00;13;17;20
Speaker 1
So what I do is I work it off a bonus and we again, we structured off of I mean, one of the highest things that I have bonus is again, that that understanding of the customer value outcomes and measures. I mean you have to have that. I want that in my data so I know exactly what’s going on because I’m going to be using that again, driving markets and pushing that forward.

00;13;17;22 – 00;13;34;24
Speaker 1
And then then they have it off of, you know, their, our customer satisfaction. Satisfaction is it was always a key thing. But it’s really not because happy customers leave all the time if they’re getting value. You know, I mean, you can’t be a jerk, but you know, you can you can have a lot of bad things happen.

00;13;34;26 – 00;13;51;19
Speaker 1
And if you’re giving them value, and especially if you’re on the, you know, you’re on a revenue side and you’re generating revenue, you know, you can, you know, a lot of things when you’re giving them value and driving revenue. Not that you want to invest, that you know, where you do business, but you do have a lot more leeway when you’re doing that.

00;13;51;22 – 00;14;10;26
Speaker 1
So because that first part is understanding that that customer value piece and driving that. And then of course there’s there’s our a metrics that we have to make sure that we’re doing the things for the for the client. But the interesting is a lot of people report that back to the, the client. Oh look at this. We have you know, we we had the lowest amount of tickets this month.

00;14;10;29 – 00;14;31;04
Speaker 1
You have the highest satisfaction. You know, your NPS is here. I looks at you like, okay, great. I expect that that’s what I’m paying for. You know, what did you do for me to lower my costs, you know, increase my revenue or drive business into my other clients. And that’s the conversation that you need to have. So we drive off of that, but make sure that we’re doing everything.

00;14;31;10 – 00;14;42;24
Speaker 1
Yeah, we’re the things are working. A lot of times see us takes on the role of, of, customer service, but I really push my team not to do that. No use that service team. Have them do the fixes.

00;14;42;27 – 00;14;44;10
Speaker 2
And,

00;14;44;13 – 00;15;00;10
Speaker 1
You know, make sure that they’re coming in and and holding up that end so that you’re having the higher level conversations with the client. And then, you know, we bring them in, we bring in your top clients and you and you have conversations with them about where they’re going so that you can start driving the models towards that.

00;15;00;10 – 00;15;10;13
Speaker 1
So you’re driving not only internally looking at where you can come in and get business, but also where you can grow that business and what new solutions you can bring it.

00;15;10;16 – 00;15;36;13
Speaker 2
So when you are working with organizations, I know that you said primarily enterprise level, size companies. What is the process look like for you to come in? Because, you know, to me like that onboarding is sometimes some of the, maybe, maybe clunky post or maybe just like, you know, because you have to go in, you have to learn the organization, you have to get familiar with who they are and what they do and how they do things.

00;15;36;13 – 00;15;52;22
Speaker 2
Before you can even start to make recommendations on things. What does the process look like for you to you have a new client, you’re bringing them on and you’re engaging with them, and then you’re you’re, you know, really getting into the, rolling up the sleeves, so to speak, and get work done. Yeah.

00;15;52;24 – 00;16;12;19
Speaker 1
Yeah. So that, I mean, even for the customer themselves, I mean, onboarding is key. I mean, I always say that the, the renewal starts at onboard. Because if you don’t onboard well you’re pushing the rock up the hill the whole time with them. And there’s, you know even when things are okay they, they don’t like it because they’ve, they’ve had that bad experience.

00;16;12;19 – 00;16;31;29
Speaker 1
So you definitely want to have that that good onboarding bringing them on smoothly. One thing that I have to watch out for that I work with it, especially on myself, is making sure that I’m not jumping to conclusions because, you know, I I’ve done this so many times, I pretty much know what the problem is going to be and how to solve it.

00;16;32;06 – 00;16;54;14
Speaker 1
Now. How we do it in that organization is always different. But, you know, coming in and, you know, having customer issues and having retention issues or having separation issues, I usually see the same things over and over and over again. But I have to I kind of have to hold myself back and be like, okay, let’s hear what they’re doing, you know, see what they’ve done, understand what they’re going on.

00;16;54;14 – 00;17;13;14
Speaker 1
So, you know, my processes after we’ve kind of talked about it and had a initial conversation, does this make sense? We really wanna start moving forward and we kind of have a brief 30 day call about like again, value outcomes. It’s like a value outcomes definition. Hey, we’re going to come in and we’re going to IDD the problem.

00;17;13;21 – 00;17;29;05
Speaker 1
Because a lot of times a customer will say I got this. It’s like you’re going to the doctor, oh doc, I got this. He’s like, yeah, that’s a symptom. You have the sniffles. We have a you know what is causing that? It’s kind of the same thing here. We have the IDD. What? The real problem is not just looking at the symptoms.

00;17;29;08 – 00;17;46;04
Speaker 1
And so we really understand what that is. Looking at what that value is. Okay. What this is, you know, now we have this defined as what it is. How we gonna get value from that? And then what do you want to see happen from this? Are we looking at just, we want to just have, you know, the retention piece.

00;17;46;04 – 00;18;10;15
Speaker 1
I mean, I came in, with one group, and they had, they already had about four clients that had, already left and and left the company. They had about what we have we had about nine left, that were on, renewals and, you know, and I had come to understand why that was, why would you want to dropping off.

00;18;10;17 – 00;18;25;00
Speaker 1
What can we do to these. How do we save those and bring those on? So, you know, you coming in and understand that. And what does that outcome will we want to have all nine. Well luckily we got all nine. But was a lot of work and a lot of drive and a lot of like change management that we had to do to make sure that we were taking care of clients.

00;18;25;07 – 00;18;41;28
Speaker 1
So understand those outcomes. And then again, like I’m saying, we look for with the client is one of those measures. How am I going to do that? What are we going to measure? How am I going to measure my ROI and what I’m going to bring back to you? We can do that. Now. Bring forward is the you know what our our working a B and then, you know, we can make a decision.

00;18;41;29 – 00;18;59;12
Speaker 1
We’re going to move forward from that. You know, does that make sense. Move forward. Am I going to get you the ROI that you want to have? Are these things that, you know, I mean, I can come in sometimes and be like, you know what, you guys can solve this yourselves. Do this, this, this and this, and and you’ll have this taken care of.

00;18;59;15 – 00;19;14;19
Speaker 1
And at other times it’s like, you know. No, you you really need to help your, you know, this this makes sense for us to move forward. And I want to do a job for someone that is not going to really produce from because, you know, as, as you know, we all want to have that referral coming back, you know, and you and you live on that.

00;19;14;19 – 00;19;31;09
Speaker 1
So especially mine because mine is kind of a, a rotation. You know, I get I get client, we solve it and they move on or they bring you know, usually a lot of times what happens is when I’m done, they’re bringing someone on to take it forward and move out, you know, going forward and then maintain that going on.

00;19;31;12 – 00;19;38;06
Speaker 1
But there’s always other things that I can fix for them. So I want to make sure that it’s good, it’s moving forward. And they’ll bring me back for their project.

00;19;38;08 – 00;19;43;28
Speaker 2
Yeah. And you really working yourself out of a job sometimes it’s kind of it’s kind of the objective. Right.

00;19;44;00 – 00;20;09;12
Speaker 1
My mind specifically is a is a work myself other job because one I love to build versus maintain. So I even in my own personality, I don’t want to sit there and slog through maintenance all the time. I like to go in and figure out what’s going on, what’s broken. I mean, I actually have a Christmas tree with, my my ornaments, mister, fix it, you know, I mean, it’s it’s it’s part of my DNA, I guess.

00;20;09;14 – 00;20;26;05
Speaker 1
But then also when we do that, we move forward. We’re actually doing monthly recaps with that engagement. So where we’re at our, you know, where we’re at and solving it, you know, and we’re constantly moving that forward. So I’m currently always earning that next step and moving through the process that we may look at. Hey, this is a, you know, seven month project.

00;20;26;05 – 00;20;44;05
Speaker 1
This is a ten month project. This is six, 16 months to get this done. And now we’re always moving that forward and having that check piece and moving that forward. So we make sure that everything is engaged. And also for me to help get to them and say, hey, I’m not getting this. You know, we need to be yeah, we need some more push on this to, to make this move forward.

00;20;44;07 – 00;20;54;08
Speaker 1
You know, because you get into an organization, you always have to deal with those, those organization issues, and what they’re dealing with also I’m on the inside.

00;20;54;11 – 00;21;14;27
Speaker 2
It it’s interesting because, you know, as you were talking, it was making me think about how you identify, the problem. And in some cases, it’s not a huge problem. You just kind of give them a quick like, hey, like, you can solve this with if you just do A, B and C and that it reminds me of what we call internally the the gap conversation.

00;21;14;29 – 00;21;31;20
Speaker 2
It’s identifying where they are and where they want to be. And if there’s a huge gap, then obviously there’s value in bringing us in to help them, you know, cross that gap. But sometimes it’s just a real small gap and it’s like, hey, like you can just do these two things and you’re good to go. You don’t need to hire us to do that.

00;21;31;20 – 00;21;47;00
Speaker 2
But, but what also sounded like, though, is that you spend a lot of time quantifying that gap so that you can really see the difference in and change as you go through your timeline. Is that fair?

00;21;47;02 – 00;22;13;20
Speaker 1
Yeah. Because, you know, a lot of times I’m coming in where the company is really transitioning and they’re they’re getting away from that. You know, that that early adopter stage, that, that startup stage, and they’re moving into that early, what I call early mid-market. You know, they’re probably crossing somewhere. And, yeah, I mean, my target groups are anywhere from 8 million to 80 million not in revenue.

00;22;13;22 – 00;22;39;20
Speaker 1
I’ve done some that like the one that’s 130, I mean, so I’ve done some they’re larger, but yeah, they really did have a team that was placed in there. We were kind of starting up that team to to take care of that. The really my sweet spot is around there and they’re, they’re moving to this, you know, when you start out and you’re, you’re a startup, you know, you’re you’re you’re working like people, you know, you’re bringing groups and they, they know you.

00;22;39;20 – 00;22;59;01
Speaker 1
There’s you’re sticking to it. Some. Yeah. Know they’re willing to put up with things because they know what’s new. But they want to be the first to market, you know, having it so they can, you know, advertise them selves as pushing it forward. So there’s a lot that they’ll they’ll do that. But as you transition and move to that, that early adopter stage, you’re starting to get people now that say, hey, I have to have results.

00;22;59;01 – 00;23;16;20
Speaker 1
I have to go back to my board and say, I spent this money, this is what we got for it. So you’re starting to have that shift and the organization, a lot of times I come in, they have a you know, they’re seeing that shift. The fact of their they’re not having retention anymore. But they really understand why.

00;23;16;20 – 00;23;36;01
Speaker 1
I mean, it’s like why they everyone loves us and like, well, yes, the the early adopters loved you, but now you have to have results and you have to know what those results are. So we’re kind of pushing towards that and we’re driving, you know, that business with them. So we’re really trying to push towards that. So they there’s coming in and then defining what those issues are.

00;23;36;01 – 00;23;53;05
Speaker 1
So what is it that we’re not getting again hugely. The fact that we we’re not at the executive level. A lot of times I come in there working at what I call the management director level. And, you know, it’s the day to day things which again, you need to take care of, but you need to be driving your your service team to be taking care of that.

00;23;53;08 – 00;24;08;08
Speaker 1
This team really comes into that, that organization and go into their executive team and say, okay, where are you going to, what does that need to look like? And then come back to your organization and say, okay, this is what we need to have. This is what we need to drive. And that’s usually where that that, that fit difference is.

00;24;08;08 – 00;24;22;29
Speaker 1
Because I knew it before, because I knew the company really closely, because they already had engagement with it. But now they’re having these new buyers that are looking for results and they’re not giving it to them.

00;24;23;01 – 00;24;41;14
Speaker 2
Do you I’m curious about how you, find your clients. Are you do you typically get do you get brought in by other fractional do you like do you ever work with other fractional fractions on jobs or is a lot of it, you know, referrals and client based word of mouth stuff as is?

00;24;41;14 – 00;25;06;26
Speaker 1
Funny. I’m I’m I’m trying to transition where I’m getting things right now. I mean right now it’s been, you know, pretty much the, the old school sales first. You know I’m I’m going out, you know, it’s email marketing. It’s cold calling and and getting an understanding their, their their market and and going grab that go. I’m I’m kind of in a an area where I, you I like I said I work with groups, I work with large corporations.

00;25;06;26 – 00;25;30;20
Speaker 1
You know I have a high bar yo hospital system background. I have a health care background. I work with a lot with, with distribution companies. And you’ll also have with strange. I don’t know even how this even happened, but I work a lot with law firms, or groups that work with law firm. I’m not sure how that fit into everything else, but it just came from the client base that I was working with.

00;25;30;27 – 00;25;50;08
Speaker 1
Yeah. So. But I am trying to actually work because I want to get more of a, I mean, because once I do, I never stop because I have that piece built into my time frame work to always be doing it. Because one thing you learn when you’re early on in sales is you never stop prospecting. You always, you know, if you stop, then you’re going to have dry periods.

00;25;50;11 – 00;26;05;27
Speaker 1
Yeah. But I do fill it in with other things. So I’m actually trying to move into, you know, now, of course we do have you networking, but you’re always waiting for that to happen. It doesn’t happen when you need it to, you know, when you when you have that third customer, it says, okay, we’re done. We’re ready to move on.

00;26;05;29 – 00;26;30;19
Speaker 1
Yeah. And you need to fill that’s that slot. So, you know, I try and do that little bit more marketing to draw that and, you know, I’m also try to work on, being more speaking engagements, because that always drives new business also. But I love doing that. Did that early on with consulting and, you know, getting that that’s me out there, always helps out.

00;26;30;19 – 00;26;44;01
Speaker 1
So look and try and move towards that. So I don’t have to, to push so hard to drive business, but, you know, have it come a little bit more then then, you know, make it a, a positive impact. Always having to work on it.

00;26;44;03 – 00;27;05;10
Speaker 2
Yeah. Yeah. That, you know that roller coaster of I’ve got I’ve got clients, I’ve got no clients. Right. Is like the I think the bane of the of the fractional operator. It’s like, especially for, you know, those of us that are, either solo operators or with small teams, you know, it’s like you’re all you. You have no clients.

00;27;05;11 – 00;27;21;24
Speaker 2
You push, push, push, push. But then you hit capacity and you’re and you have no time for sales and marketing. So, you know, you’re taking care of your clients for a month, two months, six months, 12 months, whatever your cycle is. But then all of a sudden asserts that roller coaster starts going under the down slant and you’re like, oh shit, we’re going downhill.

00;27;21;24 – 00;27;43;14
Speaker 2
We gotta, I got this, I got to get back out there. And it’s, it really is a hard thing. You know, we always talk about, like, when you close a deal, like the the eye or the, instinct is to, like. Okay, I got a couple of clients coming in. I can I can ease back on prospecting, but really, it’s the opposite, right?

00;27;43;14 – 00;27;59;29
Speaker 2
Like, if you close a couple deals, you got to double your efforts on prospecting, because you’re probably hitting the top of that hill from your sales and marketing standpoint, you’re about to go down. So, I, I’m curious about how you deal with that typically in your, in your operation.

00;28;00;04 – 00;28;14;07
Speaker 1
Yeah. I mean, for me, I work that into my schedule. Yeah. So, you know, I, I, I work with 2 to 3 clients at a time. And then I, my fourth client is me. So I actually block out that.

00;28;14;07 – 00;28;15;06
Speaker 2
Like, I’m.

00;28;15;09 – 00;28;37;16
Speaker 1
So even if I’m at three clients, I’m still doing the, I’m still making calls. I’m still doing email. I’m still trying to get on things like this and, you know, increase my reach. I wish I was a little better at LinkedIn, but it just it drives me nuts. And the content just seems to have this.

00;28;37;16 – 00;28;47;11
Speaker 1
My my feeling. It just hasn’t hasn’t prove it. It’s kind of it seems a little bit more generated at this time. Yeah. Right. Well, someone who’s really giving their opinion.

00;28;47;13 – 00;29;09;12
Speaker 2
I have. I got to be honest, I have a love hate relationship with social media. I sometimes I, I really just don’t see the value in the amount of time it takes for audience development and network development. And but at the same time, it’s like, you know, you see a lot of people and they’re clearly putting the time in and they do very, very well with it.

00;29;09;12 – 00;29;29;10
Speaker 2
But then it’s like, I mean, for me, like I just don’t enjoy being on social media. So like, you know, it’s the amount of time and effort I have to spend to get that train moving, so to speak. Right? I’m like, oh, yeah, you know, I’m lucky enough to have a team that does most of our, posting for us.

00;29;29;10 – 00;29;45;20
Speaker 2
I obviously through podcasts and other things, I’m doing the content creation, but this is the part I love and enjoy. I love talking to people like you and learning about you and your business. And, you know, I every single episode, I learn something there. I’m like, like, I like I like it like with what you just said.

00;29;45;20 – 00;29;51;08
Speaker 2
Like my fourth client is me. Like, I like that idea. That’s a smart way to look at that.

00;29;51;10 – 00;30;10;24
Speaker 1
Yeah. So so help your your your your other your other fractional is out there is, you know, you have to make that time you, you whatever it is that you’re doing whether like for me it’s right now it’s email cold calling. You know, I’m trying to grow it in some other areas. I’m doing more marketing. Just get, you know, some have a snowball rolling.

00;30;10;27 – 00;30;28;13
Speaker 1
But you have to put that time in and and do it. And, and this comes from old school sales that I was in, you know, we we did it all, back in that day. Yeah. We didn’t have readers and, and other avenues, so you had to do everything. So you always had to have that. Well, your feast and famine if you didn’t do it.

00;30;28;13 – 00;30;44;01
Speaker 1
So it kind of got ingrained into you that, hey, you always are doing this. You’re always having. And like, what? I mean, especially when I’m at three clients, I don’t have to drive it hard because I know what my metrics are in order to, you know, number of emails, the number of calls, the number of clients I get.

00;30;44;01 – 00;31;05;18
Speaker 1
So I actually can back it up a little bit because, you know, if I’m in into, you know, 3 or 4, 12 month projects, I don’t need someone tomorrow, but I need them 12 months from now. So, you know, I’m not going to send out 40 emails a day and make 20 calls a day. You know, I might back that down to, you know, ten, 15 emails and try and do, you know, 5 or 6 calls.

00;31;05;25 – 00;31;24;01
Speaker 1
And the last is going to be more of a analysis. Hey, what’s going on with you? Where you at? You know, let’s let’s talk six months from now and see where you’re at again, your conversations. So you don’t have to, to push as hard. But but you do have that funnel filled so that when you’re knowing, you’re getting to that last.

00;31;24;03 – 00;31;41;03
Speaker 1
I mean, just like with customer success, you know, when your renewals are. Yeah. So you need to target that. No, but you can’t wait until the day before to start targeting renewal, you know, so if I know I’m coming up three months, two months from a I change, I’m going to start pushing some of those funnels a little bit faster inside a drive them more.

00;31;41;08 – 00;31;54;22
Speaker 1
But again, the key is especially for your group is understanding. You gotta put that time in every day. You know, a little bit done every day is a lot more than, you know, taking two months to do something or two weeks to do something and get results.

00;31;54;25 – 00;32;18;12
Speaker 2
Yeah, yeah. Accumulative activity over time. Right? Yeah. What? Now, you mentioned cold calls and I, you know, we always when I was, in corporate training, we used to have the joke that there’s only two people that that like cold calls. And those two people are sales managers and people that don’t make them. But you’re still.

00;32;18;17 – 00;32;32;17
Speaker 2
But sales calls are still are cold calls are still an active part of your prospecting strategy. And I know that there’s going to be people that hear this that are like, cold calls don’t work. And, what can you tell me about your or tell us about your cold calling strategy?

00;32;32;20 – 00;32;52;03
Speaker 1
Yeah. And, you know, I call that just because, I mean, having done it for so many years, that’s that’s the term we use. And my is more the sense of it’s it’s it’s conversations about their problems. I mean that’s really what it comes down to. When I pick it up I’m in, you know, you’re, you’re going to make 20, 30 dials, you’re going to talk to one person.

00;32;52;10 – 00;33;07;01
Speaker 1
You know, I it’s just it’s just the name of the game. It just you have to do it. I mean, same thing with your emails. You know, you got to send out 60 emails. You may get one, you know, that that answers you back. So it is it is a rule numbers. And you got to have to just be used to that.

00;33;07;04 – 00;33;27;27
Speaker 1
But the thing is, when you do actually get that conversation, you know, it’s not a, you know, dump your, your product onto them, you know, tell them I think it’s it’s a conversation of what’s happening with you right now. You know, I’ll look at that and, and, you know, I’ll go through it. I have some AI tools that will bring me information in.

00;33;28;00 – 00;33;44;13
Speaker 1
So I know something about that client before I get there. And I’m going to pull something out. I mean, it could be they’re having tremendous growth, and you’re thinking, well, Tim, they’re having tremendous growth. Why do we worry about retention? Well, because that’s going to hit them 6 to 12 months from now. And here’s here’s a scenario.

00;33;44;15 – 00;34;05;14
Speaker 1
You’re growing like crazy. Let’s say you’re a let’s pick a $10 million company. You got 100 people maybe, you know, let’s go with some some even numbers here. Now a sudden you just doubled. You had this great thing, you just doubled. You went from, let’s say, 50 to 100 clients, but you don’t have the infrastructure to handle that like we talked about.

00;34;05;14 – 00;34;18;24
Speaker 1
You know, if you don’t onboard them. Right, you’re pushing a rock up the hill the rest of the times. Well guess what happens. You’re not onboarding them. You’re starting to have problems. You’re starting to give them more focus. That’s now the clients that you had before. You’re not focusing in on because you’re trying to get the new ones and keep them going.

00;34;18;24 – 00;34;41;12
Speaker 1
So you can keep your board happy because they just saw this big number come in and you gotta make sure you hang on to it and guess what happens? Things start slipping, things start missing. People start getting upset about what’s going on. You again, you’re not driving and pushing that value. So all of a sudden, six, nine, 12 months later, you’re getting all these, these, these clients that are just canceled and you don’t understand what’s going on.

00;34;41;14 – 00;35;01;24
Speaker 1
But if you’re understand that ahead of time, again, you have someone who understands, hey, this is what this this is what happens. This is what’s going to go on. This is what we need to do while we’re building up the team. Because again, what happens at snowball is your, your, your your clients leaving are going up, but you’re adding more people.

00;35;01;24 – 00;35;20;18
Speaker 1
So you get to the end of this thing and you have, you know, you’ve added 25 people, but now all of a sudden you have fewer customer because you had so many, so many leagues. So you have that that mismatch. Oh what’s going on. So thank you all to that chain of okay we got to get rid of some people because we don’t have the client that we thought we’re going to have.

00;35;20;21 – 00;35;43;16
Speaker 1
But you start matching towards that. So you start driving that again making sure those, those inputs are going in, you know, that you’re having the clients come in and they’re having a good experience with that. Make sure you’re understanding what that value and what those objectives are. And you’re having those conversations and you’re moving those clients forward while you’re actually getting the new team up and running and understanding.

00;35;43;18 – 00;36;02;11
Speaker 1
So, yeah, that’s that’s the thing of knowing what happened before it happens. So you’ve dealt with it so many times. So I’ll hear that. I’ve heard someone talking about them like, yep, I know exactly. We’re going to go to this thinking, you know, you’re you’re starting to have retention problems because you’re not actually driving the whole business for all the new clients.

00;36;02;13 – 00;36;21;21
Speaker 1
So we start to have that conversation. So I’ll start talking to them and saying, okay, hey, yo, I see you just grew. You know, your market is growing 20%, but you guys grew 40% or 60%. How do you handle on that? What’s what are you doing to to make sure that those clients are coming on? Well and light of them.

00;36;21;21 – 00;36;38;10
Speaker 1
Haven’t thought about that. Like I haven’t thought about that. What do you mean? I’m like, well, let me give you the example of, 3 or 4 accounts. And I’ve just worked with, that had that problem and you’re like, wow, I didn’t think about that. What do we do to solve that? Now, here’s what we do next.

00;36;38;12 – 00;37;05;29
Speaker 2
So in some ways, it sounds like you spend a lot of your time with your clients identifying trends, right? Looking inside the business, looking at what’s happening, identifying trends, you know, so I have a question for you about trends, specifically for fractional, though. So obviously, the last five years we have seen an absolute boom in the number of fractional coming into the marketplace, becoming fractional.

00;37;06;01 – 00;37;24;24
Speaker 2
The, what do you do? You see that as a continue like, is there so much value in the fractional operator for all size businesses, whether they’re small midsize enterprise companies like, do you see that trend continuing?

00;37;24;26 – 00;37;44;07
Speaker 1
Definitely. In the what I would say the, the that early mid-market area, I think it’s going to be a huge drive. I and I think, I think that I, I, I know you’re talking with everyone about Covid, I, I don’t know how you can get through a conversation these days anymore without talking.

00;37;44;08 – 00;37;46;10
Speaker 2
Without mentioning it. Yeah. But.

00;37;46;12 – 00;38;09;13
Speaker 1
It has such a big shift. In fact, it’s kind of funny because before Covid, I was actually trying to push because we I would try and reduce our, our costs in our or in our organizations and for my team and stuff like that. And there’s so many conversations you have like this with someone. I mean, there’s there’s days that you have to be in front of them, you know, you know, their hair is on fire, everything is hitting the fan.

00;38;09;19 – 00;38;29;10
Speaker 1
And you have to be you have to sit in front of them, make it happen. But there are so many other conversations that you can have like this and are real quick. You can get that executive on the line real quick, have that conversation, find out what they’re doing, let them know what what you’re moving forward. But having that visual just helps out with it versus be on the phone.

00;38;29;12 – 00;38;50;18
Speaker 1
Yeah, it’s fine because I was trying to push that, you know, back, you know, 2018, 2019 ish to do that more just it also just reduced cost because we were jumping on planes all the time, going everywhere. Just to, you know, be in front of the client. Yeah. It was hard to get this, but today, I mean, people, wives, you know, just let’s jump on a zoom call real quick and and have a discussion.

00;38;50;18 – 00;39;05;00
Speaker 1
They don’t even watch it in the office anymore a lot of times. Yeah, I get you don’t have to fight to get in with them now because they’re like, well, I know if I jump on, this is gonna be a 15 minute conversation. Whereas, you know, if you’re coming in, I’m, I’m going to need to spend some more time with you because you, you know, you put the expense in the coming.

00;39;05;02 – 00;39;09;16
Speaker 2
Yeah. Can’t bring you in for a 15 minute meeting if you flew there. Right. Yeah.

00;39;09;18 – 00;39;26;09
Speaker 1
So I think that helped out the market, you know, with that conversation that’s helped out the market now because now people are used to this. And you know I have I don’t have to have I’m out of Atlanta. You know I don’t have to have customers right here. In fact, I have you know, I have I, I market here, I market Nashville American.

00;39;26;13 – 00;39;43;09
Speaker 1
I got to stay kind of southeast because I like being in that area, not has to jump on a plane all the time to go go see someone. But, you know, I have some up in the Midwest, a couple out Texas way, you know? So, but this makes it so much easier. And people are used to this now.

00;39;43;14 – 00;40;10;17
Speaker 1
They’re like, I don’t have to have you in the office. And I think that shift probably is what? Why you’re seeing that boom happening right now. Because that’s what’s happening. People are used to this. This is a this is a normal now versus an abnormal. Yeah. Even though we you have some more drive to the office. But I think that that that smaller area going up to larger areas, I, I think it becomes more project work than actually fractional work.

00;40;10;19 – 00;40;25;20
Speaker 1
I think I’m getting more towards a consulting because I still have a lot of consulting that goes on in that area, but it’s really not a a fractional or you’re coming in and taking on the role. I’m gonna do it because they have the people for it. And and if they don’t, you can hire someone to do it.

00;40;25;23 – 00;40;52;22
Speaker 1
But like I say that in the CCL area, there’s a lot of times where they’re just like, I can’t get to it. Or especially that in that area that, that, that hundred to let’s say 250, range maybe 300, where the, the role as a VP and you’re your VP of customer success, but you’re still so much in the weeds with what’s going on.

00;40;52;24 – 00;41;19;25
Speaker 1
You’re not doing the marketing piece, you’re not doing the the expansion piece. I mean, you’re just you’re trying to keep things rolling in there. Now that is where you can come in as a fraction and you’ll do that role of, hey, let me work on your expansion. Let me work on that market piece. Let me work on, you know, I mean, I can come in and groups are having a hard time of retention that you don’t even have a dashboard for at risk, y’all.

00;41;20;01 – 00;41;45;08
Speaker 1
Let’s build that up. Let’s put that in. But then you also have to train a team. Let’s string a team on what that means. Let’s have them look at what how you work with that, how you drive that customer, how you talk them off. The let you know, I really haven’t had that experience. So you’re coming in and providing that extra reach for the CCL so that they can, you know, get in and start working more the strategic pieces also.

00;41;45;11 – 00;41;50;05
Speaker 2
And when you said 100 to 300 are you talking about employee count.

00;41;50;07 – 00;41;51;20
Speaker 1
I’m sorry 103 million.

00;41;51;24 – 00;41;52;06
Speaker 2
Okay.

00;41;52;12 – 00;42;14;20
Speaker 1
Okay. I’m actually really talking and I’m I’m so used to talk of revenue. I’m try and get to that employee piece, but yeah, it’s that really that 300 to 300 million revenue, you know, and let’s let’s get to 500 it, I find, finally get very hard and that it just might be because of the customer success side, because it’s so much easier for them to just bring someone on, and do it.

00;42;14;22 – 00;42;37;06
Speaker 2
Yeah. You know, it’s funny, I because I, we are a small business. We work with, primarily small business owners. Most, most of our clients are doing, you know, sub $2 million in revenue. So I hear I hear 300 million, and they can’t get time to it. I’m like, they have so much money. You know, like, we’re doing so much with so little here on the small, on the small business side of things.

00;42;37;06 – 00;42;50;16
Speaker 2
It’s just always, always interesting to hear that perspective from larger business. So it sounds to me like they’re dealing with the same problems that we are dealing with, but just at a much larger scale. But but still the same set of problems. It’s pretty funny.

00;42;50;16 – 00;43;10;27
Speaker 1
Yeah, it’s the same. So I mean, like, I, I come from a little bit larger and now I’m moving down into the, to the smaller areas. And it is it’s just it’s just a size problem. I mean you’re, you’re going in from working with a thousand cars. Now like I said, I’m, I’m not really not an assassin because you I mean, a SaaS company could easily have 1000 customers, but they’re, you know, it’s a thousand individual users.

00;43;10;27 – 00;43;37;08
Speaker 1
Yeah. You know where my piece is? I’m working with enterprise. And so you’re going to have 100, maybe 400 enterprises that you’re working with. But inside the enterprise, I mean, like I talk about hospital systems. I mean, you could have I had hospital systems that had 40 hospitals nationwide. Yeah, some had ten, some were two, you know, but you’re working with that over the entire enterprise, because when you sell something, you’re always selling a small piece of it.

00;43;37;08 – 00;43;54;10
Speaker 1
I mean, and that piece is the same whether you’re, $1 million group or you’re a $100 million group, you’re going out there and you’re trying to get that sale as fast as possible and driving that. And that’s why I say this team comes in and then pushes that further. So you sell something to one hospital or maybe two.

00;43;54;13 – 00;44;16;01
Speaker 1
Okay. Well there you’re a 50 hospital system. All right. Well let’s get in. And now that we’ve now we’ve they understand this. They know what we do. They’ve seen the results of that. All right, let’s go to their corporate office and talk about it. How do we roll this out to your entire organization? You know, let’s say you have a, an, er, solution, you know, EHR scheduling, solution.

00;44;16;04 – 00;44;31;16
Speaker 1
Well, now you could say, all right, let’s look at for all your, your groups. How does that how does that help you and what does that bring to you. And and how can we drive that? Okay. Great. Now let me get Sue in here. So she’s a sales wrap, and she’s a wrap this up in a bow for you so you can get and make sure everything fits for you.

00;44;31;22 – 00;44;36;16
Speaker 1
And then we’re we back to make sure that you’re getting this all in properly.

00;44;36;18 – 00;44;47;25
Speaker 2
So I know we’re getting short on time, but I want to get one more question in here. As if you were going to give another fractional one piece of advice, what would it be?

00;44;47;28 – 00;44;49;13
Speaker 1
Wow. One piece of advice. Well, you.

00;44;49;13 – 00;45;14;26
Speaker 2
Can only tell them one thing, right? And that’s got to be helpful. Obviously not. Not don’t do it. You’re right. But, reconsider. No, if you’re from, you know, what would you say you buy with the with the design on helping them, grow their whether it’s a solopreneur or small team or large team. I’m just curious of what you would what you would say.

00;45;14;28 – 00;45;35;22
Speaker 1
I would say, when you’re getting into it, really understand who you’re serving, where you’re serving them at. Okay. So like for me, your ideal is because I’m going to smaller organizations. I’m really working at the sea level, and, not everyone works at the sea level. In fact, even even with my clients. Yeah. I’ll get with them there.

00;45;35;25 – 00;45;55;17
Speaker 1
We need to get to sea level. I’m like, okay, who’s your buyer? Well, are really the VP of this. We’ll we’ll drive it. And like I said, with large organizations, you know, VP levels will actually make the high decisions. I’m like, well, that’s that’s where you need to be targeting. You can go to sea level all the time, but they’re not going to talk to you because they’re not handling that.

00;45;55;17 – 00;46;21;14
Speaker 1
So mind out where that is at. But really, I would say understand your customer very well and where you’re bringing that value to them, because when you know that, then the conversations, it’s very easy because you’re not sitting around selling them something. You’re having a conversation. What’s your problem? What how do you do? I mean, most, I should say some know what it’s costing them to do that.

00;46;21;16 – 00;46;38;22
Speaker 1
But you have to be able to dig into that and understand what that is exactly. I think because there’s one time I work with a group and a CEO is like, you know, we got 92% customer retention. I’m like, really? I’m thinking, why do you talk to me then? Because you know what? You’re right now you should be fine.

00;46;38;25 – 00;46;56;27
Speaker 1
And I come back and I look at they only had 60%, but they were telling him that it worked at 92%. That came back and said, now, you’re at 60% right now. That’s why you’re feeling the pain, you know? So let’s look that would be good to change that. So it’s understand that customer what they’re doing. So you can have that conversation.

00;46;57;00 – 00;47;14;22
Speaker 1
How do we solve this versus trying to sell them something and just hey, we do this and we have these these great widgets. They look like this and such. And, now I tell y’all to, again, make sure that you’re working on your business the whole time too, because that’s that’s gets you from that feast and famine.

00;47;14;24 – 00;47;20;12
Speaker 1
So have a slot for working your customers, but also working your business.

00;47;20;15 – 00;47;32;13
Speaker 2
Love it. Tim. If people want to learn more about you, maybe they want to hire you or, ask your advice. And they know you’ve got a lot of, great content that you’re putting out. How do they find you?

00;47;32;15 – 00;47;52;16
Speaker 1
I’m at Client Success advisors.com. Then come there. I’m on LinkedIn. Timothy Judson looks a little better on paper, but I go by Tim. You know, either one, they can. They can get a get Ahold of me, either one. Have a new book out. I have it online right now. They can look at that.

00;47;52;16 – 00;48;08;15
Speaker 1
It kind of tells you about what an intact conversation we had, what customer success is about, written at the executive level so they can understand what this is and what this can do for them. Sooner be on Amazon so they can look it up there. Also. But yeah. Thanks.

00;48;08;17 – 00;48;11;21
Speaker 2
Yeah. So, right now the books on your website.

00;48;11;23 – 00;48;14;28
Speaker 1
It’s on my website right now and soon to be on Amazon.

00;48;15;00 – 00;48;21;01
Speaker 2
And is on your website available for download only, or is there, hardcopy? They can buy it from me as well.

00;48;21;04 – 00;48;24;04
Speaker 1
It’s download right now, but Amazon will have a hard copy.

00;48;24;06 – 00;48;33;09
Speaker 2
Brilliant. Yeah. Like that KDP, publishing there. That’s, a great way to go for self-publishing for sure.

00;48;33;12 – 00;48;38;00
Speaker 1
Yeah. You know, it’s funny, I think writing a book was easier than getting it published. Yeah.

00;48;38;03 – 00;48;38;09
Speaker 2
Yeah.

00;48;38;09 – 00;48;53;19
Speaker 1
And I mean, I. Yeah, down you get it, right? And you’re like, okay, great. And now it’s like, I didn’t realize there was that many steps to go from. All right, here I have digital copy to okay. How do I actually get it to them. Yeah. It’s been an experience.

00;48;53;21 – 00;49;21;02
Speaker 2
Yeah, it’s it is. We’ve helped a couple of clients do it, and, it’s it is not without its challenges for sure. Yeah. You know, but, but worth it in the end. So, Awesome. Well, hopefully, if we get if it gets up on Amazon soon, gives the link, we can attach that to the show. I’ll make sure the tailor puts the link to your website though, in the show as well, so people can find that copy or find your website if they need it.

00;49;21;02 – 00;49;29;08
Speaker 2
And, really appreciate you, Tim, for coming on and, spend some time with our audience and talking about who we are and what you do and giving us a little bit of insight.

00;49;29;10 – 00;49;39;18
Speaker 1
Yeah. I appreciate Tom coming and talk with you and what you’re doing. I was also I mean, I appreciate this, you know, helping out the, the industry, you know, and and talk with people about what they’re doing.

00;49;39;21 – 00;50;02;07
Speaker 2
Yeah. Well you know, it’s the fractional community is growing. And we want to make sure that, you know, we’re a part of it. We’re a voice in it. We’re helping in any way that we can. And, you know, I see a big future for fractional, for sure, with all the market pressures that are happening right now. And and to your point, with the fact that we can jump on a zoom or a Google chat, you know, and, yeah, want to work that way.

00;50;02;07 – 00;50;08;15
Speaker 2
So it’s you know, we just want to, want to be a part of it and support it any way we can. So appreciate you coming on.

00;50;08;17 – 00;50;09;20
Speaker 1
Great. Thanks so much.

00;50;09;22 – 00;50;34;10
Speaker 2
Thank you. And of course, everybody, thanks for listening. You can find this episode and all of our episodes at hourglass, Ask.com. You can also check out our blog or sign up for our newsletter. Each week we send out a curated list of content, not our content. It’s things that we found from around the internets, on LinkedIn, on websites that we think are helpful and valuable to other fractional operators and service firms.

00;50;34;10 – 00;50;40;08
Speaker 2
So, check it out, sign up for the newsletter, and, you’ll hear from us next week, everybody. Thanks for listening.