Achieving Breakthrough Growth in Your Business

What is next for us beyond this? Now that the team is successful, we're seeing some profit.

Now what what you just shared, a lot of business owners struggle with and some of you that are listening may be struggling with this. Hi, everyone. Welcome to the Scale it Method where we teach you to reach the next level in business, build your dream team and scale beyond eight figures. Too many business owners are stuck trying to do everything themselves and their businesses are suffering as a result. And I don't want you to be one of those people. I am Alison Maslin and my company, Pinnacle Global Network has helped thousands of business owners scale their companies using our framework, the Scale it method. All business owners face similar challenges when it comes to growth. So on this podcast, we're delivering tactics you need to finally reach that next level, build your dream team and scale beyond eight figures. Now today I'm talking to entrepreneur Tiffany Honeyman and we're going to do something a little different than we've done before on this podcast. So I'm so excited because I'm actually going to do a one on one coaching session with Tiffany, diving into her business and helping her to break through so that she can scale her business and really create the vision that she wants in her business. So you get to be a fly on the wall and watch how this is done. And I just challenge you to kind of look at yourself in this position too and how some of the things that I share with Tiffany may apply to your business. And this is what we do all day long, every day, our team of mentors with our clients in Pinnacle Global Network to help them scale. So let me tell you a little bit about Tiffany and introduce her. After spending a decade working at local marketing agencies, Tiffany Honeyman started OPCO to focus on what she felt was most important to business. Budget efficiency and getting a return on your investment. The name OPGO is derived from the terms operational goals. OPGO specializes in marketing analysis, strategy and technology to make your marketing investment get more return more for your return. So full service with accountability. I absolutely love it. So, Tiffany, welcome to the scale up method.

Thank you for having me. Happy to be here.

Yeah. Yeah. I'm so excited. Where are you tuning in from?

I am in Fargo, North Dakota and it is currently 17 degrees below zero.

Oh my gosh.

So I'm glad the heat's serving today.

Yeah, I'm happy for I'm in Mexico and it is 85 degrees here. So let's trade. Yeah. I would be in my swimsuit cover up, but I decided to look a Little professional today for the show. So I'm dressed more for Fargo, North Dakota today. So anyway, well, listen, I'm really happy that you're here and we're going to dive in and really just see what's going on in your business, where your stuck points are and help you break through, you know, beginning a new year. So this is the perfect time. And so why don't we start with you just sharing with everybody a little bit about opco, history of opco briefly, like the Reader's digest version and you know, what you feel have been your biggest challenges.

So a little bit of background about opco is we're seven years old. I started OPCO after working at three different agencies and I felt like now with all of the technology available that we should be able to measure and do better for smaller businesses. So the agencies I worked for before worked for larger companies. We focus on smaller ones. And I felt like they deserve the roi, the metrics and all of the tracking and accountability because those businesses, not that it means more to them, but they are starting up and it's really, really important that they get off the ground or they keep running. So opgo was built in mind with. So OPCO stands for operational goals. And what we'd like to do is we track all of the metrics every month. So it's not just vanity metrics, it's are you getting sales, are you getting leads? And so that's kind of it. That's how we got started.

Great. And I think that's really important. I love that niche that you have. I actually looked on your website and it's really well done. And watch some of the testimonials. So you're doing great work with, you know, long term clients. So those of you listening definitely check out Tiffany's business. And so what do you feel have been, you said seven years in business and how many employees do you have?

We have 12 full time.

Okay. Okay. And just describe to me a little bit of your team. Like, you know, are they marketing consultants working with your clients? Like what are, what are some of their focuses?

So I would say in a nutshell that we are like a traditional marketing agency where we can do full service. So full service meaning that if you needed branding, websites, digital marketing, social media, that sort of thing. But we layer on project management. So every team member is kind of built from the ground up with project management in mind. So they keep track of their deadlines, they deliver when they say they're going to deliver. And then the other key piece is every client we work with has a dashboard and so they have custom KPIs Key Performance Indicators that are most important to them and that's what we translate to our team. So we're not just creating the big flashy website or some grand video that's not going to move the needle. We're really focusing on what do we think is going to really optimize. So the team is really. Even if you're a graphic designer, you're still being tracked the performance of the creative that you, that results from what you're doing, the results from that creative is being tracked and measured and a B tested. So there's pretty much numbers are the.

The people on your team. So you're saying that most of the employees on your team are implementers and they're tracking. So you have what do you have a graphic designer? Can you just give me kind of an idea? They want to see what there might be some holes on your team.

Yeah. So we have account managers. So they would be CL facing. They are the ones that meet with the client every month and they report on the metrics. They're also responsible for anything. So they need to be proactive when they're in that meeting with the client to know not just present a report looking back but the account manager would, you know, set the set for the action items. And then the execution team, it would be social media. So we have social media experts, graphic design experts, digital marketing experts and web design. So we have all of those are.

All the people that are delivering the service. That's mainly who your team is. Do you have anybody that is in operations, sales, you know, marketing specifically for your business? That's what I'm trying to get. Yeah, get a handle.

So that's been me. So I am slowly trying to pull that out. So actually if coincidentally just hired a person to come in and start doing the actual day to day bookkeeping, the billing, the follow up. That's all been on me to this point. And so it is really difficult to pull my. I've been able to pull myself out of doing the consulting and the account management and the client work but there's still all this other admin stuff that I'm doing.

Okay. And so what do you feel? So that's super helpful just to get some insight of what's going on behind the scenes. What do you feel at this point is your biggest gap in your business, the biggest challenge that you're facing on a day to day basis.

So I don't know if it's a mental block. But I feel that it's the, it's the leadership, you know, not that I want to, you know, put myself down, but there it has been just me from day one.

So.

So there is not a partnership team, there is not a leadership team. And so I'm at the end of the day making all of the decisions. And I did implement a, what I call DM team. So a decision making team. I like a very lateral organization where there's not like a hierarchy. So there's about five members on the decision making team that we've just started. And so that was my next step is to try to, you know, continue to empower my team to be more, have more leadership as well. But at the same time I can't see the forest through the trees. Like, what is next for us beyond this? Now that the team is successful, we're seeing some profit now. What. And so that's where I'm seeing the block. Like, what's the next step? Because then, you know, I'm feeling like, well, maybe somebody's going to get bored here and they're going to want to jump if they can't grow. So I'm kind of at that point now where it's like, okay, what's next? I don't want to be a big, you know, ginormous corporate agency either. Right. I feel like you lose culture. So I'm stuck between with that and it's that vision, leadership.

Right. So we'll talk about vision in just a second. I want to just get a little deeper with this because you know what you just shared a lot of business owners struggle with and some of you that are listening may be struggling with this. So with you being the only one really behind the scenes, you've got these account executives that are doing work and taking care of your clients, but all of the operational pieces that go into the day to day of running a business, the sales piece alone, the, you know, marketing of your own company, things like that. So with you having your hands in all of those areas, how is that impacting you? Just your life, your time, you know, on a day to day basis, it's.

Gotten easier over time, but it has been very, very stressful to say the least. I'm sure. I mean, after reading your book, you know, many, many years ago, you could relate. But I. It is definitely a. It's constant. It is a constant. You are, if you know you're working in it and then you're trying to work on it and then you forget that you're working in it, and you're supposed to be working on it. And so it's just a constant battle. It's like. And then you go home, and then, you know, it's like your family's like, oh, can you put that down for a while? And like, well, no, I can't. I have this big thing coming up. And. And so, yeah, it's just been really difficult. I've actually started writing down what are all the things that I am still doing now just to see. And it's amazing. It's like, so and so called about such and such, and it's like, oh, should I let somebody else do that? And I don't really have anyone that. That could do that. Like, so there's definitely a few gaps out there.

Yeah. Well, thanks for sharing that. And again, I know that so many people can relate and so many people that come to us to work with us in Pinnacle Global Network are exactly where you're at right now, where you. You just hit a ceiling. Because honestly, Tiffany, there are no more hours, right, for you to. To do all that you're doing. And, you know, I. I have such compassion because I so have been there. And we kind of become the control freak in our business. And, you know, I say that in the most loving way, but, you know, it just consumes us. It consumes us. And the thing is, you started the business seven years ago, and so for you, it's second nature. And here you are listing these things out, and you don't even realize what. That you're doing it. That you are back in the business because it's unconscious. Like, you do it without thinking because you're so used to doing it. But it's not necessarily your. You're. You're good at it. You may even be great at it. But what we want to get you is to, you know, as Gay Hendricks says, in the big leap in your zone of genius, not your zone of excellence. And so when you're living in your zone of genius, that's where you feel filled up and you are exhilarated and you are just, you know, loving what you're doing. Most business owners are living in the zone of excellence, where you're good at a lot of things, but it's not necessarily the thing that is fully your genius. I think you're probably doing some of that, but this is where you get so burned out. It affects relationships, right? Your family's going, hey, mom. Or, you know, honey, like, hello. You know, and, you know, you're. You're at dinner and you're still thinking of that thing that you have to get done so you're not fully present.

And there's a team side. So what I wasn't expecting is I'm very introverted. I had to go through Toastmasters to be able to talk, etc. And now all of a sudden there's this team. So there's 12 people and they're expecting this person to be clear headed, have specific direction, you know, make the right decisions. So I all of a sudden now feel like this other weight of, you know, what if I make the wrong decision, you know, and then it has this ripple effect, you know, and then because our team is actually very strong, they get, it's just like they work so well together. So I don't want to rock the boat that way either. If I'm pulling away too fast, what does that look like to them?

So yeah, so now you brought up the other side of it, which is the fear. What if, what if I let go? Will the business implode? Will people make mistakes? Will they think, oh, you know, we're working so hard and she's not working hard, you know, all of those old beliefs, where's she going? That's not fair.

Right?

Tiffany, I'm here to tell you this is your business. You can do whatever you want. So just, let's just start with that. Like I'm giving you permission.

Thank you.

And yeah, and the thing is that it's, it's so, so interesting because when you help your team step up and own it, you're empowering them, I like to say, instead of delegating, you're empowering them to step into their superpower, into their genius. Right? And so we don't realize it, but when we're on top of everybody all the time, and you're probably doing it in the most beautiful way, you have a great team, so you're doing a lot of things right. It's just that they can't find fully step into their creativity, which, you know, they're obviously creatives and, but they can't because they're always seeking approval in one way or another from you. Right. And it's kind of like how we do with our parents. We can't fully be ourselves because we feel like we need to please. And so here you've got pulled from your team side, pulled from your home side, you know, and that's, it really does take its toll. And I'll just tell you that, you know, you're at seven years, I talk to business owners that are at 20, 30 years that are stuck here. And what happens is that it actually chokes your growth, it chokes the revenue, it chokes your profits. You think that you're saving from losing money, but you're actually losing money by operating this way. So, you know, so I'm going to give you the answers to this and how to fix it. So I'm excited about that. I would love to hear from you though, before I give you the answers. What is your vision like, what would really. Like, don't worry about the how and just what would really excite you for your business, for opgo as we are jumping into this new year.

Yeah, so I personally am very independent. I've worked in real estate. I, I was in the Navy and you know, I just feel like I personally even at a young age had a lot of energy. I was always looking for the next level, the next thing. And so I was, I would say, like a self starter. So that's kind of how I built the team here. And so now I would love to have that opportunity to create, you know, something good. Like I said, I mentioned earlier, you know, I don't want to become this major global corporate big agency that's very corporate. I like the culture we have here. I would love to replicate that somewhere else. But then also too, I feel like there's people that are working at agencies that maybe have more of a corporate style that they don't particularly care for. They want to break off and become a consultant. And you know, if you think of financial advisors, you know, they, they have a support system typically through big brands. Right. That support them, but they're very independent. I would love to, to take OPCO to that level. So if you're working at a marketing agency and you want the autonomy of working more independent, but you don't necessarily need, want to do all of the things or have an agency. You just want to use your brain power. You could come to OpCo and we would support you. That was kind of the original vision that I had, was to have a platform for other people that want to break out and sort of test the waters as being an entrepreneur but not having to go at it solo from a marketing consultant perspective.

Right, So a team of intrapreneurs, in a sense.

Yeah.

Right, yeah, they're entrepreneurs working in the business and, and you know, creating their own autonomy in a sense. I love that. And so if you were to walk into your business, let's say a year from now, and you're, you're walking into, you know, you're watching yourself like it's a movie and you're walking in and it was like, you know, just the perfect vision for yourself, you know, the way you're spending your time. What would that look like?

I would be. We would have an optical location in multiple cities and the people there would be thriving. They would be smaller teams supporting these consultants and they would be in warmer climates. So Santa Barbara is like a wish list. I used to live in California. I also lived in Oregon. So I've got a couple of, you know, pockets of places that would be fun to pilot, you know, if it made sense. But that's kind of how I see it. Little, just little pockets of opco, you know, where people are passionate. Logan, Utah is another spot that I'm interested in.

Pretty city. Yeah, all those places. Well, I'm living proof that you can do this. You know, my husband and I bought a home in Mexico and so we are living here part of the year. We live the rest of the year in San Diego. And you know, we have our team all over the world and clients all over the world. So, you know, in the world that we live in today, that that is absolutely possible. Here's the thing, Tiffany, you have to get out of your own way and you really have to build a behind the scenes operational team and a sales team and a marketing team for yourself. Now it doesn't have to be a huge team. You know, everybody has, you know, you have to get clear on how much revenue that you want to create, how big that you want to go, so forth. You could have small teams. However, with you doing all these things, it really is impossible. You could do it, but you probably land in the hospital like I did many years ago when I just imploded from trying to do at all. And so I'm living proof that that does not work and I'd rather catch you before you get to that point. And so that's why we're talking today. So here's some direction that I would say. First of all, I love the vision. Thank you for being vulnerable and being here today and sharing everything that's going on. We need to build a team managed company. A team managed company means that the company, the team runs the company without you. In a sense, you're replacing yourself. Now it doesn't mean that you can't be part of the business, but you're going to be the CEO working on the business instead of in the day to day of the company. So for instance, we have 26 mentors that work for Pinnacle. They all are successful CEOs. They've built multimillion dollar companies, and they are, as we are recording this now, there are many, many sessions around the world going on with our clients. I'm not the one that's delivering them. You have that going on with your team and your clients, but also behind the scenes. I've got a, you know, a coo, I've got a operations coordinator, you know, an admin team. Because there's customer service issues that, that come up. We have to. You got to make sure people are onboarded. Well, you've got, you know, all of your budgeting, all of your finance, you've got your systems and processes, all of those things that you will ultimately replace you. So the way I like to say is divide your business. And this is. I'm coaching everybody, listening, write this down. You're going to divide your business. Okay. All right, so you're going to divide the business into four quadrants. Okay? So this is. We're going to. We're going to determine what are the areas that we need to extricate you from. So the four areas are your revenue streams, your marketing, your sales, and your operations. Your revenue streams are anything to do with your offering your. Your marketing services. Your sales is conversion, marketing, anything that you're doing for your business, driving traffic to you. And operations would be team systems, processes, finance, legal, admin kind of stuff. All right, so what you're going to do is first of all, in each of those areas, write everything down that you're doing. Just make a list. You've started doing this, but now organize it by these four quadrants of your business so that you can really see, okay, what areas do I need to replace myself first? Like, which of these quadrants of your company are sucking the most of your time? And that's what I would focus on first, of finding someone or others to replace you. You want to also look at those four quadrants and say, okay, if I were to live in one of those four quadrants, If I were to live and just focus on sales or just focus on marketing or just focus on operations, which of the four would be my superpower? Which of the four would I be so excited and I'd be having fun and I would like, you know, get a break from all the other things. And so asking you, if you were to look at those four, which one do you feel like? If you could live in just that quadrant right now, what would be your superpower?

I would say sales Even though I've always said that I sales and I never liked sale, I always thought of a car salesman not to be, you know, derogatory or anything like that. I didn't understand what sales was, which is really embarrassing. But I know the marketing side, right. And I know the difference and I meet with sales teams all the time. And I guess what the epiphany was is that I am selling all the time. I just didn't realize that. And so even though you're not, you know, I was always. There's different types of salespeople. But I did have a question for you. So we have a young team, their early 20s. They're like I said, they're all were hired with self start. They're kind of built to drive on their own and they've done a phenomenal job. They can handle a lot for such a young age, you know, whereas it took me 15 years. They're picking up things really fast, really quickly and they're very professional. I'm just wondering if you know, when you talk about team managed, like some of the stuff that, you know, would they be capable When I talk about like my direct, my DM team, you know, my decision making team, like is that a wise move, you know, to have.

Well, that's what I'm going to get to now. So I'm going to sort of coach you because what you need are the leadership positions. So that's the piece that's missing for you. And it might be some of those people. It might be because you know, creatives can also have those leadership qualities. Some of them not some of them are just. I just want to be in my thing and do my thing. You know, I want to just focus on social media or whatever. I don't want to step up and be that leader and you know, inspire the team and cast a vision for that department. You know, that may just not be them and you can't make that person be that. If they have that, I feel like you can nurture that quality. If they really want to step up, you usually can tell the leadership quality because these are people that they really can cast a vision, they can inspire other people and you never have to wonder what they're doing. You just know that they're doing what they need to do. So let me just, I'll continue with this and I think this is going to make sense. So first of all, with sales, let's just say that's your quadrant. Okay. And you know, we sell in everything we do. Like we're Selling. When we're talking to our spouse or our children, you know, we're enrolling them into something. And so Even my daughter's 34 and I'm still enrolling her, although I had to learn to let her do her thing. And so let's just say that that is the area that you're focusing on. So you have three other areas that are there. And from my sense is that you have your hands right now in all four areas. Is that true?

That's true, yeah.

So that's exhausting and overwhelming. And for those of you listening, if that's you, no wonder you're feeling like a wreck a lot of the time. So what you want to do is you figure out your superpower, then what you want to do is find three other leaders to run the other three quadrants. Now, it isn't going to happen overnight. It could take two years to do that. Right? Because I'm talking leaders. These are higher positions. So you might say, as we go into this new year, okay, I'm going to get an operations coordinator, you know, by the end of Q1, and I'm going to get a sales manager. Well, you're going to focus on sales for now or, you know, a marketing manager on, by the end of Q2 now you can do a COO, Chief of Operations, Marketing Director, CMO. Those are even higher. But if you don't have any of those leadership positions, I would say start with managers at first or coordinators, number one. It's going to be a lot less investment for you in hiring these people, and they are going to be taking a lot of things off your plate, and some of them may be able to step up even in that higher role. We've, we've had that on our team, you know, in several areas of the company. And so, you know, these are people, when you think of these people, they still, they have the knowledge of that quadrant of the business. Like, they, they understand marketing inside and out, but their role really is going to be going, okay, how do we take OPGO to the next level? How do we drive in leads? How do we make a better marketing experience for our clients? Like, they're asking the bigger questions. They're not just getting the job done and then they're creating the metrics and they're, you know, holding the team to those metrics and inspiring the team. So to the point where you're not in those meetings anymore, you know, you will be for a while, but then you're handing off the baton. And so ultimately, what ends up happening is you're just communicating with those leaders, you're discussing things, you're making decisions together, you're empowering them to own it as well. And so that ultimately you're not having to look at everything that goes in and out of your business because you know, you don't want to micromanage them either. So you got to be careful there. And then the last step would be to replace you in sales. Now you're always going to be involved in sales in some way because it's your company. You know, you're going to be the ultimate CEO decision maker, right? When it, when it comes to sales, the chief convincing officer is another way to say it. But again, there's only so many hours in the day, so you're going to have a roller coaster of cash flow if you're the one that is the only one doing the sales. And if you have a salesperson on the team and you're still having to manage them, again, you're choking the growth of them too. Because salespeople need constant, constant management, inspiration, role play, going over objections like this has to be daily. And even the best salespeople need that constant connection and inspiration. We all need that. And so really for you, what I see, Tiffany, kind of in a nutshell and for those of you listening is that you've, you've gotten your business to this point. You have the team working with the clients like you, you, you're, you're, you've done a great job. But to get to that point where you're able to have different satellite locations, take the time off, spend time with your family, you know, I take two weeks off every single month and you know, I get the best ideas when I'm off. I get super inspired. I'm ready to hit the ground running. And I love my business, but I also love my team and I have confidence in them because they are so entrenched in the vision and the values of who we are and what we stand for, that it's such a collaborative company. So you've done it on this side of the business. Now you just need to do it on this side of the business. You know, the business part of the business, right? And you slowly replace yourself, you slowly allow those people to step up. And I think what you're going to see is the more that you do that, the better they get. They won't be perfect. They're going to make mistakes. And that's where our leadership comes in. Because, you know, obviously yelling at them and getting Pissed off is not problem. We've all had those moments. But, you know, just like our children, if we are constantly fixing it for them and trying to be the hero, they never figure it out for themselves. Same same idea. But is this making sense?

It is. It really is. So there's two things that kind of pop into my mind, and it's. It's kind of like those parents that are, like, more friends with their kids than they are a parent. I feel like I've done that with apco, where I'm more of a friend, you know, than a leader. Even though I have the vision, I. You know, it's hard to, like, but you've. And then the second part was you've broken it down. So it's like, I known that I need, like, something else. I didn't have the quadrants in mind, and I didn't realize how much I was doing. You know, just kind of pointing it out. But that you don't have to bring in somebody that's at that, like, C level right away, that you can bring in somebody that's more of a coordinator, like you said, or a manager. And you don't have to do all four at once. You can do them one at a time. And it's just hearing that that's helping me. Like, okay, I'm already deciding, like, okay, what's 2023? Who am I going to bring in?

Yeah, no, it's exciting. And here's the thing, a few things. First of all, I mean, this is why we work with CEO CEOs every day. Because you're so close to your business, you just can't see it. You don't even realize you're doing it. We were talking about that before the show. A lot of things you do unconsciously, and we get sucked in and, you know, we clear the plate and then there's more stuff on the plate. And so it's a constant to always be stepping back and working on the business. And so, number one, get the support. Just do. Just get the support. Because the thing is, is that even if you have the leadership team and you're working with your leadership team and making decisions, you can't really go to them for your big things. Where are we taking this company? You know, like, you have to really have that confident, have that community that, you know, other people that get it. That's number one. Number two is that, remember when you're hiring these people. And I think this is where so many business owners get stuck. Don't look at your team as an expense. Look at each individual team member, if they're the right person for the job, is that they are fueling the growth of your company. And every team member should bring in three to ten times what you pay them. Three to ten times what you pay them. And what you want to do is measure, you know, so before you even hire them, and you're going to hire an operations coordinator, say, okay, what are four benchmarks or five benchmarks that if they hit this, each of those benchmarks should bring in X value. Like, we should increase our retention of our clients by 20%. What would that do to your bottom line? Okay, they should help our productivity so we're able to actually bring in more clients. Okay, if we were to bring in five more clients, what would that do to the bottom line? And just literally do the math. And every position you can quantify in some way. So whether it's, you know, cash to the bottom line retention, which drives cash to the bottom line, saving money. Okay. So if you, you know, are. It's time to stop doing the bookkeeping altogether. Tiffany, I'll just tell you that right now, like, done.

I agree.

You know, if someone. That's what they do and their superpower, that power, they should be saving you a lot of money because they're seeing where, you know, money slipping through the cracks. So as you measure, then you'll see by not bringing these people on, you're actually losing money. And what's even more valuable that you're losing is time. Because you, you know, money can come and go, time cannot. And so, yeah, so really, you think that you've got to wait until you get all this cash to bring people on. You're not writing a check for the full year. You're paying them month to month. And if it's not working out, it's not working out. So you got. That's why you got to be constantly tracking it. But by having those people on that are our superstars, then they're actually going to grow your company and it doesn't have to be you. So how's that feel?

That feels great. You know, that the fact that you're able to break it down, you know, as to, like, some of those KPIs and the metrics, you know, it's like we're always measuring our client stuff, but we haven't been measuring our own. So.

Yeah.

Yeah. It makes.

Yeah. The story of the cobbler's shoes. Right. So, yeah, we do. We're so good for other people. Yeah, yeah. And that. And that's the same thing. Like with the coaching, it's so. It's so easy to see it in other people. Like, if I was telling you that this is me, what's going on, you would probably see that. But for ourselves, we don't because we're so close to it. It's like the saying, we can't read the writing on the jar, you know, on the label when we're in the jar. So time to get out of the jar.

Yeah.

Scale your. There, your. Your national company here. I'm excited for you.

Yeah, I mean, that would be a dream, you know, but it is like you said, I kind of. I'm in that fear spot. But I also, at the same time, you know, it's like one minute I have the excitement of dreaming about that vision and then the other. Then I flip it back to reality of what I think is reality and that, you know, no, we're not. We can't do that. Like, that's not possible. Or we're just not ready. Yeah, it's.

Yeah, you gotta, you know, that's that, that pesky, you know, like I like to say, your annoying cousin. That's like, you know, saying, dropping all these negative doubts in your brain. It's not real. And these are things that are old beliefs that are going to hold us back. So you've got to be careful with your language and start saying that this is who we are. We are a national. Opco is a national marketing firm and we have a team that is servicing clients all over. Like, speak it into reality and you will begin to own it for yourself and, you know, begin to, to live that life that you truly want to. To live. Don't allow fear to be the thing that's going to hold you back from, from reaching your dreams.

Well, I appreciate it. It's great advice because you just, you wake up one day and you don't realize. You're like, oh, you know, you are a business owner. Oh, you are. You know, I was just trying to, you know, provide something, fill that gap with the KPIs, you know, for these businesses, for things that I had done for 15 years prior, but now there's a team and it's like, okay, how did we even get here? And then I don't. So it's, you know, you always talk about the coaching, and I think now it's like the light bulb is on super strong as to like, okay, you're at a point where you do need the coaching. You know, like, I need the coaching. I need Somebody that has that, that vision that's been there before because I'm in unchartered territory, you know, and I'm in Fargo, North Dakota. You know, I've lived in other places, so I'm holding onto that and I'm like, there's, there's more than this. There's more. I know there's more, but, you know, how do I get there? So, yeah, and you're, you know, you lean. I lean on my husband, you know, as like my, my partner, you know, I was like, what's the next step? You know, and it, it's just doesn't work. Like, I can't get the advice. It's just he has his own job, his own vision.

It's not good for, it's not good for a marriage. I'll just tell you that. You know, my husband and I are partners in our business, but he has his own coach, I have my own. And I've been in business 40 years. You know, I'm pretty smart cookie. But again, I can be so close to it and have some blind spots. We all need that. And the thing is, is that investing in yourself, first of all, you're worth it. It's a drop in the bucket to the return that you're going to get. And you know, by trying to figure these things out on our own, you know, we just, we just don't grow. So you're actually losing so much money. I mean, it's why I have, you know, I, you know, I'm in Mexico now, so I did my zoom with my trainer this morning, you know, because I'm not going to give it the full, the full exercise. I, you know, I'd be tired. Well, do this much, you know, I. But they're pushing you. They're helping you to step up into your full potential. Right? And so that's what a good mentor is. The difference with Pinnacle Global Network is all of our mentors have run multimillion dollar companies. They've scaled businesses, international businesses had thousands of employees. So they've been in the trenches. They get it, they see the blind spots. So anyway, I'm excited for you, Tiffany, and you know, thank you for coming on to the show.

Thank you, thank you so much. It's like, it's like the best Christmas present ever. So.

Oh, that was fun for me. For me. Oh, I'm so glad. So for those of you listening, thanks for being here for this interesting and fun new way of running the scale up method. We're going to do more of this and if you really connected to what I shared with Tiffany here and you want to build a scalable company that can thrive without you and you're ready to get the support you need, apply for a complimentary scale session with my lead strategist at Pinnacle Global Network. You can also read about us in December issue of Inc. Magazine. We have a two page spread in there. Oh, in fact, gosh, I just happen to have it right here. I forgot that I did. And I don't even know if I showed you this, Tiffany, but where is the article? Well, anyway, here's the COVID of the magazine and it is on the newsstands right now. See where it is right here? Kind of fun, this. If you want to learn more about Pinnacle, you can read about it here. But go ahead and apply for a strategy session with my team. Go to my scale session.com myscalesession.com to apply and schedule a time. And thank you. And until next time, make decisions from where you're going, not from where you're at. Bye, everybody.

Thank you so much.