Podcast of “Get Down To Business” – 07/27/2025 - Owen Garitty, Nick Smallman, Christian Ray Flores and Amy Osmond Cook — Get Down To Business with Scott "Shalom" Klein

Are you ready to get down to business? Join seasoned entrepreneur, community leader, and Army veteran Scott Shalom Klein, who will take you behind the scenes with those who work in America's small business scene and speak with leaders making an impact, creating jobs, and telling their story in entrepreneurship.

So let's get down to business on AM560 The Answer.

Here's your host, Shalom And in here, we're all about small business jobs and entrepreneurship and business. We talk all about small business here. You're on with Get Down to Business, and I am excited to kick off our conversation today and talking about something that is so critical, effective marketing and compelling, compelling storytelling, which is now more crucial than ever. Our guest today is a true innovator in the space, and I'm excited to introduce Owen Garrity, the visionary behind FPW Media. Founded in 2013, FPW has been revolutionizing traditional marketing by putting client needs first and has even been recognized as the Adweek Fastest Growing Agency list, on that list multiple times. Owen's unique approach blends his passion for visual storytelling cultivated through his photography expertise since childhood with keen understanding of branding and design. We're gonna get into more about FPW in a little bit, but Owen Garrity, welcome to the program.

Thank you so much for having me. Excited to be here.

You bet. You founded, as I mentioned, FPW Media in 2013 with a focus on revolutionizing traditional marketing by prioritizing client needs. So what Owen, what was the core problem you saw in traditional marketing that you aimed to solve?

I, I remember the exact moment actually. I was sitting in a meeting on the photography side. I had been brought in by a client to do some photography and we were having a meeting with, with them and their agency. And I remember there was like 9 people from the agency side in the meeting and I think maybe 1 or 2 of them talked. They talked over the client a lot. They basically told the client that their ideas were not good and that what we had created, which the client was really happy with, for whatever reason wasn't gonna be what they wanted to do. And I remember that thinking, wow, this is who's paying this agency and they seem completely miserable with the experience. There has to be a better way to do this. And so from that, the whole idea of FPW and what we call the unagency was born.

Wild. And your background in photography fuels your passion for visual storytelling and branding. How does this visual expertise translate into the overall strategy and approach at FPW?

We, we think of marketing as a story and, you know, they say a good photograph tells a thousand words, right? That's the old adage. And that's something that I believe to be true. And so we take that approach of visual storytelling and translate it to every modality of marketing. So even though it may be a digital experience or it may be even something as simple as a piece of giveaway, right? A pen or something. We want every single touchpoint that a client's customers experience to tell an evolving story across time and space.

And FPW Media, my understanding, has 3 in-house divisions: brand, films, and merchandise. How does having all three operations in-house contribute to clear communication, innovative solutions for your clients?

We see that as something that makes us wholly unique and allows us to do things that others can't. Because we have those three divisions that work together, we're able to put things into market that are fully 360. You know, we can have a trade show activation paired with a website, paired with a TV commercial, all done in a timeframe that is hard to beat, right? And at the end of the day, you know, time is money and most of our clients have to get their marketing message out before a competitor or while that message is still fresh. And so we see that being vertically integrated and horizontally integrated, right, is something that we can leverage for better outcomes for our clients.

I'm chatting with Owen Garrity from FPW Media. I can hear the passion in your voice, Owen, and greatly appreciate it. One of the things that I've seen as a huge topic right now is of course the two letters, and you know where I'm going with this, it's AI. What impact has AI had on marketing strategies and how is it affecting marketing agencies like FPW Media?

So it's, I think, affecting every industry, right? Marketing being one that's maybe more affected than some others. We have wholly embraced AI as a tool, right? But not necessarily as a wholesale change, right? I think that we see it as something that we can leverage for better outcomes for clients. It allows us to automate processes that otherwise weren't able to be automated. And it allows us to do, you know, research at a much faster pace, right? We're able to comb through so much data that otherwise would've taken humans, you know, days, weeks, months that can now be done in a couple of hours, right? With some great prompt engineering. But what we see is that there's this, shift also that, you know, anybody who's on Instagram right now probably can tell that half the videos that they're seeing are AI-generated, right? And they, they feel very inauthentic. And so there starts to be this questioning of authenticity. And that's something that we're really watching from a trend perspective because we wanna make sure that our clients are presenting in the marketplace as extremely authentic and still connecting with their customer base. And that's where I think, you know, we're really watching these trends of AI's a great tool, But if you use it in the wrong way, you can do brand damage.

Absolutely. And you know, that leads, it's a perfect segue into something that I know you're very passionate about. Content is key. You've said that many times before in previous discussions. In your opinion, why is content so critical for successful marketing campaigns today?

Content is everything. At the end of the day, you know, the average American sees thousands of ads in a single day. And the only way you get somebody to connect with your ad activation, and when I say ads, I mean anything that falls under, you know, a branding experience. The only way that somebody's going to either stop the scroll or look at your billboard or spend any amount of time on your website is if you have a story to tell them that is impactful to them, right? That connects on some, emotional trigger, emotional level. And so to us, you know, at the end of the day, content is everything. If we're just paying to show somebody ads, but the ads aren't very good, you know, what are we doing? What are we getting? Well, we're probably not getting much return on ad spend. And so we really look at it as, you know, content should be something that's a cornerstone of any campaign.

Yeah. And for small business owners, which, uh, are a lot of our listeners over here, entrepreneurs that are looking to enhance their marketing, what's the one piece of advice, Owen, that you'd offer them regarding reaching the right audience for their content?

The single most important thing is to understand your audience. I think that entrepreneurs of all stripes make assumptions about who they think their customer or their audience is, and sometimes those assumptions are right and sometimes they're wrong. And so what we always talk to people about, and even if you don't have the budget to do, you know, like a brand study or a sentiment analysis or something like that, it's a little bit more advanced. You know, what your listeners can take away is that even just in the interactions that they have across the counter on a daily basis, you can learn a lot about who your customer is, what's important to them, what drives them. And then when you put marketing out into the world, you want to have that as front and center so that you're really speaking to the people that actually do business with you.

Amazing. And I mean, I could talk to you for hours. I'm chatting with Owen Garrity from FPW Media. I just have time for one more little topic, and that's ROI. ROI. Tracking ROI is frankly very complex. Are there any ideal ways that you found for tracking the return on investment, especially if that brand story is truly connecting and building the lasting partnerships that you're, that you're focused on?

We always think that it starts at the end, which is what is our goal, right? What is successful ROI for this campaign or for this marketing? It's not always dollar in, in, dollar out, right? It could be, we wanna build brand awareness. So we wanna have the maximum amount of people in our market see our content, or it could be, we want to just solely focus on dollar for dollar sales. And so we always like to start with what is the objective? So let's define ROI for this campaign, cuz it's not always the same thing. And then from there, let's design measurement that, that fits that. And the, the second thing I'll say to that is that, um, a lot of these platforms that you're placing ads on are walled gardens, so to speak. They, they only are, are themselves. And so wherever possible, looking at their, their data and then looking at like, say, data from your website and comparing the two to make sure that they live in the same reality, that one platform isn't saying something and the other one is saying something completely different. So we always try to get ROI data from at least two sources.

Absolutely. Again, I've been chatting with Owen Garrity from FPW Media. And Owen, the last piece of homework that I wanna make sure our listeners can walk away with is getting in touch with you. How can we learn more about your agency and the important work that you're doing?

Absolutely. So we can be found on all the major social platforms at FPW Media and, and at our website, fpwmedia.com. I also have a personal website, owengarrity.com, which is Owen G. OwenGarity@gmail.com.

Fantastic. Owen Garity, thank you so much for sharing your time, your expertise, and insights with our listeners. But believe it or not, listeners, we've got a lot more in store for you today on Get Down to Business. You get on my website, sykline.com. sykline.com. You're getting your favorite podcast app, just search for Get Down to Business. Make sure you subscribe, rate, review, and share so you don't miss a single episode. We'll be right back. Don't touch that dial. Hey, welcome back to Get Down to Business, the show all about small business, jobs, and entrepreneurship. Today, we're tackling a critical issue impacting businesses worldwide. It's employee disengagement. It's a problem with a staggering cost, and it's something every leader needs to understand. I'm thrilled to introduce our guest, Nick Smallman. Nick is the founder and CEO of Working Voices, a consultancy and training provider. And for the past 25 years, he's been advising global blue-chip clients on engagement, productivity, and retention. You know, there's, there's a lot that we need to talk about in terms of, uh, worker disengagement. Nick Smallman, welcome to the program.

Thank you very much for having me.

It is an honor. So let's get started in the very beginning. Um, you wrote a fantastic book, Engaging Teams. We'll talk more about that. What inspired you to write the book and delve so deeply into the topic of employee wellbeing and disengagement?

Well, I would say I've been doing this about 25 years or so. And I've noticed a lot of changes in the workplace anyway. But since COVID as we know, you experienced it, the sort of great resignation and the great reflection, all that kind of stuff. And I wanted to find out why this was happening. And I suppose the big takeaway was it was nothing to do with COVID COVID just kind of exacerbated or threw open the doors, and you could see kind of what was happening. And you'd seen really the American economy, the British economy, the global economy in lots of ways had started to squeeze employees too hard. There are a number of contributory factors. And I wanted to see what we could do to remedy that.

Very, very interesting. And I agree completely. The book is Engaging Teams: How to Use Social Wellbeing to Boost Performance, Retention, and Culture. And in the book, Look, Nick, you highlight that the worldwide cost of employee disengagement and lost productivity has reached— and I hope our listeners are sitting— $8.9 trillion a year. Nick, what are some of the major reasons worker disengagement has reached these unprecedented levels?

Well, I think the first thing is a kind of an alarming stat that is pretty consistent over the last few years from Gallup. And it shows that over 75% of employees are disengaged. That's either heavily disengaged, that's only a small number. But about 55% of employees are kind of moderately disengaged. And that is known as quiet quitting, which I'm sure you've heard of. And the quiet quitting really comes from the fact that capitalism requires organizations to be efficient. And so doing more with less is a mantra. So people feel overloaded. Then, of course, they use technology to push through that doing more with less. And so people feel kind of less autonomy. And so humanity is squeezed out of the workplace. And so what social well-being, my sort of concept, is designed to improve connectivity between people, thus improving the culture.

Very, very interesting. And your book also discusses how work environments that largely stress efficiency while devaluing employee well-being contribute to this problem. Can you elaborate on how current work environments and practices specifically lead to fatigue and burnout?

Of course. I think it comes down— a lot of it comes down to sort of historic trauma. And what I mean by that, I think the global recession of 2008 was very traumatic, particularly for sort of multinationals. And I think the accountants kind of took over. There was lots of compliance training. And there was lots of caution. And I think that ultimately, your all clients are sort of beholden to their shareholders, and it's about shareholder value. And so KPIs, and targets, and quarterly earnings became the most important thing. And I think the problem with that is it's too short-termist. And actually, if you want long-term success, your people have to be part of that journey. And in order for that to happen, you need a culture that's going to keep people within the business. Because there's lots of choice nowadays. If you don't like where you're working, or you don't like your manager, You can move. And of course, social media has added another dimension where people can find out what other people are doing. So it's incumbent on organizations to really understand what makes their employees tick. And that's also multigenerational because a Gen Z person may have different drivers than a Gen X person.

Hmm, interesting. And research reveals that 50% of millennials and 75% of Gen Z workers have left jobs in the past period. And so— It's interesting. What makes these generations particularly prone to leaving their jobs? What are their expectations from employers?

There are loads of expectations. Our research found that a very high number of younger employees wanted their organization to have some kind of sort of credible mission. It wasn't just about making money for them. In fact, many of them said they would rather have better well-being and a better company mission than money. So their driver's not money. And I think Gen X people, some people from the '80s and '90s, were more driven by pure financial reward. And our research showed that there'd been a sort of sea change in what mattered to employees of a younger generation.

You discussed the concept in the book of a social contract that employers and employees both must fulfill. Can you describe what the social contract entails and why it's so vital today?

Well, I think you really have to look at what an organization needs to do in order to keep its staff. There are sort of perks that you— most corporations will employ. I think the average multinational will spend about $11 million a year on well-being initiatives. But the problem is they don't really work. and there's a fascinating piece of research from Oxford University that underlines that point. So, in order to really fulfill a social contract, it is about making sure that people feel genuinely part of an organization. And that happens through the way leadership engages with their teams, hence the title of the book. And so, that's around, how do you set up your teams? So the component parts, the things that seem to really matter, were psychological safety, which is a term you hear all the time. And that really just means that people feeling that they can take interpersonal risk, and that when they do take interpersonal risk, they won't be shamed, they'll be sort of acknowledged. And it encourages people to be more connected to what's going on. They also want to feel respected. And they also want to feel some kind of sense of belonging. Because if you don't feel a sense of belonging to where you work, what's keeping you there?

Yeah, absolutely. Again, I'm chatting with Nick Smallman, the co-author of an absolutely fantastic read. It's called Engaging Teams: How to Use Social Wellbeing to Boost Performance, Retention, and Culture. So we're, we're quickly coming to the end of our time together, and I wanna focus on some practical tips. Is there something specific that you think HR departments can do that will change the trajectory of a poorly performing company by addressing employee well-being?

Well, the first thing I would say is that culture is what people say it is. And what I mean by that is if senior leadership says that this is the way we want to work, then that gives people permission to act in a certain way. The one thing I would— well, there are several things I'd recommend. Number one, I would encourage people to communicate outside of work talk. I think you can't really connect with your fellow workers if you know nothing about them. And research shows that if you care about your fellow team members, the collective intelligence of the group goes up. And that's something to do with the way humans have historically always socialized. And if you have, for example, if you just work in a silo and you're being relatively sort of self-centered and selfish, you don't do anything to affect the prospects of the people who work with you. So getting team cohesion really matters. And that means that leaders are good at sort of leading people through change. And let's be clear, there's going to be huge amounts of change over the next decade with AI and all kinds of other geopolitical challenges. And it's making sure you set that environment up correctly. And the way you do that is to constantly check in with your team, get to know them, get them to know each other, and create a sense of mission. That should really form the sort of the bedrock of any culture going forward.

Amazing. I want to give the final word to you, Nick. What is the single most important message you hope employers and employees take away from Engaging Teams? And where can people find the book?

You can find the book on Amazon and the publisher, Kogan Page. The thing I think I would leave you with is there's so much potential in every human being. And what we found is how little of that potential is actually being realized in the workplace. And try and see your employees as individuals who collectively, i.e., working together, can create an enormous impression and subsequent benefit for your organization. That's really where the focus should be. Bring the potential out. By helping to boost social connection. It helps your employees to feel better. It boosts their engagement, their productivity, and it most importantly boosts the culture.

Amazing. Nick, thank you so much for this very vitally important conversation. The book is Engaging Teams: How to Use Social Wellbeing to Boost Performance, Retention, and Culture. And of course, you can find that book on Amazon. We'll be right back after a quick break here on Get Down to Business. Don't touch that dial. Hey, welcome back to Get Down to Business. Today we're going to explore what it means to build a brand that truly transcends boundaries, both personal and professional. Our guest is an absolutely remarkable individual who's done that across multiple sectors. I'm excited to introduce Christian Ray Flores. Christian is a lifelong brand builder and entrepreneur, an international pop star an author, and a philanthropist who was born into exile and raised across continents. He has a unique perspective on launching companies, creative ventures, and global movements that truly shape culture, leadership, and the future. Through his Exponential Coaching, Christian helps purpose-driven leaders align how they live, clarify their unique edge, and build personal brands that multiply both their impact and their income. Christian, welcome to the program.

Thanks for having me.

Oh my goodness, it is an honor. Your bio describes you as a lifelong brand builder across business, entertainment, and nonprofit sectors. How has your diverse experiences shaped your understanding of what it means to build a powerful brand?

Well, there's many ways to approach to answer that question. I'll say, you know, in the essence of the essence is that I think very paradoxically, I help Americans be more American. And I'll unpack that in a second. I, you know, when you grow up in civil unrest, all kinds of oppression, right? I saw a military coup in Chile, civil war in Mozambique and the fall of the Soviet Union, you sort of get very quickly acquainted with the idea that sort of predictability, security is an illusion, right? It can be taken away from you. And I think what happens is a lot of Americans get addicted to certainty, you know, and they become essentially sort of imprisoned by their addiction to certainty when the opportunities always go go beyond the sort of third certainty. You have to take risk, you have to experiment, you have to try new things. And the personal brand is the ultimate expression of that.

Absolutely. And again, you, as I mentioned in the intro, you were born into exile, raised across continents. Your personal journey is quite unique. How has that global upbringing influenced your approach to creating brands and movements that transcend borders and industries?

It's a good question. I think I would say this, it's about people, right? Ultimately, if you want to create a brand, you have to solve somebody's pain point, solve a problem, communicate, inspire. And, you know, I just moved a lot and I had to adapt. I had to learn how to understand language. I learned 4 languages by age 9, right? So, so I think those are things that give you superpowers in the long run. And if you want to build a brand, you have to sort of communicate in a way that helps people say, he gets me, she gets me. Oh, she understands my problems. She knows how to solve them. Can I get some help?

Yeah. Um, Christian, tell us about Exponential Life and your coaching work. What motivated you to create this platform to help purpose-driven leaders?

Well, I think it's the best time time, literally in the history of humanity, to create a personal brand. It's never been cheaper, easier. You can help anyone anywhere at any time, right? And I think this is kind of the new economy. The new economy, we went from social media, attention economy, you know, people sort of vying for quick, a quick release of dopamine to an economy where people are sort of done with that kind of thing, with doom scrolling, and they want to trust somebody. And there's all kinds of studies that show that Americans will actually pay more money and buy and prefer to buy from a person, not just an entity, right? From a person who they share values with. And I think it's an incredible opportunity. Like anybody with expertise can say, look, this is who I am, this is how I solve my problems, my problems, your problems. These are the values that I have. Are you with me? Are you my person? Are you my tribe? And you can find people all over the globe who would want to work with you.

I'm honored to be chatting with Christian Ray Flores. He's a lifelong brand builder and entrepreneur, an international pop star, an author, and a philanthropist. And Christian, it's, uh, something I, I wanna— as we come to a conclusion over here, I, I wanna give somebody some, uh, the folks listening some practical advice. In today's fast-paced world, How can leaders and entrepreneurs who are tuning in today create brands that not only succeed, but also genuinely shape culture and contribute to the future?

Well, I think generic solutions create a lot of sort of side effects, right? Negative side effects. Personal solutions, right? Like if I'm talking to you as a human being and I say, hey, here's what I do, this is how I would solve your problem. I would be much more strategic, much more organic, much more specific to your situation. So you will benefit in a— on a much, much higher level from a personalized approach. And I think modern technology allows us to do that and create mediums, publish. You can have a YouTube channel, a new newsletter that is literally followed and watched by thousands and tens of thousands of people for free. And then some of them will want to hire you and work with you.

One of the most important homework assignments I could give to our listeners is to learn more about exponential life coaching and all about the important work that you're doing, Christian Ray Flores. So let's leave that homework assignment. Where can our listeners learn more about you, find your writing, and get in touch?

Well, if you are just sort of generally interested in more learning more about how a personal brand can transform your life, go to christianrayflores.com. That's my newsletter. We have over 12,000 subscribers. Who faithfully read our material. We drop 2 episodes, 2 issues a week. Another way to do it is to go to exponential.life, which is the coaching. It's spelled without the E, and you can get a free assessment actually how ready you are to start a personal brand. You get— you answer a few questions and you get the results in your inbox in about 5 minutes.

I love it.

We'll link in the show notes as well. Christian Ray Flores, thanks so much for joining us on the program. A quick break.

We'll be right back.

Thank you so much.

Hey, welcome back to Getting Down to Business, uh, the show all of us small business shops and entrepreneurs— by the way, you can always get on my website syklein.com, syklein.com, or give me your favorite podcast app where you can subscribe, rate, review, and share and find the past 12 years of shows. But friends, in today's hypercompetitive market, achieving Achieving predictable revenue growth and operational excellence is paramount for every business. Our guest today is going to introduce us to what she calls the definitive guide to RevOps, a strategic function that trans— that is transforming how companies achieve their goals. I'm thrilled to welcome Dr. Amy Osmond Cook, the co-founder of Fulcast. Um, Amy is, uh, absolutely amazing and is again a co-author of this book, The RevOps Advantage: How to Maximize Your Revenue Team's Potential. And she and her co-authors argue that RevOps isn't just a support function, it's a growth engine that aligns sales, marketing, finance, and customer success into one streamlined data-driven team. We're gonna talk about some of those statistics, some of those outcomes. Amy, welcome to the program.

Thank you so much for having me. Also, thank you so much for your service.

Oh, thank you. I appreciate the support. Thank you. Um, I really want to get into understanding this concept, RevOps, revenue operations. I should have started with that. Um, many folks are probably new to this concept, so let's start with the very beginning. What in the world is it and why do you emphasize that it's a growth engine rather than just a support function?

Well, I have to say, I'm so grateful that there are so many questions because that is why the publisher reached out to us in the, in the beginning. And said they did Frank Slootman's Amp It Up, Snowflake's Busting Silos. And they sent me an email and said, and can you please write it for us? And we were so thrilled to be able to say yes and very grateful. I think if you think about what's going on in the industry right now, it's harder to sell than ever. There are so many silos. Bureaucracy just isn't working anymore. And so if you think about what works really well, have you seen the movie F1? I just— oh my gosh, it was so good. And RevOps is just like a company's pit crew. Your business is the race car, and revenue operations is the ones that are going to make it faster, stronger, and really technologically driven. Keeps it running.

Amazing.

And your book states that companies with dedicated RevOps functions are 30, 30% more likely to achieve their revenue goals. What are the core What are some of the reasons for this significant advantage?

These advantages have to do with running a model that works in today's businesses. You know, some of the old stodgy businesses that worked so well in the '50s, '60s, '70s, and '80s, they are— they're old, they're monolithic, they're not working well together. And that is because there are so many silos and processes between the departments, you can't get anything done. So this takes an entirely new model, puts it on its head. In our book, we, we describe what that model is and we call it the Fullcast Factor Framework for efficient growth in today's marketplace. It's characterized by things like alignment of teams, integration of teams, moving fast, failing first, and making sure that speed is a really high priority.

Amy, as the Chief Marketing Officer of Fulcast, and with your experience in high-growth companies, how's the role of marketing evolved within the RevOps framework?

Marketing has really evolved a lot. Some people align it more closely with the, the CMO and the CIO than ever before because there's so much technology involved. Some people align marketing more and more with the Chief Growth Officer, the Chief Revenue officer, but really what happens is marketing fills the entire customer journey and is supportive in every single aspect of that journey, whether it's from acquiring new customers or it's encouraging existing customers to upsell, it's keeping your customers happy, it's building evangelism. Um, marketing has taken more and more of a role, and we see that in the way that businesses are, uh, acquiring new customers. More and more, people are 60% to 70% of the journey all the way through before you ever talk to a salesperson. This is based on hard data from Salesforce, Forrester, Gartner, and other research organizations. Also, marketing is central to the entire customer journey. And so you'll oftentimes get, you know, 70%, 80% of your new business coming inbound rather than outbound.

Interesting. And you include results from your proprietary 2025 State of RevOps survey in the book. What were some of the most surprising or significant findings from this survey about the current state of revenue operations?

One thing that surprised me was that while companies are are trying to get rid of 20% of their tech stack, they have a new— they have budget for new AI tools. And even though AI is brand new on the market in terms of sales performance management tools, the average company surveyed had 3 AI technologies already in its tech stack. I thought that was pretty fascinating.

That really, really is. Again, I'm chatting with Dr. Amy Osmond, Cook. Um, she's the co-founder of Fulcast, and together with her colleagues, they've literally written the book on what we've been talking about, revenue operations. The book is called The RevOps Advantage: How to Maximize Your Revenue Team's Potential. And again, what I've been hearing from Amy over the past few minutes is that RevOps isn't just a support function, it's a growth engine that again, is aligning sales, marketing, finance, and customer success into one streamlined data-driven team. Amy, I'm going to ask you to cover this in— when we come back after a quick break. But how can people find the book?

Oh, thank you so much for asking. It is available wherever books are sold. Also, if you go to fullcast.com, there is a landing page there. We'd be happy to send you a copy of the book.

What should modern go-to-market leaders be doing today, Amy, to build a future-ready RevOps function?

Oh, well, there are so, so many things that can be done. And, and I love that quote from Louis because he is one of my biggest heroes when it comes to revenue operation. He built revenue operations at AWS from a team of 3 to a team of 150. He did the same thing with PayPal. He did the same thing with BuilderTrend. And so he was actually very helpful to me. And one of my in-depth interviews, when we were putting the book together, he went through and he identified— and these frameworks are in the book— what an organization should look like with an— what a RevOps organization should look like with an SMB or in a mid-market business. Or in an enterprise and breaks it down into really what RevOps does. So as we, as we get ready for growth, as we put the structure together for, for massive growth at scale, you can think of revenue operations as encompassing marketing ops, sales ops, data ops, and sales enablement. All together and with the revenue operations as the umbrella. And that is really something by thinking in terms of integrating and syncing, that is one way that you can future-proof your organization. Another way that you can think about it is, uh, obviously just staying on top of trends and keeping very closely abreast of AI and the changes that are coming down.

Yeah. And one of the things that I always I always love to do, especially at the end of the conversation, which makes me sad that we are coming to the end of the conversation on a really important topic. Um, but of course we're gonna make sure our listeners can find the book is I wanna leave folks with a homework assignment. So for a CEO, for a founder who's listening to Get Down to Business this week and is considering implementing or optimizing RevOps in their company or their organization, what is the single most important piece of advice that you would offer them?

Them?

You know what I would do as a founder myself? Take a moment to reflect about your business. What are the areas that are not working well? Write a list down, and that is what you need to get your revenue operations person to do. If you can assign a person to hammer out all the things in your business that aren't working well, I would bet that 90% of them have to do with rev And so, that is one way that I think you could really utilize this book well. If you are interested in purchasing a copy of the book, they'll be available wherever books are sold, or feel free to reach out on fullcast.com, and we'd be happy to send you a book, an advanced copy.

That's amazing. It's awesome. And I mean, a sneak peek, I just want to add one more piece as we conclude over here. I know that the book introduces the Fullcast Factor Framework. We don't have enough time to go into all of that, but it's not just a book where often we read stories and hear interesting insights from different companies. But really, you're going to walk away with some really practical advice that you can put into action in your organizations, big or small. Dr. Amy Osmond-Cook, thank you so much for sharing your insights and background. With our listeners. Really appreciate it.

Thank you so much. Thanks for having me.

Absolutely. Well, believe it or not, friends, that's the end of our time together this week on Get Down to Business. I've certainly learned a lot from our four— yes, four guests. Um, but we have been on the air for over 12 years and we have a remarkable, uh, archive of some amazing entrepreneurs, uh, organizational leaders, and you don't want to miss miss a single episode. So you can always go to my website, sykline.com, or go on your favorite podcast app. But the one request, the one favor I'm asking of you is go and subscribe. Subscribe, rate, review, and share. And that will make sure that folks will not miss any of this valuable information. But to success, let's get down to business. Can't wait to continue the conversation next week.

Join us for Get Down to Business with Scott Shalom Klein. Scott will share the advice you need, the strategies that work, and the stories of success to help you with both business and jobs. Don't miss Get Down to Business every Wednesday at noon and Saturday at 9:00 AM Eastern on Reefs Across America Radio or anytime on your favorite podcast app.