How I Run Multiple 7-Figure Businesses Simultaneously Without Burning Out

This is my presentation. How we run multiple seven figure businesses simultaneously without burning out. I have to warn you, that's probably the best part of the presentation is the title. It just sounds really good. So it's gonna go downhill from here. But that's alright. So it's actually so simple. Like to do what I've just shown you on the first screen is really simple. I'm gonna walk you through all the steps. And so it's just a couple of these guys, lots of stimulants. So we have Zyn on the left. Get the 6 instead of the 3, otherwise you're not gonna see the same amount of results. It's not the same as with ad spend where you're spending $20 a day. It's better than 100. It's go for the six and then right here. No, I'm just messing with you guys. All right, let's actually get into it. So why should you listen to me? I'm just gonna be like, I think I should just sit. There's a lot of slides. It looked good. I got, I got the picture. Yeah, I got my pictures. You have to change the camera now. All right, so first off, why should you listen to me? I think this is the most important thing to address. Otherwise I could just be saying a bunch of. Making a bunch of claims and not actually fulfilling on them. So why should you listen to me? I made this presentation thinking the TV was going to be a lot bigger, but it's not. So you're going to have to like zoom in somehow. You might have to borrow my glasses, but. Client ascension 2023 revenue. So in 2023 we did close to $4 million in revenue. And with Liskit, our current MRR is over $150,000 MRR. So simultaneously, two businesses that are doing over seven figures a year in revenue. I think that's a pretty good reason to probably pay attention to this presentation, wouldn't you say? Yeah, because pretty much what are you doing when you're running a business? Trying to make money. And I think we do a good job of that. So the other question I want to answer is like, why multiple businesses? Who here has multiple businesses? Dylan, Dan, Cam. Okay, that's cool. Jack has multiple businesses. So why multiple businesses? So I've come to this belief, and it's based on the guys that I follow and admire and look up to, that every man needs to pursue something in their life that satisfies three core needs. The first is wealth. Who here wants wealth? Cool. Okay, so I Was right about that one. Let's see. Purpose. Who wants to have some sort of purpose with their life? Colin. Who wants to have fun? I put both my hands up because in cam, too, because we have. We like to have a lot of fun. So these are the three core needs of every single human, and I don't believe that they can be fulfilled through just one business. So the happiest and most successful people I know, they have all these things, and I'm going to kind of walk you through, like, three examples. So the only guy I don't have a picture with is at my left. So if anyone knows at my lip, please let me know. I could fill in that, you know. Oh, you love me too. Me too. But, yeah, I gotta get a picture with him. So first guy on the left, Patrick Bet. David. How does he fulfill the three needs? Right. Wealth. He just sold his insurance business for nine figures. So that's how he satisfies the first core need of building wealth. What was the second one? Purpose. How does he fulfill purpose? He. Through valuetainment. It's his education company that he sets out to change the world by just renovating the education system. Right. And then how does he have fun? You guys ever listen to the PBD podcast? Sounds like a lot of fun. So he fulfills three core needs in his life through two different businesses and a podcast. Okay, Ed Milet. How did he get rich? Anyone know? Finance, finances, wealth management. It's not the most fun business to be in. Okay, so what does he do for fun? He also has a podcast. And then what does he do for fulfillment? Anyone here of Arete Signicut? Him and Andy Frisella. You guys know Andy Frisella? 75 hard. So they both have coaching programs. So basically, the model is a business that builds wealth. What business is that for us? If anyone had to guess, Liskit. Because Liskit is gonna have an exit that is gonna make us wealthy. Yeah, exactly. Okay, which one is for purpose? Client ascension. Right. Because we're helping past versions of ourselves. People who are running agencies and are stuck at whatever revenue level they're at want to generate more leads. And then which one is for fun? Stick Talk Podcast. We have a lot of fun on that podcast. I'm sure you guys have seen in some of the episodes. And so we fulfill the three core needs through three different businesses. So is that making sense? Like, to me, this makes a lot of sense, but to you, does that make sense? Okay, cool. All right, so how do you get there? Because by reading the room. Only a couple of us have multiple businesses. And maybe even the one business you do have isn't even where you want it to be, right? Which. That's okay. That's where we all start. So how do you get there? So I was making this last night and I thought it was funny. It just says, get in, loser. We're going to the next slide. That's all. So here's another warning. I think I'm funny. That's okay. I'm probably going to laugh at myself. You guys don't also have to laugh. But that's just. That's just how it goes. So first principle is people, right? You all know this. So again, this is not going to be really useful if you guys can't see it all. But I want to show you guys the client ascension org chart. Like, this is literally the organization chart for client ascension. And then I want to show you next the list kit org chart. It's on the next slide here. Okay. And we can break this down. Who here has an org chart of what their business looks like with all the team members? Matt Aribe. Somewhat. Somewhat. Okay, okay, okay. Well, that's the thing. You don't really need an org chart with two people. So I could just break that real quick, kind of how the client ascension org chart looks like. But what's most important is at the top, you have myself, you have Christian, you have Dan and Daniel. Those are like the founders or the owners or the managers, whatever you want to call them. And then under each of us are different team members and departments and managers of managers and direct reports. And so essentially, what you want to look at when you're building out your org chart is who are your specific direct reports. So if you're looking at this, I don't know who can probably see. Adam's probably the closest. Like, who are my direct reports here? Lewis is a direct report. Cynthia is a direct report. Kanon is a direct report. Yep. Andy's a direct report. Jaws are direct report. Shen, Chris, and then Lucas at the top over there. All of them are a direct report. Okay, so I'm going to show you something too, overall of like, how to. How to clean this thing up. And then over here on the right is Dan with the sales team. Right. He's got Roy and Peter as direct reports. He's got Antwan and Evan as direct reports. And then he has Kassim as a direct report. So eventually what Dan is going to have to do is instead of having five people directly reporting to him, he's going to have to consolidate and have just one person directly reporting to him or one of the closers and then one of the setters. You see what happens as you consolidate and grow your org chart. And then who is Daniel's direct reports himself? Exactly. So we're gonna get to that. So that is the client ascension org chart. Right. So like I'm more of the ops guy. That's why I have a lot of direct reports. Christian's got a direct report in Nile. Daniel doesn't have direct reports. And then Dan's got a couple guys on the sales side. And the other things that you don't see on a typical org chart are these things, these stars that bolt on each side. So on the right you have eight figure boardroom. That was a mastermind. We invested in Cole Gordon's mastermind, if you're familiar with him, for $68,000 a year. This is what most people leave off their org chart is education, coaching and consulting, which a lot of you guys could put client ascension on your org chart. Right. And why do we do that? It's because you join client ascension to help you with exactly what this is your business. And a lot of people don't really understand like that you're literally hiring client ascension into your business to help consult you on business growth and what decisions to make in the business. And then on the left we have chamber. I put that closer to my side because chamber really helps with like my part of the business with operations, team management. But that's Taylor Welch's mastermind, which is like, how much should we pay for that? 45,000 for the year. So we have this org chart and then we have two coaching programs, one on each side that we invested over $100,000 into for the year. So of course I'm going to put that on my org chart. It's like a full time employee. Right. In terms of cost. So is this making sense so far, like what the org chart looks like? And I guess for you guys, because you don't have the team to fill the org chart, really what you're trying to do is build out the top, which is you mostly, if you have co founders, partners, other owners, they're gonna be at the top as well and then figure out who are the direct reports. So a really good example will be Adam, because right now you said you have a copywriter, Klaviyo tech, and two designers. Okay. So you have four direct reports. Soon you're gonna be able to turn that into one because you're gonna bring in, would you say a project manager? Okay. So you see how that's starting to happen here? Like right now I have a slide in here. I'm not sure which one it is, but we'll get to it. That kind of shows like the transformation. But same thing for Liskit. Again at the top, it's myself as Christian, as Daniel, Dan. And then we have a technical co founder as well. Oliver. Yeah, bro. I have no idea what's happening over there. It's just dev team, just like the Death Star and just try to make it look really scary. That's bro, it's just one long thing. It's just like. It's like for your own imagination. It could be three, could be 300. Yeah. So same thing here again. The star is a coaching program that we invested into. That's why it's on the org chart. But same thing here. It's like I have direct reports. Christian has a couple of direct reports. Daniel again, no direct reports. And then Dan has a bunch of direct reports on the sales side. And then Oliver's got the dev team that has direct reports. But like, I don't like to do sales and I don't understand how to do sales. So you see how far away in the org chart I am from sales altogether. Like that's an ideal lifestyle. That's why I'm able to have fun, build wealth, and have a purpose driven business while sitting here presenting to you guys. Right. That's why I'm able to generate the results that I showed you guys at the start of the presentation While not working 80 hours a week or on weekends. Every single weekend. Right. That's why we're able to put on these events with all the founders in the room not actually doing what drives business growth. Okay, so who are you? This is like pick your poison type of thing. It's me and Daniel up there. I think those are our best pictures. Yeah. So. And I did the remove background so it looks even cooler. So this is an important question for you guys, right? So are you like Daniel? No direct reports, schedules clear for meetings. And this is also known as the visionary. How many of you identify as a Daniel? Okay. Or are you like an Andrew the cool guy? Multiple direct reports, schedules full of team meetings. Also known as the integrator. Put your thumbs up, bro. They're in the wrong direction. Who here is an Andre, Adam, Brad, Matt Damon. Okay, great. So there is no right answer here. The goal is to have clarity on who you are so you can play to your Strengths. Like, if Daniel is playing in my role, if he has multiple direct reports, his schedules full of team meetings, he's gonna, like, fail miserably at his job. If my role is, I have no direct reports, I don't have any meetings, I'm gonna feel like I don't even have a job. I'm gonna feel like I'm unemployed. I'm gonna be losing my mind. So is this making sense? Like, there's. There's, like, a clear diversion of paths that happens here. Of, like, who are you? Are you an integrator or a visionary? Which. I'm sure you guys have heard of this concept before, so is everyone clear on which version they are? No, no, no. Talk to me. I feel like I can go either way between those two. I think in the role I'm in now, like, the division of labor I have with Laudy, I'm probably going to end up being the integrator, but I don't know that that's, like, a clear personality fit. So I'm curious about how it would go about have. You'll discover it over. I remember being confused about thinking, like, which one? I. In the beginning, I thought I'd be, like, more of, like, operator type. And then over time, yeah, you'll kind of know where it's like, yeah, yeah. If I'm not posting YouTube videos or, like, not enough tweets, I'm going to fail. That's kind of how you know that. That's a great way to look at it. It's like, how do you feel when you're in meetings versus when you're doing other things? Like, for me, if I'm on meetings, like, Bryce knows we have ice cream parties, we have fun. Like, we do a lot of cool things. And then if I'm off meetings, I feel like I. I don't know what's happening with the business. Like, I feel like we're out of business. Like, we no longer exist as a company anymore. So does that help? Do you have any idea of how you feel during those situations? Well, I think how I feel when my calendar is full of team meetings will probably be a big clue. So it might just be something I have to feel out. Yeah. Yeah. Not sure. Let's see. Not sure. Okay. It's all right. You'll figure it out. But I would say both are good options. If you could be like, one of us. We're both pretty cool guys, but. All right, so. Yes, sir. So when you say visionary, do you mean, like, Daniel is deciding the product or he's picturing the future of the company. I think the better delineation is what Paul Graham describes it as. So it's a maker and manager. So maker is like just to, like, create out of nothing. I have to, like, make a YouTube video. I have to like, make tweets or threads, or like, make emails. Write emails to the list. You have to just create something. You're a manager. You're just managing other people who have a specific function. Like, you just have to do this. You have to do this. And a lot of times you're managing the visionary in a way as well. It's probably the number one person you have to manage, which I think a lot of people are confused on what the whole concept is of. Like, oh, so are you just sitting back and having someone else run the company and you go out and do all the work? That's not how it is. It's more of a team effort. It's just how does the work delineate from there? It's really as simple as. That's why I put it up here. It's like, if you're a visionary, it means you have no direct reports and your schedule is clear of meetings so that you can have time to think and create. If you're an integrator, you have multiple direct reports, including the visionary, and your schedule is full of team meetings. Okay. Does that make sense? Okay, cool. So again, there's no right answer to this question. You need both in. Most successful businesses need to have a visionary and an integrator. And I don't really like those words. I think Dan, you're at the Cole Gordon event and he kind of like shit on. On visionary integrator. And I like, yeah, like, I agree with that because I think it leads to, like, misconceptions. Kind of like what Namit's question was. So personally don't think I'm either myself. Exactly. Yeah. It's like Dan and Christian aren't on this screen, but Dan and Christian are both co founders and partners and owners in all the businesses and they're on the top of each org chart. Right. So I'm just the director of sales. Yeah, it's not. It's not a big deal, bro. This whole thing was just like, hey, if you say like, oh, I'm a visionary integrator to like, somebody runs a legitimate company that has, you know, 50, 100 employees, they're just going to kind of laugh you. It's like, no, you have a coo, you have a CEO, a director. These Things have been going out for Sol because, like, that works. And, like, for me, like, I love days when I don't have meetings. It was usually, like, Tuesday and Thursday. For me, it's either, like, one meeting or no meetings at all. And I get a lot of work done. But I also like having meetings Monday, Wednesday, Friday. I like talking to the team. Makes me feel productive. So, yeah, helpful. Cool. All right, we'll keep going. So if you're like me, the way to scale your team. Who here wants to scale a team? Okay, there's two things you got to do. Hire more people and then have less direct reports. So how do you do both? Because they're kind of like opposites, right? Well, let me just show you a quick before and after. So this was a problem I ran into towards the end of last year. Problem is on the left, not on the right. So on the left, that's me with. I forgot to count. 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14. Direct reports, just on the client ascension, expert coaches side of things. Not counting anyone on liskit, not counting any of the student success coaches, not counting any of the co founders, just on the coaches side of things. So I hired a bunch of people, which was the first thing to do to scale a team. And then what did I do? I put a direct report between me and everyone else. So this is how you create managers. You always hear this of like, well, how do I create managers? Well, you hire a bunch of people in a singular role, and then you take someone from that role, or in Adam's case, someone from the outside, and you place them between you and that department or you and that team. And so, again, I love Adam's example, because what Adam's org chart looks like right now is Adam. And then he's got some designers, he's got some copywriters, and he's got some klaviyo tech. He's got multiple direct reports. So he nailed that first one of hiring more people, which is great. It's where you gotta start. Now you're probably running around with your head cut off, like, dude, I can't answer messages quick enough to each of these guys. Sometimes I don't have time to check in and do meetings with all of them. I'm not managing them as good as I could be. And so what do you do? You bring in a manager whose only role is to make sure these people are taken care of and they're doing their job. And my favorite way to bring in managers is from the existing team. Why? Because they know how to do the job. And so if they know how to do the job, they know how everyone else on that team should do the job. And so for client attention, you guys all are all familiar with the coaches, right? You have David, you have Luke and Mario, Connor, all the names on the screen there. So I just looked at the coaches and I said, who here has the best potential to be a manager? And Matt Lucero wasn't on that list because he was just too expensive, but Lucas was on that list. And so I brought Lucas up. Lucas was in a situation with his agency where he wasn't really enjoying it. He didn't really find fulfillment running a business, and he wanted to expand his role at client attention. And so I slotted him in between me and all the rest of the expert coaches. And so now I fulfilled both steps. I hired more people and I created less direct reports. And so now instead of talking to all the coaches, Matt knows this. I only get to see him at events twice a year. Not actually we live in the same city. But I don't see you as much as I did before because Lucas is seeing you and I'm seeing Lucas. Does that all make sense? Is that clicking for you guys? Bro, you're gonna have to define that word for me. Okay, so you use it in a sentence. Yeah, but now a different one. Like, how did they now report tell Lucas, even though they were working with Lucas? Like, how. How do you make them know that he's like. So it has to come from their first direct report for me. And we've done this even with with Daniel. Daniel used to do like the offers training in client ascension. And then we brought in Leo to do offers training. Right. And so how do you get the community to then trust that Leo is going to do a good job with offers training? If Daniel, who you currently respect as the guy doing offers training, says Leo is now the guy, you should trust him. Because, xyz, you're probably going to listen to Daniel because he's already built up the authority and goodwill and trust with you for you to blindly follow the fact that he trusts in Leo. Right. So it's the same thing. So when Lucas became the direct report in this role, all we did is we scheduled a one on one with every single coach. Matt will remember. Dylan, you got on one of those calls with us as well. And we just got on a one on one called every single coach. And I introduced Lucas. I was like, hey guys, one of the things I realized last Year towards the end of the year is I wasn't doing a really good job as your manager. Reason is because there's too many direct reports. And so I'm bringing in Lucas because Lucas has done a really good job as an expert coach. He's got the time, he's in a perfect situation for this role to come in and make sure that you have the best experience possible here at Client Ascension and can help the most students in the best way possible. And it's just a conversation. So there's work involved. But that one week of work where I was getting on one on ones with every single coach saved me getting on one on ones with every single coach for the rest of this year and for, you know, forever. Essentially. Now I just got on with Lucas and I am, in a way, getting reported on 15 people on the team. Makes sense. Does anyone have a situation currently where you have kind of what looks like on the left and want to try to get to something that looks like on the right? Other than Adam Arib, what does your situation look like? Of course. Okay. I haven't found somebody who can do that for me and just report to me directly because I still like kind of being involved in the process of. Yeah, of course. The creators need to look like this. The magic needs to look like this. Well, handling the marketing, that kind of takes over. I got you, bro. So it kind of looks like this, right, where you have multiple departments, so what's important. And Adam, where you're going to get to as well is you could just throw a direct report to manage everyone on your team currently. But eventually you're gonna want to segment it by department. So you're gonna want to have a head of copywriters, right, as a direct reporter. And then you're gonna want to have a head of Klaviyo Tech that manages the team of Klaviyo technicians. So, like, I'll show you an example. So for expert coaches, it was like, very obvious. I'm like, dude, like, I can't meet with all these people. Like, I'm doing a bad job as a manager, not because I'm a bad manager, but because I don't have the bandwidth. So it's kind of like one, a bandwidth thing. And then two, it's also a timing thing. If there's someone in that role that is performing the way you want them to, and there's at least two or three other people in that role that they can manage, that's when you make a decision to then bring someone in as Manager. So that gray spot over there, those are our student success coaches who you guys all have a student success coach assigned you in client ascension. Andy, Shen, John and Chris, they've all been in that role for over a year. It's now time for me, instead of having all of them as a direct report, to have one of them as a direct report. So I've been managing the team of student success coaches myself for over a year. It's now time for me to manage the head of student success coaches and replace myself as the head of student success coaches. Does that make sense? Yeah, just have him manage the other copywriter and like copy cheap him as well. Exactly, exactly. I think teams of two to four is most ideal. The expert coaches is not the best example because they're all very much part time. Like they're not full time. That's why you can manage so many of them. They don't really need as much time, attention and care. But for, for any other role that's like full time, I think if you can have like a pod of two to three people that is managed by one person and that's really what you're going for. So like, same thing with Dan over on the sales side. He's got two closers. If he brings in another closer, he can then probably take either Roy or Peter into a sales manager role. Managing the existing closer and the new closer. Does that make sense? And so now instead of Dan managing three closures and reviewing three salespeople's calls every single week, he's just hearing from one person. Cool. Just curious, what do the colors represent? I just like colors. Just. It just tells me that they're all different. That's all. Yeah, there's no representation. Yeah, it's just like, dude, I just picked a different color for each different role. So like all the gray ones are student success coaches. Yellow ones are like social media and pr. Green are fulfillment team on the agency side. Yellow. Is that yellow? I'm kind of colorblind too, so that's like a terrible question for me. But those are closers. Those are setters. That's a sales team coordinator. Blue is obviously co founders and business owners. So that's kind of what they represent. It's just helping me to see like each of the different roles. Lucas is head of expert coaches. That's why that's his color. The other two guys are like coaches but to a higher degree because they do submissions. Like when you go to David, you submit a sales call for review. That's why they're different than the rest of the coaches on there and then same thing over at List Kit. It's just we have multiple people in different roles. So at List Kit, what's eventually gonna happen is like where is. It's like a pop quiz. Where's the most opportunity now for us to consolidate and put in a manager so that we have less direct reports? Dude, let these guys answer it. Pretend you didn't hear that. Who knows? Sales side. Yeah. You guys are so smart. Oh my God, this presentation must really be good. So on the sales side, right? Cause Dan, I mean Dan has the. Well, not actually, but most of the people are on Dan's side. It's just because it's stacked. It looks like a lot more people, but it is a lot of people, right? So like one of the current sales guys, I think four is a great number for this. Once you have four people all in the role doing a good enough job, find the one that's excelling the most and slot them in as a manager. Right? Because if you don't, what's gonna happen? What's gonna happen if you don't give an a player or a high level employee the next thing to do? They're gonna go somewhere else, they're gonna get bored, they're gonna get complacent, their job performance is gonna tank and then eventually they're gonna leave. So that's the thing to know with a players is you always have to give them the next opportunity. And this is how you identify where is the next opportunity for them to grow into. Right? Because if Evan on the Lizkit sales team is crushing it for months and months and months and he's not getting any change in job role or any change in compensation or any change in responsibilities other than hopping on calls, hopping off calls, he's going to eventually go somewhere else. Okay, so this is important not just for you to spend less time managing less people. It's also important to keep those people around because otherwise they're gonna go somewhere else. Like somewhere like Listkit or Client Ascension probably. Okay, so let's find out. So all this making sense so far. Like some of this stuff makes so much sense in my head and then I present and people like on my coaching calls are like dumbfounded. Like what is he saying? So that's why I ask a lot of questions in my presentations. Just got to make sure. Okay, so to me that was the hard part. This is kind of the easy part now. And so this is just operations. This is the second principle. And so for Operations. You guys all know this. This is a business held audit template. We do the same thing in each of our businesses, okay? It's called a wildly important goal. Who here has a wildly important goal? Who's hit their wildly important goal or at least one of them that they set? Matt, Adam, congrats. That's huge, bro. That's huge. Anyone else hit their wildly important goal yet? Okay, great. Something that still work towards you guys. Replace yours with something new, I'm sure, bro. Okay, you got that action item? Write that down. Like, seriously, you always have to have a wildly important goal, otherwise you're going to get complacent. Okay? You have a new wildly important goal. All right, so wildly important goal lag measures, lead measures. Everyone here has this set up for their business. Okay, so that then. So here's just some proof real quick. So this is Brandon Gaidoris. This is one of my first business coaches ever. He was like a really good friend of mine. This was January 27, 2021. This is when I first found out about this system. Brandon was the one that introduced me to wildly important goal lag measures and lead measures. Growing a lead generation agency. So my wig in 2021 was to increase MRR from $9,000 a month to. To $30,000 a month by July 4, 2021. Right. So I'm not just teaching you guys this stuff because I think it's cool. It's because it's what worked for me and still does work for me and the rest of the guys. Okay. Lead measures. Lead measures are kind of like goals and action items for the week. Starting conversations with 25 automated leads through LinkedIn or email. Just 25 a day. That was crazy. Back then. That's all you needed. Now it's like $2,500. Five role plays a week with the team. That was one of the best things we used to do. Dan will remember that, Christian will remember that we used to do role plays every single day to get better on the sales side and then look at one piece of education a day. If client ascension existed, it'd be client ascension. But back then, it was book, blog, post, podcast, whatever we could find. Okay. And then to move the lead measures forward, we'd work on writing down objections and coming up with how we'd answer them. And then putting together the scorecard on a whiteboard so that we could see it every single day. So simple things, right? But I show this to you so that you can see that we actually teach things that we do and have worked for us. Okay, so this is the CEO dashboard. This is like where it gets really neck, like really nerdy. But the CEO dashboard is essentially your monthly objectives and then the weekly check ins. So this is the secret behind how, how Liskit is now at $150,000 in MRR in less than a year, right? That's a software company that's at $150,000 in MRR. You know how software companies get valued, right? It's like 10x multiple on revenue. So like that is an enterprise that is worth so much money in less than a year because of a system like this, right? So this is CEO dashboard. This is literally the CEO dashboard we use for list kit. You're all going to get this file so that you can look into it on your own. But the CEO dashboard is just taking your wig, taking your lead measures, taking your lag measures and inserting them into something that you can track. And so if we just go across the board, you do this every single month. So this is for April. And then you have each of the weeks, you have the actual target, the remainder that gets calculated based on the numbers you put in each week, the type of goal that it is, the status, whether it's green, yellow or red, the owner who's in charge of reporting on that number and making that number true, and then the data source, where do you actually find the data on that? So it starts with general goals. Ours is really simple, is total income that the business produces, the MRR of the business and then what's in the bank account. So we know where we're operating. And then we have targets. 200,000 is the target income for the month of April for Liskit. 165k mrr is the target for Liskit in April. Bank balance, we want to have at least $100,000 in bank. And then you have your North Star. Your North Star are essentially if you hit these things, then the general goals you set should all then also be hit. Right? These are kind of like the inputs that lead to the outputs which are the general goals. If we had to change the titles, it'd be outputs at the top and then inputs at the North Star is making sense so far. So North Star number of website visitors, new users, conversion rate, demos, setup, offer closes, specifically churn rate and then direct dials mrr. Okay, these are all the things that we're tracking. These are our North Star focuses for the month of April. It's all making sense so far. And then it gets even crazier. We go into each department. So starting with marketing, these are all the things that we're tracking every single week. List, kids, marketing department. And you can see on the right, who's the owner. Christian owns most of these. Daniel owns most of these. I own a couple of these, but it's Number of email broadcasts that we're sending each month, Number of cold emails we're sending each month. Number of 50 free lead requests we're getting each month. Number of new YouTube videos we're posting each month. And then all the stats on ads. Ad spend, cost per lead, cost per call, Setup closes from ads, cost per acquisition. Roas so yesterday, just like you guys, is the first time I've ever seen inside a Facebook ads account. I have no idea what Daniel does to produce the results he does, but I see every single week how it's performing, and so does everyone else on the team. Okay, is that all making sense so far? Andrea, question. How do you update this? Is that a VA's job or is it. No, it's our job. This is our job. So. So Daniel goes in every Friday. This is the worst part of the job, honestly. But it's so important. So important. It's like VA work, but it's the most important work. It really is. Because if you don't know your numbers, how are you gonna know where to improve? Right? And then you put the status. The status is the most important part. Cause I can look at my CEO dashboard right now, like the real CEO dashboard for a list kit, and know exactly where we need to focus and in order to get back on track to hit the goals for the month. Okay, so the status is just based on what's the target? And it's just simple math. If I'm way behind the target and we're two weeks into the month, it's gonna be red or it might be yellow or it might be green. Okay, so that's for marketing. We have the same thing for sales. So for sales, we're tracking outbound activities. Median response time in general, median response time in, like, specific with paid. So that just means how fast are we calling leads that we get into the funnel? And the goal is within 30 minutes. Okay, so we're holding our team accountable to that. How many demos are booked by our account executives? How many demos show up, how many close? How many setup offers are showing? How many setup offers are closing? How many interviews is Dan doing with potential new salespeople? How many active salespeople do we have? How many SDR interviews is Dan doing? How many active SDRs do we have? What's the average deal size, what's the average mrr and what's the new MRR collected? Just from the sales side, A lot of numbers report, but every single week. That's what we're reporting on Liskit. Yep. Yeah, it's for list Kit. So it's a software company. It's going to look obviously a lot different for you, but there's still going to be a lot of things in here that can carry over, especially if you're running paid ads. If you're running paid ads, probably the most important thing to look at here is the median response time. Because if you're collecting phone numbers through a funnel and you're not calling those leads fast enough, you're basically wasting money. That's what most people do. And that's why Dylan's presentation next is going to be extremely valuable, because most people run ads, they get a bunch of phone numbers and they don't. Either they don't call them at all or they wait too long to call them and they lost Solita. Anyways, go ahead. So like when you run those type of ads, like phone number funnel, but if it's a lead magnet, that's not truly. It's like a free resource. That's still something you would like, make a call and try and sell the main service or would. If you're. If are you. Yeah. And. And are you collecting a phone number to do that? Unless you already have a direct offer funnel that's at like $5,000, there's just no point of running anything indirect unless in the entire. So that phone number funnel, would you need that opting in 100 of the time it's. It's called. Yeah. And if you're not going to call the lead when you get the phone number, don't collect the phone number. The phone number adds the most friction in the funnel. So if for whatever reason you don't have the capacity to call people that opt into your funnel, just take the phone number field out. Because why are you collecting phone numbers then? Right. Of course, for every business, we have a CEO dashboard that is broken into the same exact categories. It all funnels down from the org chart. Every department in the org chart shows up on our wildly important goal, our lag measures and our lead measures and gets measured actually in detail on a weekly monthly basis through the CEO dashboard, department by department, line by line. See, I'm trying to do this in like the most logical way of like starting with big idea here's. Your chart. And then here's the goal. Here's how we break down the goal, and then here's how we really break down the goal into like specific things. Because you can't just set a goal of like, yeah, I'd love to have a SaaS like list kit that's at 150k mrr. Like a lot of it was set up offer. Like I was talking about having a low ticket, front end, like low commitment offer. But like that's how important it's gonna take. Part of that entire business is that. Yeah, it's measured weekly, like four different statistics on just that offer. That has nothing to do with mrr. Right. We get a setup offer, it's zero mrr, but it shows up on the dashboard because it funnels into MRR eventually. Right. That's why that funnel's so important. So that's on the sales side and then on the customer success side, this is where it gets crazy. So I'll show you the stats on the customer success side and then I'm gonna show you the next part which is gonna be like, how do you actually hire people to then do all the things here? Cause it's not me, Dan, Christian, Daniel and Oliver doing cold email sent YouTube videos, ad spend. Right. These aren't all of our responsibilities. They're the department responsibilities which we're in charge of. But on the CSI, we have G2 reviews. Got Mr. G2 himself right here, Bryce. He's collected a lot of G2 reviews for List Kit. I think we're at 100 now. Yeah, we might be at 100 G2 reviews, which is, which is a huge accomplishment number of onboarding calls. So I'm tracking how many onboarding calls the team at Liskit is getting on because I know if we get an onboarding call with a new user, it increases the likelihood that they stay longer. So if I'm tracking that every single week and I see that trending down, I know I need to add emails to the sequence. So I go to Christian, hey, can you write a couple emails to get people to book an onboarding call after they sign up? So like I'm making decisions based on. What are the numbers here showing case study interviews, median response time in intercom? You guys ever sign up for a software or a company in general, you send them a message in intercom and don't hear back for like a day. It's like the worst thing ever. That's like the reason most people churn. Like we're tracking median Response time every week in our CEO dashboard. And it's a five minute goal that we hit pretty consistently. Right? Revenue from upsells average mrr, MRR lost due to failed payments. MRI recovered from failed payments. Right. So we get like so nitty gritty with this stuff. 102, that's pretty, that's, that's cool, man. So we have 102 G2 reviews, which is like the leading software ranking platform. And it's because we track them in the CEO dashboard. But tracking doesn't actually do the job. The people do the job. And I'm going to show you how to align incentives because like all this stuff is great, but how do you get people to actually care about hitting the numbers as much as you as a business owner cares? Because you're always going to care more than the people in the department or the people in the role. Right? I mean, this is obvious. And so scorecards. Who's familiar with scorecard for hiring? Okay, great. So aligning paid incentives with KPIs in your CEO dashboard. So this is a great example. Bryce is sitting right here in the audience. So Bryce is an onboarding specialist at Liskit. One of the metrics we track in the CEO dashboard, as I just showed you, are number of G2 reviews. Right? Five star G2 reviews. And so how do I make sure that Bryce cares about hitting that goal on our CEO dashboard as much as I care? It's by aligning the incentives in his scorecard. And so for Bryce's scorecard, you guys have seen the compensation in the scorecard section, right? It's at the very bottom. How do I make sure that Bryce cares as much about getting the G2 reviews as I do? Personal performance based pay, right? So there's a base pay and then bonuses. So the bonuses, this is for a customer success manager. This is the right one. So bonuses is $250 bonus if you get over 10 five star G2 reviews. Right. So what is he gonna do? He's gonna try to get the G2 reviews, which is what we want, because it's tracked in the CEO dashboard. What else? He's gonna get $250 if the subscriber churn rate is 10% or lower, which is what we want. It's one of our North Star goals in the CEO dashboard. Right. What else is there if month over month active subscribers is 15% or higher? It's in the CEO dashboard. New users, Right? So every single thing in your CEO dashboard then trickles down to the people you hire and how you incentivize them. This is, this is literally how you pay people to get as excited as you are about hitting all the goals and all the metrics in your CEO dashboard? Yeah, that's updated. Bryce gets a lot less now because he's been complaining a lot. But what do you do in that case? For instance, like every role I hire for has direct, direct impact on something in there. Right. Like this is the person that manages Intercom. I want to make sure that I'm aligning their incentive to answer over 500 conversations with a 10 minute or less response time, which is in the CEO dashboard. Right. I want to make sure the conversations rating is over 90% so that they're not just answering quick, but they're also doing it in a way that people are happy with. Right. So I guess what would be a for instance, what would be a role that you're struggling to find? Okay, what's important with copywriter, designer, Right, Copywriters. Conversions or turnaround time. The best thing for copywriter and designer is actually turnaround time because your clients, that's all they really care about. Oh, I onboarded where my designs were. Where's the copy then number of revisions. You should have a number of revisions minimum because revisions mess up the entire process and make fulfillment less scalable. So you got to think through like what do you want and what does the client want? Alright, so it doesn't have to be like as tangible as a G2 review. It could literally be like with Nile, who does copy for Christian, we have like a 72 hour turnaround time that he has to hit. So it's a deliverable. So his pay instead of base pay, it's, he gets paid for every copy or every script that he does for a client. It's a set pay. If it falls outside of the delivery time that we set, the expectation for, that pay starts to go down. So yeah, you still deliver, you get paid, but less than if you delivered it on time. So what are you gonna do if you're getting paid more? If you deliver within 72 hours, you're gonna deliver within 72 hours every time. And that's gonna make you happy, it's gonna make the client happy and it's gonna get you more work, it's gonna get them more work. So it's a win win for everyone involved. I think the problem for a lot of you guys is you didn't do the work that got you up to that point. You didn't set the wig. The lag measures the lead Measures you didn't go into details on the CEO dashboard of what numbers are actually important and why. Then you can go to the people and confidently tell them, here's how I'm gonna pay you, and get them excited about it. Right? With the G2 reviews, collecting G2 reviews, having positive conversations, and then the affiliate program manager, right? Like, I'm not just gonna pay someone fifteen hundred dollars a month to manage my affiliate program because they're just gonna do an okay job. How do I make sure that they actually produce results from the affiliate program? I give them a percentage of the upside. So if they do zero to $10,000 from the affiliate program, they get a 2.7% rev share of revenue generated from the affiliate program. If they do, then 10 to 50k, that percentage then increases to 3.3%. So if they do 8k this month, they're happy because they're getting 2.7%, but they want to then get into the 10 to 50k range because that percentage then goes up. See what I'm saying? Is this making sense? Who has a role that is still kind of. They're confused on how this could apply. I don't think this applies to a virtual assistant. But for what? Like a virtual assistant. It's not a role. She's creating inboxes practically, like cleaning lists and stuff like that. So easy one for creating inboxes. How do you pay someone that creates inboxes per inbox? You do hourly. Why? Because they're just like a general va. Okay, See, I don't like to hire that way. I like to hire for specific deliverables. Otherwise I'm not sure what I'm getting. So when I hire someone to set up my inboxes, I'm paying them per inbox that I set up, and I know the value of each inbox, and so that's how I set the rate. But like, we don't do. We don't have like, do you see on our org chart a general va. They don't exist. Everyone has such a specific role, specific meaning. I know exactly where it fits into the CEO dashboard with aligned incentives through the form of bonuses. There's no such thing as a general va. What I'm trying to do is like a portion of the salary software talking to you. Like small portion of the salary is like bonus. And starting the month I give them like three goals that they have to complete. And like that's their bonus structure. So if they hit all three goals, they get the bonus. Great. But I would also give them something for each goal. Because what we saw. One of the mistakes I realized with this, this was a flawed compensation structure because I only gave a 250 bonus if they got over 10 G2 reviews. So if they're halfway through the month and they're not tracking for more than 10, they just stop because they're not gonna hit it anyways. So I broke it down and said, If I'm paying 250 for over 10, why don't I just pay 25 for each YouTube review and have them go crazy and get 20 or 30, right? I think Francois at 20 this month, last month, or you're at 21 this month. So like before, I'm just saying get 10 and we're good. And then I change it to like, see how many you can get. I'll pay you for every single one. Bryce gets 21. Our guy this month's already got 20. So you see how like, it directly impacts performance. Directly impacts performance. The way you decide to pay someone. Andre, how about the dev team? Dude, don't ask me about the dev team. If you have any questions about the dev team, it just looks like this. Just you have to go into the black hole to know about the dev team and we don't like to go there. And so as far as you know, there's no particular performance. So they are measured by developer team success rate, which is Traktor, we use Linear, it's called. So basically, when you submit tasks to the dev team to complete through something like Linear, there's a specific percentage success rate that's calculated based on, like, how quickly they respond to it, if the response is actually like code that goes into production and works. So that's calculated with a percentage, and if they hit a percentage, they get compensated for that. But devs are kind of like the gray area here where it's like you just pay them hourly or the traditional way. What else do I want to say here? So affiliate program manager, onboarding specialist. And this is pretty common because if you hire a sales role, you're paying them commission on deals. Closed sales is the easiest role for any business to hire for because you don't have to pay them unless you get paid. So it's like, I could hire a salesperson day one with $0 in revenue. You might not get the best person because it's not a great opportunity for them, but you can afford to because you don't have to pay until you collect the cash. And so how do you use that great incentive structure across the board? With all your roles, it's not the same as getting paid, but getting a G2 review to me is as good as getting a closed deal in terms of the role. So if I can pay based on, oh, I got a G2 review and I pay when I get a G2 review. You see how that protects the business but also gives the upside to someone in the role who instead of just earning a fixed income, now can have the ability to earn a lot more. Exactly. Why do you think, bro? Why do you think G2 is on our CEO dashboard? I'm not just collecting G2 reviews to watch the numbers go up. It's because it's social proof. It's like, how many case studies do you have on your website? How do you go and get the case studies? Who's getting the case studies? It's the same thing for client ascension. If I see that a student's getting results. Adam, how do you think I got you on a case study interview? You think I just, like, was looking at everything you're doing? I'm like, yo, this guy, I want to get him on my YouTube. You message me. How do. How do you think I got aware of the fact that I should have messaged you? Oh, the business help audit, probably. But like, who. Who is in the role that would probably be responsible for that? Chris. So every single week when I meet with the student success coaches, I ask them, because they get incentivized for getting case study interviews, if their student is qualified for a case study interview, they get paid for that. So, like, what are they going to be doing? Looking for opportunities for case studies. And it's a great case study. Right? You had amazing results and it's now on YouTube. But, like, Chris is incentivized to tell me about that because he now gets a bonus because one, he helped create the result for you. And, and two, he made it known to the rest of the world through getting him on a YouTube. Getting you on a YouTube video with me. See, so it's not just like, oh, it's like, oh, I think Adam's doing good over here. Let me go message him. Dude, I don't have the capacity to think like that with all these things that are happening. And neither do any of you guys. Like, our day to days are so busy. Like, I'm not just thinking all of a sudden, like, oh, like, who should I get on an interview here? Let me go look through the winds channel. Let me, like, go do my own analysis. No, there's someone responsible for that and they're incentivized to do that, otherwise they're never going to do it. Is this making sense? Please tell me. Yes. All right, cool. Any other questions so far on, like, scorecard roles, stuff like that? What about a media buyer? Why are you hiring a media buyer? To do what? Okay, so like, what is the goal of their role? Okay, so how do you measure if they're generating leads or not? So you pay them per lead. Can you do that or can you pay them per. How do you know if you're getting leads? You know what a good performance and structure for media buyers. How do you know if ads are getting leads? If you're spending a lot of money, it means it's doing well. Right. So you can get a. You could give them a percentage of the ad spend. Your clients are on a retainer basis. It's for clients, so it'd be more so like hiring for somebody that gets a percentage of, like clients that are management. I'm confused on that one. I onboard the clients. Once I onboard the clients, I get their ad account, whatever. All they. Yeah, yeah, our clients pay us for retainer, too, and performance incentives. Yeah, because you're not, you're not saying, well, if they go up in results, the client's paying me more, then I can pay you more. It's like, no, you're paying them more because they got the results. Because what's that gonna do? Yeah, you're getting a retainer, but how likely is that retainer gonna last now? It's going to last longer because of the results that they produce in the form of whatever measurements you're doing for media buying. But to an extent. So one general rule of thumb is you do the bonus, so you do the base pay. And then typically the bonuses that you offer will add up to around 25 to 50% of the base pay. So, general example, this is like way underpaying. But say my base pay for easy numbers is say $1,000. I would want bonuses that add up anywhere from 250 to $500 in bonuses. So it's not like you're going to pay them like thousands and thousands of dollars because they're hitting all these goals. It's controlled to an extent, but like, that's a 25 to 50% bonus every single month that they could be earning. Because the traditional way to do a bonus structure is like, I'll just do a 20% or 10% bonus quarterly for no reason. Just because that's what is expected is to give people a bonus every quarter. And then what happens when you give them a bonus every quarter and they don't change the way they perform in the role? Like you can no longer afford that person and you end up having to replace them. So you're doing both of your sales a disservice. Cause you can't maintain what you just created and they're not gonna change the way they're performing. Your clients don't get the added incentive either of a better performing team member structure for content managers. Content manager. What are the KPIs like, what are you measuring for? So she does. She reviews the content after like the writers write it, she reviews it and publishes it. So okay. Kind of speed Y is always one. Yeah. As soon as like a content is written, you know, we don't want to wait a week to get. Yep. So speed. Speed is definitely one. And then is there any way to determine whether or not the. The result of her job, like performs well or doesn't perform well? So it's kind of. Do we give like, we do like two different pieces of content per week per client. So if we're giving them, you know, six pieces of content every two weeks, that's bad. We want to give it to them like statically. Yeah, they don't. They have to approve all the content at once. So if it's like an even spread, it's really. It's hard to tell. But I know like speed is the most. Speed is most important. And then I would say also quantity. And in the course of a month, like, how many of those can they turn out? Because now you're building for scalability where as you get more clients, they're not like upset that they now have to do more work. They're excited that they can do more things to stack onto their compensation. Right. Does that make sense? Like, that's why G2 reviews are so important because like, if we get more users, yeah, it's more work as an onboarding specialist, but it's more opportunities to get G2 reviews which you then get paid for. So there's scalability to it as well. It's not just like today's situation turnaround time, but then also is there ever a time where they do their role and then it's sent back for revisions? Yes. So like number of revisions, limiting it or taking off some of the bonus for each of the revisions. That's the way to think about it. Incentivize for that. But make so there has to be alignment between what you want, what they can realistically do, and control and then what will keep the client happy and around longer? It has to be a win for you, a win for the client, and a win for that team member every single time. Otherwise, it doesn't matter. All right, any other questions on scorecards or alignings? Yep. A weekly version of what? Oh, no, no. Monthly compensation. Yeah, monthly. Yeah, make it monthly totals. It's a lot easier. Otherwise, you just create double the job for yourself. Because I'll tell you, the only downside to performance based incentives is calculating it at the end of each month. I literally have, like, Daniel, Dan, Christian, they all know, like, last Friday of every month, like, I'm not doing anything other than calculating everyone's pay. So you do it yourself? Yeah, yeah. I still like to do it, but I like to do a lot of things that I probably shouldn't be doing anymore. So don't take that as advice. It's just something I like to do. Yeah. Okay. In the type form. Yeah. So it's, like, reported to me in some way. It's just like I'm calculating it and actually doing the payout every month. Like, we don't have someone doing payouts. Yes, sir. So for every four additional clients we added, I just hired another social media manager to handle that. But the thing was, like, there was no growth and said that for the previous ones. So do I give them a raise for every account they handle or how do I. Absolutely. Because then if you throw more accounts at them, they're not going to, like, why would they take on more accounts? Like, why would they? You're just giving them more work. Their pay doesn't change. So think about it right now. How many accounts do they have? Four each. How many do you think they can have? Six. Okay, so this is like a dumb question for everyone. If you're working four hours a day for a company and then they asked you to work six hours a day without any change in pay, would you. Would you think that's, like, fair? No. Well, there you go. It's like, that's the same thing you're doing. No, my thing was like, for every four accounts added, I hired a new person. Okay. But you know that the current guys can manage six. Yeah. So max out the current guys before you bring on a new guy. Absolutely. Because again, same thing. Like, you're now asking them to go from 4 to 6. The pay also has to change. So let's say I gave them six and they're, like, underperforming, but they're not performing as well. So how do you like reverse that. Well, you could take them back down.