Chris Collins argues that business is about making a profit, not just sales. He emphasizes production capacity—particularly hiring technicians—as the primary lever for fixing profitability, using a flower shop example to illustrate that sales require available product/time and that advisors cannot deliver results without production capability.
Business is about making a profit. It's not about just sales. If you're just selling but you're giving it all away, then it's all for not. And now there's a lot of things that go into that equation that we, we help with or teach. One is just the availability to production. So hiring techs like we were talking about technician tree, you're, you're not going to sell if you don't have the capacity in the shop to sell, right? If you own a flower shop and you don't have any flowers to sell, you can't increase your sales. You have to have the product. And what we're selling is time and technicians produce that time. So we need technicians. So that's the first thing in, in fixing profitability. It's the biggest lever by far, I think, is production. And it's hard for the advisors to perform if they can't get it done right.
