Episode 28 : Special Guests Jeff & Una Roy

Welcome to the Unstoppable Profit Podcast. This podcast will give you all the tools to grow your business and live life on your terms. Millionaire agents and entrepreneurs think and act differently than others. This podcast will give you a simple, proven three step blueprint to grow your business. Over the past 31 years of research in your industry, Mike Stromso has created a unique philosophy called the three people Process and promotion. This outside the box thinking and guidance provides agency entrepreneurs just like you the knowledge and tools you can quickly implement to explode your agency business. He has been there, done that, and he's still doing it. Wherever you are today, if you're starting with nothing or are well on your way to the success you desire, with the right people, processes and promotions in place, you will be unstoppable. And now I'd like to introduce your host, Mike Stromso.

Today we have a rare, rare opportunity to escalate your progress. 10 times. When I looked at the presentation that Jeff and Una put together, I went immediately back to my study of Grant Cardone. Double isn't good enough. It's 10 times or more. These two have done phenomenal things. You're going to want to get ready for this one and make sure you fasten your seatbelt. Jeff and Una Roy and their Excalibur Insurance organization have reached levels only reserved for the top three successful agents out there and we are honored and privileged to learn from them today. Una and Jeff, welcome and thank you for investing time today.

Thanks so much Mike for having us and we are really looking forward to it.

Yeah, thanks Mike. We are excited.

You are welcome. We are pumped as well. Reminder. In the Unstoppable Profit Producer program, the philosophy of the three Ps will help you learn to grow your business and create financial wealth and security for your family so you can have more freedom to enjoy life on your own terms. That's all we want for you. We want you to have the same kind of things that you're going to learn about today. To make sure that you don't miss one second of today's power packed presentation, please shut your door, turn off all those distracting devices, get something to write with and write on, get ready to take notes and then when you're done, take action. And again, we could not be more pumped and excited to get started this morning. We have so much for you. We're going to go kind of of quickly. I had to tone this thing down by over a third because Jeff and Una brought so much business building growth.

Oriented material for us this morning. So Again, we're going to move kind of quickly, so please pay close attention. Shut off those devices. It's still going to be there for you in 59 minutes or whatever it is when we're done. Here we go. Jeff and Una Roy, thank you again for investing time today to share with the rest of the world about the incredible success that you've created as a mega success duo team. Jeff and I were chatting recently about the top 3%, which is where we're targeting. But, Jeff, where are we really going?

We want to get to 1%, and there's no finish line. You got to get better every day, otherwise you're going backwards.

Absolutely. They're agency principals. They have four locations, Excalibur Insurance. We're going to talk a little bit about their four themes, and one of them being their brand, and this is part of their brand. It's the right thing to do. Hey, Una, where did that come from?

We did a study, probably it was over a year, and we had our different logos that we'd come up with. And we actually hired Gary Maxwell, and he came in and interviewed all of us individually as to what to do. And we realized that the insurance business wasn't just selling an insurance product to our clients. It was protecting them and making sure that we went over and above and we were doing the right thing. Whether it's more money or more coverage, it's not just about price.

Absolutely. Thank you so much. Fantastic. So a little bit about Excalibur Insurance. Currently $14 million in premium agency, approximately $2.3 million in revenue. Congratulations on your success there.

Thanks very much. We started with three people with one office, and now we're up to four offices. And again, we live in a town of 3200 people. So for those agents that think geography matters, it doesn't. It's all mindset. And we're currently 75% personal, 25% commercial. We're trying to grow our commercial business based on what's changing in the environment. But we're also proven that you can grow in personal lines, which many people feel is not possible.

It's all about relationships, and it's all about how they feel. Right?

Correct.

Notice that 10 to 12% organically on that revenue. Congratulations. Great job. So our four themes for today are.

What we want to talk about creating and leading a fun learning culture. You know, we feel culture is key. We want to talk about developing a strong agency brand and also selling in a digital world and servicing in a digital world. We feel these are four Pillars that are key for success for any agency moving forward. And we want to talk a bit on each of them. We could easily do an hour on each of these topics, but we wanted to kind of talk about our journey, what we found, and share some of our learning with all the other agents.

Fantastic. And I couldn't agree with you more. We could go on for two days. But the good news is Jeff and Una have committed to be in San Diego, so. So when you commit to being in San Diego, you'll get to rub elbows with them and really dive in and find out more. So thank you for that. So theme number one, Culture eats. Strategy for breakfast. Create and lead a culture that is fun and values learning. I could not agree with you more. Tell us more about this.

What we'll do is we have some slides kind of showing you how we do it. But it's really important that basically, as a leader, you set the tone and make sure that everybody in your organization buys into the culture, demonstrates it by their actions, and is always learning and always getting better. You can see the world. There's a lot of changing things happening in our world right now. And Internet of things to come. Internet of things, sorry. Self driving cars, artificial intelligence, smart homes. Things are changing at such a rapid pace that you need a good culture, organization to adapt or otherwise. The alternative is you don't adapt. Right.

And they want to feel connected to their brands emotionally. Right. Facts tell, stories sell. So you guys have done a fantastic job about that. Your real journey started in 2011. Tell us more about that.

Yeah, we were basically, I would say we were in neutral, maybe even going a bit backwards. We weren't growing like we wanted to. We kind of grew into a structure and we were a size that we'd never been before. And. And we got stuck, basically. They talk about getting stuck in the squat where you don't go anywhere and you don't rise properly. That's where we were. Our stress was high. We had some turnover. We just didn't feel our brand was good enough. We just didn't like where we are at. So we realized we had to grow and learn more to become more than we were. So we had to reach out and find people to help us.

I respect you guys. Yeah, fantastic. I respect you guys tremendously. But was complacency there?

I think so, yeah. I think enemies. Good is the enemy of great. Right. How much you get in a comfort zone, you feel good. I don't want to change. It's really easy not to change, not to challenge Yourself.

That's right. As the leader of the organization, you.

Had to.

Way to solve problems. Una and I. What are the real problems to solve? And I want to point out, many organizations die or go to business because they never address the real problems. They don't want to solve them. I might hurt somebody's ego. It may be too hard. Basically, I don't know what I'm doing, so I'm going to pretend I don't. There's a lot of excuses, but the bottom line is a really good organization and a good team, and we have an excellent management team. Una, myself, Paul and Ken are on our management team. And we challenge each other. We ask the hard questions.

We have to learn it from other people and sometimes ask for help. A lot of times.

Absolutely. And you guys are voracious readers. As we see by the screen. Yes. Yeah. There's a lot of.

Basically, somebody else has always generally solved the problem before us. They always say there's just no such thing as new news, just new things, old things happening to new people. So somebody solved the problem in a lot of cases. And a lot of times, it's a different industry. If we can take some of that learning and apply it to insurance. Wow. Things we can do.

I could not agree with you more. There's nothing new under the sun, and we just have to continue to learn every day. I mean, the day we stop learning is the day we stop growing, right?

Correct.

We do. Right.

Thank you. So, I mean, we live in the greatest time in history. And I agree with what you said right here.

Yeah. Follow on all our social media, investing 1 to 5% of our salary in education.

Mentoring, getting mentors, hiring a successful coach, which we have done a few times, different coaches to coach us, and joining mastermind groups. That's been huge.

One of your favorite, the University on Wheels. You know, having the audio programs so much better now. I used to have to take CDs and I have about eight pounds of CDs in my car. And I was always worried somebody would steal it. And being an insurance broker, probably not having enough coverage to look after it. But with the day, now I can, with Bluetooth and streaming, watch podcasts right through my Bluetooth off my phone. I can watch podcasts off my Apple itunes. It's never been easier, and there's never been more free stuff available. It's just a matter of being plugged into the right stuff and the right people.

That's right. We got to remember to focus on the top priorities, though. Follow one course until success.

Here'S one of your mastermind groups. Tell us just a tad about this.

Yeah, just quick. I've joined a group of CEOs all in different industries and we meet once a month and they bring in world class speakers to speak. We heard John, Jack, Daly, Weber, a number of different people and they bring new ideas and learning into the that I would never see in Clinton if I stayed here. The other thing is the other half of the day we actually help solve each other's problems. So you have 16 minds working on your business and it's amazing what the power of a mastermind will do. And I've learned a lot of things in the last two years from different industries that helps us Huge and definitely.

The only one in the insurance business in that group.

Fantastic. And you got other connections through your local associations and so forth. So that's fantastic. So define what business is in your agency.

The experience business is what?

Fantastic.

Yeah.

One of the things, like a lot of people think they're in the insurance business and I think you got to watch. You don't limit yourself. If you remember Kodak, they thought they were in the film. Where did that get them? They had been in the Experience or the Moments pictures, they would have actually implemented their digital camera. So we have to watch that. We don't think we're just in the insurance business, not just the protection business and not just the market business. But it's all about the user experience and the customer experience that's key. And as soon as brokers think that way and start treating their business that way, it'll change how they think and act.

That's right. Absolutely. If you sit there, you're going to get run over, correct?

Yeah. A lot of big trucks ready to hit insurance brokers and agents right now. I want to make sure we have a strategy to deke those trucks out.

Absolutely. So you show up and wow people at each touch point in great ways. Talk more about this.

The industry states that you should touch your clients at least four to seven times a year. We're touching our clients, what is it, 14 to anywhere from 18 to 20 times a year. We're e blasting our newsletters. We also do the old fashioned sending a newsletter in the mail to our A and B client. And we do customer care checkups daily on the phone. When a client calls in, we make sure that we've got all lines of business. We're talking to them about other things other than just whether they've called for a claim or a change of vehicle. We do protection Reviews annually on all our clients. And then we're in the community as well. So there's always something that they're getting. Thank you cards, birthday cards. There's always something that our clients are getting from us.

Yeah, you guys are just doing amazing things. But, you know, at the end of the day, and we find this in our coaching programs as well. It's the first P, people, processes and promotion, in that order. The first P. And you're talking about your team members here. Tell us what this means right here.

Yeah. Every touch, it's either going to be positive or negative. So we use the term they're an assassin, where they're killing the relationship, or they're an ambassador, where they're using diplomacy, building it, making that emotional connection. And if you go to the next slide, we talk about a heartbeat. Sorry, we didn't include that. But we have a slide where it shows a heartbeat. So your beat goes up, which is a positive contact goes down, which can be a negative contact. But no touches is what I call customer service flatlining. And we don't want you to ever let your customers get flatlined in our business.

What's the number one motivator that you guys use in your business for your team members? Can you think of one.

Number of things?

There's so many.

Yeah, like a number of things. It's just basically the culture, the fun, trying to grow them. We want to light a fire inside of them instead of under them. A manager will light a fire under somebody's ass to get it done. We want to grow them in the inside, have the passion, get them, do make it a fun work. We all know compensation is about number three or four in the list. It needs to be competitive. But you want to engage them and grow them, give them challenging work, remind them, include them.

Yep, Fantastic. Great stuff here. So as the leader, you do set the tone, Right. And so not only are you doing it yourself, you're carrying on to your team as well. Tell us more about the last sentence where you say, if you're running at 6 out of 10, your people are running at 4. What does that mean?

And that's something classic that we got from Michael McLain and his mastermind group. And basically what it means is, if you're not on top of your game as a leader, your staff are always going to be one or two points below. So if you're not doing the work, they're going to be doing it a couple levels below that. So that's why it's important that you try and come in every day from the crack of dawn. You hit the ground running. You're trying to run at a 10, and that way you can get them to an 8 or 9. The energy is contagious. And if you're setting the tone, setting out positive vibes, doing all the right things, basically, you have a lot better chance of delivering on that service promise, because a lot of it is done by people still. Yes, there's digital component, but there's still a huge, huge, huge human element, which is a huge part of our payroll, but allows us as cast members to deliver the show to our clients.

Right. People do business with people they know, love and trust.

Right?

So the keys to implementing. And numbers don't lie. I said just a minute ago. Tell us about this slide right here.

So basically tracking, which, honestly, we weren't doing for a very long time, we weren't.

Making sure that auditing our staff and our team, we were just, they're doing it. We know they're doing it. They look busy, whatever. So then we actually had to sit down and drill down and say, okay, are we really getting what's supposed to come? Are they actually doing what they're supposed to do? What can we do to make that more fun and make it more seamless for them? So we've really started auditing all of our staff, and we've split up sales from personal lines to sales to firearm and commercial so that somebody else is dealing with it, that we're not dealing with everything. So that's really helping, and it's helping the staff as well, because they know what they have to do and how they have to do and how much they have to get done. If they're having an issue, then we can fix it, because we're actually running those numbers and tracking it.

Your best people want to score and they want to know how they're doing. So sales people want to know their close ratios, how much business they're writing. Service people want to know their retention levels, how many protection reviews they're doing. So they want to know how they're doing. And then they want to know if they're in the penalty box. They want to know. They want to be communicated. They're in the penalty box, not people ignoring that tough conversation. And I put the term assume, never assume, which we all know makes an ass out of you and me and a lot of our business, we can never assume that. And the last thing I want to point out quickly is the training curve. You see, the memory curve, how things erode over time after six days, you remember 20% of what you once learned. If you're not retraining and re engaging your staff, there's a lot of slippage happening and a lot of brokers and agents say, oh, I've trained them once. That's good. They know what they're doing and they never look again. And. And only to find out six months later that things aren't happening. And basically, as you would say, you have to inspect what you expect.

Absolutely true. Absolutely. And hockey, football, baseball, basketball, whatever it is. How often are they practicing exactly?

Yeah, we want to make sure they're practicing at least on a weekly basis for half an hour to an hour. It's good to do the reviews every day. What's funny, Mike, is a lot of college football teams have a lot better playbook in structure than most insurance brokerages agencies, which is kind of sad. We should have a playbook exactly how everything should work, how everything should run. But a lot of people kind of leave it to chance. And they don't have that. They don't audit, they don't inspect, and before you know it, they have an E and O claim. Clients are leaving, the numbers don't lie.

And we're going to talk about this more in San Diego. But our team is endeavoring to huddle almost on a daily basis, if not sometimes twice a day depending what's going on. So it's become that important. So you've created this culture. Fantastic. Tell us a tad more about canny.

Canny. And again, another term we learned from Michael is constant, never ending improvement. You've got to get better every day, whether it's.001% or whatever. If you're not getting better and your competition is, you're actually going backwards by staying the same. And we want to create a culture where it's okay to take risk and basically innovate. Innovation is about taking risks and not being scared of failure. I find it ironic and I'll tell this to everybody. We're in the insurance business to protect people against risks. But nobody ever wants to take any risk as an agent. Everybody wants to let somebody else do the work. Everybody else wants to learn on somebody else's dime. And that's really a sad part of our business is we need to take more risk if we're going to be relevant in the future.

I recently had a business meeting with an extremely successful individual outside of our industry who we're talking about some stuff because of the fact that the people in his world, in the insurance game are not willing to take enough risk. He said those people are afraid of risk. That's how I built my businesses, by taking risks.

It's exactly like, you know, I look at always like if you buy five stocks, two of them will probably not do very well. One might do horrible, but if that one does well enough to pay all the rest, that's what innovating and taking risk will do in your agency. So if you don't have experiments going on, you're not doing well. And we always talk about failure is an event, not a person. Fail first in learning. You see Michael Jordan, all the greats have all failed. And it's not how you fail, it's how you pick, how you learn from it, how you pick yourself up and how you become a better person. Anybody can sail a boat when it's rough or when it's calm, it's when it's rough is a real test. And that's where our industry just isn't pre programmed to take risk. And everybody wants to be an undertaker. They want to be comfortable in their job. And we're not comfortable being uncomfortable.

Absolutely. Congratulations. Your agency culture of fun is also permeated throughout your communities. So you donated time, donated money and lots of other stuff, including your expertise, which has helped create your USP or unique selling propositions. We're going to go kind of fast through the next few slides because you gave us so much information, but these are just some of the things that you've done. The Scarecrow Festival. And if you've got any little tidbits on any one of these, please stop me. But Camp Kalhani, correct?

Yeah, just quickly here. We used our social media group to help them win the Aviva Fund. One of our insurance companies has an online voting. They came to us and said, hey, we need your help. We want to get some camp equipment. So we were able to engage our social media community, which is about 5,000 people on Facebook right now. And that helped them win. So that was kind of a fun thing.

Fantastic. Good for you.

Other things you're doing in the community here, you've donated money to purchase new jerseys. And just so everybody knows, I took a number of these slides out as well. You guys have just done such amazing things in your community. Helped get 130 kids to camp. Congratulations there. Donation of blankets of money to the women's shelter. Thank you for that. That's fantastic. I mean, just giving back. And the law of reciprocity is always in effect. You're donating up to 5% of your profits to all of these organizations through sponsorships, donations, memberships. I mean, what is that doing to your culture? Just them knowing. And you communicate this to your entire team, Correct?

Exactly.

And our team gets involved with us in a lot of these events, too. Some of them, obviously, we're on boards and the members of different organizations, like I'm the chair of the hospital foundation board in our local community and have been for eight years now. And our gala that we host every. It's biannual because I can't do it every year. It's too much work.

It's like having a wedding every other year. But yeah, over the last four galas, we've raised over $530,000. And as we said at the start, our community is only 3200 people. So that's huge. And this hospital open and it's really helping our community. And we've got a huge. The next slide that you went to.

Go back a slide. Just quickly, two slides. The guy with Walter Gretzky is Wayne Gretzky's father. Walter Gretzky. Go back a couple slides. The one, the first slide.

Sorry, I just assumed somebody. That was. One more.

Go back one.

There he is.

Wayne Gretzky. Go back. Yeah, Wayne. That's Wayne Gretzky, the greatest hockey player in history's father. And he attended. He had a stroke and he did a one hour presentation about his life, his family and how great the hospitals were. And UNAN was able to get him out to speak. So I think that's a wild thing for us to have.

Holy Toledo.

Yeah. So most people wouldn't know that.

Yeah, sorry. I just. Being a hockey fan, I just figured everybody know who Walter Gretzky was.

We're from Canada, eh? So we like, you know, we know hockey.

Among many, many other lessons that I learned from the great one was to skate to where the puck's going to be. And I've got something on my wall and I look at it every day and I talk about it to my team every day. Out, think and out. Anticipate everything in every way, every single day, and you will be able to accomplish more. So fantastic stuff. That's a win.

The arena thing. One of the ways we used our expertise and money we had to raise to start an arena here. A million dollars in 12 months. Otherwise the arena wouldn't go ahead. And there was $3 million in government grants, so we had to get that done. We joined the committee and we were the first donors of $25,000. Our single biggest donation in company history at that point. And we set the tone. And both Una and I joined the committee and we talked about how we had to go whale hunting and find some big donors to make this happen. It wasn't just going to happen. From $1,000 donations and we're proud to say within 10 months we raised 1.1 million with our team, got a brand new arena built. So that was a thing where we gave our money and our expertise and we made a difference. We actually did some direct mailers using our marketing, things we've learned from insurance to help raise about 500, about $50,000 using that campaign.

And the picture there is the old arena just before it was tore down.

Wow. Ladies and gentlemen, if you aren't taking notes right now, you are missing just a ton of opportunity here. Think about all of this local business improvement association. You are taking your knowledge in marketing and business and everything else, converting it and helping other people achieve the same thing. In addition to that, you put it all into a book.

Yeah. And everybody, when we wrote the book again at our Mastermind group, people who had written books put pictures of themselves on the front page. And. And it was like. So we did that first for the page. This is part of the marketing. And I said, let's make it fun, let's make it funny. So I wanted the donkey right from the start. And we put the donkey on the front and then we put that same book with a picture of Jeff and I on the front. And honest, you walk in the room, what book are you going to pick up? Not a book with our mugs on the front of it. That donkey looks fun. So let's read it first. So that's why we went with that.

Fantastic. Lessons abound. I'm paying attention. Trust me. Thank you. So community champion winners. You guys are champions. Your community obviously being recognized. I would encourage you to go to YouTube and just search Jeff and Una Roy. I'm sure there's just tons of other lessons sitting there for us. Your community outreach program, giving a donation of $5,000 through staff initiated volunteer projects. I hope you wrote that one down. And there was so much more. We just don't have time for today. Congratulations, guys.

Thanks.

Thank you.

And again, we've learned a lot of good agents.

Fantastic. And we just want to permeate it throughout the industry to help others grow and experience the same kind of thing. So.

We'Re going to have to speed it up. Just here, believe it or not. So theme number two for today is developing a solid agency brand. And you know, there is a difference between branding and advertising and even marketing. Would you agree?

Totally, totally, totally agree, 100%.

And that's where we could go on for hours explaining that. Unfortunately we don't have time for it today. But let's dig in and find out what was going on. So what happened in the beginning? This was probably what, 2010 or 11, right? Yeah.

I honestly didn't feel our brand was good enough. You know how you get a feeling in your gut and you can't figure out why you feel that way, but it drives you crazy? That's what I had and that Soduna had and our team had, but we couldn't find any answers. But it's funny, as soon as you have the question, the teacher will emerge. And we took the Beyond Best program. It taught us to look at change the name above our door. And we kept searching. And again, I just want to be frank up here. Changing your brand or rebranding is the road less traveled. Most people want to be the father and son insurance broker, whatever it is, and they want to talk about how great a service they give, which you can't. You know, it's like taking a picture of eight lawyers. Spot the best lawyer. You can't. So you need to build something to differentiate yourself, to make you look different.

Yep.

Prove it.

Right, Prove it.

Exactly.

Show me the money.

Yeah, exactly. Fantastic. Well, congratulations on that. We too have endeavored in that we have a brand new 40 page brand guide. So this is about you, though. So the old Excalibur brand was okay, but.

There'S our $6,000 sign. And this is the height we put a brand new sign, looked awesome. That was our new logo. We hired a logo guy, not a branding guy. Came out with a logo which was better than what we had before. And we put that nice $6,000 sign up there. It lasted one year and got taken down. So I wanted to show you that not everything you do lasts. There is failure. You have to pay out your pocketbook.

We look the same as everybody else. If you look at that screen and that's when we realized it was like just slap off the side of the head. It's like, holy. We don't stick out at all. Everybody's blue, everybody's lowercase, everybody. State Farm sticks out because it's red, but other than that, we all look the same. Nobody's going to look at that and go, oh, there's Excalibur. It's not the golden arches.

There's no purple cows.

It's funny. Because we go to the I Brokers convention to learn. And there's a guy named Brandon Gar Maxwell that was there and we actually met him and we were the only agent or broker out of 200 people that watched them. We had lunch with him that day. We had a meeting with him the following Monday and we hired him. And he understood ending at a level that we didn't understand. And we knew there was some gold there. And his three hour seminar changed our mind. So kind of flip through this. We'll go through it quickly. I know time is an issue. Most brokers have message tactics and creative. So they put the cart before the horse. You see a lot of agents and brokers copy other agents and just slap their logo on it. Well, that doesn't work. And a lot of people don't understand their clarity and their strategy first and then do their tactics second. And that's one thing that I want to point out to everybody. Figure out what you're trying to do and get your strategy. Then figure out how you want to market and get that message out similar to the three M's but get that strategy down first.

Absolutely.

So I love this visual, what that looks like. So he got us to rethink the triangle, which was good for us because we were guilty of jumping to tactics without really understanding what we were doing prior to that.

Aren't we all? And absolutely, we need to back up sometimes. One of the greatest things that happened in my life is when I stopped and identified the fact that I need to listen to people who know more than I do. Fantastic stuff.

We want to try and go to become a brand of distinction, not a badge of honor. And we want to be basically like, for instance, if I had an Apple Computer versus a Dell computer. If you take somebody's Dell computer and switch it, they really don't care. You take somebody's Apple Computer, they're beating you over their head. We got full warfare with them. That's what a branded distinction does. And again, most insurance companies, the websites look the same. They say the same stuff. My father has been in the business for 50 years. He's bigger than your dad. Just the same language. We'll save you 38%. I'll save you 41%. It just isn't different. And that's where we challenge ourselves. We wanted to look different and be different, right?

Fantastic.

And this is what Brandy discover, tell, live. We discover a brand, then we have to tell people what it is and we have to live it. Because if we're not consistent we can say one thing, but if we're not consistent, people figure that out.

Again, back to proving it.

Yeah, you'll find this interesting. And I think if everybody looks at this, they interviewed 2,000 CEOs in my tech group. Here's the top six problems they had. And I think if you guys look at this list and then look at your agency, you're going to go, oh my God. It's the same list that we have. Pretty well, you know, you can't measure roi. I hear so many agents that can't measure that stuff. They want to be different.

The strategy and the message. Congratulations on that. So we talked about this in the very beginning. Una, tell us more.

What honor means to us is basically to make sure that we are going above and beyond to do the right thing for our clients and our staff and our team. Because not only is it, as Jeff was just saying, 30% better, you're going to save $200. That's not what it's about. It's about the experience that they're getting and the fact that we are protecting their most valuable assets, whether it be their family, their house, their auto, their business. And that's where the honor comes to us, when we feel that. And I don't know if everybody can hear it, but I know when Jeff speaks and when I listen to him and we're both on the same page all the time. It's not just the honor and doing the right thing and always wanting to do better and learn more. It's the passion that you have for your business that's huge as well. That passion has to be there too.

Excellent point. One quick thing is honor is a universal, timeless principle. Honor will exist forever. It never goes out of style. Our biggest problem was what does honor mean in modern day time? And that's where we struggled. Gary came back with a 40 page proposal. So it sounds like you got three more pages than we did Mike, when you did yours. But 37 pages. Yeah, we better notes. We were blown away. We got Defender. Well, it was insurance. Defender was easy, but what the heck does honor mean? We struggle with that. I was in Mexico for a week and every morning I woke up and read the paper and I couldn't get my head around honor. And that's where they came out. It's the right thing to do. That's honor. Doing the right thing. That made sense to us and that's why we came up with it. It's the right thing to do. Every time you service a client, did you look after Them. Did you do the right thing with them? That's the ultimate test in our agency.

I love the simplicity of that. And our core value is doing to others. And we need to put it. Andrea, if you're listening, right in that box. Just like that. And we need to do a visual with every person on our team with that box. Them standing there, that could become part one of their signatures in their email. So fantastic stuff. And I constantly take people down to the conference room because it's as big as on the wall. They said, what should I do? I said, there it is right there. Just do one to others. It's the right thing to do. Congratulations, guys. Did the Excalibur code become part of your brand through this process?

Yes, it did. So our seven non negotiables and everybody has that on their desk. It's on their computer. We have it in our front office for clients to see as well. If we make a promise, we keep. It doesn't matter what you need. We take the time to help we find solutions when others might simply just throw in the towel and say, well, this is the way it is. We're happy to do the things to make their day, whether it is walk them to the car, do something extra, go to their house to drop it, do those extra things that just don't happen as much anymore. You don't see it this day and age. Technology doesn't always save time, stress or money. Then we're not interested. So we're Jeff. I'm not going to say we on this one. When it comes to technology, it is all Jeff. And if we need something to help out with our processes, we're making sure that we get that for our team so that they're not stressed. And the lowest price isn't always the best option. And we will tell our clients that if they don't agree with that, then obviously they are not the clients that are in the values that we need in our organization. And we believe going above and beyond is absolutely worth it.

Absolutely true. Hang on a second.

Technology. Oofa. There. There we go. This is a visual of your golden circle. And I'm going to kind of move forward here a little bit. We'll just show you some of the visuals. Your power of alignment. And this was the title of our talk today. Your culture, your story, your experience. And just notice how it all blends together. And it really is as simple as 1, 2, 3. When you put it like that, your team can really get their mind around it. Is that accurate?

Absolutely.

Yep.

I Love your hybrid model right here. You've got your community storefronts, your online tools, your personal interaction. It all blends together to create the result you're looking for for the people that it matters to.

Accurate, very accurate.

Yeah. Your website. And we encourage you to go check that out and can learn more about them there. We talked about your newsletter earlier that you're distributing online and offline. So you're reaching 100% of the marketplace. You've got your mobile dashboard now we could probably go on to that. Which gives you the ability to push messages out to the marketplace. Fantastic on that. There's your mobile dashboard inside your mobile device portal. Great work there. You've got your signs in the office. You've got your team of defenders. I love that title. And when I was looking at this, all of your offices, but you're shown as one team. Fantastic job there. Your street signs, your sponsorships. Just look at the look of it. You guys have done a fantastic job with this. Your trade show booths. I saw this last night. I was going, wow, this is fantastic. Great job. Your coolie cups. Back to the honor for just a minute. I mean, that's great stuff. The messaging is there, of course, handwritten thank you notes. You guys push a lot of handwritten thank you notes out the door, right?

Yes, we do. They go to everybody who we write new business with. Instead of saying just thank you, it's a handwritten note. So inside that, then we say thank you for your business. Inside here you'll find a small card to put to somebody else and we send them to our underwriters. Somebody did a portfolio review. Whoever we want to say something to, it can be anybody.

The attitude of gratitude always wins. Fantastic job. We talked a little bit about your book earlier. So you've made it available in download digital form as well. So congratulations on that. You've got shirts that talk about your Excalibur University, your education center, because people fear what they don't understand. So you're actually taking the steps to help educate people about their insurance. Way to go.

Your Pinterest presence, because that's just a form of social media. Do you find that you got a lot of people paying attention to you on Pinterest?

Again, I should clarify, we kind of use a Pinterest look on the website. We have not done Pinterest. We use a number of social media, but Pinterest we just didn't feel was a good fit for us. You can't be native in all forms. We made it look like Pinterest on the website.

You got a playbook to live your brand and experience. Fantastic job. I mean, people can get their minds around this kind of stuff. You've created a community champion award. I love this. And if you don't mind, I'm going to borrow this thought process.

Huge effect. It was huge. It is huge.

Can you think of one huge effect?

Just the two that we. The first two we did were three young girls heading to workout in the morning, and they saw a horse in distress that was actually being attacked by a stallion. And she was actually delivering. And they got. Two of the girls, got out of their car and scared the stallion away, kept him away while the other wee girl delivered a horse while on the phone talking to her dad because she didn't know how to do it. And so they saved those. So we just brought them in, we gave them a certificate, we gave them some roses and a gift card for $25, a Visa gift card each. And their picture went in the paper because nobody would have said anything. And we just were wowed at what they did because it was totally unexpected and they just went ahead and did it. And then our other two little girls donated their birthday money. They were 10 years old and had a birthday party and said, ask for money to donate to the hospital. Those girls as well, to actually get a certificate and some roses and be, you know, be mentioned in the community. They were just wowed by it.

And the big thing is we acknowledge people that don't expect anything in return. Both these people didn't want to be. That is the value of going above and beyond. That fits our value, that fits our culture, that adds to our story.

But I think that's so critical in today's world. I mean, we have to do these things without that expectation of anything coming back in return. Because if you do it for the right reason, with your heart, good things are going to happen. And the other thing I just picked up that you said, una, thank you for sharing the story. It wasn't like that much of an investment. You said a $25 certificate or something like that. It's not like there's a lot of money involved, but it's the right reason you're doing the right thing. Good for you.

They were thrilled.

We actually videotaped them. There's a video, I think, of both of the girls on our YouTube where we just videoed them. Ask them quickly what they did to have the story. We shared the story, you know, it was great. It's nice to share good news because there's not enough news.

Absolutely. I looked at this and I said, oh, my goodness, good for you. I mean, this shot in itself just portrays exactly what you've done with your brand. You've got the reason right there in the middle. Congratulations on that. We're at number three. Go ahead.

That's also in a poster form at the front of all of our offices so that when people come in, they're sitting, waiting, or if they have to wait for somebody, they can just have a look at that.

Well, I think that trumps Dave Ramsey. I've been to Dave Ramsey's Brentwood, Tennessee facility, and outside of every office on Dave Ramsey's campus is everybody's disc profile. And that's fantastic. But I think this trumps it. So congratulations.

Theme three for today's talk. Develop sales process in a digital world. And we're going to have to kind of move through this. Today's reality. The visual right there on the right. I want. Right.

I want it yesterday. I want it back in the future almost. It's pretty much where it is. Right.

The expectation you're going to get it for me or I'm going to go get it somewhere else. Right.

And they compare if they have a good experience on Starbucks or on itunes or Amazon. Guess what? Your insurance brokerage experience better be the same.

Exactly. Or better.

Yeah. Or better. Yeah.

So SEO by the numbers.

And these numbers are constantly moving. So again, you got to ask 10 people. But bottom line is everybody's starting their search. A good chunk of people are searching it online. And you need to have a great online presence, a great website. You need to make sure that your SEO is good and make sure that you try and pop up on the first page for the searches you want. We always joke here, where do you hide a dead body? Second page of Google. I think Jimmy Hoffa is hanging out there right now.

Absolutely right. And things are going to change in the next five minutes. We were talking about it before we got started this morning. Just because we've updated it like yesterday, Today is already here. We better get with it. Right?

Yeah. So we realized quickly that we got to get our digital game together. Our website has to get better, all that kind of stuff. So that's important. Brokers and agents need to take SEO seriously. A lot of people go, well, my clients don't buy online or online. People shop for price. They're garbage. That's all crap. It's all bunk. You need to give your head an examination. If you think that you don't have to have A good website. There's about 10 or 12 non negotiables we discussed at the Grow program with Jason Cass. We were down in Chicago and obviously a great website using SEO and blogging are critical. Agree.

And that's the thing that changes every day. It's the blogging, the social media that's all built around your website, that's built into it, that's constantly bringing it up every single day. So fantastic job. The six types of clients, some want self service so you have to support them as well.

Accurate. Yeah. One of the things we have is economical. It's funny, one of our companies had mentioned that only 50% of clients want to deal with a broker. The other want a direct writer experience. My pushback to them and it wasn't malicious, they came out with it is if you build the self service tools for us and give us better ways to provide the instant quote buying an issue, we could then be like the direct writers but with choice and a better proposition. So why can't we occupy that space? So that's one of our big pushes. Give us the tools too and we'll build that into our DNA and Excalibur.

Absolutely. So customers do shop differently. I was studying in Automobile University the last few days. John Maxwell today matters and he's talking a lot about thinking. And then I saw this slide.

Yeah. And again the big thing I want to point out here is you have to make sure that when people are searching like Dave, they're thinking of thinking of buying an SUV at day nine maybe. You have to make sure that your ads, your display ads pop up under those things and their searches are different at that point. If they're researching heavily at that point, maybe on day three they're looking for insurance and then day two they're looking to make the purchase. So you have to show up along the whole process and you have to build that communication, that awareness, that emotional connection over time and repeated. And it's really tough to figure out in the cyber world and online and offline where everybody's going to show up. So you mentioned 100% of the places, 100% of the time it's just those repetitive hits, the people that are going to make brand awareness there and that connection when they're ready, end of the.

Conversation that's already going on in their minds. Which is mobile. Would you agree that this 45% figure is outdated?

It could be. We checked your SEO numbers last month and it was 43% were mobile. So it's pretty close. The year it's going to be 39%, but I think your mobile might be a little bit higher in the US. I'm guessing 50% by the end of the year, if not higher. So again, if you don't have a responsive website. And again, we are just launching. We did our website a year and a half ago and we blew it up again and we just launched our version one in the last two weeks. It needed to be better and faster on our mobile. It just didn't look very good.

Yep, we're doing the same thing. Ours is getting ready to launch here any day. So I think that down south of the border, yeah, it's more like 60% but yes, you need to have a compliant, complete presence digitally. Yeah. So what did you do based on this information?

We realized that the game's changed and we had to develop a digital sales process to be able to adapt to that, which meant we needed to have a good website. We needed to have ways of bringing leads to that website and then once they put their hand up and clicked, we needed to be able to make sure that they were able to get a price quickly and easily 24, 7 when they wanted. And then once they got the price, we needed to respond quickly. Lightning speed or warp speed, if you don't respond in five minutes, you're losing. Nowadays, a lot of agencies responding in 24 hours, 48 hours. I'll get back to them when they're ready. That doesn't work anymore. So we had to develop a new process which involves scripting, basically using digital signatures and texting. Interesting. When we introduced texting two months ago, our close ratio went up 3% in a month, which doesn't seem like a lot, but when you're quoting a million dollars of business in a month, that's 30 to $40,000. That's a significant number in my world. And we developed proposals, differentiate ourselves, so we developed a whole process. A good book I recommend is called the Conversion Code. If you're in digital sales, definitely take a read of that book. It's something that will teach you a lot of things on scripting and how the digital consumer works.

The Conversion Code, yeah, our members have it, but that's absolutely a good read. Fantastic job. So you have a producer online rating system. I could not agree with you. Money loves speed, success loves speed. So if you're not exampling speed and operating at warp speed, maximum speed, every single day, you're going to get left behind, unfortunately. So you have learned that by doing all this again, I'm going to Keep moving here. Talk about split testing for just a minute.

Yeah, like one of those things. We talk, we have different landing pages, we try different things and we look at the numbers. If you can't measure things at a detailed level, it's going to be very tough for you. So everybody said, well, people want to call, people want to email. We did some tests and 90% of the people that we tested wanted to get a quote and go through that method. 8% wanted to phone us and 2% filled out our email form. That's what we found with the people. I'm not saying that's bang on everywhere, but the people that go through pay per click, our website, organically through Facebook, that's what we found out. It's one of those things. Don't believe everything you hear until you test it.

Absolutely. So now we're generating more leads and traffic. You've got a systematic way set up to respond to anybody that might raise their hand. You had somebody manually doing it that was routing leads and you couldn't track it. I intentionally took out Velocify out of here because there was just so much information on it. But that's part of how you were able to do this, correct?

Yeah, velocify. One of the things they talk about is they show a graph that if you respond within five seconds or, sorry, five minutes, you have a 300% higher close ratio. And if you respond in an hour it drops to 60%. And our joke is, well, if you don't respond in an hour, it's a cold call because they're onto the third site, they don't even know you existed. So that's why speed is king in this in sports. Speed is king in football, basketball, any sport. It is in the insurance business right now too. You need to respond quickly. So velocify as an actual software program. Just for a quick. I'll do a quick 30 second explanation. Their salespeople log in the leads go to them by either round robin or shotgun. And a way they get the lead. We track the response time and then there's nine different ways we try and get a hold of people. A series of five phone calls to get a hold of them and four or five emails and a text message. And we have a 91% contact ratio right now. Once a person gets in our funnel, our close ratios unfortunately aren't that high. But we have a system in place and they work it and it saves us about 20% of their time. So they can handle easily 10 to 15 leads a day.

Fantastic. So I'm sure people can just Google velocify. Great stuff. And you see some of the numbers that you guys are executing right here. Way to go.

Yeah, thanks. We're still learning.

Yes. The day we stop learning is the day we stop growing. Right. You have some challenges in the beginning which were exhibited here. So you made the changes that were needed, right?

Yeah. Our close ratios, again, we're still not happy with them. I believe we can get to 20% and these are on cold calls, like referrals, we get 80%, that's not a problem. These are people that have never heard of us. Nine times out of ten they come into our queue. I'm not sure what everybody's cold call close ratios are, but we're trying to get them better. And we're adjusting our scripting. We're doing a lot of different things to try and improve that. And we just found a number about four or five months ago which I didn't know and I wish I had known two years ago, but the average retention rate is 74.5% on first year business. And we noticed our retention rate was dropping and we couldn't figure out why. But that explains it that, you know, I'm being told that's an industry wide number that's been there. And again, Una will point out quickly that's on digital stuff, it's not referred leads. Our retention rate isn't as good. So being an insurance broker and an innovator and experimenter, there's got to be some way we can improve that number. And I'm not trying to figure out how to track that in my system. My applied systems doesn't make it easy to track that. And I'm trying to figure out a way to know what that is. And that's a new number on my radar and my dashboard I have to look after. And we're not offering extended hours right now. We have a workaround right now. But I believe between five and nine o' clock we get a lot of leads coming in. I'd like to test if we had somebody answering the phone live dealing with them, how much better would our results be? I believe they would be. That'll be a test we need to staff and run.

I want to reiterate two things that both of you just said. First of all, you said that you're not satisfied with where you're at. You're in the top 3% and you're never satisfied. That's got to be the way that we operate mentally in today's. Business world, you can never be satisfied. Would you agree?

Absolutely. Once you're satisfied, you stop.

Absolutely. Complacency kills. The other thing is, don't conform. Don't conform to what everybody else is doing. Don't conform to anybody else. It's what you're doing that really matters and you can never stop. So congratulations on that. We're going to get on to theme number four, and we're heading towards the top of the hour pretty quickly, so. So let's just talk a little bit about experience, service experience, sales experience. You talked about customer care, checkups, reviews, the fact that everybody's scripted.

Talk about the staff giving quiet time to catch up.

How does all that work?

What I do is I make sure that everybody has an hour or two hours a week where they're not on the phone. Nobody talks to them, their door is closed. And it schedules either reviews, renewals, whatever it is they have to do that's gotten big. We choose what it is. And they are on those two hours from 10 to 12 or whatever on their day that is 100% just focused on the time to get caught up so that they're not stressed and saying, oh, I've got to get back over here. And our meetings once a week also helps me find the ones that maybe it has been a crazy, crazy week for them and they may need an extra hour. So somebody else covers for that. At first it was very difficult because they said, well, I can't take two hours off and not answer my phone, so I'm going to have all these messages. Well, the messages aren't being for them. Somebody else is taking that call, doing the change for the client and coming in on that. And the fact that they actually get that time, their stress level is way down.

Absolutely. Fantastic job in taking that action. We talked a little bit about this earlier. As far as the industry says this, and the industry says that you've just taken it upon yourselves to do whatever you need to do.

Right.

So great job. You have communication strategies. We touched on this earlier as well. You got your newsletter going out, your E Blast, your birthday card. You stopped doing those completely?

Actually, no, they're still going out.

It's just the cost. Our postage is crazy here in Canada. So the cost to send a birthday card was getting. It was costing us almost $3 a card.

We had to set up through a program that's $4 a card. We could actually dump our entire database of clients. And we had to program this thing to automatically do them. And I'm not sure we could justify an ROI on that kind of cost. On 5000, we're looking at 20 to $30,000 a year to do that for everybody. We are sending them to VIP clients and select clients. We're still doing that. We just didn't do them to everybody. We were doing them to everybody. I wish. Again, that's something I'm going to discuss, obviously, when we come down to San Diego. November is maybe I need to change my thinking on that, so.

Well, you're absolutely spot on in the fact that if you're not going to do it for everybody, definitely do it for your AAAs and AA's or your top type of clients. So again, your monthly E blast 30% open rate. Holy Toledo, that's fantastic.

We're hearing that's a pretty good number. And again, we put a contest.

That is a great number.

Every month we have a contest. And if people open it for the contest, at least they're opening it. Jay Baer talks about real reach and that's what the newsletter gives you. And you have to actually physically grab the newspaper and throw it in the garbage. But you see it. Whereas email, 70%. Here's a number that alarmed me. We've got probably 70 or 80% of everybody's email, but only 30% are opening the emails. So we're not really communicating with those other people. We think we are, but we're not. And that's reality where the newsletter kind of picks that up and hopefully between those two, we get some touches, but we're not touching people. Just because we're doing it 18 times doesn't mean we're executing. So that's a challenge nowadays. And we're hoping our new mobile app will help fill that void a little bit better.

I could not agree and I would begin pushing that as much as you can. So I'm going to just review some of the accolades you guys have accomplished, have earned. Congratulations. Just fantastic stuff.

Couldn't be more honored to be sitting here chatting with you about all of this. I mean, you're up against all of these people and you were chosen as the top of the top, so congratulations on that. But if there was one theme, if there was one word that has kind of led to all this, I know the word that I'm thinking of in my mind, what would be. And I want to ask you separately, and I know you're obviously sitting in the same place, but what's the one word that has led to all this? And I'll let Ladies first. Una.

Just one word.

Okay.

Or two?

Passion and desire.

Passion and desire, Jeff.

Relentless.

Relentless. So they have the passion and desire and they're relentless about it. And my word was action.

Because at the end of the day, we can talk about this all we want, we can think about it all we want, but at the end of the day it's about taking action. Congratulations. You guys are just at the top of the top and I know you guys are in pursuit of even higher. You've got some projects on deck coming up. You touched on the new mobile app, artificial intelligence. Tell us about that in 20 seconds.

Actually, we're working on a minimum viable product with a company that approached us because we're innovative and we're going to build a chatbot that will actually work off our website and I believe our mobile app and social media so people can ask questions and it will actually answer automatically in terms of taking you to websites, getting you hooked up with the right phone number. And then we're going to build over time the most common insurance questions and it's going to be use machine learning to get smarter. And I believe we're going to be able to build a quoting option in there where you can actually get a quote right through the chatbot. It'll work through Messenger. So we're working on that right now. We should have a minimum viable product in the next one to two weeks, which we're excited about. It's not going to set the world on fire in version one, but the fact that we have a better chatbot. We actually took all our questions from the last year from our chat, dumped it into the company and they reviewed it all and they've got answers and stuff to the most commonly asked questions. So that's pretty exciting. We're actually launching ability to quote, bind tenants package of home run businesses with a company in the next two weeks, which is exciting. So we can actually bind and do it without a human touching it. And we've got companies behind it and we're actually rolling out some other products in the commercial space on that. That's exciting. And yeah, because we've got some stuff going. Like I said, we're still trying to create that experience. We've got a long way to go.

Well, congratulations. I'm just in awe of everything you guys are doing and what's the consequence of not doing it right? I mean this slide tells it all.

Yeah, basically disruptors want to basically eat our lunch, take our clients, beat us. You know, billions of dollars are getting dumped into the insurtech a lot of the insurance tech stuff. It looks nice, but it's just technology. It's not experience. So I think we'll see your insurance companies gobble them up, but there'll be a couple insurtech and I got policygenius there. You got coverhound and you got insure on. They got some depth and they're going to be around for a long time.

Yes, they do. Yes, they do.

I'd point out we threw this slide in my friend Adam Mitchell, who's also an innovative broker. This is one of his favorite comments. Realize that some of your friends in this industry aren't going to make it out alive. And I think we're in Canada. There's lots of bears up here. Be nice to five people one day. They might save your life. As long as you got to be running faster than your competition. If you're complacent, you're that guy that see the camera guy that fell down. You're that camera guy innovating. You don't want to be that guy. The bears are after you and you got to pick it up. That's our message. We want to share. I just hope we communicated that we're doing all this stuff and we feel that we're still behind. So that's got to hopefully inspire people to get motivated to do things and work on their business.

And basically just not in it.

I could not agree more. But ladies and gentlemen, I need your complete attention. And we've got people hanging on a thread here, so everybody's paying 100% attention. So thank you, Jeff and Una, for the amazing information. But here's the most important slide that we're going to show you today.

There's our secret of the hat.

Please pay close attention to the hats.

Because it is the key to running these, at least at the Excalibur group. Is that accurate?

That's correct, yeah. Thank you, Michael, for having us. It was a pleasure. We were honored to be asked and to share our information. And we're really looking forward to San Diego to share more.

And you've got a fantastic group. I've been following you for 10 years and we're honored to be on here. And thanks for everything you do for the industry.

It's my pleasure. I mean, in the words of one of our close friends, it would be unfair if we didn't because at the end of the day, we're all better together and we just want to get further faster. We're not going to ever stop. We're not ever going to give up. The speed at which you guys are operating though, is to be absolutely commended. Great job. Way to go. And I know that multiple people in our UPP circles operate at the same speed. So we have a number of questions about your scripting and what you're saying to people on the phone, etc.

Etc.

And a number of people want to know if you can share anything that's on your scripts. And one of the specific questions was, what is a customer care checkup? Luna, you want to talk to that for just a second?

Yeah. Our customer care checkup, we learned that what we were doing was somebody calls in to do a change of vehicle and so we take the change. Thanks very much. You want closure and comp on that, that's great. Thanks for calling in, Mike. Have a great day. But what we weren't doing with Mike when he called in was letting Mike know the other options we have in our organization that he may not even be aware of. So when we do our customer care checkup, when somebody calls in and we do note the screen so that they're not being asked if they call in three times in six months kind of thing. But he asked.

Who takes care of your life insurance? My brother in law. And whatever they say, well, we have an expert life agent in our office if you'd like them to make an appointment. So they're not giving all the information on that at that time. Do you know what umbrella insurance is? We notice we don't have your property or whatever, so you're cross selling. And then we also tell them about our referral program at that time and if there are any other questions. But after we've dealt with what they've called in for and then you just lead into the question. If you have a couple minutes right now, Mike, I just want to make you aware of some of the services we also offer. So you're not trying to sell them. So it's not like a sales thing. Because some of our account managers aren't salespeople. They're not comfortable with trying to sell and make people spend money. So if they ask them in that way, do you just want to learn more about us, then that's what our customer care checkups are. And they're done just on a random phone call.

Right. So you don't have anything that's dedicated to proactively go outbound at this time. You're just doing that as people call in?

Correct. Our outbound ones are our protection reviews, and Those are done 90 days before their renewal.

All right, fantastic. I Can tell you this. One of the most influential things that has happened in my life in the last five years in that particular realm happened with John o'. Leary. And what I learned from John was just simply say, what more can I do for you?

Yes. Yep, Absolutely.

And at the end, at the end of the day, people don't know what to do with that. They're like, you really care? What more can you do for me? We get so many opportunities just by saying those words. What more can we do for you today?

And that's like the way we answer our phone in our organization. I'm sure you've heard it a million times now, Mike, but when our director first impression, our receptionist, whatever you want to call them or any of our other answer the phone, we answer the phone. Thank you for choosing Excalibur Insurance. This is una how can I make this the best call of your day? We got that from Michael McLain and I tell you, we've been using it now for two and a half years and it has not gotten old. People are still going, wow. So even if they're having a bad day, it sets them off and it sets their tone.

How can I make this the best call of your day? I love that. Congratulations for, most importantly, taking action. We have just a ton of comments and accolades for you guys. Absolutely fantastic presentation. Off the charts. Way to go. Thank you for that. The last question that I've got for you today, and I thought this was a pivotal, must ask question, is tell us how you start your day.

Well, we both started completely differently. I get up in the morning.

Three times a week and work out. I do a HIIT's program and come home, shower, get ready, do a couple loads of laundry, feed the dog, let the dog out, tidy up, make the bed, do all that stuff. Jeff does a lot more.

For himself. I'll let you know what he does.

Yeah, I usually wake up and I try and read, usually right off the bat. First half an hour. And then I try my best to get Una to work out three times a week. Depends if I have hockey or squash that night. I'm an older guy, so I can't always do workout and play sports at night afterwards. And then when we get in the office, I try and get in early before everybody, before it's too busy. I try and work on the marketing and make sure my projects are firing on all cylinders and basically work on the marketing. And I make sure I spend an hour at least on reading, an hour on marketing. Those are critical things. I have to do. I still have clients I look after, and as a CEO, I manage. I look after Una with her, make sure the personal lines team is doing well. I have a sales manager for personal Lines and I'm just creating a commercial and farm manager right now. So I will have a meeting with them. I will make sure I check in with them once a week to make sure they're on track and help problem solve with them. You know, that kind of stuff. You know, that's kind of a typical day. You know, could I be structured better? Yes. But we literally have a number of things going on, and I'm dealing with a lot of erratic schedules right now with the different vendors I'm using. So I want to make sure I'm fluid or nimble to adjust to their schedules. So I keep my projects going because there's a lot of things I want to get working on autopilot and set up. And once they're set up, it should allow me to do a lot more, if a lot less, be able to magnify what we're doing. So we're trying to work on that right now. That's kind of an overview, just roughly of our day.

Fantastic. I mean, that's the key. It's how we get started, right? How we put the key in the ignition, turn that ignition and make something happen.

Jeff and Una, thank you. I can't. That's absolutely capitalized. Y O U. We couldn't be more honored and grateful for the time that you've invested today to share with the unstoppable nation just some of the secrets to your absolutely incredible success. Congratulations on to what you've achieved so far. We can't wait to watch you pursue that 1%. And there's no question in my mind you will get there.

Thank you.

Thanks, Mike. And let us know if there's anything else we can do for your team there. Again, I said we've got to where we are on the backs of other. The giants have helped us and shared their information. And one of the slides we had in there was a rising tide floats all boats. So by helping each other, the law of breast across you talk about it comes back in spades. We've always helped a lot of people when we can because we got the help too. And basically, we're a team. We're a community together. And as you said, we're better together.

Absolutely. So we're only here for a short time. So like I mentioned, a lot of the events, we got to let it rip.

I'll let you guys get back to letting it rip. Thank you again. And if there is anything more that we can do for you, please don't hesitate to contact our team. Our team leader, Andrea Wyatt, at the Unstoppable Profit Producer program. All we want is your success. So remember, everybody, make a difference. Be unstoppable. Leave no regrets. Una and Jeff, thank you so much from the bottom of our hearts.

Thank you, Mike. Thank you, everyone.

Have an amazing day.

All right, have a great day, everybody. Love you guys. Talk to you soon.

Thank you for listening.

If you would like to listen to more episodes or share this podcast with someone you care about, please visit www.unstoppableprofitpodcast.com. now go out and make a difference. Be unstoppable and leave no regrets.