The Power of Simplicity in Business Metrics

If you're tracking the wrong metrics, then you have no idea what's going on. If you're, if you're, if there's only vanity metrics and you can optimize for the wrong things. But what I've also seen happen is companies that are tracking the right metrics, but they're not clear on the targets for those metrics. Because if you just track stuff and you're like, we're tracking things like, yay. I mean, I guess you could like, you know, tour people around your office and show them all like these pretty, you know, business intelligence dashboards and things like that that you have. But if, if nobody really knows what is the goal of those metrics, then they're not useful at all. So there's the metrics that you track, but there's also the targets. And I think one of the things that you and I have both seen in different aspects of multiple businesses is when you select the wrong targets, it can just be massively demotivating. I think you, you had an example that happened, you know, at a, at a company that, that, that I know, you know, you do a lot of work with. You want to kind of tell that story before we dive in.

Hey everybody. Welcome to another episode of Business Lunch with your host, Ryan Deiss, and me, Roland Frazier. Ryan, how are you today? And I kind of know that's a loaded question today, so I'm excited.

Dying, man. I'm dying. Yeah. For, for our listeners, bit of a disclaimer. I'm on day three of a three day water fast. That doesn't mean I'm fasting from water because that would be a bad idea. I'm only, I'm only drinking water. So day one was two servings of bone broth, which, by the way, I thought I would like.

Nasty, is it? I don't think I've ever had it. I've seen it from time to time.

So imagine like eating a, you know, a chicken noodle soup, but there's no, like, there's no chicken and there's no noodles. It's the broth, but the broth has no like, salt in it whatsoever. Like, so it's general flavorless, but also if you don't drink it fast enough, it goes a bit gelatinous. So yeah, so that was fun. So that's, and then, and then you drink like a couple liters of water. And then the last two days have just been drinking water with like some electrolytes, has what the body needs and that, that's, that's been it. And so, yeah, man, I am hangry.

I like the idiocracy reference.

You like that? Yeah. That was for you? Yeah. No. So I'm super hangry and I'm really stupid. Like, I can clearly tell that I'm not firing on all cylinders. So this should be a fun, fun episode. I've never really done drugs. I can imagine maybe if I was just a little bit high, but also pissed off that this is how it would be.

I like that. That they kind of. They're like, well, it's really only two days of water fasting because you get, you know, you get a good dose of bone broth at the beginning of it. It's like. Like, that's going to make a difference. It's. That's pretty funny to me.

Yeah, it didn't. It was. That was my least favorite, actually. No, today's my least favorite day. I'm super excited about getting some, like, yogurt tomorrow morning. That's what I'm looking.

You have to go back on slowly as well. Is that part of it as well?

Yeah, that's what they. That's the recommendation. I don't know. We'll see. I'm happy. Like, I'm down five pounds.

It's all like, home run at Denny's tomorrow morning to kind of break.

So as weird as that sounds like, I don't know that my stomach could handle that, like, because it sounds great, but I don't know. It can handle it, but I don't know. I'm down a few pounds in the chin. It's a good opportunity for a reset. That's kind of my main thing. I know it's. You're always just. You're just purging, like, water weight. It's not like it's a healthy thing to do. But I don't know, somebody told me that it was a good thing to do for, like, my cells and all this other junk. And I was like, you know what? I need to do something to, like, kickstart my fitness regimen. That's a good thing. Sucks. Are you freaking sucks.

Are you losing water weight if you're drinking a bunch of water?

Supposedly, it's just. So what you're hearing is what I've read on the Internet. Okay.

Okay. So you have an authority. Okay. Like, scientific evidence. All right?

This is not. Supposedly, there's water that's kind of trapped in the cell walls that. That when you do a fast, gets purged and all kinds of other stuff. And I'm. You Know, I do feel lighter and leaner, there's no doubt about that. But I think anytime you just choose to starve yourself, that's going to happen. Like there's nothing particularly magical going on. It's good for habit reset too, you know, I mean, I was, man, I just got back from your house, you know, I stayed with you for a few days and you are an excellent host. And I ate like a freaking idiot the entire time I was at you. Like I had that dang chicken sandwich for lunch every day, like five days in a row. And I mean, you saw it like nobody else could finish it. I was dominating that sucker. Plus the fries. Go back to your place. We eat a massive meal, drinking all the wine. So yeah, my body needed. My body needed this.

I love it. Well, that all said, how about you?

Are you, you know, fine.

Good.

Hey, Ryan Deiss here, co host of Business Lunch. And before we get to the show, I have an exciting invitation for you. My business partner and Business Lunch co host, Roland Frazier and I are hosting a live in person event. And if you're a bootstrap business owner who wants to build a 10 million and even hundred million dollar business in the next three years, you need to be there. This event is called Get Scalable Live. And over the last four years it has transformed from a small gathering of entrepreneurs into the largest bootstrapped entrepreneurship conference in North America. Now I know what you might be thinking. You're probably thinking, Ryan, really? Another business event? Is that really what we need? But trust me, this isn't just any other event. You see, unlike most conferences, at Get Scalable Live, you'll have dedicated time to take action and actually work on your business instead of just in your business. Over three days, you'll work shoulder to shoulder with like minded entrepreneurs to implement what you're learning and get valuable feedback that you're just not gonna be able to get during the normal day. Today you're going to be immersed in fresh ideas, strategic insights, and you're going to get the support and guidance that you need to actually reach your business goals. So this is your opportunity, this is your chance to step out of the day to day, to eliminate the noise and finally work again on your business, not just in your business. And if you implement, I'm confident about this, if you implement just one or two key insights from any of our sessions into your business, you are bound to see a return on investment much higher than what we could ever charge for admission. And by the way, speaking of admission, right now, Business Lunch Listeners can save an additional 10% off of our already low early bird ticket pricing. So just head over to getscalablelive.com and use promo code LUNCH at checkout. Again, that's getscalablelive promo code LUNCH. It is truly amazing what can happen when you step out of the day to day and spend just a little bit of time surrounded by other powerful business owners. And since this opportunity only comes around once a year, you don't want to miss it. Again, the link is getscalablelive.com and don't forget to use promo code Lunch at checkout to save up to 67% off the full 10 ticket price. That's all I got. I'll see you in Austin. All right, back to your regularly scheduled programming.

I am good.

Yeah, well fed.

I'm getting ready to head down to Mexico for a vacation, an actual vacation and very much looking forward to it. So that's good. October coming up. I mean, we've had as you know, very busy, busy, busy time. And even though as we're recording this, it's the beginning of September, I feel like if I look at what's left in September going into October, it's kind of non stop. And so, so I'm very happy because I didn't really get, you know, what I would call any kind of vacation during the entire summer. I kind of blew my vacation time at the, you know, around my birthday earlier in the year. So, so I'm like watching everybody's, you know, yeah, I'm here and I'm doing this and my feet are up on the beach and I'm doing that. And you were going all over the place with, with your kids and Stu, like, man, I haven't really had any and I got to, I know what's coming. So this was the little window that I could do that in. So that was, I'm, I'm very much looking forward to it more than normal.

Enjoy your taco and margarita fast.

Yes, exactly. Taco and margarita fast is what I'm going to do. A seven day taco and margarita fast. So anyway, that all said we were talking about before we got on here today, we were talking a little bit about scorecards and keeping track of things in your business and having just kind of been immersed in a few consults. We did. I thought that it would be good for us to talk about some of that. So because how you're doing, like people ask me and you, I know all the time, it's like, how do you guys have so many businesses and keep up with them. That seems impossible. And one of the things is we talk about one of our exits is exiting the org chart. So ideally you're not on the org chart of those businesses that you're adding to your portfolio, even if you are on the org chart or should be for one of the ones that you know, that's like your main gig or something like that. But the answer for all of that is scorecards and something that gives you some sort of report on how things are going. So I thought what would be really cool would be maybe to talk about first, just for you to kind of outline the scorecard part of the scalable operating system and then maybe we could talk about how that works in practice and some of the places that can go wrong. And it's not necessarily that your scorecard is wrong, it's just that it's garbage in, garbage out. You've got to have really good data going in to be able to make decisions on. So how does that sound?

Yeah, no, I think that sounds good because one of the things that we've seen is that if you're tracking the wrong metrics, then you have no idea what's going on if there's only vanity metrics and you can optimize for the wrong things. But what I've also seen happen is companies that are tracking the right metrics, but they're not clear on the targets for those metrics. Because if you just track stuff and you're like, we're tracking things like yay. I mean, I guess you could like, you know, tour people around your office and show them all like these pretty, you know, business intelligence dashboards and things like that that you have. But if nobody really knows what is the goal of those metrics, then they're not useful at all. So there's the metrics that you track, but there's also the targets. And I think one of the things that you and I have both seen in different aspects of multiple businesses is when you select the wrong targets, it can just be massively demotivating. I think you had an example that happened at a company that I know you do a lot of work with. You want to kind of tell that story before we dive in?

Yeah, sure.

So it was kind of interesting. We were looking at affiliates and the team that drives affiliate sales basically to the business. So. So this business has a significant amount of affiliates and several hundred and that that are active in referring because we, we have had previously, I think we had 18, 000 affiliates once and realized that there were. We fired, like, all of them, but 50 in a business that we had together, it's like, yeah. And didn't it actually made more money because we spent time on those 50. But so these are actually, you know, people that are. That are actively sending leads to the business. And so the affiliate team is responsible for going out and finding new affiliates and then getting them set up to send business. Right. And so we. One of the issues was that there were over a hundred affiliates that had been referred recently that were on the. They were actually on the pending list. So. So in other words, they had said, yes, we're affiliates. They got signed up and everything, and then nothing was happening with them. So they had yet to send a lead. And. And so the task was, let's talk to the affiliate team and say, hey, I mean, that's a lot of business that's just kind of sitting there. What's going on? And as we dove in, we found out several things. One thing that we found out was that the people who. The. The primary person who was in charge of getting the relationship started, basically that would be biz dev, right. Would have the conversation, and the affiliate would kind of commit, not fully. Not like, say, yeah, let's go. Let's sign up and let's start referring, but would basically say, yeah, that sounds interesting. I'd love to, you know, love to.

Let's just, let's.

Let's be generous. Let's say, that sounds good. I'm definitely, you know, definitely sounds good to me. Okay, well, then that would be marked as. As committed. And so they'd move from a lead. Yeah, they move from a lead to, okay, they're an affiliate now, and there was nothing in between. And so the next thing that would happen is that then the. The ae, the guy that's responsible, and the team that's responsible for getting that thing going, like, because there's API ing and all kinds of stuff that has to happen. And, you know, creatives have to be sent and. And agreements signed and things like that. They would then be like, okay, call them up. Here's all the stuff that I need you to do. Here's the stuff to sign. Here's the, you know, connections I need. Here's all this other stuff. Basically, here's a ton of work for you. And. And then nothing was happening. So as we kind of got into, like, breaking down the process, the first part of the process was, look, if somebody hasn't yet absolutely said, yes, I'm connecting you to the people in my Company that need that, that will do that. I'm going to have a call with you and them to do a kickoff and onboard, then they're not an affiliate. And if they do that, they are not still activated until they send a campaign out, right? So until there's leads that are delivered and a campaign that's sent out, which are two different ways that they can be an affiliate. One is if their terms of service allow, they can send us leads and we can call on their behalf and then start selling immediately. And the second thing is we can run a webinar and, you know, do marketing and, and get people coming in that way. And the, the marketing leads are better than the, what we call data leads. So the dashboard. And it's funny because.

The week after.

That, this was last week, this week, the CFO in our meeting, our weekly meeting for that company said, hey, you know, I think there's a challenge because affiliates used to be worth this much and now they've gone down to this, but last year they were worth X and now they're worth, you know, 0.2 times X. And, and so that we had the ability to say, well, actually, here's the challenge we funnily enough identified last week. That number one biz dev has to have an actual commitment to onboard before they get put on the AES list to actually have conversations about onboarding because they're not committed. So we need a new category that says leads for affiliates that are interested. And then we need to have a category that is committed that basically then gets onboarded where they've actually said they're going to do this. And even when they're committed and they've signed all the stuff, they still aren't an affiliate for the account management team until they're activated, meaning they've got to send out something. So we need somebody that's really focused because we have enough of them that we should have people that, who their only job is get these people going. And so we decided we need to have a kickoff campaign. We need to separate the data leads from the marketing leads and so that we can get the data leads immediately and start sending them money, which will make them happy, while we're also still trying to get the stuff done, which takes longer because data leads can happen instantly. Marketing leads could take a month, you know, to get set up for. And so classifying it into those different categories was a big deal. And also what was happening was the affiliate team was being heavily demotivated because everybody's on them saying, man, you, you're getting more and more affiliates signed up that aren't doing anything. What the hell are you guys doing? And therefore, because they were focusing on all of these people who weren't even yet committed, they weren't giving proper attention to the people who were committed because resources are limited. And so now they could be nurturing these other people better and focusing their efforts on, you know, the, the, the new people who had just activated and, and were actually sending things out to optimize their stuff. And so all of that was kind of going into. And there were several other things too, but I won't go on and on, but all of that goes to that the data that was showing up on the dashboard that the CFO was looking at that caused the CFO to said, say, we've got a problem. We need either, we need better affiliates or something. But the whole value of this proposition we've got is at jeopardy because this has dropped so much. And if you didn't have the whole backstory to that, you would, you would probably believe it because why wouldn't you? I mean, he only had that to work with. So I think that's a really good example of how important it is to be sure that the data that's going into these numbers that are showing up on the scorecard are, is correct. And also that, that when you dive in, you first principles it and say, you know, well, so let's talk about how this should happen. You know, how is it happening now? And then how should it happen? If we could just wipe the slate clean. And you might find that you actually need a pretty significant rehaul of how you look at things and how the data gets analyzed and documented and then shows up on the scorecard.

Yeah, and so, I mean, that's a good, that's an example of. Because there's a lot of ways to mess up with scorecards. The first way is to not use scorecards at all, to not track any metrics. You're just totally flying blind. You see, at the end of the month, how do we do revenue wise? Oh no. Or yay. But you don't know how you got there. That's obviously not good. The second mistake is tracking the wrong metrics. So those could be vanity metrics. So metrics that just don't matter, but they make people feel good. Look at how many unique visitors we got to this webpage. Look at different things that you don't know that they necessarily lead to anything. There's also tracking the right metric, but having the wrong Definition or the definition be unclear as to what that metric is. So that's what you're saying there. You know how many active affiliates were generated, like new active affiliates, activated affiliates. Well, what is an activated affiliate? In that case, the definition is unclear. We see this happen a lot of times with the definition of what is a marketing qualified lead, an mql. So a lot of the companies, it's marketing's job to generate MQLs to hand over to the sales team that would then look to close them. But nobody agrees on what an MQL is. And even if you go and look at what a definition is, it's all over the place. And so having the right metric, wrong definition. And the other way you can screw this up is to have the right metric, the right definition, but the wrong targets. And so all of these are ways that. And again, going back to the MQL example, this happened at one of our companies where we changed what the definition of an MQL was. So sales was complaining. Ah, there's too many unqualified leads coming through. Okay, we can change what we define as an mql. We can redefine it differently, but we're not going to get as many. That's okay because they're going to convert at a higher rate. But oops, in this case, we forgot to update the target. And so marketing is frustrating. Everybody's upset at marketing because there's not enough leads. Forgetting that. Well, we all said that that was going to be the case, and we simply didn't update the target. So those are all the ways that you can screw it up. It might be worth kind of going into. I'm happy just to just go into how we go about building these things, though, because that would probably be the right place to go from here. Do you think?

Because I think that's significant. Let's make this the episode where we talk about it's important and here's some challenges that you can have with it. And then let's dedicate a whole one to that. Does that sound okay? Because I feel like that's.

I think I can bust it out in like five minutes.

Okay, cool. Let's do it.

I mean, because it's really not that complicated, like when you're building these scorecards, because the key is you got to keep it simple. What I've seen in a lot of businesses, they invest and we've done this tens of thousands of dollars, hundreds of thousands of dollars in complex business intelligence tools that, you know, everything is being just kind of sucked in from different places and parsed and graphs and stuff are being spit out on the other side. And because nobody understands the data that's going in, it's telling more lies than truths. And so all of our dashboards, like the ones that I look at, they're just on Google Sheets. And a lot of people like, oh, that doesn't seem, you know, complicated enough or, you know, but. But then doesn't all the data have to be entered manually? Yes, that's the second thing. So I want a simple dashboard on Google Sheets and I want the data to be in, like, inputted on these manually. And the reason I want it to be inputted manually is because I want people to know their freaking numbers. And something magical happens when once a week. So all of our scorecards are updated weekly that I'm looking at. There's. There are plenty of other analytics dashboards and things like that that are updated in real time. But what I'm looking at is a scorecard that gets updated every single week. And the people who are responsible for those particular metrics, their name is literally next to the metric. If you hover over the metric or you click on the metric in Google Sheets, a comment pops up with the definition of how that metric, how we define that metric. So it's clear to everybody. Everybody can see who owns the metric, and everybody can see how we define the metric. And then we'll also sometimes put in there, how do you go about getting access to that metric? Because sometimes you got to parse some data in different places to get it. So all that is clear in black and white for everybody to see. Then they update it manually. So they're going to come in Monday morning and they're going to update their metrics. It doesn't take that long because again, we're not tracking everything. We're only tracking the essential. And so what we get a sense of right there on Monday morning is how we doing? And they're going to compare the actual today with the target. And they manually have to make a subjective call on is it red, yellow or green? And green is, and that's again just a manual dropdown. And green is we're on track or ahead of pace. Yellow is we're behind but with a plan. And if they're going to put yellow then in the little notes column again in Google Sheets next to the color, they've got to write in a little, a little note about what their plan is to get back into green. And if they don't have a plan, then it's red and red is we're behind and we don't know how to catch up. And so scorecrow based leadership now becomes really simple. You just, I don't need to know all the metrics and what they mean. If I'm curious, I can click on it and I can see the definition of the metric, but all I really need to do is look at what's red and say, okay, team, how do we, what needs to be true to turn red to yellow, yellow to green? And I just, I think when it comes to metrics, we so over complicate what we're tracking. We try to track everything. You don't need to track everything, Right. For most teams, there's a handful of metrics at any given time that you want to look at to get a real clear picture to tell a story about how it's doing. And we update our metrics dashboards monthly because sometimes priorities change. But if you've got a simple dashboard that's updated weekly, that's being manually, the data is being manually input. Now you're going to actually get some insights because when the people go and input their data, if they own it, they don't want to put red. So they're going to see, oh crap, we're behind. What can I do? What can I come up with? Because I don't want to show up at a meeting with a red metric. And that's how we do it. I mean, it's really not that complicated. There's plenty of other data that is accessible elsewhere, but I want to have a singular sheet, you know, a CEO scorecard that I'm looking at that all I got to do is look what's red? And if I see that everything is, you know, green and yellow. Great. If I see that everything is green, then the trick is, okay, which targets do we need to raise? Because we're sandbagging here. And that's when real growth and scale happens, is when you raise your standards and what was green becomes yellow. And that's just the game. But, but yeah, I think where people mess this stuff up is they track the wrong metrics. They don't have the right definition of the metrics. There's not an agreement on what it should be so that you get confusion or the targets are off. And when the targets are off, you can do the right thing. I mean, just tell a quick example and then, you know, pass it back to you. We had made a change on the sales team where we wanted salespeople to be doing less outbound dials and more processing, more inbound, because we had shifted the model to where there was a lot more leads coming inbound. And we really wanted them to focus on those inbound leads that were coming through because those were higher value, higher intent, more likely to die on the vine. Unfortunately, those salespeople also had a target of doing X number of outbound dials a day. Well, we didn't change that target when we changed the sales motion. And so they weren't following up with the inbound leads quickly enough. And we asked them, hey, why aren't you getting these inbound leads? They're saying, well, I got to hit my. My target numbers. I've got to. I've got to hit my outbound dials. Really.

Crap.

We forgot to change the target to align with the new goals. So just make sure you're tracking the right things. Make sure that everybody agrees on the definition of that particular metric. And then make sure that your targets are clear and that they get updated regularly. And that's how you can have scorecards that actually are meaningful, that tell a story, and they don't discourage your people.

I like that. Yeah. And I think that's a key. And we've had recent conversations with one of our CFOs about that, that. That every time you see the scorecard, it's depressing. And so you're just like, yeah, you got to figure out a way to, you know, and the businesses aren't bad. They're. They're fine. Yet if you look at it, you're just always depressed because that's kind of the perspective that that comes from. So I think that's. The other thing is think about as a leader, as a CEO, you. You do want to see. If you see something that is constantly off and not meeting its target, then you've got to say, what's wrong? What's behind that? Is the target, the right target? And if it's, you know, if it is great, what can we do to help support the people that are unable to meet the target? Or maybe they're the wrong people in the wrong position if we can't support them to do that. Or maybe the target needs to be adjusted because there's a new reality or some new set of assumptions or facts that, you know, that are different than they used to be before. But I think it's really, really helpful to have. And not just have it. It's not a static thing. I think that's the key takeaway from probably all of this is a good scorecard. Is an organic thing and should not be just etched in stone. It should be something that you're. You're really using to, to help you ask the right questions, to find out how to make the business run better. That fair?

Yeah. All scorecards should tell a story. And so if it can't just be data, there's got to be. There's got to be some insight there. And you said it. Ultimately, if there are numbers, if there's data that you're tracking and, you know, you're able to turn it from red to yellow to green, and it can stay in the green, and yet it's not impacting the, you know, revenue or other kind of downstream metrics, then maybe that's not a metric we're tracking. Similarly, if if you find that you've got a metric that it's always red, red, red, red, red, and yet everything's hunky dory, then it may also not be a metric worth tracking. So we don't want to keep metrics. We don't keep tracking metrics that don't have a clear through line to, to impacting our goal. If it is a metric that matters, though, and ultimately every scorecard, every metric on that scorecard should be a metric that matters. It's green and it needs to be green. If it's red, it needs to be yellow, and then it needs to be green. Like, period, end of story. I'll tell you, management becomes a lot easier because if somebody owns a metric, their name is next to it and it's red and they don't know how to make it yellow, meaning they don't even have a plan, an idea for how to get it back into the green. That's a problem. If somebody consistently has red metrics or yellow metrics that go back to red, then management becomes, I don't want to say easy, but it becomes simple. Hey, to occupy the role that you're in right now, to sit in that seat, you have to be able to turn these critical metrics from red to yellow to green. Like, that is what the seat requires. You're not able to do it. We are giving you all the help and support that we can. Love you mean it. Respect the heck out of you. But you can't occupy this role if you can't turn red, yellow, and yellow to green. And that's where, again, it's not fun conversations, but people can't argue the fact, you know, it's. It's just simple as that. Like, and then people, sometimes people say, like, I Just, I don't know. I don't know what to do. It's like, that's a problem. This job requires that you do know how to do that. And so that's why scorecards are so incredibly important. Not only does it give you visibility into increasingly complex organizations, because as these big companies scale you as the CEO, you're not going to know everything, you're not going to understand all the metrics in all the different departments, but it also makes it easier for you and your managers to manage the people and hold them accountable. Because everybody's agreeing on the metrics that matter. They're agreeing on the definition of the metrics, they're agreeing on the targets, and they're hopefully equipped with everything they need to turn red to yellow and yellow to green.

Love it. Well, hopefully that is helpful to you, to you all in a selfish but also giving way. We have an operating system that does all this and we have a, I believe, free training on CEO scorecards. Is that a resource you could share with everybody here, Ryan? If somebody wants to.

Yeah, if they go. If you just go to Scalable Co, there's a link at the, at the top of the page that is, you know, free tools, free resources. But yeah, if you click on that, there is a download for our CEO Scorecard template. And so if you get the template, there's also a video of me walking through it. So, yeah, I would absolutely check that out. I also did a YouTube video on it. So if you go to my, my YouTube channel, Ryan Dice Official, there's, there's a video of me walking through our CEO scorecard. But those are the biggies. I mean, it's just, it's not that dang complicated. And prepare to be wildly unimpressed when you see our scorecard template. It's just a Google sheet, but that's the one that we use across all these different businesses because it's the one that, that is the most flexible.

It's the one that works awesome. Well, I hope you guys enjoyed that. If you did, please share it with a friend. If you didn't, then we're sorry. We'll do better next time. And if you'd like to share your own experience in using scorecards or challenges you've had, please share with us. We're always interested at all of the socials for business lunch or either of us, which are generally forward slash our name. But let us know and hope that you found it helpful. We'll see you next time on business.

Ever wondered how some people build Real wealth through acquisitions while others just sit on the sidelines. Well, I'm here to tell you it's not about luck. It's about having the right system, the right deals and the right guidance. And that's exactly what we give you in the EPIC Deal Fast Track. If you've been thinking about buying a business, but you keep getting stuck, whether it's finding the right deal, structuring the financing, or negotiating with sellers, you are not alone. Too many people waste months, even years just thinking about acquiring a business while the real opportunities pass them by. The EPIC Deal Fast Track is not another course. It's actually an implementation program. And it's designed to get you from the idea to the acquisition in just 16 weeks or less. We work with you one on one to help you find, fund and close your first or next deal. And once you do, we're going to plug you into our elite EPIC board community so that you can keep scaling through acquisitions. We install three powerful systems in your business. The first is the Deal Flow engine.

So you always have high quality off.

Market deals coming to you. Number two, we give you our offer and funding system so that you can structure offers so that get accepted and fund them creatively many times with no money out of your own pocket. And number three are closing and integration systems so that you don't just buy a business, you actually successfully run and scale it once you have acquired it. Plus you'll have direct one on one support from an EPIC Deal advisor every step of the way. And that's people that have actually come up through this system and done these deals themselves. That's the only way to become an EPIC Deal Advisor. And if you're serious about acquiring a business this year, don't just sit on the sidelines. Just text I'm in to 334-458-9034 and we'll get you in. So text I'm in to 334-458-9034 will get you in. No fluff, no wasted time, just real deal making from people that are actually out there doing deals right now.

I'll see you there.