B2B Revenue Acceleration
B2B Revenue Acceleration

Episode 133 · 3 months ago

133: Strategy Sprints: An Agile Framework To Support Revenue Growth

ABOUT THIS EPISODE

A core driving factor for most business owners is, understandably, the need to maximise revenue and accelerate business growth.

Yet this is often easier said than done, with periods of stagnation and an ever-changing market causing a halt in progress. This isn’t to mention the mistakes commonly made by entrepreneurs, many of which can push your business ten steps backwards rather than forwards.

To overcome this, you must adapt your strategy and look at new techniques to expedite both growth and revenue. This is where Strategy Sprints come in - a technique that creator Simon Severino (CEO and Business Strategy Advisor of Strategy Sprints) says will have drastically positive results.

In the latest episode of B2B Revenue Acceleration, our host Aurelien Mottier (CEO and Co-Founder of Operatix) sat do wn with Simon to discuss the Strategy Sprints methodology.

Listen into their conversation as they discuss how the method improves operations and accelerates business growth, as well as the habits successful entrepreneurs should have, business best practices and mistakes to avoid.

To hear this interview and many more like it, subscribe to B2B Revenue Acceleration on Apple Podcasts, Spotify, our website, or anywhere you get podcasts.

You were listening to be to be revenue acceleration, a podcast dedicated to helping software executives stay on the cutting edge of sales and marketing in their industry. Let's give them to the show. This podcast is sponsored by Gong. Gong empowers your entire go to market organization by operationalizing you almost valuable asset, your customer interactions. Transform your organization into a revenue machine, or unlocking reality and helping your people reach their full potential. Get started now at Gong dot Io. Hi you welcome. To be to be a revenue acceleration. My name is Aritier and I'm here today with Simon severy no business strategy advise or strategy sprint. How are you today, Simon? I'm happy to be here. Hello everybody. Thanks, thanks for being with us. So today we'll be talking about increasing both revenue and growth using your strategy sprints method. But before we get going, would you mind just giving us a little bit more information as to yourself, your background, but you're to the company your present strategy sprints. Sure. So, I'm Simon Sino. It's twenty one years that I do only one thing, serving entrepreneurs to have better go to market better sales, better marketing, better operations so that they can scale their business faster and enjoy running a business, because it's not that easy to enjoy it and to scale it. So that's my passion and that's the only thing that I do and it grows. So I became the bottleneck of of the business. I had to fire myself from operations, so I don't coach anymore and I am now the CEO of this global team of certified strategy s prints coaches that help entrepreneurs regain ten to fourteen hours per week of their time and improve sales and marketing. And I do this with the global remote team. They are in Los Angeles, in Miami, in Singapore and Shanghai and everywhere in between, and I'm here in Vienna and I serve them and I support them and I help us grow and enter even new parts of the world, a new time zone, so that we can help light up even more entrepreneurs where they are and in their time zone. Okay, do you focus on the specific that cool or your clients are across the bold? We work only with B two B businesses that have at least four people on their team. They're doing at least thirty five K per month and we double their revenue in ninety days. That's a good that's a good value proposition. So, Simon, could you please start by explaining us the fundamentals behind the strategist prints and how you came up with the method? Sure, let me give you the short version. If people want a long version, they can go to Amazon and grab the Book Strategies Prints, where we wrote a ton of cases. Our clients report about their sprint and especially, what was the sales problem? How did they solve it? What was the marketing problem? How did they solve it? was was the hiring problem? How did they solve it? But in a nutshell, it's ninety days and the first thing that we need to do is we need to free up ten to fourteen hours per week of their time, because they are otherwise too busy in the business and don't have time to work on the business. So in the businesses they're doing the client work on the business means they have time to improve form fit and faction of the sales systems, form fit and functions of the joint venture systems, form fit and function of the referral systems, and how many people go what? What's a referral system? I don't have a referral system and that's why, Um, we need to free them up and then with them, Co create and implement...

...those systems. The good thing is we have those systems ready. We have two D seventy four of those systems, blueprints, checklist already in the Sprint University, and that's why they can get done faster. So month one freeing them up, and then in month two now we have ten hours, ten to fourteen hours per person to work on improving the sales systems. First thing that we do finding the direct path. Most people do too much, and mainly they do too much marketing, too much social media, and they think this, this has an impact whatsoever. It doesn't. There is a specific order when you grow in scale a business. First you have to have really good operations, so an impeccable delivery and delivery that is really working is delightful and they they refer to you. Then the second so your clients go out there and say this was so amazing. You have to do that. The second thing that you need is a sales system, and meaning closing at least thirty five caper month independently from you. That's a sales system. So you have multiple revenue systems that work reliably and repeatably. When you have those two pieces, and this is what most people get wrong, when you have those two pieces, this is the first time ever you put one hour or one dollar or one pound into marketing and that's why marketing for us it's the third month. But when we talk sales acceleration, first operation and sales and the sales to be real revenue systems, repeatable and independently of one founder. So when I go on holidays, the sales system still needs to work. At that point you have repeatable revenue systems and you are getting traction, traction measured in thirty five caper month every month in sales. Now it's time to start telling the world, Hey, I have some thing that works, it helps ful for you and this is how you can get it. That's marketing good. So when you say your freedom up, is really the founder that you are you're speaking about. So you will see the founders the best person to start selling. I mean, at what point would you include the concept of forcruitment? Because if you really want to free yourself up, forever. You probably will need someone that comes in and can do the cells. So do you have that sort of do you have that elements? In the days is obviously very quick and very impressed, but at days, but how do you make sure that after the sprint, people keep on sprinting basically, and don't go back to batter bids? Okay, let's tackle the multiple questions. So the first one is hiring a component. Yes, and many people start as a solo preneur when they when they sprint with us, like Anthony, and you know he he had just two freelancers and himself. That's it. That was the team. But after ninety days he had his first CEO, that's how he calls her. Basically somebody running the whole thing and he could just focus on his zone of genius. So yes, there is delegation involved in every scaling of every business. Do you need to hire full time? I don't think so. There are many ways of organizing. You can have it outsourced, you can have freelancers who work closely with you with weekly meetings, you can have virtual people all over the globe and and you can go traditional full time hiring if you want that. But I wouldn't do that right now in a recession, and especially we recommend always having variable costs instead of fixed costs. So when you have more work, you want to pay more for for for for the work, and when you have less work, you want to have less costs. It's more resilient and that's why the costs always variable instead of fixed. And them hiring. Yes, it's indispensable and we start...

...thinking about hiring, creating the first job scorecard and helping them post Um, from from week two on, because hiring is vital for everybody. So yes, delegation is something we work continually on. There are three things that we do daily, weekly and monthly. There are the three CEO habits. So the daily habit is everybody writes down how they are spending their time and what will they delegate or automate tomorrow? You can also delegate to software, of course. So what will I delegate tomorrow? Is An exercise that everybody does ninety days long, everybody in the team, because everybody needs to delegate. For example, My v A, four years ago she became then marketing, full time marketing person, and now she is the head of marketing and she hires the market here. I don't even know all the people in my marketing department anymore. She does, she supervised them, she hires them, she manages the results, she gets the reports, and so that's how you grow over four years from a V A and and you can take on more and more responsibility and I think it's a good way, in organic way of growing, because you have multiple checks if it's really working, and then you can intensify work. So hiring is super important and in the Book Chapter Twelve and chapter thirteen are literally my hiring blueprints. It took me ten years to get hiring right. It's still painful because it takes me a lot of time to do the interviews, but I share here the most efficient and effective way that I have found to conduct those interviews. It's it's still time consuming, but it's important and if you skip the time there, you will pay the price later because the good people leave you two months later and then you have to start all over again or you on board the wrong people, which is also not not optimal, not a good use of time. So, Samon, I think you're you're completely right. The sourcing is probably one of the most important things. You know, getting the right people in. So I know it's chapter. I think you mentioned to Ilve certain in the book. Could you just give us like a very if you had a few advice to give to someone who is probably relatively new as recruiting, maybe five years in still sometime making mistakes, because, I agree with you, probably took me also ten years to get a little bit better at it. I think I was a terribleage of character. But what would be the key advice you would give to someone with with trying to recruits and appreciate? It's quite a broad question because the advice may be specific to a specific position. But what would you be looking at your new candidate from a from a very highleible perspective? There is the long version and there's the short version. The long version I will be doing a full workshop on the ring Um powered by google. They run a program called grow with Google and they have built a stage and I have asked me to do the hiring workshop there. But the short version is the hiring starts before the hiring. It starts when you break down your your company into three parts, marketing, sales and operations, and then you you put one head, one responsibility onto them and below that, the three KPI s. How will they see that it's working, the three things that you measure every week and the three goals that they have next for the next ninety days. When you have that, now you can start creating the job scorecard now describing how this role, if they leave this role a hundred percent best. How does it look like? And with that, now you back engineer. which skills do you need? You write them down and you post that. We have three four places where we post it. Then we get around four hundred applications and now we interview them in in an efficient way. If you...

...talk to four people, you it's a lot of time. So there are some screening ways. One is to get a video up front before you even talk to them. Then is to group them and to do a minisprint of the real role and solving one problem that they really would have to solve. For example, if it's a salesperson, I will do with ten people a sales role. Play the top ten. I will have them interview as a group and I will give them a sales challenge. I am the client there. They sell me something and I come with five concerns. The time concerned, the money concern, etcetera, and I see how they react and we play it. So we demonstrate, we simulate the real task together in a friendly environment to see, Um, who's the best fitted and how they you know, how they solve the problem. If it's developing something, they have to code, then I would ask him, please share screen. Everybody has ten minutes. Share screen and show me how you this. And it would be something that is near. It's not a theoretical task, it's near to the real task that they will have to do. And that's the demo part. And then in the end you decide you on board, and the onboarding part is also super important. The onboarding there are two things that you have to have ready before you hire. One is the process itself and second is the onboarding process. The process itself means if you don't know how to do it, you cannot expect that somebody can do it. Don't do that. That's a rookie mistake. I see it happening all the time. So I hate sales. Let me hire somebody who does the sales. Has Never worked. You have to create a system that works. You do it ten times, eleventh time, you write it down, you hand it over. But a good salesperson will come in and say, okay, show me the sales script. Oh, show me the sales conversion. Oh, per week. Oh, we don't measure per week. A good salesperson, you lost them. They go and if they stay there are a very rookie salesperson. So that's why you need to create the script, to create the offer, to sell it ten times and then the eleventh time, with those ten recordings in hand, then you hand it over and and this is the same for operations and the same for marketing. First build something that works, then hand it over. Do not expect somebody to come from the outside to do all your work and to be brilliant at it quickly. Never works. Now I agree with you. I think it's Um we've got exactly the same process. We believe that during the role place we goal. It's role play, so we get people to actually do something in real life which is close enough to what they would do in that job. Is quite important, because something is that about how well they do at it. It's more about how do the react or the interact or the behave in the exercise. You've got some people I don't want to do the role play, for examples, you're like, okay, well, are the coachable? Are The really type of people who want to want we want to have? And then when they do the role player, you provide them feedback and potentially you as them to go again to see if they incorporated the feedback and things like that. So, because colturability is a big one for us, but also accountability. So you know, people knowing that it's difficult to get it the first time and you need to overgross mindset, which means that you may make these marginal gain or the smarginal changes every day to get a little bit better. So we've got a similar process. Having said that, you made me realize that when we recruit slightly outside of our usual suspect. So let's say we want to recruit a new position. So right now we're recruiting for business process managers. Okay, a new role. Technically we have somebody our promotion from with it and now we're going out to recruit someone who's really been doing that for like ten years, like a proper proper, you know, qualified with lots of experience. And what we as them to do, with them to do like a thirty sixty and eight day plan, and I think you've got a good point. Do they have enoughing information? Are we actually asking them to do something that we don't...

...know what it is ourselves? And, yeah, you made me think samements. So we probably would have to rethink that strategy, of of how we go about the strows that are not like the CO business. Now going back to business and thinking about you know, we we we just come out of Covid we are hearing about recission, we're hearing about the conflict between Russian and you're crying. You're talking about petrol price, electricity price, gas price, um inflation, interest rate going up. So I guess my question to you with with all those setlements, you know, it may be difficult for people to actually see a lot of sales and marketing growth in their business and you may have to expect the Piot of technication in a way for some organization and for some industries, particularly the one, that would not be a nice to a must have in the recission. So how can the strategy, Sprint method improve or help them to improve their operation model and still support them in striving as a business? Yes, so in the in the last two years, we had to build additional modules to help cope with these particular situations. So, on the one side there are some some areas that are losing momentum and losing sales. For them we are helping them buy competitors. So explore inorganic growth, buying competitors and incorporate them and integrate them, or buying a d a cent, things that help them deliver things needed now quicker. So an organic growth is one option that we're helping our clients with, mergers and acquisition and integration. And on the other side there are opportunities popping up and because your competitors are having a liquidity crisis, so many players, whatever your industry is, many players will not be around in three months. So there is opportunity and there we look at all right, what is going on? Is this temporary? What's the length of the cycle? This is basic strategy work, like scenarios. Length of the cycle? Do we hop on the next s curve or not? We we draw s curves with them and say, okay, can we win this curve? Then we jump on that or we just leave that curve to our competitors and we focus on this one. So it's back to strategy work. And positioning and then changing the offer accordingly to what's going on right now in their in their scenario. And an additional thing that we have started now. It's an own module in the Sprint University. It's the investing module. That means Treasury if you're investing your company's money, because you have to keep it around. Inflation. How we calculate it, it's fifteen percent that you're losing money every year if you just have it on your bank account. So you have to do treasury and cash flow management in a different way, both as as a firm, that's treasury, but also as a private person, as a CEO. If you have kids and if you want your wealth to be around in fifteen years, then you have to create a completely different portfolio and some parts of it must be inflation hedges, like commodities, like Bitcoin, like gold, etcetera. And we help them really create that investing system that they feel well with, that has that level of passivity or activity that is the right for them and that still lets them sleep well knowing that they have uncorrelated assets or whatever happens, some some parts will always be in the green and long term, of course, they have the growth that they want to have. So you do much more than the ninty days. Basically. I mean it's Um from a perspective. This is actually a bigger business running their strategy in the much more longer term. So other ninety days kind of a wait for you to come in, inject some...

...energy, show some quick reserns and then you stay in, maybe on a less intensive basis, as an advisor to the business. Is that the strategy really that you gaze up with your clients. We are out, but the systems they keep on giving. You know, when you when you create an on boarding system, a hiring system and investing system, those systems they stay around. It's your Google docs, your google sheets, the videos stay with them. So it's their systems. It's how they run their weekly meeting, it's how they decide their monthly priorities. is how their goal setting system becomes. Ninety days, three goals. That stays with them. They continue doing it. That's the beauty of systems. People can get in and out, systems still work. So and they have written it down in their sup playbook, as we call it, and that stays with them. So after ninety days they don't really need us some do a second sprint just for fun, because they say we just like our coach. It's it's much more fun to have a weekly per son who is our pacemaker. We feel like athletes. We have this s pacemaker here. It's it's cool, let's do a second round, but in terms of needing they don't need us actually in the second sprint. And some people stay around in our mastermind. We have eighty four for the eight people in our mastermind right now. So some people, after the sprint, say I still want to hang out, I still want to discuss investment ideas, cash flow ideas, Um you know, retirement plans, et Cetera. How do I enjoy life now that I have a business that runs itself? Hang out with other cool entrepreneurs. So yes, they they hang out still with us. But the sprint itself, the ninety days, installs the key systems and they keep on working. I wanted to build something that is, you know, where you are independent. I don't want consultants to be around every week, around my team. Give me the tools, build something that works with me and then I continue doing it and if I want to book you again, I book you again. That makes sense. So you work with lots of entrepreneurs and and and founders and people who are probably, you know, doing a little bit of everything at the outset. What's the most common mistake that you see this individual making? Doing too much marketing and not doing enough sales, because actually, if you just do a couple hours sales every day, you are much better off. The people listening right now. You're much better off doing a few revenue systems properly and not having any social media presence and not caring about any social media for just not more than ten minutes per week. You are probably better off. But most people they're constantly in the social media world and they are not really prospecting and talking to the people who really need them. So that's the main problem that I see out there. Everybody thinks marketing is the thing and forget sales. We need to put opposite familiar off. So I'm smiling because we are in fact two years ago, so we've been we've been running the business for eight years, you know, self funded business and everything, and two years ago we brought some new boat advisor and they told me you've got to stop selling, you have to stop and I found it very difficult because for a pariod of time I was the top sales guy, you know, and I'd love to bring business and had some lovely clients, built up some great relationship and you know, it's difficult because I don't need to pick up the phone anymore. You know, we I have people we have worked within the past. The company may have been acquired that they went through an ap Oh, so we started working with them for any reason and then they go to another company and obviously they call us and say, Hey, the first school is not about Canna use yourselvice. Is the first school? Is that? Look, this is the target I've got to reach. Is A team I've got, this is this is the context, this is what I think of doing. Do you think it's the right things? What would you do if you had my shoes, etcetera, etcetera. So the first school is relatively consulted. Even then, we we kind of because we generate pipeline for our clients, that our business is actually generating pipeline. We often end up working with them. So is that organic type of business coming in? And I also think I love the energy of selling it. Give me, give me a boost,...

...to give me it probably dropped some chemical in my bodies that are really enjoy the presence of so Um. It was very difficult for me to stop selling and you know, up until now, you know I think that this quarter, next quarter, so starting on the first of July, is going to be the first quarter in ten years. But telling Alphare that actually don't have a seen QUARTA. I don't make it feel good about it because you know, I kind of I like to be in the trenches and I like to see what's going on and I think it's very important because when you're on social media, of course everybody it's more like you pretend to be something that's just being in the real conversation. I think for me, I'm learning much more from my market, from the real issues that people are facing, having conversation with individual in the situations, having conversation with the bus of the conversation with peace, because they tell you stuff that they would not put on linked in, that they would not put on Instagram, that they would not put on Tiktok. You know the real nobody goes on social media and Hey, these are my three problems. We're doing very bad at the moment. We need to fix them, but when you have that one to one with an individual and and you kind of create that safe zone while you're almost like the doctor and they can speak about where they have the pain, it's incredible how much people open up and it's incredible how much you learn. And then what you realize is everybody's got the same issues. Right. So everything looks good from the outside, but when you look inside, nobody is really happy with the pain that we need to change something. And there is that you've got the perfectionist and and I think that's that's why I agree with you. I think selling is probably the most important. Marketing is something that we brought in. You know, you probably will think, who are crazy. We brought marketing maybe threels after starting the business. Our first website was horrendous, with a picture of someone taking a jump on the B M x for some reason and nothing to do with what you know. It's just but but then this marketing focus just having and just told us. And then when people saying we need to work on the brand, and what, what do you mean working on the brand? What's there was the written and investment of doing that and then a year later you start to see the return. So it's interesting how the things work, but I think when you've got a very good points you need to stop by setting. Never Stop Setting. And you know if you can't sell your products, there is no point of a product, there is no point of in a business, so you may as well stop selling. You Start Um amplifying yourself instead of you are not the bottleneck of sales anymore. So you start bringing in people who sell with you. First again, you write down how you sell, you hand it over and then for a while you sell together, and then, when they are capable of selling alone, now you pull yourself out of selling and you do bigger things. You do the joint ventures with the NIKES and googles and who are and salesforces or whoever is your dream list of the joint venture partner. You start writing, you know, the books that will reach more people and make your brand stronger. You will be either on many podcasts per day of other people or you start your own podcast if it's brand strengthening and if it opens doors for you to be more of service or to connect to the right people. And then these things you do while you have now a sales systems where other clothes in the quality and in the conversion rate that you had. So, yes, pulling yourself out of sales, but that means creating a sales system. That is more than you do. You believe that there is different types of CEOS and all in general, leaders that you would have to take that it's more operational. You know, they love that, to put their sleeves up and deal with issues and not content to go on a call with the customers and get things resolved. And when there is a problem, you know, as you are saying earlier on, I'm gonna lead you because I can't deal with it myself, but we're gonna do it together and I'm going to teach you so that the more operational leader Varsus little at a more. Not that they're not operational, but they're probably doing model, the the institution or CEO type...

...of role, which is okay, let's get the name out there, let's walk on personal branding, let's walk on, as you mentioned, a adventure and spend a lot, not a lot of time, to spend enough time on the right amount of time. Maybe ten, twenty post off may time speaking about company evaluation and where we're adding up and strategy and who could be our partners into Austriels? Could we do a liquidity event the merger and acquisitional selves, Etcetera, Etcetera. Do you see those two types and do you do you guys help? Maybe one type, which I think you've got to start with, the operational type. I don't think you can really have a company just trying to do too much institutional stuff at the beginning. Probably need to get your dirty. So so, if there is two types, could you move the operational to the more institutional or do you have to say to the operation you're looking, you know what, keep an operational role, but let's bring someone else that can help you with the more institutional role, the more you grown up strategy stuff. I see a million types. That's what I was struggling with my question in a way. But I see a million types and everybody of us is different and you have to go with your superpower. So because that's unique. So I simplify the business and say, okay, what does the business need? The business does need marketing, sales, operations and CEO, and CEO Means Vision, hiring, scaling, that's it. Performance Systems, improving the performance systems. That's it. It's four tasks. So you pick right. Which one is your superpower? One of these four. That's what you are made for. Go with that. Don't touch the rest. And this question with with everybody in the team. What's your superpower? What's your superpower? What's your superpower? And so they pick that area that they need and there they can unfold, they can blossom, and these are very different personalities and very different skills and if you like the one, you usually don't like the other, and it's really important that everybody sticks just to their superpowers. I'm I I simplify to this four tasks of every company and help people pick there their right position. Yeah, I agree to believe it's being in the position myself at the moment. It's Um, it's interesting. Or you've got to grow through the journey. You know, the things that you used to go and there is no electorally in the toilet, I go to the shop and get some, you know, because it needs and not expecting my employee to do it. There is no milk in the fridge. We go and do that. That's not a problem. To the point where or not maybe we need to go and speak with investors, but there is a big, big gap. And Uh, and I'm speaking. I've been on a lot of CEO Group where we speak, and I think it's difficult for people to evolve. Lots of people tend to think, okay, well, I have my superpower, but I can still do your stuff very well. They may not do it properly, so so. So I think you've got a good point with the superpower. And what I would just add to that as a you've got to be able to realize what you're shortcomings are and bring a team around you. We are people in that team are better that super power than yourself. I think sometimes you give the task and say, one, I've got to I've got to do the iron, but I'm really struggling with it. I've never for that role before, but I'm gonna do it anyway. Okay, is that the right thing to do? The wrong thing to do? Technically, is your job. You should do it with the CEO. You get, you're the guy that you know the box stop, which you've got to do it right. And it turned stages. There are stages. So before per month, so before attraction, you have to do everything in the moment where you hit thirty five K, you will not touch any operation anymore. If, if you are coached by us, we will help you divide into marketing, sales, operations and CEO, and then you just pick yours and we have to get you two levels about fulfillment. So you will never do the task that is just urgent and is popping up. You will not go to to the supermarket and take anything from...

...the supermarket, because that's not the CEOS job. The CEOS has only four tasks and needs full concentrations on those and every word needs to be the best possible manifestation of the brand and every word needs careful calibration because it will make the difference in investing budget. It will make the difference if people want to work for your team or not, if you have twelve applications per amount to your team or four hundred. And that's why full presence to this four task and same thing with operations, full presence to operations. Every detail will matter. How you write an email, how you've read the title of a calendar entry, how you follow up asking if the room is prepared or if there is something missing. Can I make sure that the checklist really arrived to you. That's the operational excellence. And then there is marketing excellence, playfulness, openness, triggering the conversation. It's like a dance. And then there is the sales excellence, and sales is creating value in every relationship, lighting up every relationship, sometimes in a very disciplined and serious way by showing them what's what's coming in their industry and how they can do it, and sometimes in a more curiosity and hunting way, Hey, let's explore this, and sometimes just very practical and say these are the three blueprints that you have to implement next week, these are the different excellences in those four different areas and we need a hundred percent presents and precisition there and and really caring about that. Yeah, every month. I guess my point is that it doesn't sta. so certify if you can appreciate that, it's probably around. What if it's if you're looking in dollars, you're looking at your looking at from stree point, seven million dollars per view of revenue bio and you're recurring. So the annual revenue will check angel all the time. Hopefully every quarter we will double the revenue. Absolutely right. Now, this month you're doing thirty five k. that's the moment when you have start getting yourself two levels above fulfillment. Now you get the marketing report, the sales report, the operations report, and you don't touch them. But my point is that I think that's probably the first sprint. I think when you get to five millions of revenue, you've got another barrier, when you get to seven an hour, if you've got another barrier when you get at ten, twelve and a half, and we are at twenty five right now, and literally every six to nine months we've got to think about the leadership structure. How do it, because it's you're built the things, but you still have to manage these people and help them to build on downs them as well. Okay, and that's what I was more going into. It's like the and particularly if you grow quickly. You know, let's say you've got a fifty percent growth of PC, growser on your so technically, add what you are doing or double what you are doing on here and and particularly your people business, which we are. You know, we we we really on people and humans to delevo the job. Of course we've got automation. But you know, at the end of the day, we we we said, we said man hours and man dates. It's a big metamorphics from, you know, the serty five care run rate to, you know, we're just getting to the UK at one million pounds, so one point, one point to one points three million dollars in six D k. So I was like one point eight, one point eight million dollars. No amounts of recurring revenue. It's not a different structure. It's just the same thing on the next level, on the next level, on the next level, we still have to double from there. We still have to delegate automate the next processes. So whenever you get to the next level, the first is thirty five, the second is seventy and then you go up in the same structure at every level. Your current systems will break and you have to re organize for the next complexity. That's why sometimes when you grow too fast, we have seen this with facebook, etcetera, with many...

...companies in their first year when they're when they were hyper growing, they it was pretty hard for them not to fall apart and it's like, you know, the the Nautilus, this creature underwater. They and then he has these chambers, the chambered Nautilus is how the people call it. So he lives in that. And why he lives there. He creates the next chamber because he's growing and but he's still living in that. And then he creates the next chamber and the next chamber. And when you look at it, after ten chambers, so at twenty five million it's ten chambers and when you look at it, it's a it's beautiful because it has the FIBONACCI sequence in there and in the golden ratio, but it's the same structure. It's just getting a little bit bigger, but it's the same structure in terms of it's it's the same. FIBONACCI is here, is so, and from twenty five you have to do the same thing next and next and next and next, and then you will have one major rupture, which is when you decide if to go public or not, and then again everything will break. And then so every level of complexity breaks the current systems and you have to again work on form fit and function of sales system work, form fit and function of marketing, form fit and function of operations. The process is always the same and for most people listening. The most important one is from thirty five two, from zero to thirty five, and from thirty five to seventy. That inflection point. But you are right, it will continue to break and you have to create your next chamber. Absolutely so in the book and it's gonna be my last question. You mentioned three habits that, Um, you know you you would expect seeo entrepreneur to to have or to focus on. Could you just tech audience through what do sabbits are and what do you believe the impoted as the CEO is not in your control. So what is really in your control? The three habits, daily habit, weekly habit, monthly habit, daily habit. Everybody writes down. How are we allocating our time and what will I delegate tomorrow? Weekly habit is show me the marketing number, the sales number and the operations number of this week. So weekly dashboard with these three numbers. The whole team sees these three numbers every seven days, usually on a Friday. And then the monthly is a strategic analysis and competitive analysis. Which of our features are winning against our competitors, which are losing? How can we cut fifteen percent from next month's budget from the ones where we're losing and reinvest them where we're winning, because if this month we're winning and we put in fift more resources, money and time and tension, then we're unbeatable. We're crushing it. there. That's the monthly check. It's half an hour. Where we're winning, where we're losing? How can we double down on what we're winning? These three habits, these are the three things that are in your control. Everything else is not really in your control, and these are the three things that you can do under any circumstance. Recession, bear market, ball market. These are the three habits. You stick to them, you have an operating system for whatever the world throws at you. Makes Sense. The whole reporting in in fact, you know us, the big issue is getting the numbers in the first place. Uh then then, not just getting the number, because there is genus in simplicity and it was. Getting the number is one thing, getting the number explained is another. You know, getting twenty spreadsheet is great, all lots of information, someone walked up, but really what it is the analysis. So now appreciate what you're saying. Is Great, great advice. Now, Simon, if anyone wants to post you the conversation with you, or even, you know,...

...try to engage with your organization. What's the best way to get all of your saying? Strategist prints dot com is where you find us and you can talk to us. If you want to get the book, it's on Amazon strategies prints and if you do that, leave us an Amazon Review. Amazon loves it. Yeah, well, I'M gonna get the book myself. Do you have a new Jib book version or just it's just a paperback, just paperback for now. Maybe next year and all your version also. It's been attend to. H I tend to listen to my j book in the car, but it's it's so soon. It's gonna be holiday seasons. I should pack your book in my bag and and read that by the by the pull side. Uh Simon, it was an absolute pleasure to have you on the show. Thank you so much for your energy and for for all the insighters you provide it to us today. Thank you and keep rolling. Everybody you've been listening to be to be read a new acceleration. To ensure that you never miss an episode, subscribe to the show in your favorite podcast player. Thank you so much for listening until next time. This podcast is sponsored by Gone Gone empowers your entire go to market organization by Operationalizing Your Most Valuable Asset, your customer interactions. Transform your organization into a revenue machine by unlocking reality and helping your people reach their full potential. Get started now at Gong dot Io.

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