How to Price for Maximum Profit

Episode 3 February 23, 2022 00:52:46
How to Price for Maximum Profit
The Agency Hour
How to Price for Maximum Profit

Feb 23 2022 | 00:52:46


Hosted By

Troy Dean Johnny Flash

Show Notes

Join Chris Martinez, Pete Perry and Troy Dean to learn how to price out web projects for maximum profit. Chris is the founder of Dude Agency. They help digital marketing agencies take on more projects and retain clients with their outsourced team of designers and developers. 

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The Agency Hour - Ep 3 - How to price for maximum profit
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Episode Transcript

Speaker 0 00:00:00 One of the secrets to my success was that we built a team down in tier one in Mexico, which nobody, even at the time definitely thought about going down to Mexico for design and development help. And, um, so then I decided in 2017, I was gonna launch dude and help other agencies get access to this hidden talent pool. And, uh, grew that company, uh, or we've been, you know, been growing dude ever since 2018 was kind of our breakout year. We went from, uh, four or five to 29 staff. Now we have over 90 people, we won, uh, we won an award last year for minority owned business, uh, of the year, as well as a silver, which is like second place for most innovative company, under a hundred people. Um, wow. So we're excited about that. And so this year we should double what we did last year. Speaker 0 00:00:46 Um wow. Which is fantastic. So breaking that multimillion dollar mark and the best part is that we're very profitable <laugh> so that's why I'm excited to share with you guys, all the things that I've learned, because it hasn't always been like this. So, you know, I'm super excited to share, uh, how all of you guys can make more money because you guys deserve to make a lot of money. <laugh> this business is very, very difficult. And like you mentioned, you all have a skill set that not many people on the planet have and you deserve to be paid adequately for helping these other businesses. Speaker 1 00:01:19 If you have a vision for the agency you want to build, then we want to help you build it. Welcome to the agency hour podcast brought to you by agency Mavericks. Speaker 2 00:01:28 All right. Welcome. Welcome. Welcome to agency hour here. Live in the digital Mavericks Facebook group. My name is Troy Dean. This is Pete Pete Perry, Pete crispy butter Perry, crispy Speaker 3 00:01:38 Butter, Speaker 2 00:01:39 Perry, butter Perry. That's your just always gonna be here on afternoon as crispy butter. I'm gonna get you a bomb jacket, right with the agency Mavericks logo on it and crispy butter written on this on press here. Uh, crispy butter. Like for those of you who have met Pete in real life, you'll know, he's like the furthest thing from crispy butter. You can get <laugh> but he's, uh, he's just got that voice, man. Speaker 3 00:02:04 You, uh, what did you silences golden on one of the silences golden, um, episodes you described me as 10% grumpy. Speaker 2 00:02:12 That's right. 10% grumpy. Now Speaker 3 00:02:14 That you've worked more with me, would you, would you raise that percentage? Speaker 2 00:02:17 Ah, yeah. It's at least 33% grumpy now. <laugh> well, what I realized is you're not actually grumpy. You're just from New York. Speaker 3 00:02:23 <laugh> well, that's probably true. So yeah, Speaker 2 00:02:25 But the other, the other new Yorker who I think is more grumpy than you is Victor Rema is, and he's not grumpy at all. He's just really from New York, right. He's just like, yeah. Yeah. He, it's just, it's a, there's a certain kind of, I remember when I was in Manhattan for the first time, there is a certain directness that you get from people, which I really enjoy because you know exactly where you stand. There is no room for interpretation, right? You're a jerk means you are a jerk. Right, right. It's like, there's no room for interpretation. You know exactly where you stand today is a very exciting day because we have a very special guest joining us. And I'm really excited about this topic over the years. I wanna, I wanna ask Pete, this question, how have you, here we go. How it's not it's all right. It's not your name. It's nothing tricky. It's not your name or your date of birth. Right. It's, it's fairly straightforward. How have you managed to price projects in the past and not go broke? And I'm making an assumption that you've managed to do that. Right? Speaker 3 00:03:21 So I, so this I'm very interested in, in hearing our speaker speak about this because I've always, uh, really focused on value pricing. So I try to get from the client what their budget is and try to kind of make that work and make it profitable. And whether I'm, I mean, I know I'm profitable, but I don't know how profitable I really, truly am. I think that it, I could be doing a much better job of, of the pricing. And, uh, I'm really interested in hearing our speaker presented about this topic. Speaker 2 00:03:54 Do you track time? Do you track your team's Speaker 3 00:03:56 Time? My team does track their time. Yes. Yes. Um, but I don't necessarily do a great job at the end of a project of going back and, um, Speaker 2 00:04:05 Yeah. Figuring out, Speaker 3 00:04:06 Figuring out, you know, where we really, now I have the advantage of, um, I'm using Filipino staff, so of staff mm-hmm <affirmative> so when you're paying eight, $10 an hour, mm-hmm <affirmative>, it's almost hard not to be profitable. <laugh> Speaker 2 00:04:19 Yeah. The economics sense. Yeah. Speaker 3 00:04:21 Yeah. Speaker 2 00:04:22 Um, it's, I, I, I think it's interesting, the things that we don't factor in, uh, into pricing and I'm, we're gonna unpack this in a moment, but also what I'm really excited to see here is the real cost of developing, designing, and developing a website. Because I think most of us wing it, I know I did for years, I kind of took it. I went, well, I think they've got eight grand. I think I can get eight grand out of them without damaging the relationship. And I reckon I can do it for eight grand and make some money. And then you kind of realize six weeks into the project. I'm gonna stab this person in the face because I'm losing money every day because they haven't got their content and they keep moving the scope. And now they want a fucking membership site and they want eCommerce. And like, I'm gonna throw myself off a building or stab them one or the other. Yeah, Speaker 3 00:05:05 No, that's Speaker 2 00:05:06 What happens when you guess. Right. So Speaker 3 00:05:08 That's exactly what happens. Um, especially if you don't have those boundaries in place for right. Go creep and all that stuff, you have to have that in place Speaker 2 00:05:15 Too. And who has those boundaries in place when you're starting out? Because you just wanna do everything you possibly can to keep the client happy because they've got the money. Right. Right. Speaker 3 00:05:23 And you have, you have a little lizard brain with scarcity. Speaker 2 00:05:27 That's right. Yeah. And, um, and, and I, you know, I learned this from reading pitch, anything from ACLA, he's like, the first thing you gotta do is, is reframe the, the relationship so that you are the prize. Not them, even though they've got the money, cuz remember, you know, for those anyone watching or listening, if we haven't offended you yet and you haven't tuned out anyone watching a listing, remember you, you know how to do something that less than 0.0, 1% of the population of the world know how to do. And yet we continue to give it away for free or not enough money to be profitable. So nice segue without further ado. I think I would like to welcome to the stage, my good friend, founder, CEO, and extraordinaire entrepreneur extraordinaire from, uh, Southern California and running dude agency. I D actually, I dunno if he's in Southern California or Mexico, but he'll correct me. The one and only Chris Martin is, come on down. Speaker 0 00:06:21 Hello. Hello. Nice to see you all again. Speaker 2 00:06:25 I like the, I like the turn and the wave, like he's addressing the room. Speaker 0 00:06:28 Excellent. Well, I am looking at a window right now, so I'm addressing some construction guys across the way. Speaker 2 00:06:35 Well, you have to do whatever we have to do to, to emulate the live experience. Right? Exactly. In virtual world, Speaker 0 00:06:42 I was having a lot of fun listening to you guys, go back and forth bantering. <laugh> the Pete, Pete, the guy that called you crispy cream as opposed to buttercream or whatever is hilarious. I was dying. <laugh> already enjoying this, this, uh, this event that we're hosting today. Speaker 2 00:06:59 Well, that's the main, that's the main thing as long as, uh, as long as you are having fun. That's why we're here, uh, now for listen for those who have no idea who you are and what you do. Uh, just give us the too long didn't read version. Speaker 0 00:07:09 Yeah, sure. So I started an agency back in 2012. Uh, grew that agency, we had over 200 something clients on retainer, uh, and then decided that I was gonna launch a, essentially an outsourcing company in 2017. One of the secrets, my success was that we built a team down in tier one in Mexico, which nobody even at the time definitely thought about going down to Mexico for design and development help. And um, so then I decided in 2017 I was gonna launch dude and help other agencies get access to this hidden talent pool. And, uh, grew that company, uh, or we've been, you know, been growing dude ever since 2018 was kind of our breakout year. We went from, uh, four or five to 29 staff. Now we have over 90 people. We won, we won an award last year for minority owned business, uh, of the year, as well as a silver, which is like second place for most innovative company, under a hundred people. Speaker 0 00:08:04 Um, so we're excited about that. And so this year we should double what we did last year. Um wow. Which is fantastic. So breaking that multimillion dollar mark and the best part is that we're very profitable <laugh> so that's why I'm excited to share with you guys, all the things that I've learned, because it hasn't always been like this and I've been able to kind of see the, some of the main reasons why. And I ran my agency was primarily a web development agency. Um, so you know, I'm super excited to share, uh, how all of you guys can make more money because you guys deserve to make a lot of money. <laugh> this business is very, very difficult. And like you mentioned, yeah, you all have a skill set that not many people on the planet have and you deserve to be paid adequately for helping these other businesses Speaker 2 00:08:52 A hundred percent. Where, where, where are you based? Are you based in California or Mexico? Speaker 0 00:08:57 Yeah, so I live in Mexico. So I've been living in Tijuana for about three years, a little over three years, actually about three and a half. Um, and, but our company is based in the states, so I go back and forth pretty frequently. Yeah. Um, and the Speaker 2 00:09:11 Agency, the agency that you had before dude was in California? Speaker 0 00:09:16 Yes. Uh, so our company's technically still based in like the headquarters is in California. Uh, and, and so I was living in San Diego up until 2018 mm-hmm <affirmative> uh, and then I met my fiance, who also is our CFO mm-hmm <affirmative> and uh, so we moved in together in 2018 and, uh, been living here ever since. And I love it's. Speaker 3 00:09:36 That's how it's gonna be when you get married too, she's still gonna be your CFO, Speaker 2 00:09:39 CFO. That's right. Speaker 0 00:09:40 <laugh> well, I was joking. You can't spell finance without the word fiance, so <laugh> Speaker 2 00:09:48 Oh, that's great. Why Mexico? Like when you, so you're in San Diego, you're building a team. Why did Speaker 0 00:09:53 You look? Yeah, so, you know, like everybody in the states, for the most part, when we think of outsourcing and we think of going to the Philippines or India, or now Europe central Europe. And I like to say, like, we always think, uh, of looking to the left and to the right, we never ever think about looking up or down. And so I was living in San Diego at the time. I'm originally from Los Angeles and I was like, you know what? I bet you, I can find a team down in Mexico. And granted, I don't really speak Spanish very well. Definitely don't understand the culture, but I just had a hunch, um, and went across the border, ended up building a team and, you know, a lot of bumps and bruises along the way, but figured it out. And the time zone was absolutely crucial for us because prior to moving our staff down to Mexico, I had people in the Philippines and that first two years of running their company, I was up, I was, my day was 6:00 AM to 1:00 AM every single day. Speaker 0 00:10:43 Yeah. Every day. Yeah. And you can't run those hours. And what was the biggest problem? Um, and we still have a few staff in the Philippines, but the biggest problem was that we would have issues in the middle of the day mm-hmm <affirmative> and then my team would be asleep. Mm-hmm <affirmative> and how am I supposed to tell my customer, well, can you just wait until they wake up? Like some problems you just can't wait. Right. You gotta be able to fix it right away. Um, and I'm not super technically inclined. And so that was really hurting our customer experience and that was ultimately stifling our growth. So that's why Mexico was an absolute godsend for us. Plus I, you know, I was driving across the border every single day. Um, and it was only about a 30 minute drive for me. Speaker 3 00:11:25 Yeah. San Diego to Tijuana is a half hour. Yeah. Speaker 0 00:11:28 Stone throw away, you know, so, so, um, you know, I was driving down every day. We had an office down there and being able to sit face to face with people was fantastic. So that was, you know, really what helped make the difference for us? Speaker 2 00:11:40 I, I I've entertained. We had, one of our staff were doing a night shift at one point when we were, I don't know, doing something, they were Manning live chat during one of our launches or something. I felt really bad. I'm like, I don't want you to work nights. I don't wanna work nights. I don't want you to work nights. Right. Because it completely screws up your day. You're just exhausted. You don't get to spend any time with your friends or family during the day anyway, because you need to sleep. Mm-hmm <affirmative> so I don't, I don't expect anyone to work nights because I don't wanna do it. And, um, and I don't think it's good long term. I don't think it's sustainable long term. I don't think it's good for people's health to work, uh, to work night shift. Right. Anyway. Um, so you, you, so you start building a team in Mexico when you've got the agency, how did you, how did you approach pricing when you had the agency? Speaker 0 00:12:18 So we had productized services. So we essentially had packages that we were selling over and over and over. I didn't learn the things that I'm gonna teach you until recently had I known these, I would've completely changed my pricing because while we had a ton of clients, um, we were not very profitable back then. Mm-hmm <affirmative> and I, Speaker 2 00:12:39 What were you doing? What services were you PR? Speaker 0 00:12:41 So what we did was website ongoing support content. So we did blog posts every single month. What else did we offer? We did Facebook ads for a little while mm-hmm <affirmative> and then just general like marketing strategy. Like we had a whole roadmap that we would take them through and helping them to create their value proposition. And, you know, so we had a lot of Speaker 2 00:13:00 You and I didn't even, you and I didn't even know each other back then. Right. It's like, it's, Speaker 0 00:13:04 I didn't even know that you existed. I did not know that coaches for running an agency existed, you know, this is back in 20 16, 20 15 when I was really hammering the websites. Yeah. Um, and we had lots and lots of projects going on in any, any given time. It was a very, very, you know, labor, intensive operation. I loved it. I absolutely loved it. Um, but looking back, of course, there's so many things that I would've done differently primarily with the pricing. Yeah. And, and part of the issue. Well, I don't know if you want me to start kind of like yeah. Getting into the details. Speaker 2 00:13:37 Totally. Absolutely. Speaker 0 00:13:38 You know, like, Pete, I think you were mentioning this, like we just kind of guess when it comes to how we're supposed to quote out a project, a new project, for example. So we like, ah, this one's kind of similar, you know, I'm gonna, I think it's gonna be around the same. Right. And so you, you just kind of throwing it to the wall, hoping that it sticks. And the real reason why we don't make enough money with our website projects. Cause we just flat out don't have the right data. And like, Pete, you mentioned that you guys are time tracking. I would say that you are probably in the 5% of agencies that are diligently time tracking. And I'm talking about nobody is, is, is missing it because what happens a lot of the time is that people will time track and then they get lazy and then they don't do it for like a week. And we are too busy doing our own thing. So what happens now? We're not collecting the right data. We're not, we're missing out on like 25% of the data that we need. So we need accurate data. That is the biggest reason why we don't time track. And I'm, I'm gonna explain it to you in the context of, of a restaurant analogy. So I don't know. Did any of you guys work in a restaurant ever? Pete? Sure. Speaker 3 00:14:52 Yeah. Yeah. Okay. Speaker 0 00:14:54 I think I did. I worked in a Bob, another restaurant. Okay. So it's similar. Right? So when I was, uh, in high school, this is in the mid nineties, I worked at Chucky cheese. I'm sure. Oh God, you know, Chucky cheeses. So Chucky cheese, let's call it a pizzeria. Um, it, it, it was an absolute cash cow. Like I worked at the register and you would not believe how much money flowed through that place. So on a Friday, Saturday, Sunday, a below our register, we had this little box, it was a, a wooden box with a little slot inside of it. And there was a locked on the door. And so anytime you had a bunch of hundreds or twenties, you had to drop 'em and drop 'em under drop 'em in. Yeah. Right. And, and so, um, there was five registers. Each of them had their own little cash box on a Friday, Saturday, Sunday, the manager would have to come by and empty out that box because it would get so full that you literally could not shove more hundred dollars bills in there. They would've to clean it out three times an hour, three times an hour. Whoa. That is an insane amount of cash. So this is before Speaker 3 00:15:58 Everybody that's insane amount of that's an insane amount of screaming. Children is what that is. Speaker 0 00:16:04 See when I, when they came to me, the kids were already running around, going crazy. I only had to deal with the adults who I think was actually worse. But so the, the point of the story is that there was so much money flowing through this place. And they were able to pay their managers a lot of money because they had a lot of cash and profit, uh, as well. So they're the general manager of the store. He told me this young guy is like in his mid twenties, he was making 80 grand a year managing a Chucky cheese in 1997. Wow. Now I don't know what the equivalent of that is today, but it's at least 140. Oh, Speaker 3 00:16:39 At Speaker 0 00:16:39 Least, at least. Wow. Speaker 3 00:16:40 For a 20 something year old Speaker 0 00:16:42 Kid managing a pizza place. Yeah. Now he wasn't just some dummy off the street. He went to law school decided he didn't want to do law. They recruited him. All the other managers were making at least 50 K. Right. And the, the reason that they were able to do this is because they had such good, uh, such good systems and they managed their numbers. So when I ran up in order, like the most popular thing was a package. It was like a large Supreme pizza, bread sticks, four sodas and tokens. Uh, it was like 40 bucks. So fortys this $40 in nineteens numbers. Speaker 3 00:17:17 They played games with the tokens trick. Speaker 0 00:17:18 Yeah. The tokens for the coins for the machines. Got it. Um, the guy who started Chucky cheese, by the way, Nolan, Bushnell, he was the one of the founders of Atari. So that was the reason why they started, uh, Chuck cheese showcase the games. Oh. So, so ultimately of all the things that I was ringing up for 40 bucks, the, the tokens literally are worth nothing. Um, there you're mainly paying for the pizza. So a $30, large pizza in 1997 is really what you're paying for. Right. Um, so when I rang up the order, the, it would go back to the kitchen and then the cooks, they had a little printout and the printout said, if it's a, this size pizza and they have these toppings, this is how much they get in weight. So if you have a large Supreme pizza, you get this much weight in pepperonis, this much weight in bell peppers, this much weight in mushrooms. Speaker 0 00:18:06 So it would take longer for them to weigh out the food. Yes. But the, the Chucky cheese knew that their biggest expense was going to be the food, the ingredients. So they had to manage the food costs. Food goes is perishable as well. So they couldn't overestimate. They couldn't underestimate. They had to get it perfectly. Right. So, um, that is ultimately why Chuck cheese was so profitable because if they were selling a pizza for 30 bucks, they were gonna make damn sure that that was gonna get out the door and to the customers for $5. And then they could reinvest those profits back into hiring the best people possible so that they can keep this machine running and everybody is making a ton of money. Hmm. So what does that have to do with the web design business? Well, ultimately we also have food costs. Speaker 0 00:18:57 So in our business, what do you guys think are the ingredients well later? Yeah. The team, the team, the people, yeah. Yeah. Really. It's time. It's time guys. Yeah. So we have to manage that time to the second. And there's a quote that I found, uh, and it goes, uh, take care of the seconds and the dollars will take care of themselves. Mm it's so unbelievably true. That's why we have to be time tracking. Everybody on your team has to be time tracking and they all have to be doing it consistently. Hmm. Now time is not the only way to do your pricing though. I do wanna say that. So like value based pricing, absolutely the best way to do it. But at the same time, you can't be naive about the time that it's gonna take to do a project. Even though a client says my budget's a hundred grand and you're like, okay. Speaker 0 00:19:53 Yeah, I can absolutely create a project for a hundred grand. You do need to double check and make sure that your labor costs are not going to exceed that in general. I tell every agency owner, simple rule of thumb, if whatever you're gonna charge the client, you need to be able to get that project out the door. Everything included, project management, design development, copywriting, everything for 30%, 30% is the goal. So if you sell it for 10, you need to be able to get it out the door for three. Yep. That is a very, very easy rule that everybody can, should be able to understand. Okay. Mm-hmm <affirmative> mm-hmm <affirmative> so how are you going to guarantee that you can get it done for 30%? You go back to your time logs and you say, it's way easier if your product ties too, but you go back to your time logs and you say, okay, this was what took, took this many hours. Now what we do internally. And I know that most people don't have the ability to do this, but I highly recommend it. At least once a quarter, you run a report with your accountant, or if you have, you know, a fiance, that's your CFO that helps too. You run a report and you say, okay, so this is how much we spent in labor. And this is how much we charged the client. And this was the actual margin. If your, if your staff are on salary, still break it out into an hourly rate. Speaker 2 00:21:14 Mm-hmm Speaker 0 00:21:14 <affirmative>. And that way you can basically pair up hours and time and you can see to the penny. I know at dude, and this is what's helped us to grow. I know how much money we make with every single customer, because we do, you know, flat rate for every everybody. And, um, we run a report every month and I can see how many clients, how many hours each client is using. How many, what team members were contributing to those hours because each team member has a different salary or lots of the team members have different salaries. Mm-hmm <affirmative>. So I can see exactly to the penny, how much we spent on every customer. And then I can go in and be like, Hey, we need to give this person an upsell. This person's fine. You know, this person's in the red zone, we have a red zone thing. Um, and, and so like, you guys can do the same. It doesn't have to be as in depth with me because my business is a little bit different now than your guys is, but you need to look to look at those numbers and that data, that data will give you what you need so you can make better decisions moving forward. Speaker 2 00:22:11 Awesome. I got two questions. Can I, can I, I got two questions I wanna ask. Absolutely. Absolutely. One. The lizard brain needs to know the answer to this question. What do you use to track time for all your staff using Speaker 0 00:22:20 Like fantastic question. I was literally just about to say that. So we use fresh desk as our ticketing system because we have a ticketing model. So everybody submits a ticket inside a fresh desk. Uh, literally each agent goes in and they click their, they start their time and they stop their time. We check it every single week too. So each team member, team leader is responsible for checking all the team members. Okay. But if you don't have something like that, yeah. Click up has a built in time tracking feature. It does. Yeah. Yeah. Um, the people that I know that use it absolutely love it. Yeah. Speaker 2 00:22:50 So, so how do you, here's the thing about, um, how do you get a, how do you position this to your team? So that right? Because, because here's the thing, right? If I was working for you and you said to me, I have to track my time. I I'd be like, you know, that iron maiden song run for the Hills. <laugh>, that's what I'd be doing. Right. Because I don't like to be micromanaged. I like to feel autonomous. Speaker 0 00:23:16 Exactly. And this is where the leadership skills really come into play. I'm gonna ask you guys like you, you, you, both of, you probably have this already answered, but like, if you were to ask your team and you ask them, what's the company mission, do you think that everybody would answer the same? Speaker 3 00:23:35 Uh, so with agency Mavericks, yes, I do. Okay. I do think that we would, all, some of us, some of them would probably have to look it up, but <laugh>, they, they know where to look at least, but with my team, um, probably just my, what I would consider my leadership team, which is one other person. Yeah. Speaker 0 00:23:53 I highly recommend that if you've not tried this exercise, do it, it will be an absolute rude awakening for you, but it will be one of the best things that you can do. This is where people start to feel like there's micromanagement happening because they don't understand their role in the bigger picture of what we're trying to accomplish. Mm-hmm <affirmative> at dude, we are trying to change the way that people look at Latin America for design and development. Hmm. It's a very, very big mission. We have pre missions actually, but that's one of them. We want everybody to look at Latin America as the number one place to go for design and development. Speaker 2 00:24:27 Hmm. Speaker 0 00:24:28 Love it. And we know that that is not the case right now. Mm-hmm <affirmative>, it is our job. As the leaders, as the CEOs of the company, to convey this mission to our team members, once they understand that they are playing a role in a much bigger mission that we have as a company, mm-hmm <affirmative>, you it's much easier to convey this message of, here's why we need to time track. So it's not, Hey, we need to time track so that we can make more money and Chris can go take another vacation or Chris needs to go buy a new car. So you guys need to work harder that doesn't really inspire anybody. You know, that that's bad leadership. I think we can all agree on that. Yeah. It's we all deserve to, uh, grow our, or we want to grow our company. So the more that we make from, with our clients, by serving them, the more we can reinvest back into the company, that means getting you guys better equipment, obviously getting you guys bonuses. Speaker 0 00:25:24 That also means creating new job opportunities. Mm-hmm <affirmative> the better we do as a company. The more that we can reinvest in a hiring new people and creating new opportunities for people that are gonna be positively impacted by our company, our staff, they absolutely love working for our company. They, they have never found a work environment like what we provide mm-hmm <affirmative> so they're very passionate about anything that helps us to grow. So I don't like, I'm not one of these CEOs that has a problem sharing sales data with us, or like revenue or profit. Like, we are very, very transparent about that. Mm-hmm <affirmative> now what helps is I have amazing people and they, we screen them and we know that they have this internal thing where they feel an obligation to serve other people. They're willing to sacrifice themselves for the good of the team. That's what we look for in our team members. Speaker 2 00:26:19 Couple of things I wanna, uh, uh, um, touch on here. Um, Kyle OA says, never knew about the 30%. That's actually mind blowing 70% profit sounds quite nice, but how do I not feel like I'm stealing from my new awesome client? Let's be clear. The 30% is your cost of delivering the product. So the 70% you have left over is gross Speaker 0 00:26:38 Product gross, Speaker 2 00:26:40 Right out of that 70%, you have to run the business. You've gotta pay rent. You've gotta pay insurance legal fees. You've gotta pay Speaker 0 00:26:47 Yourself. You've gotta pay yourself, yourself. Speaker 2 00:26:49 Any non-production staff, you taught me this in the PROFOR, right? Yeah. So you've gotta pay all the, you know, the office equipment, like all the stuff that you gotta pay to run the business. And the idea is that out of that 70% you pay all your running expenses. You should end up with at least 30% net profit at the end of the day after you've paid yourself a wage or a salary. Right. Yep. Um, so I just wanted to clarify that for cob. The other question I wanted to ask is, do you share, what profit do you share with your team? Do you share gross or net? Speaker 0 00:27:20 Uh, we share net. Speaker 2 00:27:21 We share net like numbers. So numbers you like, Speaker 0 00:27:23 So at the end of the year, we'll share the net, Speaker 2 00:27:25 Right? Yeah. Just share the numbers or actually share the profit. Speaker 0 00:27:30 Uh, we'll share the, the actual number we'll share like what we made as a company. Cool. Cause it's been negative before, so <laugh>, I want them to know, Hey, we suffered. Um, we also, we also bonus out everybody. So this is what I want. I wanna be very clear on the differences between gross and net, because I didn't learn this until fairly recently. So gross is ultimately in our business, gross is what's left over after you're paying your production, labor staff mm-hmm <affirmative> and other like credit card expenses, credit card processing expenses, things like that. Yeah. But let's just say for the most part it's it's labor expenses, right? So, and this is production labor. So anybody who's touching pro uh, deliverables that are being done for clients, that's considered production, labor Speaker 2 00:28:15 Project manager, Speaker 0 00:28:17 Project manager. I consider that production labor production, Speaker 2 00:28:19 Right? Because if you weren't delivering the thing for the client, the project manager wouldn't be in Speaker 0 00:28:22 The building, they wouldn't exist. They would not exist. Got so, uh, production labor. Typically you want to keep that at that 30% and it'll grow as your revenue grows. So let's say your 10,000, 15,000, 20,000, your production labor budget also grows as a percentage mm-hmm <affirmative> so 30% of 10,000 thir 3000 mm-hmm <affirmative> 30% of 20,006,000. Now we have more budget to reinvest into the team. Okay. Mm-hmm <affirmative>, mm-hmm, <affirmative>, what's left over after that, then, uh, you, your deducting, your administrative administrative and operating expenses. Mm-hmm <affirmative> within that is your salary as a CEO. Mm-hmm <affirmative>, uh, you know, other COO, if you have a COO finance director, HR, like all those other people who are helping you to run the company mm-hmm <affirmative> rent is included in that as well. And then what's left, left over after that is your net profit mm-hmm <affirmative>. Now that bare bear minimum should be at 20%. Yeah. Think of the net income as the salary that you pay to your company, think of your company as an employee. Mm-hmm <affirmative> every ENCO, every, every company has to have their comp every business, their company has an employee, right? Mm-hmm <affirmative> that's the company is the employee. That's kind of like the easy way that I think about it. So I'm gonna pay my company, my favorite employee, at least 20%. Speaker 2 00:29:49 Wow. That's really interesting. Ben monk asks sales and marketing. I think what he's asking is sales, marketing, and sales commissions. What are they? Speaker 0 00:29:58 Um, so this is where it kind of, it's an art and, and not necessarily a science, I consider sales and marketing as part of my administrative costs. Yes, Speaker 2 00:30:09 I okay. Speaker 0 00:30:10 Um, I know some people that will roll it into their cost of goods. Mm-hmm Speaker 2 00:30:14 <affirmative> Speaker 0 00:30:14 So it, it really comes down to, however you want to do it. If, if it's me, I just keep it as an admin operating expense, um, line Speaker 2 00:30:21 Item. The, the, I it's gotta be, it's just gotta be consistent, right? Like if you, yeah. Oh yeah. So we, we used to treat our Facebook ad cost as a cost of sale, but we don't now it's now it's an, it's an operating, it's an admin operating cost, right. Even though it's significant it's because I'm like, well, that's just a part of running the business, right? That's not that doesn't the, the, our main cost now is our coaches. Our main cost of sale is our coaches and the development of our IP and our product development. So we have cat who develops all of our playbooks and takes our IP in turns 'em into teaching frameworks. She's a cost of, she's a direct cost, right? She's basically a cost of sale. Uh, our click up implementation guy. Who's building out all of our kits in click up. That's a cost of product because that's what we're actually selling to our clients. The coaches, there are cost of sale, right. Because that's, that's what it's costing me to produce. The thing that I'm selling advertising. We now just put that below that line. So it affects our net profit, not our growth. Speaker 0 00:31:18 Yeah. Is anybody still watching? Cuz I know we're talking about really, really boring stuff. Speaker 2 00:31:22 Like our, we got our viewership just almost doubled. We got 60 people watching this live right now. Speaker 0 00:31:27 Awesome. I love it. Speaker 2 00:31:28 And guys, I know that this is not half of those people are froing it, the mouth and the half are asleep and they don't even know what they're looking at and that's totally Speaker 0 00:31:34 Fine. Well, for everybody, who's still awake. Thank you so much for paying attention. I know that this isn't the most exciting things, but I can tell you, this is what separates agency owners who are making a ton of money and not having to break their back to do it. And agency owners who are struggling and not getting paid, what they deserve. Dude, Speaker 2 00:31:52 Dude, I always call you dude, which is weird, cuz you're own a company called dude. Uh, can I just say right that I know a lot of people think this is not a lot of people think this is kind of like boring stuff and, or not, not sexy. Right? Check this out. When you are sitting on the beach, you wanna talk about sex, right? When you're sitting on the beach sip and a pina colada with your fiance and your kids or whatever it is and, and money is landing in your bank account, right. That doesn't get any sexier than that. Right? Absolutely. Anyone who's in that position has been through the stuff that we are talking about now. So you wanna talk about like having the, you know, what is like the sexiest thing you can talk to entrepreneurs about? It's about having a recurring revenue land in your bank account without you being on the keyboard and without you being on the tools, well, you don't get there without doing this work. So this is the foundational stuff that allows you to go have a good party and not go, not go Speaker 0 00:32:43 Broke a hundred percent. You know? So since, since April and I'm out trying to make you jealous Troy, cause I know you're locked down. Uh, since April I've been to Porto Valarta I've been to wa Waco and Oaxaca. I've been to Chicha. I've been to Cancun. I've swam in two sends. I mean like, and I'm getting married next month and I'm gonna be taking the whole month of October off. I don't even know Speaker 3 00:33:05 What San is. <laugh> Speaker 0 00:33:07 Fuck up. Synott are like the most amazing thing ever. One of the best things that you can do in, in have to look up. Um, so yes, this is AB if you can master these things, this lifestyle that we all have, like dreamed of, since we started the agency, it's a hundred percent possible. Just gotta get really deep into the non-sexy stuff. Yeah. Um, so anyways, let, let me get back on track. Um, unless there's any other questions. Speaker 2 00:33:29 Oh dude, I'm here to distract you. That's my job. So you know, Speaker 0 00:33:33 So, so let's good luck. Let's just do some, a really simple math exercise. I want you to take what you want to make personally make this year mm-hmm <affirmative> so I'm just gonna do a hundred thousand dollars. Like that's, that's the goal for this year, a hundred thousand bucks and I'm gonna take a hundred thousand and I'm going to divide it by the number 2087 mm-hmm <affirmative> bonus points. If anybody knows what 2087 stands for Speaker 3 00:34:00 Number of hours in a year. Speaker 0 00:34:02 Yes. So if you work a 40 hour work week, which we know none of do Speaker 3 00:34:05 Where the seven come from, Speaker 0 00:34:07 I don't know, 20 it's Speaker 2 00:34:09 You it's because you take a half hour lunch break, right? Yeah, exactly. Does that include four? Does that include annual leave? The 2087 hours does Speaker 0 00:34:17 That, this is America. We don't get Amer annual leave. <laugh> Speaker 3 00:34:19 40, 40 times 52 42 is Speaker 0 00:34:24 Okay. You can dig in my 20, 80. Doesn't really make that big of a difference. Yeah. When the Speaker 3 00:34:28 Telling Troy where the number comes from it's right. 40 Speaker 0 00:34:31 Times. So, so Speaker 3 00:34:32 Two weeks. Speaker 0 00:34:33 Okay. If I wanna make a hundred thousand dollars an hour, uh, for the year, then that means that I need to average $48 an hour. If you can see that on my camera. Yeah. There we go. Okay. Yeah. So you should not be doing anything that's less than $48 an hour, just so you know. Oh Speaker 3 00:34:49 Yeah. I agree with that. Speaker 0 00:34:51 So when you're looking at how you personally are investing your time, if it's less than 48 bucks an hour. And, and I understand when we're starting out, we have to do a lot of the grunt work. I've clean bathrooms. I literally have painted my office on a weekend. So I know what it's like to have to do that, but you need to get to a point where you are not doing work that's below what you deserve to be paid Speaker 3 00:35:12 Mm-hmm <affirmative>. And guess what else lowers your hourly rate working more than 40 hours a Speaker 0 00:35:18 Week. Absolutely. So if you're working more than 40 hours a week, that's gonna lower the goal though. Is it okay if we work less hours and make more money? Is that okay? Like can we give ourselves permission to do that? Yeah, it's totally. Okay. So anyways, getting back to the time tracking, um, another tool I, that a friend of mine, Liam runs, he runs a company called time doctor that's another one. Yeah. Yeah. Harvest is the elephant in the room. It's very complex integrates with your accounting system and everything click up. We already talked about Speaker 2 00:35:49 Google's another really good one too, Speaker 0 00:35:51 Is another one. And then yeah, so those are the big tools. So if you are not doing time tracking, now, you must do it. Mm-hmm <affirmative> please make a commitment to yourself. Mm-hmm <affirmative> that you will do this immediately. And I'm just talking about production, labor. Don't feel like you have to do it for your sales time. It's important that if you do that, you should do that. But for the sake of this conversation, just track production, labor hours, mm-hmm <affirmative>. Now, if you get into a position where you have team members that are just refusing to do it, you're gonna have some hard decisions to make, because these might not be the team members that are gonna help you get to that next level. That's Speaker 2 00:36:29 Right. Speaker 0 00:36:30 It's very, very hard to straighten out your numbers and be able to make good future decisions without good data. Yeah. So you have to have people that are gonna be on board with that. Yeah. Did Speaker 2 00:36:41 Anybody question from question from Michelle Perry that wanna talk about, she says, do you have to go over the border for affordable help? Would you be priced out Michelle? Here's one thing I learned when I started hiring people in other countries. Yes. The economics make sense, but also the numbers make sense. It's about the talent pool. So don't think of it just like, well, if I don't, if I don't go across the border and hire staff, I'm not gonna be competitive. Right. It's you're you just, you're also O you know, economically it makes sense. But also you're just opening yourself up to a, to a bigger talent pool. I got, I get a client here in Australia who is like, has a scalability issue because for, for a long time, he's just resisted hiring people offshore. In fact, he's resisted hiring people who aren't in his actual building. Speaker 2 00:37:28 Right. And he lives in kind of like the outer, not quite regional area of Australia, but he's like an hour and a half outta the city. Right. Well, it's hard to attract good talent to drive out there and work in his building. Right. So I've kind of coached him through the idea of having strategists work locally and having implementers work. He predominantly an SEO agency having implementers work elsewhere because you're tapping into a larger talent pool now. Yes. That raises a whole bunch of other problems you're gonna have in terms of like managing and culture and accountability and training and all that kind of stuff. But it's not just economics that, that are, it, it like, that's not the only reason that you should look at hiring people in other countries. It's just tapping into a larger talent pool. I've worked with some people who do not live in Australia, who are, who put some of the Australian talent to shame. Right? Yeah. Uh, that I, and I've hired Australian people who are, you know, I wouldn't say useless, but you know, like just, you can useless not in the right seat. Right. Let's just say that they went in the right seat and that I've had some people, you know, in other countries like Pete, for example, who have just blown my mind. Right. And who, who are like, so, I mean, I, I just think if I didn't, if I had borders around me, I wouldn't have access to that talent pool. Speaker 0 00:38:39 We live in such a revolutionary time. And if COVID proved anything it's that we can work remote. We were forced to do it for a fricking year. Speaker 2 00:38:49 That's right. Speaker 0 00:38:50 And we made it guys. Yeah. So C Speaker 3 00:38:53 Cassandra brings up a good question. This is new to me hiring offshore. How do you deal with the negativity about not hiring locally? My team has been offshore for seven years now, and I've never had a client question it even a little bit. Speaker 2 00:39:09 Really the really easy answer to that question is, say, to say to the client, do you have a smartphone in your pocket? Yeah. Right. Where was that made? Right. Was it made in the United States of America? Was it so shut up? What are we talking about? Like, Speaker 0 00:39:20 Yeah. Speaker 3 00:39:21 Mean, and, and, and the other side of that is, do you really wanna be working with people who would even ask that question? Speaker 0 00:39:27 Exactly. I, Speaker 3 00:39:28 Them as your client, Speaker 0 00:39:29 That's, I, I just will stop the sales conversation if there's any ever, ever any, and, and trust me, like, I've heard it as a brown guy in the United States, I've heard it all. Speaker 3 00:39:37 I'm sure Speaker 0 00:39:40 I have to prove that I'm an American citizen for people to actually take me seriously. It happens all the time. Speaker 2 00:39:46 You just like walking with you passport open, do you <laugh> Speaker 0 00:39:49 Well, cause they hear me and I can tell, like I can see it on the people's faces. And they're like, is this guy Mexican? I'm like, well, I was born in Los Angeles and I'm an American citizen. I happen to just ease that, another conversation then everyone. Ah, okay, cool. Speaker 2 00:40:02 It's one of us. Speaker 0 00:40:03 It's my boy now. Um, Speaker 2 00:40:04 Boy, Chris is in the house. Speaker 0 00:40:07 Exactly. So anyways, um, yes, I wouldn't worry too much, you know, think about from the opportunity standpoint, um, kind of like the prosperity mindset. Like we have so many opportunities. Yeah. And we can share our wealth with so many people from around the world. And what I've found is that our staff in Mexico, they are so appreciative and oftentimes more appreciative of the opportunity than, uh, a lot of our people in the, in the United States or a lot of people that I've encountered in the United States hardly. So I don't care where you are. If you can do an amazing job for my clients and you can make my life easier, you will find a seat here at our company. Like, yeah. Uh, and the best part is that no matter how much you're charging your clients, for the most part, you can find somebody that will fit your budget. I do have some absolute non, like, you have to have these ones, one, you have to work my time zone. We do not hire people who don't work my time zone. The second one is you, you have to speak English mm-hmm <affirmative> or, you know, at least my language, like I speak American. Um, you have to speak English, right? Th those are my two. Like, I, I, I will not compromise on those everything else. Doesn't matter. Mm-hmm, <affirmative>, don't care where you're at. Mm-hmm Speaker 2 00:41:20 <affirmative> great. Love it. Um, uh, in the time that we have left, do you wanna, do you wanna share a screen? Speaker 0 00:41:27 Yes, I do. Kinda Speaker 2 00:41:28 Show us what you've been on much. Speaker 0 00:41:29 Cause I was just about literally, that was the next thing that I wanted to share because the big question is, okay, so I'm going to start gathering the data. What if I don't have the data now I still need to price out my projects. Well, luckily dude has been collecting projects on thousands and thousands of websites, or I should say we've been collecting data on thousands and thousands of websites over the past few years. And we've tracked tens of thousands, hundreds of thousands of hours. And so we actually created a free, uh, free platform that any of you guys can use, um, and get access to this data that I keep talking about. So I'm just gonna share my screen really quickly. We created a platform that's called dude to go. And basically what we did is we took all the website data that we've gathered over the years and we uploaded and we built a software and you can now get access to that data. Speaker 0 00:42:18 So when you are going to quote out a project, you no longer have to guess. Okay. So it's super, super easy to use. And so basically you just go here, I'm gonna continue as a guest. You put in your name gonna say, Pete, and, uh, what did we call him before? Crispy cream, crispy butter, crispy butter, crispy butter. And, uh, we're gonna, I don't know. I'm gonna say, dude, uh, and then I'm gonna put in my email just for fun agency. What is my email? Oh, my phone number. This is my cell. If anybody wants to text me, uh, pass. And then when do we want this completed by? So let's say, I want this done by the 24th. And I want you guys to do a build for me. So let's say I'm a designer. I design everything in Figma mm-hmm <affirmative> and I want you to build it out in. Speaker 0 00:43:09 Oh, what happened to my Figma? I want you to build it out in Astra with mm-hmm <affirmative> element or pro <affirmative>. So to start, these are the three themes and builders that we're doing. Divvy beaver Astra. We, we will continue to add more as we aggregate the data and upload it. Um, and then divvy Elementor beaver builder. Mm-hmm <affirmative>. So I'm gonna say Astro with Elementor pro I've got seven pages. Mm-hmm <affirmative> WP engine. I don't have mockups yet. You can upload the link if you want. So we can look at 'em and I'm gonna include Yost and, uh, gravity forms. Mm-hmm <affirmative> then I just click submit. It goes over to our team. Now in the future, after we kind of get through this beta program, it'll just flash on the screen. It'll say, it's gonna take you this amount of hours. And if you want dude to do it, it'll cost us much. Speaker 0 00:43:50 But what happens now is that it goes to our team and then very, very quickly, uh, we will contact you. And if you're looking for just the quote, we'll say, Hey, this project is going to take on average about 82 hours to do mm-hmm <affirmative> for the development. This is based on data guys. This is not us, just randomly guessing. We are checking your exact project against thousands of other projects that are just like the one that you want to do. Mm-hmm <affirmative> and this is the average of how long it's gonna take. So then what do you do with that information? You basically go in and you say, Hey, okay, so it's gonna take me 82 hours. I'm going to then price it out at X amount of, uh, of dollars. So if your hourly rate, I'm gonna stop my share. If your hourly rate is $150 an hour or whatever, you're not gonna charge less. You're not gonna charge. 'em like thousand bucks. You're gonna go in there and you're gonna charge them the right amount. Mm-hmm <affirmative> mm-hmm <affirmative> so that's basically what you can use dude to go for. And then if you want do to do it, we'll give you the price on how much it'll cost us. Speaker 2 00:44:55 Yeah. Awesome. And just be clear, just be clear. You can get the quote without engaging your services. We don't have to hire for Speaker 0 00:45:01 Free. You just right. Get the, get the data, get the data for free, and then you have it and you can more accurately quote out how long it's gonna take for on your end. Speaker 2 00:45:10 Got Speaker 0 00:45:11 It. It absolutely does not matter. Um, if you work with us or not just take the data, like that's the most powerful thing that we're giving you guys for free Speaker 2 00:45:20 Mm-hmm <affirmative> Peter Butler says, do you have time to talk about your productizing in your agency? No, but we will definitely get Chris Martin's back to talk about that at some point, for sure. Cassandra, he says the comment wasn't from a racist standpoint, it was about employing locally first. I'm definitely proud of my guy. We have a wonderful relationship. Yeah. We get that Cassandra and, and I just think it's a really good conversation to keep having mm-hmm <affirmative> because yeah. You know, like there are certain organizations, governments, large non-profits that will just put an embargo on your stuff being developed offshore. That's fine. I never dealt with those clients cause they're a pain in the ass. So, um, uh, Kyle says absolutely brilliant tool you've created. What is the link for people to go on and check this Speaker 0 00:45:55 Out? Oh, it's due to go due to, Speaker 2 00:45:58 Dude, to D U D E then the number two, dude, go IO. Uh, so the next program Speaker 0 00:46:07 Got, please use the data. I'm telling you easy rule thumb. Again, if you get a quote from us, like if dude says we're gonna do it and it's gonna be 1500 bucks, take that number and multiply it by at least 3.5. That's what you wanna charge your client. Mm-hmm Speaker 2 00:46:20 <affirmative> there we go. You know what I love? Um, first of all, dude, uh, uh, <laugh> I've gotta call you Chris. Eventually. First of all, I just wanna thank you again, man. Like you just keep, you have turned up to so many of our events in person in San Diego, our Mav con events, the podcast a lot, like it's just been an absolute revelation and such a pleasure crossing paths with you and having you in our ecosystem. And I really wanna thank you for everything you, you are doing and continue to do. I also wanna say in the green room, before we went live, I, I jumped in about three minutes before we were due to go live. Right. And um, we kind of got chatting. Chris is like, well, you know, so I've got some slides. Do I use slides? Or do I just, you know, like, I don't really need to cuz I know this presentation. Speaker 2 00:47:00 I'm like, whatever you wanna do. And he's like, I don't need slides. I love the fact slides just get in the way. Right? I love the fact that we just having a conversation and it's really, and we can kind of go off track there. Not many people have the experience and the confidence to just be able to have a really organic conversation without using the slides as a crutch. Right. I don't use slides anymore. Cause I think they just get in the way, but they used to be a bit of a crutch for me. So I just wanna shout you out there and say, you know, oh thank you again. Thank you, man. You clearly know your shit. And uh, this has been incredibly beneficial to people watching everyone share on the link in the comments here. So due to, go check it out, run your next project through that. And I think what will happen is that you'll realize you ain't charging people enough money. Speaker 0 00:47:43 You guys need to be charging more. Yep. You gotta put Speaker 2 00:47:46 Your prices Speaker 0 00:47:47 Up. You guys deserve to make a lot of money. So this helps level level, the playing field. Even if you don't have any data, so you can start charging what you're worth. Speaker 2 00:47:55 I had a conversation with someone the other day. Who's like, I just don't believe anyone will pay me. And like I've, I've had this conversation so many times and I used to say this, but this guy says to me, I just don't believe anyone will pay me any more than $4,000 for a website. And I said, well, that's true. As long as that's what you believe. And as long as that's what you say, that's true. But I can tell you people, there are people out there paying a lot more than that for the same websites you are building, you don't need to add complexity or functionality or drop shadows to your website to increase what you charge. Right? It's you just have to have a slightly different conversation with a slightly better caliber client. Speaker 0 00:48:43 Yep. A hundred percent, hundred percent. Those folks that are running the million dollar agencies and making more money than you. They're not smarter than you. They're not more talented than you. They're not any better than you. They're just doing exactly what Troy said. They have a slightly different conversation and they've got a, a different, I would say, higher paying client. Speaker 2 00:49:03 Yeah. And also I think, I think this, which is a whole other conversation, but I think they're just paying attention to different stories in their head. Speaker 0 00:49:11 Yes. Speaker 2 00:49:11 Yeah. They're not paying attention to the stories. There's Speaker 0 00:49:14 A whole nother conversation, whole Speaker 2 00:49:15 Conversation, which we're definitely gonna have at some point. Right. Speaker 0 00:49:19 You know, I love talking about the deep stuff too. Speaker 2 00:49:21 Yeah. Well, I, you know, I got in a bed last night and I said to my wife, there is definitely something about my identity, the way I identify. I come from the working class suburbs of, of south Australia. Right. I identify as a battler. I identify as someone who struggles and who battles and where, you know, like it doesn't come easy to me. I identify as that. And that I think informs my behavior. Mm-hmm <affirmative> and my behavior informs my outcomes. So, you know, I'm like, I'm, I just turned 48 last weekend. I'm like, why the fuck am I still listening to those stories that tell me, I'm, I'm gonna struggle. And I'm a Butler and I'm just a stupid little shit from the Northern suburbs of Adelaide who went to a crappy school and doesn't deserve like, why am I still listening to those stories? I'm 48 years old for God's sake. Do you know what I mean? Yeah. So for me, it's still a PR it's still a daily practice to just let those thoughts flow down the river and, and, you know, reprogram them and pay attention to more, more useful Speaker 3 00:50:21 Things. Yeah. You gotta catch, you gotta catch yourself and literally say the story I'm telling myself is whatever reframe it. Yeah. Speaker 2 00:50:30 Yeah, yeah. Dude. Thank you so much. This thing. Speaker 0 00:50:33 Thank you guys. Speaker 3 00:50:34 Cause your name, your name comes up with us all the time and we're always like, no, we can't ask him again. We just asked him last week. Speaker 0 00:50:41 No, ask me. I am here guys. Like, this is one of the things that fires me up. I love sharing what I, what I've learned along the way. Um, you know, because it wasn't that long ago where I wasn't making that much money. You know, the agency had high revenue, but not high profit. And it's one, two little switches. If you just flip those two little switches in 12 months, your, your life can be so different. Yeah. In a positive way. Speaker 3 00:51:04 You're an inspiration. My man. And we appreciate it. We really do. Speaker 0 00:51:08 Yeah. Thank you. When's the waiting October 9th. So a month from tomorrow. Woo. Speaker 2 00:51:14 Wow. Speaker 0 00:51:15 We're excited. Speaker 2 00:51:16 Good to you. I know this is, this is like the, the, uh, the third take of the waiting. Isn't it? Like it was Speaker 0 00:51:22 Planned literally. Yeah. So we got engaged January of 2020, and then we were gonna getting, uh, get married October of 2020, and then we had this little thing called COVID happen. Yeah. And then we're like, ah, we should be good by may of 2021. Yeah. Not the case. And then we posted, so this is, uh, this is take three. Speaker 2 00:51:42 Well done because you just got engaged when you came to San Diego to our event, which is for 2020 exactly. Speaker 0 00:51:48 Like about a month. Um, Speaker 2 00:51:52 Man, Speaker 0 00:51:52 Can we see you guys again too? By the way? Speaker 2 00:51:54 Yeah, man, I can't wait to get, Speaker 3 00:51:55 Yeah, we can't either. Speaker 2 00:51:56 It's Speaker 0 00:51:56 Gonna be, it's gonna be first round of beers on me. Speaker 2 00:51:59 Awesome. All right. Awesome. Good stuff. All right. Thank you, Chris. Martine. Thank you very much for, uh, for Speaker 0 00:52:04 Thanks everybody. Our Speaker 2 00:52:05 Ladies and gentlemen, that is the agency hour here in the digital Mavericks Facebook group. Thank you. Crispy Barta, Pete Perry. Hey, we'll see you again. Uh, same morning next week. Speaker 1 00:52:14 Thanks for listening to the agency hour podcast, subscribe at apple podcasts, Spotify pocket, audible, and wherever you like to listen, you can catch all of the agency hour episodes on our YouTube channel at Mavericks. Or you can get involved, check out our free digital Mavericks Facebook group, where we broadcast these episodes live for our community every week, along with a ton of free training. We'll see you there.

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