How to Recruit and Keep Good Talent

Episode 6 February 23, 2022 01:00:05
How to Recruit and Keep Good Talent
The Agency Hour
How to Recruit and Keep Good Talent

Feb 23 2022 | 01:00:05


Hosted By

Troy Dean Johnny Flash

Show Notes

Join Pete (Crispy-butter) Perry, Troy Dean & the Founder of GoWP Brad Morrison, as they discuss what it really takes to recruit and keep good talent.

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The Agency Hour - Ep 6 - How to Recruit and Keep Good Talent 
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Episode Transcript

Speaker 0 00:00:00 There are so many talented people across the world. So many talented people. And sometimes it's because we're just look like you, you hire who, you know, you interact in certain communities and it's like, the, this is all I know. And so when I go to hire someone, that's where I posted or that's who I talked to and that's who, and so that was some of my growth is just realizing there's a whole big world out there. There are strong, robust communities that know WordPress really, really well. And, uh, and so just getting out there and learning about different parts of the world and where talent exists and giving people an opportunity has made a lot of difference in, in our company and from, you know, my conversations with my team. It makes a difference in their lives. Speaker 1 00:00:47 If you have a vision for the agency you want to build, then we want to help you build it. Welcome to the agency. Our podcast brought to you by agency Mavericks. Speaker 2 00:00:57 Hey, welcome to the agency hour, ladies and gentlemen live here in the digital Mavericks Facebook group. My name is Troy Dean. This is Pete crispy butter Perry. Our guest this week is a man who, little bit of history when I started WP elevation way back in the dark ages. Uh, we had this thing, we had a, a, a kind of a, I called it platinum, right. It was like a platinum coaching thing. And this guy turns up out of nowhere on my, my list named Brad. And, uh, he's like, oh, I wanna, you know, talk to you about this. And I'm like, all right, cool. And so we, uh, we jumped on and we had a bit of a chat. And then I think that was bef, that was after Chicago. I think I'd met Brad at word camp. No, it was before. Was it? Speaker 2 00:01:40 It was before. Oh, right. So then I went out to, to Chicago and, and ran word camp and met Brad. And, uh, we went out to dinner after the, after the, we had a mastermind after word camp. And then after the mastermind on the Monday, we went out to dinner. We did this Thai restaurant. There were about, I don't know, six or seven of us at this restaurant. And we're getting towards the end of dinner. And I went to the bathroom and I come back and I'm coming back past the counter and I'm gonna pay the bill. And I go up to the, the counter and, and the, and the guy said, oh, no, it's all been taken care of the, uh, the tall man with the gray hair on the glasses, paid the bill. I'm like, what, what, what do you mean? What do you mean? Speaker 2 00:02:14 He paid the bill. He paid the bill and, uh, and kind of just disappeared outta side door before anyone could stop him. And the thing I've learned about Brad over the years is so we worked together, uh, and he, he kind of pivoted his business there at the time. And he's just grown from strength to strength. And I will say this, the one thing I've learned about Brad over the years is his generous spirit is he's genuinely more concerned about other people's success than his own. And I think that's why he's been so successful. That's exactly why he's successful. Yep. Yeah. So ladies and gentlemen, please welcome to the stage from go WP, Brad Morrison. Speaker 0 00:02:50 Hello? Hello. We need to just end the show after that. That was in pain. Thank you. Like we're done. Speaker 2 00:02:56 It's all. It's all downhill from here. It's all Speaker 0 00:02:58 Downhill. Speaker 2 00:02:59 How are your Speaker 0 00:02:59 Brother? I am doing well doing well, wrapping up a Wednesday here. And, uh, so li life is good. Speaker 2 00:03:07 Awesome. Where, um, where are you in the world now? Because you've moved recently, right? Speaker 0 00:03:11 That's right. Yeah. For, um, I've lived in Georgia, almost my entire life. We were in Atlanta most recent, the last six years in the Atlanta area. But then, uh, over the summer, June, uh, we moved down to Florida, uh, not far away. It was still only about maybe 20 miles or so from the border. Uh, but we are in a place called Puna. Vira Florida, uh, living near the beach. So, Speaker 2 00:03:33 Wow. Um, why, why the move is it is, it is because Florida's a tax Haven is everyone's moving Florida. No, Speaker 0 00:03:40 No, we, we were looking so we love Atlanta, so many friends there from there. Um, or from that area from Georgia. Uh, this is actually a little bit closer to my family where I grew up, uh, where I live now. Um, and then, uh, so that was kind of one reason, but also, um, we wanted a little more warmth throughout the year. Uh, it just makes a big difference with Atlanta being kind of closer to the mountains. You still have that kind of three months out of the year where it's, it's cold. It's really hot in the summers in Atlanta as a lot of people know, but it's also very cold that we don't get a lot of snow, but you still can't get out and do a lot of stuff. So for the more active lifestyle, that was a reason as well. Speaker 2 00:04:21 And you've moved into, uh, a new facility. I saw a post recently where you guys have moved into a new facility, which looked really impressive. Can you talk us through what, what that looks like and how many of the team are actually there in that facility? Speaker 0 00:04:33 Yeah, I think it, it helps understanding this community. So this is a master plan community, a golf cart community. There's 20,000 plus people in this master plan. So there's like 20 something neighborhoods. Um, all the schools are in the community, two high schools in the community. So you, you drive your, you know, child on the golf cart to school. And, uh, I drive, I, I ride a bike or drive a golf cart here to the office. There's a town center area. And so when I, I wasn't kidding when I said more active lifestyle, like we're always out, you know, yesterday it was pickle ball. We'll ride bikes tonight, you go on an evening golf cart ride. It's like, it's really cool. And, uh, and so the town center here has a place that just opened up actually, um, maybe a month after I moved here, but I had been in the works to, to AISE and, and have office space here. Uh, but it's called the link. And, uh, it is, they do kids camps. So it's events for the whole family, but it's office space on the top floor. So it's cowork. They're gonna do like, um, incubator have an incubator, um, a portion as well. Um, it's co-work spaces outside the private offices, and then I love the kids camps and after school activities. And so sometimes I'm working up here on the second floor and my daughter is in Lego camp on the first floor, which is really neat. So, Aw, Speaker 2 00:05:44 That's cool, Speaker 0 00:05:45 Man. And that's the vision for the place is like this kind of place for the whole family, which is, which is awesome. Speaker 2 00:05:51 That's awesome. So you, now you are a fully distributed team, is that right? We're Speaker 0 00:05:55 A fully distributed team. Yes. So, um, yeah. Now how many 45 I think with more hires on the way. So, Speaker 2 00:06:03 Wow. And, and now, now when you and I were working together, it was you and Lucas, right? Speaker 0 00:06:08 It was me and Lucas. That's right. Yeah. So, yeah, that's just Speaker 2 00:06:12 Like, that's unbelievable. That just sounds like a lot of headaches to me. Yeah. Speaker 0 00:06:16 Oh no. Speaker 2 00:06:17 I mean, I mean, I have Pete, right. And he causes me sleepless nights. I can't imagine having 45 people that, you know Speaker 0 00:06:22 Yeah. We we've, you know, so many great systems we we've built, you know, while I think we've done a good job on the external community of partners and customers and agency owners, that's who we serve. We've also done a good job, I think of building the community internally as well. So it's fun. It's, it's really a lot of fun. Um, so, you know, building our team has been community building and we work with a lot of people that like each other and, uh, share some common goals, not all the same, but share some common goals and we all move in the same direction. So it's, it's really been a lot of fun. Speaker 2 00:06:53 Now talk us through the, um, 45, obviously that includes people who are working for other agencies. Right? Yeah. So talk us through when, when you and I first started out, it was Southpoint media, is that right? Basically a hosting company and a client services company, and you made the pivot towards kind of a productized offering with go WP. What was the first incarnation of go WP? Speaker 0 00:07:16 Yeah. So yeah, we were Southpoint. Media was just a web agency. So we were a web agency in a mid-size city, Savannah, Georgia at the time. And then we had another office in Augusta, um, that was 10 years, 2004 to 2014. And, um, and so in 2014, that's when we decided to kind of become a productized service and we took the things that we were best at and, and you have to do some still searching there and we did, and it's like, we're not really good at design. We're not really good at project management. I'm not great at sales. I'm not right. I, we, we can do it. And, and we were doing it to make the business successful, but I didn't get enjoyment from it. The team didn't get enjoyment. And that was something that was kind of enlightening to me is when I started just talking about, let's have an honest conversation, let me tell you a little bit about what I'm feeling. Speaker 0 00:08:01 The team kind of opened up as well. And so you realize you kind of built things, something that isn't very enjoyable and people don't like doing it. And so it's like, well, we don't have to be this, let's figure out what we do like doing and what we're good at. And let's build some productized services around that. And so, and we, and we did, so that was 2013. We were having those conversations. Um, that's when I was meeting with you, Troy, that was probably a lot of 2013 and 2014 when we were having our, um, our coaching calls. Um, and so, and, and I have to say, um, in, you were incredibly helpful in this process. Um, like I, I do, I, I, you know, I, I think of you often like this, you, your, there, there is Troy Dean legacy with go WP. Like it is, we owe a lot of what we do to a lot of those early conversations. Speaker 0 00:08:51 That's good. You were the first, when we were doing this, we were actually going to productize support and, you know, maintenance support and hosting, but we had built up 250 plus retail customers. Right? Mm-hmm, <affirmative> so small businesses. So working with them directly, it was in those conversations with you where you're, you know, you've really ought of consider a white label offering for agencies. And we had those discussions and you challenged me on that. And we kinda went in that direction. So the first iteration is definitely, it's a far cry from what we are now. It's very different, but, um, we were serving everyone and now we exclusively serve digital agencies. Speaker 2 00:09:29 Right. So, so you don't do the retail clients anymore. Like a small business owner comes to you and says, we want unlimited WordPress support. That's not. Yeah. Wow. That's interesting. I eventually fired you, I think, as a, as a coaching client, because I didn't think you needed me anymore. I remember we were having a conversation like, Brad, come on. What are you doing here? You don't need me anymore, man. You're fine. You're up and about, and you were so polite. You were like, well, you know, maybe, and I'm like, no, no, no, you don't need me. It's okay. If it's fine, just go like, go do your thing also. I've I vaguely remember. I need to, I need to shout this out. I vaguely remember seeing the other day that you still are a pain member of WP elevation and have been for wow. Eight years, dude. I've tried to cut you off and refund your money several times. You're like, no, no, no. I wanna keep support Speaker 0 00:10:14 <laugh> yeah. Yeah. We, we, yeah. Learn, learn so much from the, from the community that you've built and, uh, it's, it's incredible. And you know, some, one of those strongest things with WP elevation back in the day and now with Maverick is that peer support and community. And I, I find things it's not just so I can learn about what agency owner, like part of it. Yeah. You want to tune in and like what, what's the discussion that agency owners are having? What do they care about? But I would say even more than that, and it has always been, I learned stuff from it. It's like, oh, I that's something we should, we should try. Let, let's see how that works for us. A business. That's a product, nice service and not an agency at all. Speaker 2 00:10:53 Yeah. And I mean, at the risk of it being a mutual affection society, one of the things that I, uh, really liked about working with you, and one of the things I learned, actually, because you were one of my earliest one on one coaching clients as an agency, I'd done some previous one-on-one coaching with other businesses and other, and nonprofits and stuff, but you were one of the earliest one-on-one coaching clients as an agency. And one of the things I learned is that some people will take massive action and most won't, that's just the reality of that's life. Right. And was the, the most rewarding thing about working with you is that you were just taking massive action. And, and even when you didn't know what you were doing, you were just still taking massive action and trying things in experimenting and see what worked and see what didn't. Speaker 2 00:11:33 And that actually served me as a coach in years to come because I, my radar became quite finally came quite finely tuned to the people that would take action. The people that wouldn't. And, uh, I, I just, I just, you know, I mean all respect, but I just don't have time to work with people these days who don't take action because it's just a exercise in academia otherwise. So, so thank you for taking action and, and growing what you've grown. And then, so at some point, how far into the journey of go WP? Did you say, okay, we are just gonna serve agencies. When was, when did that pivot happen? Speaker 0 00:12:06 Yeah. So just exclusively serving agencies was probably 2017. So it was, um, three, three to four years. Um, we had, we had done both, um, at the same time and it, that ended up being something weird. Like you go to the go WP homepage and like half of it is literally aligned down the middle and half of it is verbiage tailored to businesses. And then the other half is verbiage tailored to agencies. And we're like, we're I, we're not doing this. We're going to simplify, which is one of our core values. Simple is better. We're going to simplify this. We're going to really nail the, the message and, and go after one defined audience that, especially when, at the time we were just doing, um, we were just doing subscription, WordPress maintenance and support. So you have a $29 subscription and you have a $79 subscription. Do you want one customer tied to a $29 subscription times 10, right? Or do you want one customer that's bringing you 10 50, a hundred subscriptions and there's one point of contact. So there were several reasons for us to do that. But the clarity on marketing has been, it's been huge. Speaker 2 00:13:18 Talk us through the FOMO that you had to manage when you made that pivot and said, alright, we're not gonna serve that customer anymore. Obviously you're gonna get pushback from those customers. They're gonna be disappointed, but we might be missing out. That's a large audience that we could tap into. They're like, why don't we go all in on? Because frankly, there's more small business owners in the world than there are agencies. So even though I believe agencies, there are a better distribution channel for you, and you've proven that that's work, but there must have been a point where you were like, I'm not sure about this. How did you manage your FOMO through that? Speaker 0 00:13:45 Yeah, it, I think because at the time we had so many small businesses, we had a good understanding of what that looked like when it was doubled or tripled and how that grew. And I, I was pretty comfortable doing that and, and that's kind of the way I make decisions also. I don't second guess or question, usually I, I, when I make a decision say, Hey, this is the direction we're going. My job is kind of, you know, uh, coach of the team, cheerleader of the team, whatever, right. That's what I'm doing is trying to rally the team so that they're all moving in one direction is for them to see that in me, that this is a decisive decision that we have made, we are strategically going in this direction and we're gonna go. So I didn't experience a lot of FOMO and, and have not since, um, so that I, I can see it if I sit back and I, I remove myself from the situation then, yeah, I can, I, I don't like turning money down. Speaker 0 00:14:40 Right? You don't like turning, especially when you have been successful in that, like we had built up clientele and we were helping those small businesses, but strategically, it just made so much more sense to focus on the quantity. And then also helping agency owners kind of grow in their business in other ways. Um, a small, for example, a small business owner would not have pushed us to where we are now. They would've stopped at content edits, right? So we do maintenance and then we do content edits. If they need site changes, it was agencies that pushed us and said, uh, could you create a landing page for my client? Can you create a full site for my client? How do we productize that? Okay, we're giving you two hours time to build a landing page. What if I want a dedicated resource to do more than just this, then you get into like some staffing. And so the whole evolution of go WP is only possible because we focused and addressed the needs of agencies. Whereas small business owners, we, would've probably gone a different direction that they have needs too, but it might not have been even web related. Speaker 2 00:15:47 This is, oh man, we could park here for weeks and talk about this. There's so much to unpack. I know we're gonna talk about how to recruit and keep good talent, which is the core topic that we're supposed to be talking about. Um, and we will get there, but I I'm fascinated as to how you, because you know, rolling out the dedicated developer, rolling out, let's build a productized, building a landing page, rolling out, uh, you know, uh, the, the, the, the services that you offer now requires an enormous investment in infrastructure, people, systems, culture, process. How do you validate, how did you validate the idea of the landing page, build productized landing page build before what? Well, I'm making an assumption that you did validate the idea before you went and built infrastructure. Did you, or did you just go, my gut tells me this is gonna work. We're gonna build it and then sell it. Or did you validate the idea and then build it? Speaker 0 00:16:41 No, we, we validate sometimes too long, like honestly, like, so that it leads sometimes to slower rollouts. That's something, my team hears a lot. It's like, let's move a little faster on this, this particular thing, because like, we've maybe done something before similar, we've got the model, let's do it. Let's move fast. But we like to validate. And the team likes to validate, I think one thing to go all the way back, you mentioned Lucas Lucas, and I have worked together side by side for 12 years. He's essentially our chief technology officer. He, he handles the technology side. Lucas is incredibly good at identifying things that will scale and things that will not scale. Sometimes when I'm pushing on the business side, this is a great, this, this is something that, that might have some legs. This is something that really we might be able to run with. Speaker 0 00:17:28 Um, and, and has some potential. Lucas is very good at analyzing that. And, and sometimes being the no to my yes. And sometimes we have to work that out internally. Um, and it's, it's, it's just such, I'm so fortunate to have him on the team and it's such a great dynamic. Um, and that's at the very early stage, just conceptualizing something. Then what we like to do is after we've said no many times, right? We never are going to launch a service that customers have not asked for. So we will have said, no, we I'm sorry, content edits includes 30 minute changes. We can't create landing pages. Right. That's, that's gonna be more than 30 minutes. We don't do that. We know the scales, we're doing this times. Thousands of sites. We, we have to say no on that. Right. And there's a reason we say no, so we do that, but we kind of log that as an idea. Speaker 0 00:18:16 So it goes on the board. That's something that might be possible if we can figure out a way to scale it and, or productize it and scale it mm-hmm <affirmative>. So when we hear about that enough, and we have those enough, like internal conversations where we say, okay, this is something, look at the idea, Lord, look at the request that have been made on this. Let's think about it. And let's try to offer some, you know, and not really an MVP, but some type of basic version of this that is all manual, just to see how it works. Right? So we do that. And we just, again, we log everything, we test it with one, just one customer, no more than one. We get feedback. We let them know we're doing that. That could run anywhere from a month to six months, depending on what we're doing, we gradually increase it. Speaker 0 00:19:03 So usually once we've done that and we feel comfortable that this is working well enough, we lift the gate on it. And we say, the next person that asks about this, we know they will cuz we have a record or we reach out to someone that has asked in the past, right? That's something we did. We don't ever just say no and forget about it. We know who has asked for it. And we said no to. So we invite them in and say, Hey, we're doing this as a pilot program, it's a pilot program. It may not work. We'd love for you to try it out. It's heavily discounted, heavily discounted to get people, to try that out and give us feedback, cuz there's a commitment on their part. And then we test it out and we say how it works. And most of the things that we do, we end up moving on. Speaker 0 00:19:44 So that that's how you get from maintenance to dedicated staffing. Right? Dedicated developers mm-hmm <affirmative>. And uh, and so, and we expand that we'll go to 10 customers, we'll go to 50 CU depending on what it is. And um, and then we still with, with dedicated copywriter right now we have a wait list. So we don't just, you know, we have enough resources for everyone. So we, we kind of meter that a little bit so that mm-hmm <affirmative>, you know, and so that we can also match the right person with, with what they need. Uh, but we go slow. We go slow. Speaker 2 00:20:15 I hope you're paying attention, laters and gentlemen, because you just, uh, Brad just laid out a masterclass blue for you gold right there. That was pure gold. Absolutely. And uh, we, you know, uh, what I'm curious, tactically, I'm curious, where's your idea board. Like I wanna get into the geeky details here. Where is the Speaker 0 00:20:32 Idea? I'll tell you what I strongly recommend and it's not something we used early on. It was rough. Um, so we used click up for everything. I don't care where you use it or what the tool is. Um, but, um, this is something that, that I learned from Chris Lema. He has a, uh, like an initiative scoring worksheet. Um, that's awesome. Uh, reach out to him. Mm-hmm <affirmative> ask him about it. Uh, but an initiative scoring worksheet that is really cool. So it allows you to put your ideas kind on the left and then you have different criteria. Like, do we have the technical talent for this? Do, is this expensive or like a defined range, right? So you have these different criteria and you come through and you score it. This is a seven, this is a nine, this is a four, this is a three. Speaker 0 00:21:14 And what it allows you to do at the end is to sort, and you've got kind of your best, the things that you need to move on next, it's all scored and says, you know what, we can do this with the budget, with the, with within budget, we can do this with the talent that we have, the, the potential customer, um, base for this, right? The target market for this is broad or fits within this, right? Mm-hmm <affirmative>, um, it's something that leads to something additional, right? There, there are a number of different factors that you can do and score it, but that's what we use now. And I strongly recommend doing this very objectively mm-hmm Speaker 2 00:21:46 <affirmative> I can see max in the groom room already going let's spin up something and click up and add some custom fields. Yes. Uh, he's already excited about it. We used to do this thing called growth hacking, um, and it, the, the, and, uh, I think it's Sean Ellis, who was the growth hacker at Dropbox. He kind of pioneered the whole growth hacking movement. He was the one that put on the homepage of Dropbox. Um, get more stor, get more free storage by recommending your friends, right. Or referring your friends. And he developed this ice score, uh, thing, which is, uh, which is a similar thing. Um, and so it's, you, you basically come up with an idea and then you rank it by the potential impact that it could have on the business. Yep. The confidence with which you think you can roll it out and the ease with which you can roll it out. Speaker 2 00:22:27 And he says, every idea starts at a 10. If you can do it this afternoon in less than two hours on your own, without disturbing anyone else in the company, then it's a 10 in terms of confidence and ease, right. And then you have to sort of judge the impact that you think it might have. If you have to start asking other people in the company to help you, you need to deduct two points off the ease score for every person that needs to get involved. So it could be high impact, high confidence, but it could be a two on ease because it's gonna take four of us three months to roll this out. So therefore you wait the numbers and you roll out the things that are gonna be the quickest with the most confidence and the highest impact to, and the shortest experiment to kind of see if it's gonna get some traction. It sounds similar to the initiative score worksheet. Speaker 0 00:23:12 Absolutely. Yeah. And it, it works that. So I'll give you, I wanna give you an example of that, a tangible example. Uh it's it's very similar to that. I'd say we have more columns, but it's, it's really measuring the exact same thing. So mm-hmm <affirmative> um, yeah, that's, that's, uh, it's powerful. Um, but an example of this, we had a lot of customers that said you have an eight hour turnaround time on your content edits, right? So like if I send, if one of their agency's customers send something to our help desk, and we're doing that on a white label basis, we have eight hour turnaround time and we didn't really, it just, it's not clean and easy to go to a like priority two hour turnaround time, right? Like the systems, what would be required in order to do that was, was like, we couldn't, we just could never really make an pricing of that. Speaker 0 00:23:58 How do we do it? Well through the initiative scoring, we were able to essentially figure out, Hey, here's a way that we could just do a workflow in help scout that takes everyone's customers moves it to the top of the list. We call it, jump the line and it is priority support. It's not priority in it's a guaranteed two hours, but it goes to the top of the line and we're finding those tickets are usually done within an hour. And so it works beautifully, but something that we thought was really hard when we got down to it and we kind of said, what can this be? It ended up just being a tag and a workflow in, in our help desk system that we could use. And we never would've gotten there with that. Speaker 2 00:24:38 And they extra, they, they pay a premium for gonna the Speaker 0 00:24:41 That's exactly right. Speaker 2 00:24:42 Really nerdy question. Right. And I'm sorry to put everyone to sleep, but I'm really curious about this. Does help scout integrate with click up? Is that, is Speaker 0 00:24:49 That, uh, we don't, there's no reason for us to do that, but yes, I think you can do that. Speaker 2 00:24:55 Right. But you manage your tickets just in help scout people send in, Speaker 0 00:24:58 Everything's help out. Yeah. We, we, what's more important to us is the w H M CS billing integration and with help scout. And then we, we do have some other things that Lucas has integrated with as well. But for the most part, it's more the billing in help scout that matters, cuz we need to see who has a subscription and, you know, um, and invoice history and things like that so that we can see in it. But I don't think we're using a click up help scout integration for anything. Speaker 2 00:25:24 Yeah. So at some point you get into the staffing business, right. And you're like, well, we are gonna, we are gonna provide human beings to work. So I'm, you know, I have an agency, I need a developer. I go, uh, you know, I don't wanna be, I don't wanna ha have the hassle of finding someone and interviewing them and vetting them. And, uh, you know, I wanna also wanna have some redundancy that if they disappear, that I can replace them in a short, you know, time span. And so I go to go WP and I get a dedicated developer, man. That's a lot of problems to solve from your point of view, like compliance, legal. Yes. You know, all that kind of stuff. How, what, what is the pro what is your process for first of all? Where did you start? Did you geographically, where did you start the building? The talent pool? Speaker 0 00:26:10 Yeah. So I mean, I, I would say here in the us, as we built, um, kind of in, up until, you know, three years ago probably, um, was, was all in the us. And then, um, as we started looking at what additional services and how we get we're a wholesaler, right? So you we've gotta get the price down. We're a wholesaler. The agencies are retail that are retailing, uh, you know, that are charging their customers at, at retail. And so, uh, we are going back to what you asked about working with small businesses. That is another negative. You know, if you're working with a small business or a medium sized business or an enterprise, you can charge retail rates are higher. Um, there's other negatives that can come along with that, but pricing is not necessarily one of those. Um, when you're doing this for digital agencies, uh, price has to be lower. Speaker 0 00:26:56 So we were looking at, okay, so we do, we do have to look at, you know, what are, you know, what are our, our staff costs? Um, so we started really looking all over the world and, and looking at, you know, where our, where our strong WordPress communities, right? We are in the WordPress space, uh, exclusively like it's, we are go WP. So we don't have a lot to offer for digital agencies that don't tie into WordPress in some way. So our dedicated developer offerings are WordPress developers. So we look for strong, strong WordPress communities. Um, we have hired, I mean, we've got staff, the initial was in the Philippines. We have staff all over though. We have, um, Eastern Europe, we have Africa, us, south America, uh, LA uh, central America. And that will only continue. So I think we're five continents, six continents now, six continents. And I forget the number of countries, a lot of countries. Speaker 2 00:27:48 And, and is the model that you, you, you hire someone to come in and do, uh, support and, and content edits and dev support for the agency's clients like for your clients who are agencies, that's where they start. But now, Hey, you've got some bandwidth, we've got an agency who needs a dedicated developer. We can kind of carve out four hours a day of your time to work with that agency. And then the rest of the day you're working for go WP on serving all of our clients doing support. Is that the way it works? Speaker 0 00:28:17 Yeah, that is the way it works. So we, we hired the develop, we hired developers and, and copywriters. We hired them all full time, um, with us. And then what we do, you know, we GOP is really three things by the way. So we, we help agencies expand their team. We help agencies with outsourced services like white label maintenance and support and, and page builds and copywriting like, so, uh, a case study service, we have a case study service, um, and, and more, uh, and more coming. Um, so that's the outsource services. If you don't wanna hire staff and just wanna offload things, right. And then the third is kind of that community and free training. We do a lot of webinars and training, um, how to be successful with doing the types of services that, that we're selling at wholesale. Um, but then just other things that can help an agency. Speaker 0 00:29:01 So those are the things, but it, it all, it all works together. So if we hire an agency and we say for four hours, that agency is going to, and, and when we hire a dedicated developer, by the way, we are specifically hiring and copywriter for the things that we do on an outsource basis. So we wouldn't, we, we hire word trust developers that can build sites that can support and maintain sites, right? So those are the skillset we're looking for. We know they will be successful. They have to pass all of our tests. We bring them in. Um, and, and they're one of the team like it's, they are one, even if they're assigned to two different agencies, they are a part of our team and we celebrate their accomplishments. And, you know, they it's, they have equal standing to every, everyone doesn't matter where you're located or whatever, you are, an equal, full time team member with go WP. Um, and so we work with them, um, they would provide the outsource services and they get placed with agency. So we just divide the day up. And so we really go down to two hour increments. So for two hours, someone might be working with an agency for six hours. They might be doing, you know, go WP, um, uh, white label support tickets. Speaker 2 00:30:05 What is the process for, because talent sure. With, with, with the global pandemic, there is a large talent pool who are looking for work, but good talent, uh, is hard to find. Right, good talent are generally not sitting around. Twidling their thumbs looking for an offer. So is, you know, I've always kind of had this balance between trying to find good talent and then bringing talent in and training them and developing them. What's your philosophy. Do you try and find someone who's really experienced who can do the job and how do you attract them to your offer? Speaker 0 00:30:41 Yeah. Uh, that's a, that's a great question. Um, so yes, they do have to have a certain like level of, of competence and expertise in what we're hiring for. And, and I would say also there, there are so many talented people across the world, so many talented people, and sometimes it's because we're just look like you, you hire who, you know, you interact in certain communities and it's like, the, this is all I know. And so when I go to hire someone, that's where I post or that's who I talk to and that's who, and so that was some of my growth is just realizing there's a whole big world out there that, um, has like for take WordPress developers, like things like, you know, WordPress ni or word camp Nairobi brings hundreds of people, hundreds of people. Um, there are strong, robust communities that know WordPress really, really well. Speaker 0 00:31:35 And, uh, and so just getting out there and learning about different parts of the world and where talent exists and giving people an opportunity, um, has made a lot of difference in, in our company and from, you know, my conversations with my team. It makes a difference in their lives. And, uh, and that's, that's powerful and important. And I've taken a much more of a global mindset, um, when it comes to hiring. Um, so that's, that's one thing, um, attracting them to the, the company. This is something where if, if you're thinking about hiring, let's say, you're looking at making your first hire, or you have, um, a small team and you want to, you want to grow it. Um, there's a lot that goes into creating your company culture that will make your company attractive to people that are, that, that want to join your company, right. Speaker 0 00:32:25 So, or make them want to join you or be more appealing to them. So I, there's a, uh, you know, I, I could, <laugh> the first thing, when you're thinking about this, you have to kind of, you have to divorce yourself from, from the company in some ways, right there, you're not hiring people to help you make money. You're building this separate entity, a separate entity that has more responsibilities than just making you money. It's got a lot of now other mouths to feed. Maybe you do work in whatever community that the, the company has a responsibility to the community that it lives in, right? Not necessarily physical, maybe it's, uh, the WordPress community, or maybe it's some other type of community that you're working in. So I, I, I view the company as kind of a whole, it's a separate thing, right? And the reason that I'm attracted to my company and wanna work in my company, those are the things that we should talk about. Speaker 0 00:33:15 And those are their reasons that the rest of your staff sees your company as appealing. So just that mindset is, is like the first thing that I think is important. Um, the next thing that's important is like, create, what is your mission? What are your core values? What are your behavioral norms? That's another thing. And so we kind of codified that in a way we put that down and said, okay, so our mission is to create happiness, right? And, and it's been to create happiness by providing exceptional WordPress support. And as our, we have changed the service offering that we do, it's create happiness by delivering exceptional outsource services, WordPress outsource services. And so having the mission and talking about the mission, it will attract the right people that, that are in alignment with that. So the mission's really, really important. Your core values are very important. Speaker 0 00:34:03 These are things that, you know, everything in your company should be tied to that, to a core value. Every action should be able to be traced back in some way to a core value. And like, I'll give you an example, like, number one for us is we help and encourage others. That's at the heart of who we are and what we do. So we've kind of that that helps you build your, your culture. And then people see that and they want to be a part of that. And maybe they have something that you haven't even ever thought of. So your culture evolves by having this new member from somewhere else in the world, from some other skill set from some other, whatever it is, you become more diverse. You become, um, an enhanced culture because of the people that you attract than, and higher. Speaker 3 00:34:46 So I think, um, when, when you have such a strong culture like that, it actually helps to weed out people who aren't gonna be a good fit. Is that, have you found that? Speaker 0 00:34:58 Yeah, absolutely. Yeah. We see that with every, every time we set up a hiring pipeline, um, it's, it's so interesting. And I, I will, sometimes I'm not always responsible for doing the hiring on it, but I'll jump in just to see the comments. And some of these are video responses and you, you, you, you see, you can tell the people that are just filling out an application to fill out an application, and you can tell the people that are really kind of ignited by your mission and, and want to be a part of that. So, yeah, even if they're not, if they're not following through and applying to begin with, it helps you be able to say who should move to the next stage. Right. Speaker 3 00:35:33 And it helps you, even if they're, even if they're technically an, a player. Speaker 0 00:35:38 Yeah. You can Speaker 3 00:35:39 Weed out because there's lots of a players. And, and it comes down to being an, a player who fits into the culture. Speaker 0 00:35:45 We do a culture fit assessment as a part of every hiring pipeline that we run. And there's a lot of video response on that. It's a lot of timed off the cuff conversation and we, we prompt their questions to kind of get, and we started by putting our five core values up on a board and saying, let's, let's ask some questions that aren't, you know, quite obvious, that's what it's about, but that's what it's about. But you, you start with those core values and then you create the there, and then you score it based on what you see. Speaker 2 00:36:15 Mm-hmm super interesting. Uh, I wanna unpack that a little bit, but, um, I wanna talk about the elephant in the room, which is, I resisted doing this shit for years. Like mission values, vision boring sounds like corporate gobbly go. Uh, I having now done it it's transformational. In fact, I think it's the only way to move a group of human beings in the same direction is that they have a shared set of values and a common vision for what they're trying to achieve. What would you say to people who are like, oh, come on, Brad. Don't tell me to spend a couple of days staring at my Naval, coming up with the vision and the mission and the values for the company. That sounds like hogwash. Speaker 0 00:36:53 Yeah. So I I'll give you two examples from our core values. The first is, um, we lead with consistency. What that allows me to do, right? We lead with consistency. That's the core value. So it allows me when we have someone that is, uh, working in the support queue, and they normally resolve 20 tickets a day. But for the last week, they're averaging five tickets a day. It allows me to have that conversation and say, as you know, one of our core values is we lead with consistency. We've noticed this, that, that there's been some inconsistent effort what's going on. Is there anything we can help with? Is there a tidy action to the core value? That's what it allows you to do. So it's, it's very applicable. Um, along with that, I'll say behavioral norms are important too. And behavioral norms are kind of those things that they may not fit directly in a, in a core value, but it's things like, you know, we complete our commitments. Speaker 0 00:37:53 We believe integrity is paramount. We, um, uh, we care about our reputation, right? There are, there are things like that's just, as you join the go WP team, these are just kind of behavioral expected norms that we all take part in. So it's fine to start there. If you see the other as too much of an academic exercise, start by identifying your behavioral norms and say, this is kind of a base expectation of anyone that's working here in our company, then work yourself backwards to the core values. But I think it's important. The other thing I would say, one more, we have, um, another core value is we pursue our passions. And what that allows us to do is to give every individual team member the freedom to do the things that they enjoy and want to do, right? So you're not boxing people in and making them follow 1, 2, 3. Speaker 0 00:38:42 This is the blueprint for exactly what you have to do every day at go WP. Mm-hmm <affirmative>. We pursue our passions. How can we use your passions? You're not helping me. It's this separate entity that we talked about that has a lot of mouths to feed. That's doing a lot of good in the world. That's helping clients, helping team members. How, how can you use your gifts to propel that forward? And so, again, core value helping steer all of these individual self interest, because we all are self interested. Like, I mean, we just, are you go back, go back to the state of nature, John lock, right. When you're doing that, people are, they are self. We are self-interested by nature. Not doesn't mean we're bad doesn't mean, but we are looking out for our own self-interest right. And so no, one's joining the company to make Brad more money. Right. That's not what's happening. The company has to be set up so that we understand this is what Pete wants out of our company. Right. This is what, yeah. Speaker 2 00:39:36 And I gotta tell you this still a, this John Speaker 3 00:39:38 Lock Speaker 0 00:39:39 What's that? Speaker 3 00:39:39 Did you just reference John Speaker 0 00:39:41 Lock? I, I did. I did. Yeah. Speaker 3 00:39:42 You're pretty smart for tar heel. Speaker 2 00:39:46 I'm not familiar with John. I'm not familiar with John Speaker 0 00:39:49 Of nature. So it's in, in the state of nature. It's basically saying that we all, like, if you, I used to do an exercise when I taught school. And that's one of the reasons Pete, I know that is like where I'd take the kids out to a playground and I'd drop dollar bills on the playground to see what happened in this state of nature. And guess what happened? The biggest strongest people grabbed the dollars, but you also had some people off to the side that said, I don't wanna get involved in that. Everyone's looking for their own self preservation. So what you do is you enter a social contract. I don't wanna get too government, whatever, but you enter into a social contract to say, I'm going to give up some of my liberties to push the whole thing forward so that we all have a base level of safety so that we all, when you work in a company, it's very, very similar. That's what it is. You're giving up your right to be a freelancer and do exactly what you want all the time and make all the decisions you're giving up. Some of that freedom to have consistent pay, to have vacations to have, right. So there's an expectation, but it is both ways as the employer, you need to understand that the, the employees, the team members have their own individual interest that you have to respect and give them space for. Sorry, I don't mean to get all, Speaker 2 00:41:03 Uh, the, the, um, uh, I always reference Maslow's hierarchy of needs is the thing that motivates human behavior. Right. And I, I think, you know, like, you know, basic kind of, you know, food, water, shelter, personal safety. And then, uh, and then, so the, the first two, and then the, the third, uh, level on the hierarchy of needs is, is, uh, a sense of love and belonging and connection to the tribe, and then it's esteem. And then self-actualization, and then later he added, uh, self-transcendence as a, as another layer, which is a whole other conversation. But I, uh, with that in mind, also think about the work that Jonathan Raymond's done at, uh, at rebound, he he's written this fantastic book called good authority, and he, he I've listened to him on a podcast recently. I've just discovered him recently. And he was the ex, he was the ex brand manager XBR manager, and then CEO of the EMI company, when they, he basically took them digital when they moved to, to, uh, Portland. Speaker 2 00:42:01 And then he took them digital. And he ran that company as, as, as Gerber was kind of transitioning out. And one of the things he talks about is everyone is on a personal growth journey, right? Every human being wants to grow. I mean, let's make an assumption that we are physically and emotionally and mentally well rather, and that we're not dealing with some kind of mental health crisis or physical trauma once we are well, and we are engaged in life, then we want to grow as individuals. Yes. And what happens is we spend 40 hours a week working, right? And then outside of work, we pursue these things to help us grow as human beings. And, and he, for him, he it's like, it doesn't make any sense. We spend more time at work than in any other endeavor. And we are not supposed to grow personally at work. Speaker 2 00:42:49 I mean, it's not a conversation that we have with our superiors. What we have a conversation with our superiors at work is what, how you going with your tasks and what did you do on the weekend for your personal growth? Oh, that's nice. But how you going with your, your task and your numbers, right? And so he poses this idea of leaning into the individual and helping them grow as an individual within their role, right? And maybe even either giving them some time during the week to pursue those or making their role more relevant to their personal growth. And one of the things I did just recently with our team is said, if there's something you wanna do within the company, or you want half a day, a week to do something that is gonna help you grow as an individual and nourish you and help you flourish and help you become more confident and help you enjoy life more, or, or be proud of yourself, come talk to me. Speaker 2 00:43:47 And I can tell you, I've had three of our staff in the Philippines, just book a time in my calendar to talk to me about getting clarity on their role and how they can make a bigger contribution to the company. Wow. Right. And I know that it was a big step for them to reach out and do that. And I have, and Charmaine has wants more responsibility and is, is leveling up her role. She's taking on more responsibility because she's asked me that that's what she wants to do. And I've fully support her. And I've said to Charmaine, it is one of the most rewarding conversations to have when a team member comes to you and says, Hey, I've got some time. And I don't think I'm, I wanna challenge myself. I wanna learn new skills. How can I make a better contribution? What can I learn? How can I help? Right. And that's, I think just because I've created the space for them to do that, I still come across agency owners who are running what look like very successful agencies and have teams and still have the mindset that their team are there to make profit for the company and make the agency owner wealthy. And it's like, the, that mindset is like, and I say this to our clients all the time, no one is gonna get outta bed every day to make you money. That's right. Speaker 2 00:45:05 They're just why, why I'm not gonna get outta bed to make anyone else money. I'm gonna get outta bed to feather my own nest. Yep. That's why we all get outta bed every day. Speaker 0 00:45:13 That's it? It awesome to you for doing that. What, what you're doing there is you're serving, you know, as a, as a champion of, of your team. And that's huge. And I think that goes to that mindset change of, I'm not gonna stand over. I mean, we're having a lot of this discussion in the corporate world right now. Right. As people go back, like, mm-hmm <affirmative>, can I still work remote? How will I know they're working if they're working remote. Right. So a lot of these conversations are happening. We're more comfortable with it than ours, but, um, are we right? Are there, are there other ways that we try to kind of put people under our thumb, that we try to control that we try to dictate what they're doing every hour and why are, why is the green thing not on slack? I don't like, yeah. I, where are they? What are they even doing? They're taking money from me. Like, that's not the way to do it. What you're doing is you're, you're leading with kindness. You're leading with an interest in your employees. Speaker 2 00:46:07 So he, so here's the thing, Brad, right? Yeah. Sorry to cut you off, Brad. Here's fine. This is not entirely selfless. Speaker 0 00:46:14 Yeah. Speaker 2 00:46:15 Yeah. This is not an entirely selfless pursuit of mine because I've learned this the only way to free yourself from your own creation, being your business, whether it's an agency, whether it's an accounting practice, whether it's an outsource service, whatever it is, the only way to get off the fucking treadmill that you've created is to empower other people, to do things that you can't on your own, right? Yes. So the only way for me, the only way for Johnny flash to go away for 16 days with his family recently and have a holiday and not open the laptop. Yes. And still have the business generate profit is because he's built a team who are delivering value while he's not in the building. So this is, yes. I genuinely want my team to flourish, but I also know that if I help them become the best versions of themselves, they will drive the company forward. Speaker 2 00:47:06 And because I own the company that is going to benefit me. So it's not entirely a selfless act. The other thing I I'll just say here is that for me, it comes down to, and this is, we are gonna get really woooo here right now. I'm gonna get the acoustic guitar out a minute. It starts singing kumbaya. What it comes down to is that in every moment in life, I believe you have a choice. You can act from a place of fear or a place of love mm-hmm <affirmative>. And in business terminology, we call that abundance and scarcity. It's the same thing. It's love versus fear. If you are, if you are using software to screenshot your remote worker's computer, to make sure they're not goofing off on Facebook, you are acting from a place of fear. Yeah. Because ultimately you are afraid that you are gonna pay them and they're not gonna do their job, and they're gonna rip you off and they're gonna take the piss or they're gonna outsource their job to their cousin and whatever you, you, you are operating from a place of fear. Speaker 2 00:48:03 And so what I would invite anyone to do, who is afraid of, of hiring someone in the Philippines and then having them interact directly with a client, if that's a fear, right? Or if you are afraid of hiring someone that you are never gonna meet, because they live on the other side of the planet and you're gonna pay them, and you think they're gonna piss off with your money. If that's, if you're afraid of that, let's name the fear, and let's have a conversation about the fear, right? Yeah. And let's do whatever we can to help you reframe your mindset and come from a state of abundance and a mindset of abundance, not fear, because fear is a slippery slope into trying to control and trying to manipulate. And, and it, it, it, it, it end, it does not end well for anyone. No. Whereas abundance elevates people, lifts people up and they will go on to do things that you could never have done on your own. And then, you know, everyone's a winner. Speaker 0 00:49:01 Yeah. I, I, I think along with that separating out, like I said, there's really three different entities or roles we're talking about, right? You're an owner of the business. You're a CEO or manager of the business. That's number two. And then you have the business entity itself that all that everyone belongs to. Those are different roles. My, my interest as an owner might be a little bit different than my interest as a CEO. It's not always 100% aligned. I like I have a family I'm trying to feed that fam. Right? So you, in the coaches role in that CEO role, that's your, your responsibility is for, to everyone. Yours is one of those interests, but it's, everyone's interest that you're trying to do. So yeah, in your case, the interest that you have is to be able to step away from it. So you need to coach the team and be able to drive it as the CEO in order to fulfill that. Speaker 0 00:50:00 But you also have to consider what does this team member want and what does this team member want? And so you, you kind of have to do it collectively, but you have to pay this individual attention. But I think getting it out of your head, that it's all the same that I am. This is my company, and this is my livelihood only. And this is, you know, I want these people to come in to help me. That's not what we're doing. That's not what you're doing in business. And I, I question like that. I think you need a reset to go, like not to you, but to people considering this that are digital agency owners and really the, and you, Speaker 2 00:50:45 How do you, how do you educate or encourage people who are making their first hire to let go of <laugh> we had this call. I had, I had a call yesterday with a bunch of our Mavericks members, right. And the common theme that came up on the call was, well, it's quicker if I do it. No. So, okay. The conversation was, Hey, I've got a team, but I'm, I'm still being pulled into conversations with clients because there's this weird thing going on with woo commerce and they need to integrate with something. And I'm the only one who can solve that problem. So I'm still getting pulled into all these conversations, right? Because no one else understands it the way I do, because I'm a unicorn. Right. And everyone, I was a very honest conversation and we all admitted that it was an ego thing and that everyone loves being Superman and saving the, saving the day and solving the problem. Speaker 2 00:51:36 Right? And so I said, Hey, look, there are however many people on this call. And I, I added the numbers up and I said, listen, guys, what you are suggesting here is that 43%, I worked out the numbers. 43% of the people on this call are unicorns who cannot delegate what they're doing to someone else, because no one else is gonna be able to do it as well as you. So therefore, if we take that assumption, what you are telling me then is that 43% of the population in our community are unicorns, right? That's horses, shit. You're just not willing to let go of the reins. Speaker 0 00:52:15 There, there was a story in our last happiness hour call. We do this call on Friday afternoons where people just come and it's a, that the community part of what we do, and someone brought up a very similar question about delegating and, and like being comfortable with that first hire. And again, it was, it was Chris Lama that was telling the story, and I'm not gonna rep I can't still tell stories like he does. But the story that he, uh, that he was saying was, you know, it was an IBM study. And they said on average, how many times does someone have to do something in order, like on the first try, right. To get, to get it exactly the way that you did. And like something, it turns out something that takes you, you know, three hours takes the first person on average 10 hours to do that same task. Speaker 0 00:52:59 Mm-hmm <affirmative>. But what they found is that the second time it's a little bit faster, the third time, a little bit faster. And before, long in 10 days, whatever it was, they're actually doing that task faster than you were doing it. So mm-hmm, <affirmative> um, the, yes, there is trepidation. People are scared when they want to outsource something, it's going to take longer. You have to be comfortable with that. That's okay. Be comfortable with it, realize it's going to take longer, but there's no way that you can get there to actually grow your company and be able to delegate and be able to add someone if you're not willing to go through that and be patient. Speaker 2 00:53:37 Well, my, my theory is that the reason people don't the real reason that people don't wanna let go of control is because if they don't have to do that thing anymore, they're not entirely sure what they should be doing, Because that thing just keeps me busy. And I just do that thing and I feel productive and I feel valuable because I'm solving a problem. But if someone else is doing that and actually turns out that person that I've hired is better at it than me. <laugh>, I'm now not. I'm now not sure of what my role is in the company. Yeah. And that's a scary place to be. Speaker 0 00:54:07 Yeah, I could, I could, I could see that as well. So, and that's, again, some people don't care about professional development and learning and, you know, constantly figuring out, you know, let me develop my skills so that I can bring more to the company. Speaker 2 00:54:21 You're just walk us through the value proposition for the dedicated developer or the dedicated resource. I I'm an agency owner. I need someone. I can't be bothered. I don't wanna know. I just I'm time. Poor. I just want a developer and I, and what's the value problem? Why should I talk to you guys? Speaker 0 00:54:37 Oh, management is huge. So you're not alone in that hire. Um, we've already done the vetting. We place the developer they're hired for the things that we do. So if that's your need, it's a really good fit, but we actually do the coaching. We do the one on ones and the performance reviews we work with the developer, they're a part of our team. Um, so all of that goes hand in hand. You, you don't have to do all of that on your own. Um, so you have an account manager resource, a developer resource, and then you have a developer. But one other thing that has just worked out so well is because of the quantity, because we've been staffing up, we're able, if someone has to be out, we can actually plug someone else into that role. So you're, you're not gonna have folks that disappear. You're not gonna have folks that, um, that for whatever reason, can't, you know, can't show up in the, work's not gonna get done. We're able to backfill that with another vetted resource that we have. So I think that's probably the most, the most powerful value proposition Speaker 2 00:55:37 And, and the, the skill, the roles that you are able to fill at the moment apart from developers Speaker 0 00:55:43 Copy writers right now, but designers on the way. Speaker 2 00:55:46 Hmm. Interesting. How is this different to, how will the designer thing be different to dear designer, for example, Speaker 0 00:55:53 A dear. Designer's awesome. And, uh, I, I would consider that more of like the outsource services, as opposed to a dedicated, uh, designer that is kind of logging in and, and, and run and working a four hour shift in your agency. Speaker 2 00:56:06 Got it. So it's more, it's more like, Hey, we need something designed, send it over to Deere designer. Whereas this is, this Speaker 0 00:56:11 Is a part-time employee. This is a part-time employee. That's jumping into your company and working in your slack and doing working, oh, our, our dedicated resources are essentially part-time employees. They're working in the tools of the agency. We're helping with onboarding we're coaching. We're there as a resource, but this is a team placement. Like it's a it's stabbing. Speaker 2 00:56:32 So I'll join in, I'll join in team meetings. If I want them to they'll, they'll be Speaker 0 00:56:36 On calls. We have, we have dedicated resources that are on calls with customers, even so in customers for the agency. Speaker 2 00:56:42 Wow. That's great. Love it. Fantastic. What are you most excited about over the next 12 months? Speaker 0 00:56:47 I am very excited about some expanded offerings to help digital agencies. So again, I I've mentioned the, the initiative scoring sheet. We've got a lot in the pipeline. We've got some new things coming, designers going to be a lot of fun. Um, and so, uh, we've already got assembling a wait list on, on designer, um, project management working on that too. So there's some other creative and some other creative, um, uh, services that we're, we're working on for digital agencies. So, um, continuing to follow the same blueprint. So, uh, but I'm, I'm excited. Speaker 2 00:57:19 Love it. Cool. Love it. How do people get in touch with, uh, with go WP and what you guys are doing? Speaker 0 00:57:24 Yeah. So an easy way, if you wanna get in touch with me ever, Brad, go I'm on Twitter and Brad Morrison. I would recommend the first place to start though, if you're interested in learning more about go WP and taking advantage of some of the just free resources that we have in the community, go to the niche agency owners group in Facebook. So the go WP niche agency owners group, um, you don't have to be a niche agency. It's okay. Um, but, uh, but if you're a digital agency, that's a great place and it's a, a fun community. And, uh, we do the happiness hour calls every Friday and we have training and then you can, those Speaker 3 00:57:59 Are, uh, three, 3:00 PM Eastern time, right? Speaker 0 00:58:01 3:00 PM. Eastern time is our, our weekly happiness hour. Speaker 2 00:58:05 So it's 5:00 AM Saturday morning for me, man. I wish I could join. I might get up. I, I have in the past and I, I might. That's Speaker 0 00:58:12 Great. Yeah. You've been on that. That's that's uh, commitment, man. Speaker 3 00:58:15 Why do you actually, in a couple weeks, it'll be later for you. True. Speaker 2 00:58:19 Be late. It'll be six. Right. And Speaker 3 00:58:21 Then a couple weeks later, Speaker 2 00:58:22 We'll be up that time in the Saturday morning with the kids. Anyway. Why do you say niche and not niche? Brad? Speaker 0 00:58:26 Uh, oh, it's hilarious. Do you say niche? Speaker 3 00:58:31 I say Speaker 2 00:58:31 Niche. Oh, we say niche. We're we're Australians. We say niche. Speaker 0 00:58:34 Yeah. I say niche. Speaker 3 00:58:36 Yeah. That's Speaker 0 00:58:37 Yeah, because I've been told it needs to be niche. Speaker 2 00:58:40 <laugh> what do you say, Pete? Speaker 0 00:58:42 So niche. What's that Speaker 3 00:58:44 Niche? Speaker 2 00:58:44 Niche. I thought all Americans said niche. The Speaker 0 00:58:47 Niche I said originally, but I was corrected by our customers and audience, Speaker 2 00:58:52 So right. Well, there Speaker 3 00:58:53 We go. Speaker 0 00:58:54 So we, we want, we wanna speak a common language it's niche. So Speaker 2 00:58:59 Love Speaker 3 00:58:59 It are very well educated. So <laugh> Speaker 0 00:59:02 <laugh> yeah, Speaker 2 00:59:04 Go get it. Brad Morrison from GWP. Thank you so much for coming and hanging out with us on the agency. We here in the digital Mavericks Facebook group. I really appreciate your time. Uh, Pete crispy butter Perry. Thanks for joining in and, uh, go and check out, go and check out the niche agency owners, Facebook group. I'm in there. Pete's in there. Brad's in there, Chris. Lemon's in there. Everybody's in there. Go join the group and keep the conversation going and, uh, look forward to seeing you guys all again next week on the agency hour. Thanks Brad. Speaker 0 00:59:30 Thank you so much for having me. This has been awesome. Speaker 1 00:59:33 Thanks for listening to the agency hour podcast, subscribe at apple podcasts, Spotify podcast, audible, and by pocket cast, 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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