March 26, 2025 • 28 mins
Join us as David shares actionable insights on B2B marketing strategies that empower businesses to thrive in today’s competitive landscape. He discusses the challenges entrepreneurs face when trying to create a streamlined sales process and how they can overcome these hurdles to achieve sustainable growth. Get ready to transform your approach to sales and take your business to the next level!
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Website: https://focused-biz.com/
Website: https://christroka.com/
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
So it's one thing I'm trying to instillwith my kids to take responsibility.
(00:04):
So if you're engaged with any type ofprogram, whether it's ours, someone
else's, buy a book, engage with it,work with it, dive into it and execute.
You're the biggestroadblock in your business.
Not your competitor, notyour marketing budget.
It's you.
So the biggest thing I learned was assoon as I smacked myself in the face
with that, took responsibility andjust rolled with it and got on with it.
(00:29):
One, there's no one else to blame.
Two, I had control.
And three, I just enjoyed the process.
You're listening to BrainworkFramework, a business and marketing
podcast brought to you by focused-biz.
com.
Welcome back to another episode.
With us today is the CEO and co founderof Growth Forum, David Fastuca where
(00:49):
they help you build a systemized salesengine that attracts, engages and
converts new deals to fuel your business.
David, so excited to have you on today.
How are you doing?
Oh, I'm great, Chris.
Thanks for having me on the show.
Absolutely.
So we always like to ask our guests, whatwere you doing before and how did that
lead you into what you're doing today?
So previously to starting growth forum, Iwas CMO and co founder alongside my cousin
(01:11):
Ross in a business travel tech company.
So basically it competed with thelikes of SAP Concur Navon over
in the U. S. and it just helpedorganizations streamline their business
travel in a lot more efficient way.
Nice.
That is really cool.
And let's fast track intowhat you're doing today.
Tell me more about this business,who you're working with, how you're
(01:32):
helping them exactly because itseems like you have kind of this
system and process in place.
What does that entail?
Yeah.
So it's a great operation andhow it sort of came about was.
With my previous companywe had built and sold it.
We exited the company in 2016.
We sold to a listed company in theU. S. called Travelport and then
(01:52):
the dreaded sort of COVID hit andaffected a lot of businesses a
lot more so in the travel space.
So to fast track that sort of story into2021, my cousin and I, we reacquired
the business but this time round, Ineeded some help on the sales front.
I've always been in a sales andmarketing sort of role led that
(02:12):
initiative and my co founder.
I now grow for him.
I got him to help me cause wehad two avenues with a locomote.
Obviously no one was traveling in COVID.
So it was like, we needto hold onto this asset.
Cause it was a great assetthat we had built over time.
ride out COVID and then justtry and do a quick flip?
(02:32):
Or do we try and build the business upand have a great book of customers that
once COVID eases, we can almost rideit out and hockey stick up from there.
But the issue was, how the heck do Isell a business travel tech platform
when companies were scrambling toorganize their remote workforce?
(02:54):
It was basically last oflast on the agenda, right?
I think even getting taller paper wasmuch higher on the list back then right?
So I got Louie, I'm like, dude,I need to work at a framework,
a system, refine my messaging.
I need to talk to CFOs because that wastheir main profit target at that time.
How do I make this a high prioritythat they'll even listen to
(03:17):
me, let alone take a follow on.
Demo call.
So together we worked out a processand a system and in play, which
was a great experience in itself.
I got a lot of energy from doingthat and a lot of more energy
when the system started to work.
So over a period of eight months ofimplementing that sales operating
(03:37):
system, I was able to generate by myself150 mil pipeline at that time which
was amazing and was able to converta lot of that coming out of COVID.
Which then enabled the company, Locomote,to then go and raise a Series B out
of that and since that, I fell inlove with that process of working with
(03:58):
Louie and the system we created andI'm like, man, if this could work, For
such a dormant business in probablythe most economic challenging time.
Like it wasn't a low priority.
It's like you couldn't even makerevenue because no one was traveling.
I'm like, this can reallyimpact a lot of businesses.
I'd love buying back the businesslocomotive at the time but it wasn't
(04:22):
a passion of mine, business travel.
It was just something I wanted to do.
I had some unfinished business.
Moved on from that business in 2023.
My cousin is still running it now, doingan amazing job and we formed Growforum
and we productize the business up wherewe provide this system and framework
in a form of coaching and training.
(04:44):
Then we work with the founding teamto execute on it so we make sure
they get some runs on the board thatactually works and then work with them
if it doesn't to get to the point.
That it does work amazingly well.
Then we help install an outsource teamthat can pick this up for them and run the
sales process, knowing that they're goingto hit revenue because the system works.
(05:07):
And then we provide continual trainingresources to ensure that team stays
at KPI and smashes their targets.
So I think it's a good little summary.
Yeah, that's incredible.
And it shows that you're calculatedrisk back then to invest in something
that you're revisiting and wasn'tlooking good but you're still
able to make something happen.
It was like hindsight.
(05:28):
It's like, oh, that's agood decision at the time.
We're like, are we just dead?
Say crazy that we're doing right.
Who buys a travel company, like technologytravel company during COVID again, right?
Like the company's trying to sellit because it's making no money.
It's costing them money becauseyou got the tech was costing,
upwards of 50k a month because ofall the systems and integrations
(05:49):
to keep the lights on, right?
So yeah, hindsight, good idea.
But at the time there was a few bulletsof sweat coming down the forehead.
Absolutely.
But the system that you created,obviously it works, you're teaching it
to others, helping them coaching themand then helping them to execute it.
What is missing?
What is that secret sauce that allowedyou to get in front of those CFOs
(06:12):
that made them actually pay attention?
Yeah, great question.
I think it was two components.
If I look back and reflect on whatworked, one was the messaging.
So before you reach out to someone,like what we teach within growth forum
is about outbound prospecting, right?
Which means going to someone cold and youbeing the seller found that having total
(06:32):
control over how many targets you reachout to which is the opposite of say, paid
media, paid advertising, where you spend.
10, 000 a day, 1, 000 andyou're hoping for people to
get booked on to your calendar.
So I think the key thing washow do we earn the right to get
onto our biopersonas calendar.
(06:54):
Okay, we need to have a point of view.
We need to have a really strong messagethat's going to want them to take action.
So there's a bit of trial anderror to work through that
to get that message right.
The second component was, okay, whatis going to be our outreach motion?
Are we going to do email, coldcall, reach out to them on
LinkedIn, send them a video?
(07:15):
The answer to that was all of theabove, because while there's millions
of products out there and that do agreat job where they focus purely on
one channel, whether it be just purelyemail or purely call the thing is
we're humans and we interact withand respond in different ways.
(07:35):
So while I might see theemail, I might ignore it.
I'll then ignore a phone call but thenthe LinkedIn message I'll accept and the
LinkedIn message would then reference, HeyDavid, sent you a call sent you a message.
Also emailed you.
This is what I want to chat about.
So it's meeting the customer wherethey're most active and that can
(07:56):
be across any of those platforms.
But I've secured meetings fromobviously the traditional email,
phone call or be it scary for peopleis a way to really cut through.
So, we love the phone, no matterwhat anyone says, we'll never die.
Booked meetings via SMS and WhatsApp,LinkedIn and sending the video.
So, what we did then, what reallyworked was having the right message
(08:19):
and then having the right sortof sequence and cadence that we
will go after and execute on.
So it was always never thefirst or second attempt.
It was often the 12th, 13th attemptthat someone would react and
respond and agree to take a call.
Because there's so much noise that everyday, if you pick up your phone right now,
(08:40):
Look at the little, notifications bar.
I guarantee you there's aquite a high number across
various different apps, right?
So you just need to bepersistent on that side.
Those are all some really great tipsbecause a lot of people struggle
with more of the outbound focusmarketing instead of the inbound
where customers are coming to you.
It does take some time to prospect,consider who's your audience, your
(09:01):
offer, your message, put that togetherand some testing is required until you
start really hitting that mark thenthat's something you can scale and
start tailoring and tweaking but themulti channel approach is wonderful.
I agree.
So many focus on just 1 butit's something that you realize.
Wow.
Yeah.
People do want to meet at different areas.
They're on different channels, meetthem where they want to connect.
(09:23):
Exactly.
Look, it's just one of those things whereit's not fancy, it's not harder, right?
But it works and it will always work.
And we leverage AI across all thesedifferent touch points to help us to
provide us with the insight, to dothe legwork where you would need to
do manually in the past but nothingreplaces that multi channel approach
(09:47):
because the results just don't lie.
I think.
Our worst performing member withingrow form that's running the system
is getting a 38 percent response ratefrom it from their outbound efforts.
And it's why we're so passionate andyou could probably hear it through the
voice on outbound because it's the onemarketing and sales tactic that you can
(10:08):
honestly predict because it's based onactivity and results of that individual.
As a business owner, you can forecastout, you can say, okay, cool.
You know, Jane, generatesthis amount of revenue.
Once she does X amount ofactivity, John does this variance
and brings in this activity.
So the system and the framework works.
(10:30):
If we want to scale, we can expectthis type of variance across
the board of our sales team.
We just need to ensure that weare enabling our team to execute.
There is definitely a place forpaid media and all the likes.
We use it, we leverage it butit's not the thing that we
rely on to grow the business.
Even the likes of HubSpot, Stripe,they have a sales, a hardcore sales
(10:55):
team inbuilt with the business thatwe actually train, to execute on them,
their inbound leads and they do theirown prospecting as well for outbounds.
So if those big boys understandthe importance of it.
Then us, smaller companies need tosee what's working for them because
we don't have the budgets of a HubSpotand Stripe and a brand name to rely on.
(11:17):
So we need to have boots on the groundand go to where the customers are.
Absolutely.
And we definitely need to follow in theirfootsteps to see what's working and now AI
tech tools are making it more accessiblefor a lot of these solopreneurs, small
businesses to be able to utilize thesenow and that's kind of what you're
bringing to the table, which is perfect.
Your previous travel venture with thatone, were you, was that a B2C environment
(11:42):
or were you kind of selling, wereyour clients more the business side?
It was B2B it was purely B2B, yeah,so we'll go in after businesses.
There'll be a company where let'sjust call it, Facebook, for example,
they weren't a customer but we'll usethem as an example they've got a whole
range of their team that need to travel
for whatever reason andthere's a process in place.
(12:02):
I need to get my manager toapprove my request for travel.
Then I need to book flights, hotelsand there's a policy around that based
on cost and all these sort of factors.
Then that goes through approval or if it'sunder cost, it's automatically approved a
whole range of things for a very complexside of stuff, very workflow driven
but the tool justhandled that beautifully.
(12:22):
So that was that focus.
It wasn't like an Expedia.
com type of approach.
Yeah, it was more B2B stuff.
No, absolutely.
I was just curious if it was similarstrategies previously or if you were kind
of shifting gears because the buyer'sjourney is much different for B2C to B2B.
So the people that you help, we talked alittle bit before about your ideal client.
Who is kind of the overreachingcharacter of who you help.
(12:45):
So it's basically a B2B founder that sellseither some piece of product technology or
service offering that requires them to getonto a phone and talk to someone, right?
Because the value theyprovide is in the thousands.
It might be 1, 000 a month,10, 000 a year, whatever it is.
It's not a simple.
I'm just going to buy this widget.
(13:05):
It's a 20 license and give it a shot.
It's something that needssome form of convincing.
So, in order to get the book call intoyour calendar, there's a bit of an effort.
Then you need to ensure that you runa great first call discovery to ensure
you get to the bottom of why theytook, what drove them to accept to
take the call, what's driving them tolook at potentially making a change.
(13:27):
How do you bring them on that journeyto understand that you and your
solution could be the one to solve that.
And then how then from that first meeting,do you then nurture them through to close?
How do you get the otherbuyers on board that?
You don't meet and are behind the scenes.
How do you engage with them andmake them known of your brand?
(13:47):
Because they're often thedeal killers because you don't
get a chance to talk to them.
So these are the conversations thatI had with you not in the room.
So there's a process around.
How do you manage that?
It's quite a process but once it'sdown pat, it just feels quite natural.
Once you go through it and it can seemlike there's a lot of steps in there
but it's just all part in order towin a deal these days, it's becoming
(14:10):
harder and harder with the amountof competition that's out there.
So you need to provide an amazing buyingexperience because before they use the
product or service, the salespersonor founder, whoever's doing the
selling, you're the first impression.
So if they have a great buyingexperience with you and the brand
then they can expect an amazingproduct and service experience after
(14:31):
but if they have a poor experienceat the start, then you're setting
the expectations quite low andthey might even churn out before
they even adopt the product itself.
So it's one thing that we asfounders and myself, as well have
learned over time or how importantthe cold front of the business is.
Absolutely.
It's not just about getting theappointments onto the calendar but really
(14:53):
kind of setting ourselves up for success.
Once that demo appointment comesaround, you kind of went into it a
little bit already but how should we besetting ourselves up for success when
it comes to these demo appointments.
Is there a structure we should follow?
Anything that can be helpful for them?
Yeah, this is where AI is great.
So definitely, do some research andmore than surface level research.
(15:14):
There's nothing I hate more andI reckon I've canceled calls
when someone's selling to me.
And they're like, tell me what you do.
I'm like, come on, man.
Your company, whoever has spent money toget me on your calendar and you haven't
even looked on my website or LinkedIn tosee what it is I do and what it is I could
be looking for and now I've got to waste10, 15 minutes of these 30 minute call
(15:36):
explaining to you what I do andthen you have to think on the
fly how your product and serviceoffering is going to work for me.
It's like, that's one on one stuff.
So this is where you can leverage AI.
There's a little bit of research.
If they're a public company or if they'vegot any records, you can feed it all that.
And then just ask for some insightsto share based on what you do.
Come prepared.
If you haven't, I would rather someonebump me and push me 15 minutes later
(16:00):
and have Be prepared with research thencome cold on the call and you're looking
like typically five minutes now withthe right AI prompt and feeding it with
the right details that you can get somereally good insights on me and what I
might potentially lead and we can havea really good productive conversation.
All right, so that's just real basicstuff that people still do wrong today.
(16:23):
Yeah, it's unfortunate.
It's just adding friction intotheir buying experience and you're
like, I'm just wasting my time.
We're wasting your time.
Meet me but I'll do some work.
Put in that effort.
I think it shows between your demosbetween like, Hey, I already personalized
this demo experience for you.
It's trained on your websitesort of deal versus Hey, welcome.
So who are you?
Tell me about you thatunfortunately is not going to work.
(16:44):
I'll never forget.
These have come from learnings, obviously.
So, I would run a demo of our travelplatform and we'll go through all the
bells and whistles, and it's literallyto show everything, it's like two hours.
So, I'm rushing through it because I'vegot people on for 30 minutes, 45 and
then I'll never forget, Louis, my cofounder in Growth Forum, reviewed some
of my calls and he's like, you justfeature vomiting all over them, right?
(17:07):
And you're giving them everythingthat probably like 50%, maybe
even more is not relevant to them.
He goes, just stop.
Ask a question, right?
Because a lot of these toolsdo a lot of the same thing.
We had some really greatnuances that was our power.
So it was like leading with askingthem, what is the key objective?
(17:27):
What is the key job thatyou're looking to do?
And then let's just show you that.
Everything else, if we've got time,I can show you bits and pieces of
this but just expect it works, right?
It's been here for a long time.
It works and it works similar to whatyou've experienced in the past but you're
here to make a change to move from anexisting provider or to pick this up
because you want to replace something.
(17:48):
What is that?
Let's go into that.
Soon as I made that small change,I wasn't rushing on my demos.
It was super hyper relevant and I wasputting myself into the 1 percent because
my competitors weren't doing that.
They were just trying to showeverything where I could spend more
time like 80 percent of the timejust focusing on that core one or
two things that they wanted to solve.
(18:10):
That would have them go,Oh, I need this now.
All right.
And that was a great situation to get in.
But again, I was blind at that timeof doing it like many of us are.
That's exactly it.
We're all making mistakes.
Many people only see the one successfulthing that we've done instead
of the nine failures before it.
But each mistake we make,this is a learning lesson.
As long as we can learn from it, make someadjustments, pivot and then do better then
(18:34):
we're going to set ourself up for success.
So now we've got them from Beinginterested into booking a demo.
We've got a better demo presentation.
It's tailored to them.
How does the closing process look like?
Are we looking to getan answer right there?
Is this a couple meetings?
Is this take a little bit of time?
Do you need to meet for dinner as well?
Yeah, look, that's interesting.
And I hate answering itlike this but it depends.
(18:55):
It depends on what you'reselling, the value of it where
they are on the buying journey.
Like, are they ready to make achange now because they've got
this is part of their project.
They got a priority to launch or are theyjust shopping around looking because this
is on their radar for later in the year.
So once you've determined thatthe second stage sort of kicks in.
(19:16):
So it's like, okay, cool.
After this call, they might needanother demo or two or whatever
it is but say you're going on atwo call sort of closed scenario.
After the first call, we alwaysprescribe providing your prospect
with a discovery document.
So basically we're hoping you've gotsome AI recording the call or if you're
(19:36):
in person you're taking really goodnotes or have an AI tool there just
to help so you can focus on them thecustomer and not having to distract
yourself with other things but present
like a couple pager on.
This is everything we spoke about,am I aligned to where you are?
So getting their buy in basically and youcould do this really simple over a shared
(19:56):
Google doc with edit access or you cango fancy with the buy enablement tools
out there but you basically want them toengage with this document for two reasons.
One, make sure you're hittingeverything that they need sold.
Two, that they actually care.
So they're jumping into the documentand they're getting people access.
Three, because you could dothis where you just invite them.
(20:18):
They might say, Hey Dave, can you inviteSally, John and Rob because I need them
to look at it like, Oh, okay, now Iknow who these other people in the bio
committee are because they're going tohave a bit of a saying to this right now
I can see who's asking what questionsI can connect with them on LinkedIn,
I'm opening up my circle of influence.
Alright, so now we've gotthis discovery doc here.
(20:38):
Then you're like, great,there's some actions on here.
I'm going to come back to you withjust a personalized proposal and
you might have a pricing modelwhere it's 1, 000 a month, whatever
it is, don't just flick that over.
Just try and have a bit more, thisis what increases close rates from
your 30 40 percent to up to 7080 percent is when you go cool.
I'm just going to tweak a few thingsso it's really relevant for you.
(21:01):
Now the pricing may not change at allbut the messaging on that document will
because the person you're talking tomay not be the person that signs off.
They might have to flick this to theCEO, founder, CFO, whoever might be.
So think about it from that view.
Think about it from who'sgoing to look at this page.
They're going to look at, make it simple,make it talk to them and then obviously
(21:23):
the pricing because most times peoplewill just flip to the pricing page.
So you want to make sure that you'vegot the buy in and you're talking
to them and it's not a vanilla
proposal and before you send it, you'relike, cool, I've got everything ready.
I just want to run through of thison a quick call just to make sure
we've nailed everything and then letme know who I need to send this to.
So you're not sending them the proposal.
You're not showing them the price yet.
(21:45):
The price might be on your website.
So they know that.
So the second call is.
Cool.
Are we aligned?
Have we ticked everything off?
Here's the document.
Who does this need to go to?
I can send this to you or doI need to send it to someone?
It's a good little qualifyingopen question where nine times out
of ten, you're going to send itto the person you're talking to
but they might say, Oh, I needJohn in, the CFO to check this off.
(22:06):
Okay, cool.
Just send it to me but inmy head, I'm like, I'm going
to connect with that person.
So now he or she knows that I'mengaging with your team and they might
do some background research on me.
Right.
So then you've done that
and you'll always lockit in the next step.
So it's what we call a fan bam.
Follow up with a bookingafter the booking.
So you want to bookanother meeting after that.
(22:29):
So it's like, cool.
If I'm selling to you, I'll belike, Chris, here it is here.
I'll send you the proposal after the call.
What's next steps.
And then you might say, I've got ameeting with the board in two weeks time.
It'd be like, cool.
I'm just going to throw atentative for the day after that
meeting just as a touch base.
It's in our calendar.
We can move it if we need to but it'sin there just so we then we're not
(22:51):
doing about back and forth via email.
All right.
Cool.
Great.
And you've got that locked in becauseeven if they ghost you or they cancel
out, there's always a reason and there'san investment of time that's in your
calendar and you're not doing thatdreaded following up after the meeting.
How did you go?
That calendar invoices is powerful.
That's the process that happens there.
(23:12):
So there's a lot therethat I just went through.
That is absolutely wonderful.
And the more the better becauseunderstanding that problem
solution, really asking questions,leading them through that
journey, getting the next steps.
It's all part of the buyer's journeythat even one or two pieces are missing.
You're going to reduce your close rates.
Why wouldn't you want to havethe best chance for success?
(23:33):
I think that's what it's all about.
Speaking of success and greatknowledge that you're sharing with
us, you have a new book coming out.
I have to ask more about that.
What is it all about?
When is it coming?
Awesome.
So by the time you listen tothis episode, it will be live.
So we're going to obviously havea link in the notes section.
But if you just visit growforum.
io forward slash book, they'llgive you access to everything.
(23:55):
It is pretty much everything andmuch more than I just spoke about.
It's our whole programcondensed into book form.
If you're looking on video,I'm just showing the cover.
It's called the B2B Sales Playbook.
It's a hardcore tactical guide on how tocreate an operating system that generates.
Qualified deals.
So we coach you chapter by chapter inthe book, we give you the resources,
(24:17):
everything you need that we providein our program just in book form that
you can really nail your sales system.
It's one of those chooseyour own adventures as well.
So you don't have to read it frontto back because a lot of people buy
a book and then it gathers dust butyou might have one particular problem.
You might be great at generating leadsbut want to improve your close rate.
Awesome.
(24:37):
Just go to that chapter.
Get all the resources, getthe coaching and away you go,
make the improvements today.
There's a little bit of a journey mapthere where you can choose where you
want to be and where you are right now.
You can start from scratch or you canjust prescribe what you need yourself.
So we put our heart and soul into thisbook, almost two years in the making.
(24:58):
It's anyone that'sthinking of writing a book.
I reckon I could write a bookabout how to make a book now
because it's a business in itself.
It's hectic but I'm super proud.
I want this on the desk ofevery founder out there.
If even if the priceis limiting for anyone.
Hit me up on LinkedIn and I'lljust send you a free copy.
(25:18):
For us, this book is about havingimpact and helping people make change
within their business and servingwho they serve in a better way.
Get the book.
It really does help.
I'm referencing myself when I need akick in the butt on something that I
forget to do because we're not perfect.
And that's a good litmus test, right?
If we're eating our own dog food,as the saying goes, we've got
(25:39):
something really special there, soI'm really pumped to get it out there.
That is wonderful, and we'll havethat link available down in the show
notes and description as well butwhere else can people connect with you
and find you online and learn more?
I'm really active on LinkedIn.
So just reach out to me,David for Stuka on LinkedIn.
We give away just a ton of informationand gold and I love a chat on LinkedIn.
(25:59):
I'm very active there.
So yeah, please reference this episode,hit me up and I would love to connect.
Wonderful.
Now, what is on the docket for 2025?
We got the book launchthat's going to be timed.
You're putting everything together.
This is kind of that next big step up.
It's 2 years in the making.
So is this just kind of like amplifyingeverything that you've been doing
(26:19):
already and pushing it to the max?
It's something where we've alwayswanted to write the book, it's
an effort in itself to do it.
So it's been a long journey for that.
We basically know that we've got thesystem, the skills to help the book part
was to help build the authority there.
That we're here for the long term, right?
It's not just a time investment, it'sa major cost investment to do this.
(26:42):
So we're not a fly by night sort ofprogram here that we're looking to do.
This for me and for Louieis like a forever business.
Like I love sales and marketing.
It's changing weekly.
So there's always something new to learn.
So we just want to instill the confidencewith the people that we work with that
we're going to be with you on thisjourney no matter how long it takes.
(27:04):
And we're always going to make surethat whatever we're sharing, we're
practicing ourselves and we want totry and get you to the point where you
need to get to within your businessto give you the best life possible.
That's beautiful, David.
I love everything you share.
You have a lot of knowledge.
You shared everything with us today.
I wanted to give just give you the floor.
Is there any imparting wisdom you wantto share with our audience, potentially
(27:25):
anything that if you could go back intime and teach yourself to change, what
would you tell yourself or anything youjust want to share with our audience here?
Yeah it's a bit like going to gym?
You can buy a gym membership butit's up to you to go to the gym and
then once you're there, it's up toyou to do the reps and the sets,
to get to the physique or to get tothe health goal that you want to get
(27:47):
and business is no different, right?
It's easy to blame the agency,this person, that person
but the buck stops with you.
So it's one thing I'm trying to instillwith my kids to take responsibility.
So if you engage with any type ofprogram, whether it's ours, someone
else's, buy a book, engage with it,work with it, dive into it and execute,
(28:08):
you're the biggest roadblock in yourbusiness, not your competitor, not
your marketing budget, it's you.
So the biggest thing I learned was assoon as I smack myself in the face
with that took responsibility and justrolled with it and got on with it.
One, there's no one else to blame.
Two, I had control and three,I just enjoyed the process.
(28:30):
That's the truth, man.
It really is.
It's that difference between if a book isgoing to be self help or shelf help, it's
up to you to execute, to take the action.
You have to put in the timeand the reps. That is so true.
David, we appreciate you comingon and sharing everything with us.
Congratulations.
Really excited to watch this nextevolution of your business and yourself.
Keep up the great work.
Congratulations.
Thank you so much.
So it's one thing I'm trying to instillwith my kids to take responsibility.
(00:04):
So if you're engaged with any type ofprogram, whether it's ours, someone
else's, buy a book, engage with it,work with it, dive into it and execute.
You're the biggestroadblock in your business.
Not your competitor, notyour marketing budget.
It's you.
So the biggest thing I learned was assoon as I smacked myself in the face
with that, took responsibility andjust rolled with it and got on with it.
(00:29):
One, there's no one else to blame.
Two, I had control.
And three, I just enjoyed the process.
You're listening to BrainworkFramework, a business and marketing
podcast brought to you by focused-biz.
com.
Welcome back to another episode.
With us today is the CEO and co founderof Growth Forum, David Fastuca where
(00:49):
they help you build a systemized salesengine that attracts, engages and
converts new deals to fuel your business.
David, so excited to have you on today.
How are you doing?
Oh, I'm great, Chris.
Thanks for having me on the show.
Absolutely.
So we always like to ask our guests, whatwere you doing before and how did that
lead you into what you're doing today?
So previously to starting growth forum, Iwas CMO and co founder alongside my cousin
(01:11):
Ross in a business travel tech company.
So basically it competed with thelikes of SAP Concur Navon over
in the U. S. and it just helpedorganizations streamline their business
travel in a lot more efficient way.
Nice.
That is really cool.
And let's fast track intowhat you're doing today.
Tell me more about this business,who you're working with, how you're
(01:32):
helping them exactly because itseems like you have kind of this
system and process in place.
What does that entail?
Yeah.
So it's a great operation andhow it sort of came about was.
With my previous companywe had built and sold it.
We exited the company in 2016.
We sold to a listed company in theU. S. called Travelport and then
(01:52):
the dreaded sort of COVID hit andaffected a lot of businesses a
lot more so in the travel space.
So to fast track that sort of story into2021, my cousin and I, we reacquired
the business but this time round, Ineeded some help on the sales front.
I've always been in a sales andmarketing sort of role led that
(02:12):
initiative and my co founder.
I now grow for him.
I got him to help me cause wehad two avenues with a locomote.
Obviously no one was traveling in COVID.
So it was like, we needto hold onto this asset.
Cause it was a great assetthat we had built over time.
ride out COVID and then justtry and do a quick flip?
(02:32):
Or do we try and build the business upand have a great book of customers that
once COVID eases, we can almost rideit out and hockey stick up from there.
But the issue was, how the heck do Isell a business travel tech platform
when companies were scrambling toorganize their remote workforce?
(02:54):
It was basically last oflast on the agenda, right?
I think even getting taller paper wasmuch higher on the list back then right?
So I got Louie, I'm like, dude,I need to work at a framework,
a system, refine my messaging.
I need to talk to CFOs because that wastheir main profit target at that time.
How do I make this a high prioritythat they'll even listen to
(03:17):
me, let alone take a follow on.
Demo call.
So together we worked out a processand a system and in play, which
was a great experience in itself.
I got a lot of energy from doingthat and a lot of more energy
when the system started to work.
So over a period of eight months ofimplementing that sales operating
(03:37):
system, I was able to generate by myself150 mil pipeline at that time which
was amazing and was able to converta lot of that coming out of COVID.
Which then enabled the company, Locomote,to then go and raise a Series B out
of that and since that, I fell inlove with that process of working with
(03:58):
Louie and the system we created andI'm like, man, if this could work, For
such a dormant business in probablythe most economic challenging time.
Like it wasn't a low priority.
It's like you couldn't even makerevenue because no one was traveling.
I'm like, this can reallyimpact a lot of businesses.
I'd love buying back the businesslocomotive at the time but it wasn't
(04:22):
a passion of mine, business travel.
It was just something I wanted to do.
I had some unfinished business.
Moved on from that business in 2023.
My cousin is still running it now, doingan amazing job and we formed Growforum
and we productize the business up wherewe provide this system and framework
in a form of coaching and training.
(04:44):
Then we work with the founding teamto execute on it so we make sure
they get some runs on the board thatactually works and then work with them
if it doesn't to get to the point.
That it does work amazingly well.
Then we help install an outsource teamthat can pick this up for them and run the
sales process, knowing that they're goingto hit revenue because the system works.
(05:07):
And then we provide continual trainingresources to ensure that team stays
at KPI and smashes their targets.
So I think it's a good little summary.
Yeah, that's incredible.
And it shows that you're calculatedrisk back then to invest in something
that you're revisiting and wasn'tlooking good but you're still
able to make something happen.
It was like hindsight.
(05:28):
It's like, oh, that's agood decision at the time.
We're like, are we just dead?
Say crazy that we're doing right.
Who buys a travel company, like technologytravel company during COVID again, right?
Like the company's trying to sellit because it's making no money.
It's costing them money becauseyou got the tech was costing,
upwards of 50k a month because ofall the systems and integrations
(05:49):
to keep the lights on, right?
So yeah, hindsight, good idea.
But at the time there was a few bulletsof sweat coming down the forehead.
Absolutely.
But the system that you created,obviously it works, you're teaching it
to others, helping them coaching themand then helping them to execute it.
What is missing?
What is that secret sauce that allowedyou to get in front of those CFOs
(06:12):
that made them actually pay attention?
Yeah, great question.
I think it was two components.
If I look back and reflect on whatworked, one was the messaging.
So before you reach out to someone,like what we teach within growth forum
is about outbound prospecting, right?
Which means going to someone cold and youbeing the seller found that having total
(06:32):
control over how many targets you reachout to which is the opposite of say, paid
media, paid advertising, where you spend.
10, 000 a day, 1, 000 andyou're hoping for people to
get booked on to your calendar.
So I think the key thing washow do we earn the right to get
onto our biopersonas calendar.
(06:54):
Okay, we need to have a point of view.
We need to have a really strong messagethat's going to want them to take action.
So there's a bit of trial anderror to work through that
to get that message right.
The second component was, okay, whatis going to be our outreach motion?
Are we going to do email, coldcall, reach out to them on
LinkedIn, send them a video?
(07:15):
The answer to that was all of theabove, because while there's millions
of products out there and that do agreat job where they focus purely on
one channel, whether it be just purelyemail or purely call the thing is
we're humans and we interact withand respond in different ways.
(07:35):
So while I might see theemail, I might ignore it.
I'll then ignore a phone call but thenthe LinkedIn message I'll accept and the
LinkedIn message would then reference, HeyDavid, sent you a call sent you a message.
Also emailed you.
This is what I want to chat about.
So it's meeting the customer wherethey're most active and that can
(07:56):
be across any of those platforms.
But I've secured meetings fromobviously the traditional email,
phone call or be it scary for peopleis a way to really cut through.
So, we love the phone, no matterwhat anyone says, we'll never die.
Booked meetings via SMS and WhatsApp,LinkedIn and sending the video.
So, what we did then, what reallyworked was having the right message
(08:19):
and then having the right sortof sequence and cadence that we
will go after and execute on.
So it was always never thefirst or second attempt.
It was often the 12th, 13th attemptthat someone would react and
respond and agree to take a call.
Because there's so much noise that everyday, if you pick up your phone right now,
(08:40):
Look at the little, notifications bar.
I guarantee you there's aquite a high number across
various different apps, right?
So you just need to bepersistent on that side.
Those are all some really great tipsbecause a lot of people struggle
with more of the outbound focusmarketing instead of the inbound
where customers are coming to you.
It does take some time to prospect,consider who's your audience, your
(09:01):
offer, your message, put that togetherand some testing is required until you
start really hitting that mark thenthat's something you can scale and
start tailoring and tweaking but themulti channel approach is wonderful.
I agree.
So many focus on just 1 butit's something that you realize.
Wow.
Yeah.
People do want to meet at different areas.
They're on different channels, meetthem where they want to connect.
(09:23):
Exactly.
Look, it's just one of those things whereit's not fancy, it's not harder, right?
But it works and it will always work.
And we leverage AI across all thesedifferent touch points to help us to
provide us with the insight, to dothe legwork where you would need to
do manually in the past but nothingreplaces that multi channel approach
(09:47):
because the results just don't lie.
I think.
Our worst performing member withingrow form that's running the system
is getting a 38 percent response ratefrom it from their outbound efforts.
And it's why we're so passionate andyou could probably hear it through the
voice on outbound because it's the onemarketing and sales tactic that you can
(10:08):
honestly predict because it's based onactivity and results of that individual.
As a business owner, you can forecastout, you can say, okay, cool.
You know, Jane, generatesthis amount of revenue.
Once she does X amount ofactivity, John does this variance
and brings in this activity.
So the system and the framework works.
(10:30):
If we want to scale, we can expectthis type of variance across
the board of our sales team.
We just need to ensure that weare enabling our team to execute.
There is definitely a place forpaid media and all the likes.
We use it, we leverage it butit's not the thing that we
rely on to grow the business.
Even the likes of HubSpot, Stripe,they have a sales, a hardcore sales
(10:55):
team inbuilt with the business thatwe actually train, to execute on them,
their inbound leads and they do theirown prospecting as well for outbounds.
So if those big boys understandthe importance of it.
Then us, smaller companies need tosee what's working for them because
we don't have the budgets of a HubSpotand Stripe and a brand name to rely on.
(11:17):
So we need to have boots on the groundand go to where the customers are.
Absolutely.
And we definitely need to follow in theirfootsteps to see what's working and now AI
tech tools are making it more accessiblefor a lot of these solopreneurs, small
businesses to be able to utilize thesenow and that's kind of what you're
bringing to the table, which is perfect.
Your previous travel venture with thatone, were you, was that a B2C environment
(11:42):
or were you kind of selling, wereyour clients more the business side?
It was B2B it was purely B2B, yeah,so we'll go in after businesses.
There'll be a company where let'sjust call it, Facebook, for example,
they weren't a customer but we'll usethem as an example they've got a whole
range of their team that need to travel
for whatever reason andthere's a process in place.
(12:02):
I need to get my manager toapprove my request for travel.
Then I need to book flights, hotelsand there's a policy around that based
on cost and all these sort of factors.
Then that goes through approval or if it'sunder cost, it's automatically approved a
whole range of things for a very complexside of stuff, very workflow driven
but the tool justhandled that beautifully.
(12:22):
So that was that focus.
It wasn't like an Expedia.
com type of approach.
Yeah, it was more B2B stuff.
No, absolutely.
I was just curious if it was similarstrategies previously or if you were kind
of shifting gears because the buyer'sjourney is much different for B2C to B2B.
So the people that you help, we talked alittle bit before about your ideal client.
Who is kind of the overreachingcharacter of who you help.
(12:45):
So it's basically a B2B founder that sellseither some piece of product technology or
service offering that requires them to getonto a phone and talk to someone, right?
Because the value theyprovide is in the thousands.
It might be 1, 000 a month,10, 000 a year, whatever it is.
It's not a simple.
I'm just going to buy this widget.
(13:05):
It's a 20 license and give it a shot.
It's something that needssome form of convincing.
So, in order to get the book call intoyour calendar, there's a bit of an effort.
Then you need to ensure that you runa great first call discovery to ensure
you get to the bottom of why theytook, what drove them to accept to
take the call, what's driving them tolook at potentially making a change.
(13:27):
How do you bring them on that journeyto understand that you and your
solution could be the one to solve that.
And then how then from that first meeting,do you then nurture them through to close?
How do you get the otherbuyers on board that?
You don't meet and are behind the scenes.
How do you engage with them andmake them known of your brand?
(13:47):
Because they're often thedeal killers because you don't
get a chance to talk to them.
So these are the conversations thatI had with you not in the room.
So there's a process around.
How do you manage that?
It's quite a process but once it'sdown pat, it just feels quite natural.
Once you go through it and it can seemlike there's a lot of steps in there
but it's just all part in order towin a deal these days, it's becoming
(14:10):
harder and harder with the amountof competition that's out there.
So you need to provide an amazing buyingexperience because before they use the
product or service, the salespersonor founder, whoever's doing the
selling, you're the first impression.
So if they have a great buyingexperience with you and the brand
then they can expect an amazingproduct and service experience after
(14:31):
but if they have a poor experienceat the start, then you're setting
the expectations quite low andthey might even churn out before
they even adopt the product itself.
So it's one thing that we asfounders and myself, as well have
learned over time or how importantthe cold front of the business is.
Absolutely.
It's not just about getting theappointments onto the calendar but really
(14:53):
kind of setting ourselves up for success.
Once that demo appointment comesaround, you kind of went into it a
little bit already but how should we besetting ourselves up for success when
it comes to these demo appointments.
Is there a structure we should follow?
Anything that can be helpful for them?
Yeah, this is where AI is great.
So definitely, do some research andmore than surface level research.
(15:14):
There's nothing I hate more andI reckon I've canceled calls
when someone's selling to me.
And they're like, tell me what you do.
I'm like, come on, man.
Your company, whoever has spent money toget me on your calendar and you haven't
even looked on my website or LinkedIn tosee what it is I do and what it is I could
be looking for and now I've got to waste10, 15 minutes of these 30 minute call
(15:36):
explaining to you what I do andthen you have to think on the
fly how your product and serviceoffering is going to work for me.
It's like, that's one on one stuff.
So this is where you can leverage AI.
There's a little bit of research.
If they're a public company or if they'vegot any records, you can feed it all that.
And then just ask for some insightsto share based on what you do.
Come prepared.
If you haven't, I would rather someonebump me and push me 15 minutes later
(16:00):
and have Be prepared with research thencome cold on the call and you're looking
like typically five minutes now withthe right AI prompt and feeding it with
the right details that you can get somereally good insights on me and what I
might potentially lead and we can havea really good productive conversation.
All right, so that's just real basicstuff that people still do wrong today.
(16:23):
Yeah, it's unfortunate.
It's just adding friction intotheir buying experience and you're
like, I'm just wasting my time.
We're wasting your time.
Meet me but I'll do some work.
Put in that effort.
I think it shows between your demosbetween like, Hey, I already personalized
this demo experience for you.
It's trained on your websitesort of deal versus Hey, welcome.
So who are you?
Tell me about you thatunfortunately is not going to work.
(16:44):
I'll never forget.
These have come from learnings, obviously.
So, I would run a demo of our travelplatform and we'll go through all the
bells and whistles, and it's literallyto show everything, it's like two hours.
So, I'm rushing through it because I'vegot people on for 30 minutes, 45 and
then I'll never forget, Louis, my cofounder in Growth Forum, reviewed some
of my calls and he's like, you justfeature vomiting all over them, right?
(17:07):
And you're giving them everythingthat probably like 50%, maybe
even more is not relevant to them.
He goes, just stop.
Ask a question, right?
Because a lot of these toolsdo a lot of the same thing.
We had some really greatnuances that was our power.
So it was like leading with askingthem, what is the key objective?
(17:27):
What is the key job thatyou're looking to do?
And then let's just show you that.
Everything else, if we've got time,I can show you bits and pieces of
this but just expect it works, right?
It's been here for a long time.
It works and it works similar to whatyou've experienced in the past but you're
here to make a change to move from anexisting provider or to pick this up
because you want to replace something.
(17:48):
What is that?
Let's go into that.
Soon as I made that small change,I wasn't rushing on my demos.
It was super hyper relevant and I wasputting myself into the 1 percent because
my competitors weren't doing that.
They were just trying to showeverything where I could spend more
time like 80 percent of the timejust focusing on that core one or
two things that they wanted to solve.
(18:10):
That would have them go,Oh, I need this now.
All right.
And that was a great situation to get in.
But again, I was blind at that timeof doing it like many of us are.
That's exactly it.
We're all making mistakes.
Many people only see the one successfulthing that we've done instead
of the nine failures before it.
But each mistake we make,this is a learning lesson.
As long as we can learn from it, make someadjustments, pivot and then do better then
(18:34):
we're going to set ourself up for success.
So now we've got them from Beinginterested into booking a demo.
We've got a better demo presentation.
It's tailored to them.
How does the closing process look like?
Are we looking to getan answer right there?
Is this a couple meetings?
Is this take a little bit of time?
Do you need to meet for dinner as well?
Yeah, look, that's interesting.
And I hate answering itlike this but it depends.
(18:55):
It depends on what you'reselling, the value of it where
they are on the buying journey.
Like, are they ready to make achange now because they've got
this is part of their project.
They got a priority to launch or are theyjust shopping around looking because this
is on their radar for later in the year.
So once you've determined thatthe second stage sort of kicks in.
(19:16):
So it's like, okay, cool.
After this call, they might needanother demo or two or whatever
it is but say you're going on atwo call sort of closed scenario.
After the first call, we alwaysprescribe providing your prospect
with a discovery document.
So basically we're hoping you've gotsome AI recording the call or if you're
(19:36):
in person you're taking really goodnotes or have an AI tool there just
to help so you can focus on them thecustomer and not having to distract
yourself with other things but present
like a couple pager on.
This is everything we spoke about,am I aligned to where you are?
So getting their buy in basically and youcould do this really simple over a shared
(19:56):
Google doc with edit access or you cango fancy with the buy enablement tools
out there but you basically want them toengage with this document for two reasons.
One, make sure you're hittingeverything that they need sold.
Two, that they actually care.
So they're jumping into the documentand they're getting people access.
Three, because you could dothis where you just invite them.
(20:18):
They might say, Hey Dave, can you inviteSally, John and Rob because I need them
to look at it like, Oh, okay, now Iknow who these other people in the bio
committee are because they're going tohave a bit of a saying to this right now
I can see who's asking what questionsI can connect with them on LinkedIn,
I'm opening up my circle of influence.
Alright, so now we've gotthis discovery doc here.
(20:38):
Then you're like, great,there's some actions on here.
I'm going to come back to you withjust a personalized proposal and
you might have a pricing modelwhere it's 1, 000 a month, whatever
it is, don't just flick that over.
Just try and have a bit more, thisis what increases close rates from
your 30 40 percent to up to 7080 percent is when you go cool.
I'm just going to tweak a few thingsso it's really relevant for you.
(21:01):
Now the pricing may not change at allbut the messaging on that document will
because the person you're talking tomay not be the person that signs off.
They might have to flick this to theCEO, founder, CFO, whoever might be.
So think about it from that view.
Think about it from who'sgoing to look at this page.
They're going to look at, make it simple,make it talk to them and then obviously
(21:23):
the pricing because most times peoplewill just flip to the pricing page.
So you want to make sure that you'vegot the buy in and you're talking
to them and it's not a vanilla
proposal and before you send it, you'relike, cool, I've got everything ready.
I just want to run through of thison a quick call just to make sure
we've nailed everything and then letme know who I need to send this to.
So you're not sending them the proposal.
You're not showing them the price yet.
(21:45):
The price might be on your website.
So they know that.
So the second call is.
Cool.
Are we aligned?
Have we ticked everything off?
Here's the document.
Who does this need to go to?
I can send this to you or doI need to send it to someone?
It's a good little qualifyingopen question where nine times out
of ten, you're going to send itto the person you're talking to
but they might say, Oh, I needJohn in, the CFO to check this off.
(22:06):
Okay, cool.
Just send it to me but inmy head, I'm like, I'm going
to connect with that person.
So now he or she knows that I'mengaging with your team and they might
do some background research on me.
Right.
So then you've done that
and you'll always lockit in the next step.
So it's what we call a fan bam.
Follow up with a bookingafter the booking.
So you want to bookanother meeting after that.
(22:29):
So it's like, cool.
If I'm selling to you, I'll belike, Chris, here it is here.
I'll send you the proposal after the call.
What's next steps.
And then you might say, I've got ameeting with the board in two weeks time.
It'd be like, cool.
I'm just going to throw atentative for the day after that
meeting just as a touch base.
It's in our calendar.
We can move it if we need to but it'sin there just so we then we're not
(22:51):
doing about back and forth via email.
All right.
Cool.
Great.
And you've got that locked in becauseeven if they ghost you or they cancel
out, there's always a reason and there'san investment of time that's in your
calendar and you're not doing thatdreaded following up after the meeting.
How did you go?
That calendar invoices is powerful.
That's the process that happens there.
(23:12):
So there's a lot therethat I just went through.
That is absolutely wonderful.
And the more the better becauseunderstanding that problem
solution, really asking questions,leading them through that
journey, getting the next steps.
It's all part of the buyer's journeythat even one or two pieces are missing.
You're going to reduce your close rates.
Why wouldn't you want to havethe best chance for success?
(23:33):
I think that's what it's all about.
Speaking of success and greatknowledge that you're sharing with
us, you have a new book coming out.
I have to ask more about that.
What is it all about?
When is it coming?
Awesome.
So by the time you listen tothis episode, it will be live.
So we're going to obviously havea link in the notes section.
But if you just visit growforum.
io forward slash book, they'llgive you access to everything.
(23:55):
It is pretty much everything andmuch more than I just spoke about.
It's our whole programcondensed into book form.
If you're looking on video,I'm just showing the cover.
It's called the B2B Sales Playbook.
It's a hardcore tactical guide on how tocreate an operating system that generates.
Qualified deals.
So we coach you chapter by chapter inthe book, we give you the resources,
(24:17):
everything you need that we providein our program just in book form that
you can really nail your sales system.
It's one of those chooseyour own adventures as well.
So you don't have to read it frontto back because a lot of people buy
a book and then it gathers dust butyou might have one particular problem.
You might be great at generating leadsbut want to improve your close rate.
Awesome.
(24:37):
Just go to that chapter.
Get all the resources, getthe coaching and away you go,
make the improvements today.
There's a little bit of a journey mapthere where you can choose where you
want to be and where you are right now.
You can start from scratch or you canjust prescribe what you need yourself.
So we put our heart and soul into thisbook, almost two years in the making.
(24:58):
It's anyone that'sthinking of writing a book.
I reckon I could write a bookabout how to make a book now
because it's a business in itself.
It's hectic but I'm super proud.
I want this on the desk ofevery founder out there.
If even if the priceis limiting for anyone.
Hit me up on LinkedIn and I'lljust send you a free copy.
(25:18):
For us, this book is about havingimpact and helping people make change
within their business and servingwho they serve in a better way.
Get the book.
It really does help.
I'm referencing myself when I need akick in the butt on something that I
forget to do because we're not perfect.
And that's a good litmus test, right?
If we're eating our own dog food,as the saying goes, we've got
(25:39):
something really special there, soI'm really pumped to get it out there.
That is wonderful, and we'll havethat link available down in the show
notes and description as well butwhere else can people connect with you
and find you online and learn more?
I'm really active on LinkedIn.
So just reach out to me,David for Stuka on LinkedIn.
We give away just a ton of informationand gold and I love a chat on LinkedIn.
(25:59):
I'm very active there.
So yeah, please reference this episode,hit me up and I would love to connect.
Wonderful.
Now, what is on the docket for 2025?
We got the book launchthat's going to be timed.
You're putting everything together.
This is kind of that next big step up.
It's 2 years in the making.
So is this just kind of like amplifyingeverything that you've been doing
(26:19):
already and pushing it to the max?
It's something where we've alwayswanted to write the book, it's
an effort in itself to do it.
So it's been a long journey for that.
We basically know that we've got thesystem, the skills to help the book part
was to help build the authority there.
That we're here for the long term, right?
It's not just a time investment, it'sa major cost investment to do this.
(26:42):
So we're not a fly by night sort ofprogram here that we're looking to do.
This for me and for Louieis like a forever business.
Like I love sales and marketing.
It's changing weekly.
So there's always something new to learn.
So we just want to instill the confidencewith the people that we work with that
we're going to be with you on thisjourney no matter how long it takes.
(27:04):
And we're always going to make surethat whatever we're sharing, we're
practicing ourselves and we want totry and get you to the point where you
need to get to within your businessto give you the best life possible.
That's beautiful, David.
I love everything you share.
You have a lot of knowledge.
You shared everything with us today.
I wanted to give just give you the floor.
Is there any imparting wisdom you wantto share with our audience, potentially
(27:25):
anything that if you could go back intime and teach yourself to change, what
would you tell yourself or anything youjust want to share with our audience here?
Yeah it's a bit like going to gym?
You can buy a gym membership butit's up to you to go to the gym and
then once you're there, it's up toyou to do the reps and the sets,
to get to the physique or to get tothe health goal that you want to get
(27:47):
and business is no different, right?
It's easy to blame the agency,this person, that person
but the buck stops with you.
So it's one thing I'm trying to instillwith my kids to take responsibility.
So if you engage with any type ofprogram, whether it's ours, someone
else's, buy a book, engage with it,work with it, dive into it and execute,
(28:08):
you're the biggest roadblock in yourbusiness, not your competitor, not
your marketing budget, it's you.
So the biggest thing I learned was assoon as I smack myself in the face
with that took responsibility and justrolled with it and got on with it.
One, there's no one else to blame.
Two, I had control and three,I just enjoyed the process.
(28:30):
That's the truth, man.
It really is.
It's that difference between if a book isgoing to be self help or shelf help, it's
up to you to execute, to take the action.
You have to put in the timeand the reps. That is so true.
David, we appreciate you comingon and sharing everything with us.
Congratulations.
Really excited to watch this nextevolution of your business and yourself.
Keep up the great work.
Congratulations.
Thank you so much.
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