April 30, 2025 • 29 mins
Ever wondered how successful businesses strategically track their numbers to achieve ambitious sales goals? In this transparent deep-dive, Matt pulls back the curtain on his pool manufacturing business to reveal exactly how he's working toward his target of selling 40 units annually.
The journey begins with a fundamental question many entrepreneurs overlook: "Why haven't I hit my goals yet?" Rather than simply throwing more money at marketing, Matt demonstrates how establishing clear KPIs and refining your sales process must come first. Through real metrics from his business—including his 1.72% conversion rate on a $49,364 average product—he breaks down precisely how many leads (2,350 annually) and what monthly marketing budget ($7,500) are required to reach his targets.
Most valuably, Matt challenges the common misconception that more leads automatically equal more sales. His data-backed strategy emphasizes the importance of tracking conversion rates at each funnel stage: lead to quality appointment (targeting 10-20%), appointment to sale (targeting 20-30%), and overall lead-to-sale conversion. His Return on Ad Spend (ROAS) of 15:1 over six months demonstrates how effective his approach has become.
Beyond the numbers, Matt shares practical wisdom on avoiding bottlenecks, delegating effectively, and building the right team through recruitment rather than hiring. His implementation of a Dream Chaser Accountability Program highlights his commitment to developing his team alongside his business.
Whether you're running a high-ticket service, a manufacturing operation, or any growing business, these actionable insights on tracking the right metrics will help you make data-driven decisions and achieve your most ambitious revenue goals. Ready to transform how you approach your marketing and sales strategy? Listen now.
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Transcript
Episode Transcript
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Speaker 1 (00:00):
What's up, guys?
This is Matt with A Vota Talkor the Real Matt Walton.
This is your hub for all thingsKingdom, business, businesses,
ministry, business strategy.
My goal is to provide as muchvalue, minute by minute, each
podcast that you listen to.
So let's get to it.
What's up, guys?
This is Matt with A Vota Talk,or at the Real Matt Walton,
(00:21):
depending on how you found me,and I am really excited about
today because I'm talking aboutsomething that is going on right
here, right now, within mybusiness, and so it's really
fresh on my mind.
It has to do with marketing andsales and KPIs, getting all of
that dialed in.
So very excited about that.
(00:41):
But first man for the last, Ihaven't done a standup podcast
in a couple of weeks.
I know last week I had a PaulMark Goulet on that was just
released.
So if you have not checked thatout, would encourage you guys
to go look at that and like,share, download, save this
YouTube video and also ourpodcast as well.
And just so y'all know, my goalhere is to provide as much
(01:04):
value, minute by minute, so thatwhen you're watching this there
is no time that is wasted,because I know how much time is
valuable, I know the value ofeach one of your time and I am
very grateful that y'all tune inLately.
My life man, god, has beendoing some incredible things
with me and my family and mybusiness as well.
I've been peeling back thelayers on a number of things, as
I was kind of.
(01:24):
I pivoted my prayers and like,okay, god, you know how to solve
this, teach me how and show mehow to do A, b and C.
And God's been so good toanswer that in a very vivid and
clear way.
So this is why I always talkabout kingdom business, because
when you partner up with God,that is the best partner that
you could possibly ever have.
(01:46):
So I root every single thing inscripture, and I'm sure there's
a lot of scriptures that Icould find that I could probably
twist to fit what I'm talkingabout here, and I don't.
I just don't want to do that.
God has put a scripture thatreally has everything, yet
nothing to do with what we'retalking about today, and it's
John 8, 36.
And that's so.
If the son set you free, youwill be free indeed, and so that
(02:08):
just translates to business andeverything that we are talking
about on this podcast.
Because when you partner withGod and whenever you rely on God
for every single thing, youliterally can go through some of
the most trials and the mostdifficult times that you have
ever gone through, comforted bythe Holy Spirit and knowing that
you are in his will and he isso faithful to honor every
(02:32):
promise that is found in hisword.
And so partner with God andinvite him into your business,
make him the owner, make him theCEO, and quit getting in this
race of like, okay, god, I'mdoing this now, here, what do
you think?
But ask God to go before youand ask God what he thinks about
what you're doing and what hewants you to do, and for him to
show you exactly what you needto do, and God will start to
(02:53):
honor those prayers.
And immediately, if it's likehow God has honored that in my
life and I have clearinstruction as to what is next,
same thing.
If y'all have listened to mystuff you've heard me talk about
like all of my systems andprocesses.
That was all from the Lord Gotto put thoughts and visions in
(03:14):
my mind about doing exactly whatI do in my shop right now.
So today is marketing, sales,kpis, how to get some of these
things dialed in.
I hope that this adds a ton ofvalue to you.
I'm going to be putting, I'mgoing to talk about a lot of
stuff, so I don't want you tomiss any bit of this, because
this whole entire thing is goingto be full of different KPIs to
track different formulas thatyou run in order to figure out
(03:34):
what's next for your business.
It's important to track certainthings within your business
because that's the only way thatyou can know the game plan for
what's next.
So I man, outside of that, I'vebeen doing a pickleball league
and with founders, owners, ceos,and it's really awesome, man,
the connections that God'sbringing into my life and so
been dialing in my exercise,been dialing in or continuing to
(03:57):
eat the way that I've beeneating, and now I'm trying to
put on a little bit of weight.
I'm just muscle as I exercisemore and really dialing in my
running and getting at least twomiles in.
That's a big goal of mine on adaily basis.
I'm not quite hitting thatbecause I'm running for a
certain time rather than runningfor a distance.
Right now, I mean, I'm tryingto get my time down so that I
(04:18):
can run the two miles within alot of time that I've given.
So these are things that I'mworking on, man, and doing just
more activities going on postdinner walk to my family.
I'm going on walks after I runin the morning time and doing
body weight exercises as well,as I really move into, take, you
know, treat my body as thetemple of God.
So, man, without any more timespent on that, I want to jump
(04:41):
right into what we're talkingabout.
So when we get into just yourmarketing, sales, kpis and the
strategy around how you'regenerating business, that's what
we're going to get into.
And I had to ask myself aquestion.
So this came up recently whereI'm like, okay, what is the goal
?
Like, what is the actual goalof the number of units that I am
(05:02):
trying to move?
And so the goal for me is 40units.
And so when I determine youknow what, you know that goal
right there.
I asked myself another questionof like, okay, why have I yet
to hit that goal?
It's been almost three yearsand I have yet to hit my 40 unit
mark.
And I just asked him Lord, okay, god, I know you know exactly
(05:22):
how to do this, so show me howto do this Then, whenever you
have that.
It's kind of figuring out whatis the vision around that.
So obviously the vision is Ineed to sell 40 units, and why I
need to sell 40 units, or howI'm going to sell 40, is A, b
and C.
And the only way that you canreally have a solid game plan is
by looking at previous KPI datathat you have.
(05:43):
That will help you develop yourstrategy.
When we talk about firstfiguring out your goal and then
having KPIs that you werealready tracking or putting KPIs
in place that you will betracking, those are two of the
most important first things thatyou can do.
The next thing is is, whileyou're strategizing, you're
gonna have to, like, thinkthrough the different levels of
growth.
So for me it's like, okay, Ineed to sell 40 units and in
(06:05):
order to do that, I need Xamount of people, I need X
amount of space.
So when I'm going through that,I'm thinking of the bottlenecks
that could come up and then ifthere is a bottleneck that could
stop that from happening, I'mputting that on my game plan so
that when I get to certainthresholds I am already
implementing and moving forwardwith the removal of that
(06:26):
bottleneck.
So, like, for me.
You know I have 23,000 squarefoot of space.
Not all of that space is gearedtowards what we're talking
about today my pool business.
Some of it's geared towardstraining facilities and some
other products that we'remanufacturing here, but I have
so let's just say I have about13,000 square foot of space.
I can crank out 40 units and Ibelieve that I can do 40 to 60
(06:48):
units within that space.
So, okay, thought of thebottleneck, and I don't believe
that I'm going to have a problemwith the current space that I
have.
So next is people.
I have three guys that areworking specifically on the pool
side of things and I believethat I can get 40 to 60 pools
with those three guys.
So I think through thesebottlenecks.
There's other bottlenecks thatyou think through and I know
(07:09):
those will look different foryou.
So just think through, developyour strategy of how you're
going to push through those andthen, when you meet certain
marks, start to implement thegame plan to push through and to
alleviate those bottlenecks.
One of the most importantthings if you do not have KPI is
like for me, it's justdeveloping a handful of them,
you know, and saying, ok, I wantto track these five things and
(07:31):
then when you start trackingthose five things, like it's
almost like you just like otherKPI start popping up that you
need to track within those mainKPIs.
So what I mean by that is likethere's, you know, conversion
rate, and so when I'm looking atlead to sale conversion rate,
I'm not just tracking my lead tosale conversion rate, I'm
tracking lead to qualityappointment quality appointment
(07:52):
to sale and then overall lead tosale conversion rates and I
have different numbers that I'mtrying to hit.
Within all of that, one of themost important things, as you're
like dialing in your marketingand sales, is, if you don't have
a solid sales process down andI'm not talking perfect, because
you'll change it as you go butif you don't have a solid sales
process down, then getting moreleads is not the answer.
(08:14):
So many times and I am soguilty of this we can think,
well, if I just had more leads,we would convert more, and maybe
that would be true if you havesome things dialed in on your
sales process and how younurture these leads, follow up
with these leads, your rehash,maybe you do some retargeting
through your website If theydidn't convert to a lead.
(08:34):
There's so many things withinthat that you need to be
considerate of and I'll get intothat as we go.
I'll tell you, I'll give you anoverall view of my sales
process.
But that has to be dialed in,because you can spend X amount
of dollars on ads, seo and otherchannels for marketing and wake
up six months a year down theroad and realize that it's not
(08:55):
giving you the return that youwould like and then you've
wasted a lot of that money,especially if you're not dialing
in a number of things with yourKPIs and sales process along
the way.
So don't fall into that trap ofI need more leads so I'm going
to spend X amount of dollars toget more leads whenever
everything else is in shambles.
One of the most important thingsthat I have learned through all
(09:19):
of this is that, right there is, my sales process is number one
.
If I'm not getting theconversion rate that I would
like to get, then maybe the bestoption is not to go in and dial
in or put in more money to ads,but rather the best option is
to go in and to develop thatsales process first.
So once you figure out thatkind of goes through the first
section of your goals, you, youdevelop your KPIs or you review,
(09:41):
review past KPIs, and you'relooking at the whole process,
the whole client experience,from interest to actually going
through your funnel, becoming alead, from a lead to an
appointment, from an appointmentto a sale and everything in
between.
There you're dialing that inand literally writing that out
(10:01):
so that you and your teamunderstands how they're gonna be
implementing this on aday-to-day basis.
So next for me, what I do is Idevelop my costs.
So, like now, I'm looking toput more money into ads and more
money into that side of things.
And so for me, it's looking atand saying, okay, like these are
some real numbers, that's youknow, or 2024, I had a 1.72
(10:22):
conversion rate.
And when you look at highticket sales so my product is a
high ticket sale my average costfrom 2024 was $49,364.
So when I'm looking at that,that's a very high end product.
So my conversion rates,depending on where you're
looking and where you'restudying these things online,
you're going to see 0.5% up toabout 3% and, believe me, it
(10:46):
doesn't mean you can't get pastthat, but that's what I am
learning through the high ticketsales industry is about a half
percent up to 3% In some placessay a half percent up to 1.5% is
a solid conversion rate For me.
I look at it and I'm like, okay, well, let's figure out how we
can go to three, then three anda half, then four, then four and
a half, then five, and let'sjust keep increasing our
(11:09):
conversion rate, obviously.
So when I look at that, then Ilook at my past conversion rate.
My 2024 conversion rate was1.72%.
So I'm either in the middle ofthe road or on the high side,
depending on where you studythis stuff at, and in order to
get to my 40 unit mark that I'mtrying to move and manufacture
this year, in 2025, I need togenerate 2,350 leads, and out of
(11:35):
that, that's equates to about196 leads a month, and I know
right now that my cost per leadis about $38 and 23 cents, and
that equates to about $7,500 adspin that I'm going to have to
expense on SEO and the Google adside of things, and those are
the only two channels that I'mtalking about right now.
There's many others, but thoseare the only two, and so, based
(11:58):
off of my real-time data, then Ishould be able to move over 40
units at that point, especiallyas I have my sales process and
all of that dialed in.
Next thing, now that youunderstand okay, here's my goals
.
Here's my past KPIs.
Here's how we can get to mygoal.
Here's the cost associated withgetting to my goal we
(12:20):
strategize over how exactlywe're going to get there.
So it's like this If I know, ifI sell X amount, I budgeted X
amount for ad spend.
You know, there's there's a lotof numbers that are out there
that say between 5% and 20% onad spend, and so which?
That for me would equate toabout that $7,500 mark, you know
(12:41):
, in between five and $10,000.
Is is about that, that 10% mark, and and and that's just that's
increasing month after month,or at least the goal is for that
to increase month after month.
Now I'm not saying necessarilythat your ad spend needs to
increase until you start lookingat certain numbers and then
your numbers tell you when it'stime to increase that ad spend
(13:03):
Now.
And also, if you're trying totake over a market or trying to
break into a new market, you mayspend a lot more.
I've seen 35%.
I know guys that are spending35%, that are getting into new
markets and in order to breakinto that new market they have
to obviously spend more on adsin order to do just that.
For me, in this section whereI'm strategizing, it's again
looking at all of my data,figuring out the best channels
(13:26):
to then start investing into,and right now, for me, number
one is Google ad or, excuse me,is SEO, and number two is Google
ads.
Seo has the highest conversionrate for me and Google ads would
be second on that list.
Bunch of different ways thatyou can generate leads, but
there's there's KPIs to trackfor all of these.
So when we look at ads, seo,website funnel, social media all
(13:50):
of those are going to havetheir own KPIs that you're
looking at and it's going totell you exactly what you need
to do, going forward all the wayfrom like social media.
You know, I may have an idea onsocial media of a video that I
would like to do, and when Ilook at the numbers of like,
watch time and some other datathat we're looking at, that may
not be the best video to make,and so maybe a video that
(14:11):
doesn't make any sense to me arethe better videos to make,
because there's more engagement,more likes, more shares, more
watch time on those videos,which then plays into the
algorithm.
So when you strategized, nowit's time to really again.
I'm going to mention this overand over and over again.
But make sure that your salesprocess is down and just
(14:32):
understand that you're going tohave to dial this in as you go.
I'm always looking through mysales process and looking at
data that I'm tracking to knowwhat I need to continue doing
and what I need to stop doing.
If you do not have that dialedin, then I would discourage you
from going in and expensingmoney on ads to increase your
leads, because you'll findyourself not getting quality
(14:53):
leads and having to weed throughout of 100 leads 97, 98, 99 of
them just to get somethingconverted.
And then, if you have yoursales process down, you may be
able to convert especially highticket.
You know three, four, five ofthose out of 100 or out of 150.
But understand this when youstart getting a bunch of leads
that come in, you're going tohear no after no, after no.
(15:16):
And as long as you understandthat and if you have some thick
skin and can handle those no's,which you need to have,
especially whenever you're insales then keep rocking and
rolling and keep looking at thatdata, because it'll tell you
what to do next.
I'm gonna go through just somedifferent numbers here.
So conversion rates for me whenI'm looking at lead to quality
appointment, so lead to qualityappointment would be 10 to 20%.
(15:38):
That's what I'm trying to get.
I had 15.22% in March with theamount of leads that I got in
and how many of those convertedto quality appointments.
What I'm trying to do with thatto turn a quality appointment
to a sale is in between 20 and30% and then overall I have a
0.5 on the very low side ofconversion rate, overall, 0.5%
(16:00):
on the low side, 3% on the highside and then again I'm trying
to go four, five, six, seven,trying to get that increased all
the way up to eight and beyond.
That way then my cost per lead,cost per acquisition, a number
of other costs go down.
You need to know your averageticket.
You need to understand exactlywhat amount you want to expend
(16:21):
on ad spend and marketing.
Again, the general rule ofthumb is going to be 5% to 20%
and you may not be able to dothat or you may be very nervous
to do that, but it's importantto understand that, the
importance of expensing that andinvesting that, but making sure
that you and investing that,but making sure that you're
investing that wisely, or elsethat's going to be money down
(16:41):
the drain.
The next thing is we track ROAS.
So that's return on ad spend.
That's just ad revenue dividedby ad spend times 100.
That gets you kind of yourratio and like I'm going for a
12, 14, 15 to one ratio.
Right now I have like I wasdoing some numbers yesterday and
just over the last six months Ihave a 15 to one ratio.
(17:03):
I didn't do my lifetime ratio,but I have about a 15 to one
ratio over the last six monthsand so that's actually really
good.
That's where I would really liketo be, as I'm looking to
expense more on these differentchannels to generate more leads,
understanding your cost perlead and then your cost per
acquisition.
Your cost per acquisition isjust ad spin divided by your
(17:23):
number of clients that you'veacquired.
That equals your cost peracquisition.
Those things are very.
All those KPIs are veryimportant to me and I track
again KPIs within those KPIs.
Just a note on that the onlyway that you should be
developing your strategies afteryour initial strategy is by
looking at the data.
The data is going to tell youliterally every single thing
(17:45):
that you need to know.
Now it's time to implement.
So this is probably the mostchallenging thing for some
people out there is to implement.
We like to get that analysisparalysis.
So make sure that, if you'reoutsourcing this, that you have
clear expectations withdeadlines and you're following
up on that.
If you're doing it in-house,then you may need to block this
(18:07):
out.
If you're the one that'spersonally doing it, you may
need to block out time for thaton a daily basis or check in on
a daily basis with the one thatis doing these things.
So for me right now, how thislooks is I've pooled my ad spend
and this is about two weeks agonow to double down on my SEO.
Now I'm buying backlinks for mywebsite and doing a number of
(18:29):
other things.
So the budget that was beingexpensed for Google Ads is now
going to SEO.
And then I'm developing.
As I've analyzed all of thisdata here.
In the next two weeks we'll berolling out more ad spend
through Google ads alone andwe'll eventually get into like
Facebook and Instagram anddifferent channels like that.
But for right now, I'm focusedon the first thing is SEO and
(18:51):
going back to Google ads.
Looking at the data that we'vebeen talking about today, I'm
developed to my strategy or amdeveloping my strategy, excuse
me and of exactly what needs tobe expensed for the goal that
we're pursuing, and then we'regoing to be rocking and rolling
on that.
So I have proper expectations,I mean, I expect.
I'm very optimistic, so Iexpect for this to be a very
(19:14):
high return on an investment,but I also understand that there
may be some skewed data thathappens within there, some
different data than what I'vepreviously been looking at.
That may pivot our approach aswe analyze these things on a
day-to-day and week-to-week,month-to-month basis.
So develop that master gameplan of exactly what you want to
do and start implementing that.
(19:35):
Again, make sure your salesprocess dial in.
Look at your marketing, yourfunnels, follow ups, lead
generation, nurtures, kpis theseare all things that kind of are
sales process is.
I have a two part sales processso whenever a lead comes in,
(19:57):
they'll go through like they'llvisit my website.
They will.
After they scroll around, Ihave, like my average visitors
on there for about 30 secondsthey're clicking on, which tells
me some things right there asI'm changing some things to kind
of increase engagement on there.
But they're clicking on my, myfunnel, the form that's
funneling them through settingproper expectations, and then
(20:18):
they have the ability to.
Then they receive emails andtexts from us and to set up
appointments where they receivea calendar invite.
Or if we don't hear from themafter reaching out to them
through those channels, then wewill reach out to them and see
if we can set up a discoverycall.
From that discovery call we doa quote review call.
From that quote review call,we're trying to sign them up
(20:38):
right there.
But a lot of times again, I sella high ticket item and my
average turnover time is aboutfour months, so it takes some
time to sell these things.
That's the reason why follow up, developing those relationships
, is critical and not going inand like.
Your job there is to go in anddevelop these relationships and
just be very personable.
And if you're in a high ticketmarket, what I want to do is I
(21:00):
want to and this goes for everymarket but I want to develop my
problem list, solutions to thoseproblems and then offers that I
can offer to my clients.
And or I'm doing that on thediscovery and quote review calls
, I'm figuring out some problemsthat they're facing, how I can
develop an offer to solve someof those problems, if and when
that applies, because a lot oftimes they're just looking for
(21:22):
my product as like a luxury,cool item to add to their family
.
And you're going in and you'reunderstanding the problems that
the majority of people face, orat least think that they're
going to face.
You have the solutions alreadywritten out.
So when you get on that quotereview call, you are creating a
conversation that solves everyissue that could have popped up,
(21:45):
so super important there.
And they continue to payattention to what people are
saying so that you can dialthese things in Once they go
through that process.
Right there, we do Google adsand we'll be doing Google ads
again here soon.
Did Google ads, you know, forfor the last six months CEO
follow-up, social media and,believe it or not, a lot of
social media leads that come inare and I'm not, we're not
(22:07):
targeting anybody, but they'rethey're very high quality leads.
So, just quickly, I want togive y all some ideas to
generate more interest and textand email campaigns.
So emailing and texting yourcurrent list with maybe a new
offer, maybe a follow-up, orwith a new product that was
released, or maybe a cool videoand just using text and email in
(22:28):
a number of different ways tostay on top of them and stay
front of mind.
The next thing is runningpromotions, and you can release
those through text or email,campaigns, nurtures again, this
is email primarily for me, butthis can be done on text as well
.
I mean you're split testing,like headlines, bodies to text
message and emails, to see whichone generates the most response
so that you can develop thegame plan for your next campaign
(22:50):
that you release and also thetimes and days.
All of that is super important.
And then phone calls, you know,using your existing list and or
cold calling people that fityour avatar, that fits your
ideal client.
These are super important waysthat you can generate more
interest.
And when you're again I saidthis earlier, but when you're in
a new market and trying tofigure out figure this out,
(23:11):
because that's like where I'm atis I'm in a new market.
It's been around, for I mean,I'm in an old market, so I'm in
the swimming pool market, butI'm in a pre-manufactured
product and specifically acontainer pool, a pool that is
fabricated from a containerfiberglass shell put in an
insulation.
That's only been around forabout eight years now, and so
(23:31):
it's.
It's somewhat of a fresh market.
There was like one powerhousein it that we're coming for, and
the strategy that I detailedout here is one of the ways that
we're doing that, and I thinkit's super important to set
these expectations that when youget into this, plan to spend a
lot of money, it gets expensiveto try things, to fail to learn,
but know that every single time, as long as you're not being
(23:52):
careless and you're payingattention to these things,
they're all stepping stonestowards your success.
So plan to spend a lot of money.
I hope you don't have to.
I hope that you figure it outon the first campaign that goes
out, but more than likely,you're going to have to fall
down and learn exactly what todo and then pay attention to
what the market's telling you.
For me, it was recently.
It was looking at my costs andunderstanding that I don't that
(24:13):
that you know, with everythingthat's changing within our world
, my products, at the pricepoint where it was being offered
, was starting to be priced outof certain markets, and I have a
desire and a goal to be inevery single person's backyard
with my pools, and so so I needto make sure that I'm listening
to what people are saying, thatI understand different markets
and I'm I'm, you know, captured,capturing that with all the
(24:36):
offers that I'm presenting to myclients and then just know is
your product good?
Release surveys, ask questions,because maybe people are
telling you that, hey, theproduct is not good or maybe the
price is not good, yourmarketing is not good, something
like that, and that will helpyou develop your game plan.
Think of I said this earlier,but want to refresh this Think
of every single bottleneck asyou're strategizing.
This is going to help you beout in front of bottlenecks and
(25:01):
potential hazards that couldtrip you up from your growth,
and this is super importantDelegate, delegate, delegate and
when you have a leader meetings, there are times when you're
going to have operational leadermeetings and then there's times
for me whenever I have strategyleader meetings.
That usually happens quarterly,but it could happen monthly too.
I do monthly leadershipmeetings and we strategize in
those meetings and the goal isfor my goal is to bring the
(25:25):
right people on that can havethe strategy, understand my
vision, develop a strategyaround that and then implement
it as well.
That way, I'm not having tostrategize over each and every
department and I can focus on,you know, the high level, what I
do best, while they focus ontheir high level and what they
do best.
That's that's a huge goal forme.
I mean, actually that's whatI'm doing right now.
(25:47):
Next is like these are thingsthat that I asked myself.
But what's next in the growthprocess?
What's the goal?
Down the row, where are youheaded?
For me, it's buying morebusinesses, specifically in my
space.
Find the right people, theright seat, get experts in
people's fields right, so like,get experts in operations and
marketing.
And that will just continue togo down the list.
(26:07):
Delegate, delegate, delegate,but don't delegate improperly
and find out that you advocated.
The best rule of thumb withthat is if you step away and it
doesn't get any better thanyou've advocated and have not
delegated.
Recruit, do not hire, recruit,recruit, recruit.
This really happens, especiallyin my world from top down
positions I'm not necessarilyfrom bottom up positions.
I've got to pretty often hirefrom bottom up positions.
(26:31):
I can still recruit, but I'mlooking for a specialty position
, so I need to hire for that anddevelop your training program.
Develop your you know your,your mission, vision, value and
principles and make sure thatthey align with those things.
Again, top-down hiring is hugeand I what I've learned is I
don't hire for school anymore, Ihire.
We align on our values.
No-transcript invested intotheir success because, again,
(27:23):
they are the most importantthing to me and to my business.
The next thing is I justreleased a this is called Dream
Chaser Accountability Program, aDCAP, and this walks alongside
of our guys, figure out, figuresout their goals and helps hold
them accountable.
They get tied to a leaderwithin my business and then we
walk alongside them and helpthem accomplish their goals.
So, man, I hope that y'all gota lot out of that.
(27:46):
This is a.
I think one of the mostimportant things within all of
our businesses is marketing andmaking sure that you have your
marketing and sales and you'retracking the proper things.
So I know there's a lot of youthat will be ahead of where this
is at, but there's also a lotof you that need this
information that if I had thisinformation three years ago, I'd
be a whole lot further along.
(28:06):
But I'm grateful that I didn't,because now I understand it in
a capacity that I never wouldhave understood it before, and I
want to encourage you guys tokeep going and rely on the Lord
like press into God never before.
If you need to take a day, takea moment to step away and to
reroute yourself within thescripture and prayer, whatever
(28:31):
it is, do that because yourhealth is the most important
thing to the growth of yourbusiness.
You can do all these things, butif you're deteriorating as a
man or a woman to the growth ofyour business, you can do all
these things, but if you'redeteriorating as a man or a
woman, then it's in vain.
And for what?
And again, if you're doingthings just for yourself and
you're trying to get better justfor yourself, I want to
encourage you to think aboutyour family, think about your
relationship with the Lord, andthat's where, for me, that's
(28:51):
where I root, my power is numberone in scripture.
And then I look at my littlegirl and my wife and think of
the future and the vision andthink of scriptures that talk
about what we're talking aboutright now with discipline and a
rock and roll, and so just wantto encourage you all to do that.
Become an absolute savage,become an animal within your
industry, become the expert, butknow that you can't be the
(29:12):
expert on everything, so youneed to bring in the experts and
collaborate and partner withthem.
So like, share, subscribe,comment, download if you enjoyed
this episode, and we'll talk toyou next week.
What's up, guys?
This is Matt with A Vota Talkor the Real Matt Walton.
This is your hub for all thingsKingdom, business, businesses,
ministry, business strategy.
My goal is to provide as muchvalue, minute by minute, each
podcast that you listen to.
So let's get to it.
What's up, guys?
This is Matt with A Vota Talk,or at the Real Matt Walton,
(00:21):
depending on how you found me,and I am really excited about
today because I'm talking aboutsomething that is going on right
here, right now, within mybusiness, and so it's really
fresh on my mind.
It has to do with marketing andsales and KPIs, getting all of
that dialed in.
So very excited about that.
(00:41):
But first man for the last, Ihaven't done a standup podcast
in a couple of weeks.
I know last week I had a PaulMark Goulet on that was just
released.
So if you have not checked thatout, would encourage you guys
to go look at that and like,share, download, save this
YouTube video and also ourpodcast as well.
And just so y'all know, my goalhere is to provide as much
(01:04):
value, minute by minute, so thatwhen you're watching this there
is no time that is wasted,because I know how much time is
valuable, I know the value ofeach one of your time and I am
very grateful that y'all tune inLately.
My life man, god, has beendoing some incredible things
with me and my family and mybusiness as well.
I've been peeling back thelayers on a number of things, as
I was kind of.
(01:24):
I pivoted my prayers and like,okay, god, you know how to solve
this, teach me how and show mehow to do A, b and C.
And God's been so good toanswer that in a very vivid and
clear way.
So this is why I always talkabout kingdom business, because
when you partner up with God,that is the best partner that
you could possibly ever have.
(01:46):
So I root every single thing inscripture, and I'm sure there's
a lot of scriptures that Icould find that I could probably
twist to fit what I'm talkingabout here, and I don't.
I just don't want to do that.
God has put a scripture thatreally has everything, yet
nothing to do with what we'retalking about today, and it's
John 8, 36.
And that's so.
If the son set you free, youwill be free indeed, and so that
(02:08):
just translates to business andeverything that we are talking
about on this podcast.
Because when you partner withGod and whenever you rely on God
for every single thing, youliterally can go through some of
the most trials and the mostdifficult times that you have
ever gone through, comforted bythe Holy Spirit and knowing that
you are in his will and he isso faithful to honor every
(02:32):
promise that is found in hisword.
And so partner with God andinvite him into your business,
make him the owner, make him theCEO, and quit getting in this
race of like, okay, god, I'mdoing this now, here, what do
you think?
But ask God to go before youand ask God what he thinks about
what you're doing and what hewants you to do, and for him to
show you exactly what you needto do, and God will start to
(02:53):
honor those prayers.
And immediately, if it's likehow God has honored that in my
life and I have clearinstruction as to what is next,
same thing.
If y'all have listened to mystuff you've heard me talk about
like all of my systems andprocesses.
That was all from the Lord Gotto put thoughts and visions in
(03:14):
my mind about doing exactly whatI do in my shop right now.
So today is marketing, sales,kpis, how to get some of these
things dialed in.
I hope that this adds a ton ofvalue to you.
I'm going to be putting, I'mgoing to talk about a lot of
stuff, so I don't want you tomiss any bit of this, because
this whole entire thing is goingto be full of different KPIs to
track different formulas thatyou run in order to figure out
(03:34):
what's next for your business.
It's important to track certainthings within your business
because that's the only way thatyou can know the game plan for
what's next.
So I man, outside of that, I'vebeen doing a pickleball league
and with founders, owners, ceos,and it's really awesome, man,
the connections that God'sbringing into my life and so
been dialing in my exercise,been dialing in or continuing to
(03:57):
eat the way that I've beeneating, and now I'm trying to
put on a little bit of weight.
I'm just muscle as I exercisemore and really dialing in my
running and getting at least twomiles in.
That's a big goal of mine on adaily basis.
I'm not quite hitting thatbecause I'm running for a
certain time rather than runningfor a distance.
Right now, I mean, I'm tryingto get my time down so that I
(04:18):
can run the two miles within alot of time that I've given.
So these are things that I'mworking on, man, and doing just
more activities going on postdinner walk to my family.
I'm going on walks after I runin the morning time and doing
body weight exercises as well,as I really move into, take, you
know, treat my body as thetemple of God.
So, man, without any more timespent on that, I want to jump
(04:41):
right into what we're talkingabout.
So when we get into just yourmarketing, sales, kpis and the
strategy around how you'regenerating business, that's what
we're going to get into.
And I had to ask myself aquestion.
So this came up recently whereI'm like, okay, what is the goal
?
Like, what is the actual goalof the number of units that I am
(05:02):
trying to move?
And so the goal for me is 40units.
And so when I determine youknow what, you know that goal
right there.
I asked myself another questionof like, okay, why have I yet
to hit that goal?
It's been almost three yearsand I have yet to hit my 40 unit
mark.
And I just asked him Lord, okay, god, I know you know exactly
(05:22):
how to do this, so show me howto do this Then, whenever you
have that.
It's kind of figuring out whatis the vision around that.
So obviously the vision is Ineed to sell 40 units, and why I
need to sell 40 units, or howI'm going to sell 40, is A, b
and C.
And the only way that you canreally have a solid game plan is
by looking at previous KPI datathat you have.
(05:43):
That will help you develop yourstrategy.
When we talk about firstfiguring out your goal and then
having KPIs that you werealready tracking or putting KPIs
in place that you will betracking, those are two of the
most important first things thatyou can do.
The next thing is is, whileyou're strategizing, you're
gonna have to, like, thinkthrough the different levels of
growth.
So for me it's like, okay, Ineed to sell 40 units and in
(06:05):
order to do that, I need Xamount of people, I need X
amount of space.
So when I'm going through that,I'm thinking of the bottlenecks
that could come up and then ifthere is a bottleneck that could
stop that from happening, I'mputting that on my game plan so
that when I get to certainthresholds I am already
implementing and moving forwardwith the removal of that
(06:26):
bottleneck.
So, like, for me.
You know I have 23,000 squarefoot of space.
Not all of that space is gearedtowards what we're talking
about today my pool business.
Some of it's geared towardstraining facilities and some
other products that we'remanufacturing here, but I have
so let's just say I have about13,000 square foot of space.
I can crank out 40 units and Ibelieve that I can do 40 to 60
(06:48):
units within that space.
So, okay, thought of thebottleneck, and I don't believe
that I'm going to have a problemwith the current space that I
have.
So next is people.
I have three guys that areworking specifically on the pool
side of things and I believethat I can get 40 to 60 pools
with those three guys.
So I think through thesebottlenecks.
There's other bottlenecks thatyou think through and I know
(07:09):
those will look different foryou.
So just think through, developyour strategy of how you're
going to push through those andthen, when you meet certain
marks, start to implement thegame plan to push through and to
alleviate those bottlenecks.
One of the most importantthings if you do not have KPI is
like for me, it's justdeveloping a handful of them,
you know, and saying, ok, I wantto track these five things and
(07:31):
then when you start trackingthose five things, like it's
almost like you just like otherKPI start popping up that you
need to track within those mainKPIs.
So what I mean by that is likethere's, you know, conversion
rate, and so when I'm looking atlead to sale conversion rate,
I'm not just tracking my lead tosale conversion rate, I'm
tracking lead to qualityappointment quality appointment
(07:52):
to sale and then overall lead tosale conversion rates and I
have different numbers that I'mtrying to hit.
Within all of that, one of themost important things, as you're
like dialing in your marketingand sales, is, if you don't have
a solid sales process down andI'm not talking perfect, because
you'll change it as you go butif you don't have a solid sales
process down, then getting moreleads is not the answer.
(08:14):
So many times and I am soguilty of this we can think,
well, if I just had more leads,we would convert more, and maybe
that would be true if you havesome things dialed in on your
sales process and how younurture these leads, follow up
with these leads, your rehash,maybe you do some retargeting
through your website If theydidn't convert to a lead.
(08:34):
There's so many things withinthat that you need to be
considerate of and I'll get intothat as we go.
I'll tell you, I'll give you anoverall view of my sales
process.
But that has to be dialed in,because you can spend X amount
of dollars on ads, seo and otherchannels for marketing and wake
up six months a year down theroad and realize that it's not
(08:55):
giving you the return that youwould like and then you've
wasted a lot of that money,especially if you're not dialing
in a number of things with yourKPIs and sales process along
the way.
So don't fall into that trap ofI need more leads so I'm going
to spend X amount of dollars toget more leads whenever
everything else is in shambles.
One of the most important thingsthat I have learned through all
(09:19):
of this is that, right there is, my sales process is number one
.
If I'm not getting theconversion rate that I would
like to get, then maybe the bestoption is not to go in and dial
in or put in more money to ads,but rather the best option is
to go in and to develop thatsales process first.
So once you figure out thatkind of goes through the first
section of your goals, you, youdevelop your KPIs or you review,
(09:41):
review past KPIs, and you'relooking at the whole process,
the whole client experience,from interest to actually going
through your funnel, becoming alead, from a lead to an
appointment, from an appointmentto a sale and everything in
between.
There you're dialing that inand literally writing that out
(10:01):
so that you and your teamunderstands how they're gonna be
implementing this on aday-to-day basis.
So next for me, what I do is Idevelop my costs.
So, like now, I'm looking toput more money into ads and more
money into that side of things.
And so for me, it's looking atand saying, okay, like these are
some real numbers, that's youknow, or 2024, I had a 1.72
(10:22):
conversion rate.
And when you look at highticket sales so my product is a
high ticket sale my average costfrom 2024 was $49,364.
So when I'm looking at that,that's a very high end product.
So my conversion rates,depending on where you're
looking and where you'restudying these things online,
you're going to see 0.5% up toabout 3% and, believe me, it
(10:46):
doesn't mean you can't get pastthat, but that's what I am
learning through the high ticketsales industry is about a half
percent up to 3% In some placessay a half percent up to 1.5% is
a solid conversion rate For me.
I look at it and I'm like, okay, well, let's figure out how we
can go to three, then three anda half, then four, then four and
a half, then five, and let'sjust keep increasing our
(11:09):
conversion rate, obviously.
So when I look at that, then Ilook at my past conversion rate.
My 2024 conversion rate was1.72%.
So I'm either in the middle ofthe road or on the high side,
depending on where you studythis stuff at, and in order to
get to my 40 unit mark that I'mtrying to move and manufacture
this year, in 2025, I need togenerate 2,350 leads, and out of
(11:35):
that, that's equates to about196 leads a month, and I know
right now that my cost per leadis about $38 and 23 cents, and
that equates to about $7,500 adspin that I'm going to have to
expense on SEO and the Google adside of things, and those are
the only two channels that I'mtalking about right now.
There's many others, but thoseare the only two, and so, based
(11:58):
off of my real-time data, then Ishould be able to move over 40
units at that point, especiallyas I have my sales process and
all of that dialed in.
Next thing, now that youunderstand okay, here's my goals
.
Here's my past KPIs.
Here's how we can get to mygoal.
Here's the cost associated withgetting to my goal we
(12:20):
strategize over how exactlywe're going to get there.
So it's like this If I know, ifI sell X amount, I budgeted X
amount for ad spend.
You know, there's there's a lotof numbers that are out there
that say between 5% and 20% onad spend, and so which?
That for me would equate toabout that $7,500 mark, you know
(12:41):
, in between five and $10,000.
Is is about that, that 10% mark, and and and that's just that's
increasing month after month,or at least the goal is for that
to increase month after month.
Now I'm not saying necessarilythat your ad spend needs to
increase until you start lookingat certain numbers and then
your numbers tell you when it'stime to increase that ad spend
(13:03):
Now.
And also, if you're trying totake over a market or trying to
break into a new market, you mayspend a lot more.
I've seen 35%.
I know guys that are spending35%, that are getting into new
markets and in order to breakinto that new market they have
to obviously spend more on adsin order to do just that.
For me, in this section whereI'm strategizing, it's again
looking at all of my data,figuring out the best channels
(13:26):
to then start investing into,and right now, for me, number
one is Google ad or, excuse me,is SEO, and number two is Google
ads.
Seo has the highest conversionrate for me and Google ads would
be second on that list.
Bunch of different ways thatyou can generate leads, but
there's there's KPIs to trackfor all of these.
So when we look at ads, seo,website funnel, social media all
(13:50):
of those are going to havetheir own KPIs that you're
looking at and it's going totell you exactly what you need
to do, going forward all the wayfrom like social media.
You know, I may have an idea onsocial media of a video that I
would like to do, and when Ilook at the numbers of like,
watch time and some other datathat we're looking at, that may
not be the best video to make,and so maybe a video that
(14:11):
doesn't make any sense to me arethe better videos to make,
because there's more engagement,more likes, more shares, more
watch time on those videos,which then plays into the
algorithm.
So when you strategized, nowit's time to really again.
I'm going to mention this overand over and over again.
But make sure that your salesprocess is down and just
(14:32):
understand that you're going tohave to dial this in as you go.
I'm always looking through mysales process and looking at
data that I'm tracking to knowwhat I need to continue doing
and what I need to stop doing.
If you do not have that dialedin, then I would discourage you
from going in and expensingmoney on ads to increase your
leads, because you'll findyourself not getting quality
(14:53):
leads and having to weed throughout of 100 leads 97, 98, 99 of
them just to get somethingconverted.
And then, if you have yoursales process down, you may be
able to convert especially highticket.
You know three, four, five ofthose out of 100 or out of 150.
But understand this when youstart getting a bunch of leads
that come in, you're going tohear no after no, after no.
(15:16):
And as long as you understandthat and if you have some thick
skin and can handle those no's,which you need to have,
especially whenever you're insales then keep rocking and
rolling and keep looking at thatdata, because it'll tell you
what to do next.
I'm gonna go through just somedifferent numbers here.
So conversion rates for me whenI'm looking at lead to quality
appointment, so lead to qualityappointment would be 10 to 20%.
(15:38):
That's what I'm trying to get.
I had 15.22% in March with theamount of leads that I got in
and how many of those convertedto quality appointments.
What I'm trying to do with thatto turn a quality appointment
to a sale is in between 20 and30% and then overall I have a
0.5 on the very low side ofconversion rate, overall, 0.5%
(16:00):
on the low side, 3% on the highside and then again I'm trying
to go four, five, six, seven,trying to get that increased all
the way up to eight and beyond.
That way then my cost per lead,cost per acquisition, a number
of other costs go down.
You need to know your averageticket.
You need to understand exactlywhat amount you want to expend
(16:21):
on ad spend and marketing.
Again, the general rule ofthumb is going to be 5% to 20%
and you may not be able to dothat or you may be very nervous
to do that, but it's importantto understand that, the
importance of expensing that andinvesting that, but making sure
that you and investing that,but making sure that you're
investing that wisely, or elsethat's going to be money down
(16:41):
the drain.
The next thing is we track ROAS.
So that's return on ad spend.
That's just ad revenue dividedby ad spend times 100.
That gets you kind of yourratio and like I'm going for a
12, 14, 15 to one ratio.
Right now I have like I wasdoing some numbers yesterday and
just over the last six months Ihave a 15 to one ratio.
(17:03):
I didn't do my lifetime ratio,but I have about a 15 to one
ratio over the last six monthsand so that's actually really
good.
That's where I would really liketo be, as I'm looking to
expense more on these differentchannels to generate more leads,
understanding your cost perlead and then your cost per
acquisition.
Your cost per acquisition isjust ad spin divided by your
(17:23):
number of clients that you'veacquired.
That equals your cost peracquisition.
Those things are very.
All those KPIs are veryimportant to me and I track
again KPIs within those KPIs.
Just a note on that the onlyway that you should be
developing your strategies afteryour initial strategy is by
looking at the data.
The data is going to tell youliterally every single thing
(17:45):
that you need to know.
Now it's time to implement.
So this is probably the mostchallenging thing for some
people out there is to implement.
We like to get that analysisparalysis.
So make sure that, if you'reoutsourcing this, that you have
clear expectations withdeadlines and you're following
up on that.
If you're doing it in-house,then you may need to block this
(18:07):
out.
If you're the one that'spersonally doing it, you may
need to block out time for thaton a daily basis or check in on
a daily basis with the one thatis doing these things.
So for me right now, how thislooks is I've pooled my ad spend
and this is about two weeks agonow to double down on my SEO.
Now I'm buying backlinks for mywebsite and doing a number of
(18:29):
other things.
So the budget that was beingexpensed for Google Ads is now
going to SEO.
And then I'm developing.
As I've analyzed all of thisdata here.
In the next two weeks we'll berolling out more ad spend
through Google ads alone andwe'll eventually get into like
Facebook and Instagram anddifferent channels like that.
But for right now, I'm focusedon the first thing is SEO and
(18:51):
going back to Google ads.
Looking at the data that we'vebeen talking about today, I'm
developed to my strategy or amdeveloping my strategy, excuse
me and of exactly what needs tobe expensed for the goal that
we're pursuing, and then we'regoing to be rocking and rolling
on that.
So I have proper expectations,I mean, I expect.
I'm very optimistic, so Iexpect for this to be a very
(19:14):
high return on an investment,but I also understand that there
may be some skewed data thathappens within there, some
different data than what I'vepreviously been looking at.
That may pivot our approach aswe analyze these things on a
day-to-day and week-to-week,month-to-month basis.
So develop that master gameplan of exactly what you want to
do and start implementing that.
(19:35):
Again, make sure your salesprocess dial in.
Look at your marketing, yourfunnels, follow ups, lead
generation, nurtures, kpis theseare all things that kind of are
sales process is.
I have a two part sales processso whenever a lead comes in,
(19:57):
they'll go through like they'llvisit my website.
They will.
After they scroll around, Ihave, like my average visitors
on there for about 30 secondsthey're clicking on, which tells
me some things right there asI'm changing some things to kind
of increase engagement on there.
But they're clicking on my, myfunnel, the form that's
funneling them through settingproper expectations, and then
(20:18):
they have the ability to.
Then they receive emails andtexts from us and to set up
appointments where they receivea calendar invite.
Or if we don't hear from themafter reaching out to them
through those channels, then wewill reach out to them and see
if we can set up a discoverycall.
From that discovery call we doa quote review call.
From that quote review call,we're trying to sign them up
(20:38):
right there.
But a lot of times again, I sella high ticket item and my
average turnover time is aboutfour months, so it takes some
time to sell these things.
That's the reason why follow up, developing those relationships
, is critical and not going inand like.
Your job there is to go in anddevelop these relationships and
just be very personable.
And if you're in a high ticketmarket, what I want to do is I
(21:00):
want to and this goes for everymarket but I want to develop my
problem list, solutions to thoseproblems and then offers that I
can offer to my clients.
And or I'm doing that on thediscovery and quote review calls
, I'm figuring out some problemsthat they're facing, how I can
develop an offer to solve someof those problems, if and when
that applies, because a lot oftimes they're just looking for
(21:22):
my product as like a luxury,cool item to add to their family
.
And you're going in and you'reunderstanding the problems that
the majority of people face, orat least think that they're
going to face.
You have the solutions alreadywritten out.
So when you get on that quotereview call, you are creating a
conversation that solves everyissue that could have popped up,
(21:45):
so super important there.
And they continue to payattention to what people are
saying so that you can dialthese things in Once they go
through that process.
Right there, we do Google adsand we'll be doing Google ads
again here soon.
Did Google ads, you know, forfor the last six months CEO
follow-up, social media and,believe it or not, a lot of
social media leads that come inare and I'm not, we're not
(22:07):
targeting anybody, but they'rethey're very high quality leads.
So, just quickly, I want togive y all some ideas to
generate more interest and textand email campaigns.
So emailing and texting yourcurrent list with maybe a new
offer, maybe a follow-up, orwith a new product that was
released, or maybe a cool videoand just using text and email in
(22:28):
a number of different ways tostay on top of them and stay
front of mind.
The next thing is runningpromotions, and you can release
those through text or email,campaigns, nurtures again, this
is email primarily for me, butthis can be done on text as well
.
I mean you're split testing,like headlines, bodies to text
message and emails, to see whichone generates the most response
so that you can develop thegame plan for your next campaign
(22:50):
that you release and also thetimes and days.
All of that is super important.
And then phone calls, you know,using your existing list and or
cold calling people that fityour avatar, that fits your
ideal client.
These are super important waysthat you can generate more
interest.
And when you're again I saidthis earlier, but when you're in
a new market and trying tofigure out figure this out,
(23:11):
because that's like where I'm atis I'm in a new market.
It's been around, for I mean,I'm in an old market, so I'm in
the swimming pool market, butI'm in a pre-manufactured
product and specifically acontainer pool, a pool that is
fabricated from a containerfiberglass shell put in an
insulation.
That's only been around forabout eight years now, and so
(23:31):
it's.
It's somewhat of a fresh market.
There was like one powerhousein it that we're coming for, and
the strategy that I detailedout here is one of the ways that
we're doing that, and I thinkit's super important to set
these expectations that when youget into this, plan to spend a
lot of money, it gets expensiveto try things, to fail to learn,
but know that every single time, as long as you're not being
(23:52):
careless and you're payingattention to these things,
they're all stepping stonestowards your success.
So plan to spend a lot of money.
I hope you don't have to.
I hope that you figure it outon the first campaign that goes
out, but more than likely,you're going to have to fall
down and learn exactly what todo and then pay attention to
what the market's telling you.
For me, it was recently.
It was looking at my costs andunderstanding that I don't that
(24:13):
that you know, with everythingthat's changing within our world
, my products, at the pricepoint where it was being offered
, was starting to be priced outof certain markets, and I have a
desire and a goal to be inevery single person's backyard
with my pools, and so so I needto make sure that I'm listening
to what people are saying, thatI understand different markets
and I'm I'm, you know, captured,capturing that with all the
(24:36):
offers that I'm presenting to myclients and then just know is
your product good?
Release surveys, ask questions,because maybe people are
telling you that, hey, theproduct is not good or maybe the
price is not good, yourmarketing is not good, something
like that, and that will helpyou develop your game plan.
Think of I said this earlier,but want to refresh this Think
of every single bottleneck asyou're strategizing.
This is going to help you beout in front of bottlenecks and
(25:01):
potential hazards that couldtrip you up from your growth,
and this is super importantDelegate, delegate, delegate and
when you have a leader meetings, there are times when you're
going to have operational leadermeetings and then there's times
for me whenever I have strategyleader meetings.
That usually happens quarterly,but it could happen monthly too.
I do monthly leadershipmeetings and we strategize in
those meetings and the goal isfor my goal is to bring the
(25:25):
right people on that can havethe strategy, understand my
vision, develop a strategyaround that and then implement
it as well.
That way, I'm not having tostrategize over each and every
department and I can focus on,you know, the high level, what I
do best, while they focus ontheir high level and what they
do best.
That's that's a huge goal forme.
I mean, actually that's whatI'm doing right now.
(25:47):
Next is like these are thingsthat that I asked myself.
But what's next in the growthprocess?
What's the goal?
Down the row, where are youheaded?
For me, it's buying morebusinesses, specifically in my
space.
Find the right people, theright seat, get experts in
people's fields right, so like,get experts in operations and
marketing.
And that will just continue togo down the list.
(26:07):
Delegate, delegate, delegate,but don't delegate improperly
and find out that you advocated.
The best rule of thumb withthat is if you step away and it
doesn't get any better thanyou've advocated and have not
delegated.
Recruit, do not hire, recruit,recruit, recruit.
This really happens, especiallyin my world from top down
positions I'm not necessarilyfrom bottom up positions.
I've got to pretty often hirefrom bottom up positions.
(26:31):
I can still recruit, but I'mlooking for a specialty position
, so I need to hire for that anddevelop your training program.
Develop your you know your,your mission, vision, value and
principles and make sure thatthey align with those things.
Again, top-down hiring is hugeand I what I've learned is I
don't hire for school anymore, Ihire.
We align on our values.
No-transcript invested intotheir success because, again,
(27:23):
they are the most importantthing to me and to my business.
The next thing is I justreleased a this is called Dream
Chaser Accountability Program, aDCAP, and this walks alongside
of our guys, figure out, figuresout their goals and helps hold
them accountable.
They get tied to a leaderwithin my business and then we
walk alongside them and helpthem accomplish their goals.
So, man, I hope that y'all gota lot out of that.
(27:46):
This is a.
I think one of the mostimportant things within all of
our businesses is marketing andmaking sure that you have your
marketing and sales and you'retracking the proper things.
So I know there's a lot of youthat will be ahead of where this
is at, but there's also a lotof you that need this
information that if I had thisinformation three years ago, I'd
be a whole lot further along.
(28:06):
But I'm grateful that I didn't,because now I understand it in
a capacity that I never wouldhave understood it before, and I
want to encourage you guys tokeep going and rely on the Lord
like press into God never before.
If you need to take a day, takea moment to step away and to
reroute yourself within thescripture and prayer, whatever
(28:31):
it is, do that because yourhealth is the most important
thing to the growth of yourbusiness.
You can do all these things, butif you're deteriorating as a
man or a woman to the growth ofyour business, you can do all
these things, but if you'redeteriorating as a man or a
woman, then it's in vain.
And for what?
And again, if you're doingthings just for yourself and
you're trying to get better justfor yourself, I want to
encourage you to think aboutyour family, think about your
relationship with the Lord, andthat's where, for me, that's
(28:51):
where I root, my power is numberone in scripture.
And then I look at my littlegirl and my wife and think of
the future and the vision andthink of scriptures that talk
about what we're talking aboutright now with discipline and a
rock and roll, and so just wantto encourage you all to do that.
Become an absolute savage,become an animal within your
industry, become the expert, butknow that you can't be the
(29:12):
expert on everything, so youneed to bring in the experts and
collaborate and partner withthem.
So like, share, subscribe,comment, download if you enjoyed
this episode, and we'll talk toyou next week.
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